Cy press California St ake
Effective January 2006
Prepared by: Kory J. Mikesell
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
D&C 38:30
This plan is broken into four general sections, these
sections are:
Mitigation
Preparation
Response
Recovery
Each member of the Stake leadership and Ward council should study this plan and
thoroughly understand it. You may have to rely on your memory of its details, if in an
emergency if you are required to place it into operation!
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
Mitigate:
Main Entry: mit·i·gate
1 : to cause to become less harsh or hostile : MOLLIFY <aggressiveness may be mitigated or... channeled>
2 a : to make less severe or painful : ALLEVIATE b : EXTENUATE
synonym see RELIEVE
From the FEMA website:
The disaster experiences of the 1990s demanded that Federal, State, Tribal, and local emergency managers reassess their
approach to disaster response and recovery. Based on the lessons learned, it became apparent that a change was needed from
a disaster-response-driven system to one based on proactive hazard risk management. In 1998, FEMA responded to this need
by creating a Hazard Mitigation Planning unit to promote and support the mitigation planning process and to provide
guidance and resources to States, Tribes, Territories, local communities and universities and colleges.
Before any emergency situation occurs, the severity and scope of its impact can be lessened by
thoroughly understanding the possible impacts a particular emergency may produce. This
“mitigation” process can take many forms but the greatest of these are:
Organizing resources:
Who are our greatest personnel resources?
Activating the Stake Radio response team.
Expanding this team to every ward.
Insuring there is potable water at each Church Building
Insuring there is a well-stocked first aid kit at each building.
Assessing risks:
Which buildings are most susceptible to severe damage?
Which members will be in the greatest need?
Are there pipelines, bridges or other impediments to easy travel in our Stake boundaries?
What are our risks from flooding, chemical leaks, or terrorist actions?
Developing a mitigation plan:
This Stake Emergency Preparation guide is that plan.
Implementing the plan:
A semi-annual tabletop disaster-training seminar.
An annual “live scale” Training exercise utilizing the ICS plans.
Monitoring progress:
Provide ongoing feedback to Ward and Stake leaders after each exercise.
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
Prepare:
Main Entry: pre·pare
1 a : to make ready beforehand for some purpose, use, or activity <prepare food for dinner> b : to put in a proper state of mind <is
prepared to listen>
2 : to work out the details of : plan in advance <preparing strategy for the coming campaign>
3 a : to put together : COMPOUND <prepare a prescription> b : to put into written form <prepare a report>
intransitive senses : to get ready <preparing for a career>
"We Latter-day Saints, because of the knowledge we have received in the revelations, are better prepared to
meet the perplexities of our time than are any other people. We know more about the difficulties which are
coming, and we have the key to their solution" (Marion G. Romney, Ensign, July 1981, 3).
To help the members of our stake as self reliant and prepared as possible for any emergency
situation we need to help support the Wards in the following areas:
Ward Emergency Preparation Specialists:
Ensure that each Ward has a Ward Emergency Specialist that is called and trained.
Ward Leadership:
Teach each member of the Ward council the Stake emergency and ICS plan.
Include others as needed.
Disseminate preparation information to all Stake members: (see attached)
Disaster plans
72 hour kits
Water storage
Instruction:
Food Storage
First aid
CPR
Communications
Community Emergency Response Training C.E.R.T.
o Light Search and Rescue
o First aid
o Triage
o Light fire suppression
Cypress Stake Radio Communications Plan
Ward
Cypress 1
Cypress 2
Cypress 4
Cypress 5
Buena Park
Cypress Park
Ham
CB
FRS
147.565
147.565
147.565
147.565
147.565
147.565
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32
33
34
35
36
2.1
2.2
2.3
2.4
2.5
2.6
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
Information gathered an compiled from:
The American Red Cross
FEMA
(Federal Emergency Management Agency)
Provided to you by:
FROST CPR
714-821-0897 [email protected]
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
LOCATING SAFE DRINKING WATER
After a disaster, it is possible that water supplies will be temporarily cut off or become contaminated. Because
you must have water to survive, it is important to know how to locate and purify drinking water to make it safe.
WATER SOURCES
Any water that is obtained from sources
outside the home or water that does not
appear clear should be sterilized. Nonsterilized water may be contaminated with
the parasite Giardia.
In the home. Melt ice cubes, and use water
from the hot-water tank, the toilet tank (not
the bowl) and water pipes.
Hot water tank. Turn off the power that
heats it, and let the tank cool. Then place a
container underneath and open the drain
valve at the bottom of the tank. Don't turn
the tank on again until water services are
restored.
Straining water. Strain water containing
sediment or floating material through a cloth
or paper filter before beginning the
purification process.
Heat sterilization. Boiling water is
the preferred method of purification
because
disease-causingmicroorganisms cannot survive the
intense heat. Bring water to a rolling
boil for 1 minute. Pour the water back
and forth from one clean container to
another to improve the taste. Adding a
pinch of salt could also help.
Chemical sterilization. In some
situations, boiling may not be an
option. The alternative is to treat the
water chemically. Plain household
chlorine bleach may be used. Be sure
the label states that hypochlorite is the
only active ingredient. Bleach
containing soap or fragrances is not
acceptable. With an eye dropper, add
8 drops of bleach per gallon of water
(16 if the water is cloudy), stir and let
stand. After 30 minutes the water
should taste and smell of chlorine. At
this time it can be used. If the taste
and smell (and appearance in the case
of cloudy water) has not changed, add
another dose and let stand. If after one
half hour the water does not have a
chlorine smell, do not use it.
Toilet tank. The water in the tank (not the
bowl) is safe to drink unless chemical
treatments have been added.
Water pipes. Release air pressure into the
plumbing system by turning on the highest
faucet in the house. Then drain the water
from the lowest faucet.
Outside the home. Rain water, spring water,
and water from streams, river, lakes, and
coiled garden hoses can be used after it is
purified.
Water
Beds
Avoid water from water beds as a source for
drinking water. Pesticidal chemicals are in
the plastic casing of the bed and chemicals
have probably been added to the water to
prevent the growth of algae, fungi, and
bacteria. The water is safe only for handwashing and laundering.
PURIFYING WATER
Boiling and chemical sterilization are two
ways to purify water.
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
If your local water is not treated commercially by a
water treatment facility, that is, if your water comes
from a public well or other public, non-treated
system, follow instructions about water storage
provided by your public health agency or water
provider. They may recommend treating it with a
small amount of liquid household bleach. Still, it is
important to change and replace stored water every
six months or more frequently.
Facts About Water
Water is the single most abundant substance in the
human body, making up to 60 percent of an adult's
weight and up to 80 percent of an infant's weight. A
person can live several days without food, but just a
few days without water. It is second only to air in
importance to life.
Because water is so important to human survival,
never ration it. Drink at least 2 quarts per day, as
long as supplies last, and look for alternative
sources.
If your local water comes from a private well or
other private source, consult with your local public
health agency about recommendations regarding
storage of water. Some water sources have
contaminants (minerals or parasites) that can not be
neutralized by treatment with liquid household
chlorine bleach. Only your local public health
agency should make recommendations about
whether your local water can be safely stored, for
how long, and how to treat it.
What kinds of containers are recommended to
store water in?
Make sure the water storage container you plan to
use is of food grade quality, such as 2-liter soda
bottles, with tight-fitting screw-cap lids. Milk
containers are not recommended because they do
not seal well.
Can I use bottled water?
If you plan to use commercially prepared "spring"
or "drinking" water, keep the water in its original
sealed container. Change and replace the water at
least once a year. Once opened, use it and do not
store it further.
Should water be treated before storing it?
If your local water is treated commercially by a
water treatment utility, you do not have to treat the
water before storing it. Treating commerciallytreated water with bleach is superfluous and not
necessary. Doing so does not increase storage life. It
is important to change and replace stored water
every six months or more frequently.
Additional resources
DO’s
Emergency Organizations:
Fema
www.fema.org
Red Cross www.redcross.org
LAFD
www.lafd.org
LDS
www.providentliving.org
Do something NOW
Store at least one gallon per person
Rotate at least once a year
Minimize water usage by using paper
plates and plastic cutlery
Store “water filled” foods, like tuna, Green
Beans& Pears
Supplies, storage and purification:
Don’ts
Store water in milk jugs – THEY
BIODEGRADE!
Store and forget – ROTATE
Eat salty foods
Ration water
Over exert yourself
FROST CPR
6891 Younger Dr. Suite 18
Buena Park, CA 90620
714-821-0897
[email protected]
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
714-821-0897 [email protected]
IF THE PURITY
OF YOUR
WATER
SOURCE IS
QUESTION ABLE
, USE THE
FOLLOWING
METHODS TO
MAKE THE
WATER SAFE
TO DRINK
BEST: Add liquid chlorine
bleach to the water. Eight
drops per gallon of water.
Double this dose if the water
is cloudy.
GOOD: Add 2% tincture of
iodine to the water. (12 drops
per gallon of water). Double
this dose if the water is
cloudy.
ACCEPTABLE: boil the
water vigorously for ten
minutes.
Do not forget to clean and
sanitize your food containers
before using them. Wash with
soap and warm water, then fill
with a 10% bleach solution.
After five minutes empty the
bleach solution and let dry.
Water that is dirty should first
be strained through a coffee
filter, cheese cloth, or a paper
towel to remove suspended
matter.
Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
Three Easy Ways to Purify Water
In addition to having a bad odor and taste, contaminated
water can contain microorganisms that cause diseases
such as dysentery, cholera, typhoid and hepatitis. You
should therefore purify all water of uncertain purity
before using it for drinking, food preparation or hygiene.
There are many ways to purify water. None are perfect.
Often the best solution is a combination of methods.
Before purifying, let any suspended particles settle to
the bottom, or strain them through layers of paper towel
or clean cloth.
Three easy purification methods are outlined below.
These measures will kill microbes but will not remove
other contaminants such as heavy metals, salts, most
other chemicals and radioactive fallout.
Boiling is the safest method of purifying water. Bring
water to a rolling boil for 10 minutes, keeping in mind
that some water will evaporate. Let the water cool
before drinking.
Boiled water will taste better if you put oxygen back
into it by pouring it back and forth between two
containers. This will also improve the taste of stored
water.
Chlorination uses liquid chlorine bleach to kill
microorganisms. (See page 1 for bleach safety
information.) Add two drops of bleach per quart of
water (four drops if the water is cloudy), stir and let
stand for 30 minutes. If the water does not taste and
smell of chlorine at that point, add another dose and let
stand another 15 minutes.
If you do not have a dropper, use a spoon and a squareended strip of paper or thin cloth about 1/4 inch by 2
inches. Put the strip in the spoon with an end hanging
down about 1/2 inch below the scoop of the spoon.
Place bleach in the spoon and carefully tip it. Drops the
size of those from a medicine dropper will drip off the
end of the strip.
Purification tablets release chlorine or iodine. They are
inexpensive and available at most sporting goods stores
and some drugstores. Follow the package directions.
Usually one tablet is enough for one quart of water.
Double the dose for cloudy water.
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72 HOUR KITS
Car Kit
Need to have:
Item
Water
Food
Light
First Aid Kit
Emergency Blanket
Toilet Paper / Wipes
Emergency Card
Medications
Qty.
32 oz
2400 calories
Varies
1
1
1/6
1
Varies
Good
Better
Best / Premium
Bottled Water
Foil Pouches
Both
Protein Bars
Emergency Food Bars
Both
Flashlight
Glow sticks
Both
Small
Medium
Large
Mylar Blanket
Campers Blanket
Both
Facial Tissues
Half Used roll
Emergency Rolls
3 x5 with #'s
Emergency Card
Small Phone Book
(Daily medications, or medications you can't be without for a week.)
Nice to have:
Item
Extra Batteries
Sanitation Bags
Radio
Candles
Matches
Knife
Tennis Shoes
Rope
Duck Tape
First Aid Inst.
Prepaid Phone Card
Qty.
Good
Better
Best / Premium
3
3
1
2
1
1
1
1
1
1
1
Off the Shelf
Grocery Bags
Btry pwr AM
Votive
Household
Pocket Knife
Old Pair
Sm Nylon Cord
Used Roll
Small card
30 min
Long Lasting
Bio Bags
Btry Pwr AM/FM
Stick
Waterproof
Swiss Army Knife
Cheap new Pair
1/4" x 10' Rope
Emergency Roll
Full Manual
100 min
Twist to Activate
Porto Potty Bags
Solar/Crank Pwr Am/FM
Emrg Candles in a can
Flint and Steel
Survival Knife
New pair broken in
"Climbers Rope"
Full Roll
Be First Aid Trained
500 min
Over The Top:
Tube Tent
Water Purification Tabs
MRE's
Shake Light
First Responders
Kit
Wool Blanket
Water Container
HAM /CB Radio
Pants
Extra Socks
Pry Bar
Light Weight
Jacket
Hand Warmers
Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
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React:
Main Entry: re·act
1 : to exert a reciprocal or counteracting force or influence -- often used with on or upon
2 : to respond to a stimulus
3 : to act in opposition to a force or influence -- usually used with against
"Can we see how critical self-reliance becomes when looked upon as the prerequisite to service, when we
also know service is what godhood is all about? Without self-reliance one cannot exercise these innate
desires to serve. How can we give if there is nothing there? Food for the hungry cannot come from empty
shelves. Money to assist the needy cannot come from an empty purse. Support and understanding cannot
come from the emotionally starved. Teaching cannot come from the unlearned. And most important of all,
spiritual guidance cannot come from the spiritually weak" (Marion G. Romney, Ensign, June 1984, 6).
An organized reaction to an emergency situation in a planned, methodical, and well thought out,
manner could save lives, lesson the severity of the disaster, and quicken the time needed to fully
recover. The Cypress California Stake will use as its basis for disaster reaction the Incident
Command Structure (ICS) as implemented by the Federal Emergency Management Agency
(FEMA), and used by most Police, Fire, and emergency responders.
The Cypress Stakes response to any major disaster will be:
Determining the severity and scope of the situation.
Establish a Base of Operations at the Institute of Religion at the corner of Orange and
Holder.
Establish a reliable communications network.
Follow the decision tree below to meet the needs of our members and the community.
1. Gather facts
2. Assess and
Communicate
Damage
3. Consider Probabilities
4. Assess your
own situation
5. Establish Priorities
6. Make Decisions
7. Develop plans
of action
8. Take Action
9. Evaluate Progress
Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
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Incident Command Structure
(ICS)
Definitions
&
Descriptions
Developed for the
Cypress California Stake’s
Emergency Preparedness Plan
January2006
Sections gleaned from FEMA resources c/1999
Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
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Table of Contents:
Introduction and Organizational chart
3
Command Staff
Incident Commander
Information Officer
Liaison Officer
Safety Officer
4
4
5
5
5
General Staff
Operations Chief
Staging Area Director
Search And Rescue
Member Status Director
Security Director
Medical Unit Director
6
7
8
8
8
9
Planning Chief
Resources unit Director
Check-in Recorder
Situation Director
Display Processor
Field Observer
Weather Observer
Documentation Unit Director
Demobilization Unit Director (Clean up)
10
11
11
11
12
12
12
12
12
Logistics Chief
Support Branch
Supply Unit
Facilities Unit
Ground Support Unit
Services Branch
Communications Unit Director
Incident Dispatcher
Food Unit Director
13
Finance / Administration Chief
Procurement Unit
Cost Unit
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Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
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Incident Commander
Safety Officer
Liaison Officer
Information Officer
Operations Chief
Staging
S&R
Member Status
Security
Medical Unit
Planning Chief
Logistics Chief
Admin Chief
Resources
Situation
Documentation
Demobilization
Service Branch
Communication
Food
Procurement
Cost Unit
Support Branch
Supply
Facilities
Ground Support
The Cypress Stake will be utilizing the ICS System
to meet any emergency challenge
The ICS organization develops around five major functions that are required on
any incident whether it is large or small. For some incidents, and in some
applications, only a few of the organization's functional elements may be
required. However, if there is a need to expand the organization, additional
positions exist within the ICS framework to meet virtually any need. Establishes
lines of supervisory authority and formal reporting relationships. There is
complete unity of command as each position and person within the system has a
designated supervisor. Direction and supervision follows established
organizational lines at all times. The following are the major responsibilities and
duties of all ICS positions. Individual agencies may have additional
responsibilities and more detailed lists of duties.
Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
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dentIncident
Commander
Commander
Safety Officer
Liaison Officer
Information Officer
Incident Commander (Stake President)
The Incident Commander's responsibility is the overall management of the incident. On most
incidents a single Incident Commander carries out the command activity. The Incident Commander
may have a Deputy I.C., Deputy positions may also be used at section and branch levels of the ICS
organization. Deputy positions must have the same qualifications as the person for whom they work,
as they must be ready to take over that position at any time.
Responsibilities:
Assess the situation and/or obtain a briefing from the prior Incident Commander.
Determine Incident Objectives and strategy.
Establish the immediate priorities.
Establish an Incident Command Post.
Establish an appropriate organization.
Ensure planning meetings are scheduled as required.
Approve and authorize the implementation of an Incident Action Plan.
Ensure that adequate safety measures are in place.
Coordinate activity for all Command and General Staff.
Coordinate with key people and officials.
Approve requests for additional resources or for the release of resources.
Authorize release of information to the news media.
Order the demobilization of the incident when appropriate.
Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
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Information Officer (Public Affairs)
The Information Officer is responsible for developing and releasing information about the incident to
the news media, to incident personnel, and to other appropriate agencies and organizations. Only one
Information Officer will be assigned for each incident, including incidents operating under Unified
Command and multi-jurisdiction incidents.
The Information Officer may have assistants as necessary, and the assistants may also represent assisting
agencies or jurisdictions.
Responsibilities
Determine from the Incident Commander if there are any limits on information release.
Develop material for use in media briefings.
Obtain Incident Commander's approval of media releases.
Inform media and conduct media briefings.
Arrange for tours and other interviews or briefings that may be required.
Obtain media information that may be useful to incident planning.
Maintain current information summaries and/or displays on the incident and provide information
on status of incident to assigned personnel.
Liaison Officer (Member of Stake Presidency)
Incidents that have several agencies involved, (Fire, Police, Medical) or multiple Stakes may require the
establishment of the Liaison Officer to the Command Staff. The Liaison Officer is the primary contact
for the personnel assigned to cooperating agencies or Stakes.
Responsibilities and Duties:
Be a contact point for Church, City, Police, and Fire personnel.
Report member status and needs to Church Area Authority.
Maintain a list of assisting and cooperating agencies and Agency Representatives.
Assist in establishing and coordinating contacts with other Stakes.
Keep agencies supporting the incident aware of incident status.
Monitor incident operations to identify potential inter-organizational problems.
Participate in planning meetings, providing current resource status, including limitations and
capability of assisting agency resources.
Safety Officer
The Safety Officer's function is to develop and recommend measures for assuring personnel safety, and
to assess and/or anticipate hazardous and unsafe situations. Only one Safety Officer will be assigned for
each incident. The Safety Officer may have assistants as necessary, and the assistants may also represent
assisting agencies or jurisdictions. Safety Assistants may have specific responsibilities such as Logistic
operations, hazardous materials, Biohazards etc.
Responsibilities:
Participate in planning meetings.
Identify hazardous situations associated with the incident.
Review the Incident Action Plan for safety implications.
Exercise emergency authority to stop and prevent unsafe acts that are outside the scope of the
Incident Action Plan.
Investigate accidents that have occurred within the incident area.
Assign assistants as needed.
Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
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Review and approve the medical plan.
General Staff Positions
Incident Commander
Liaison Officer
Safety Officer
Info Officer
Operations Chief
Planning Chief
Logistics Chief
Admin Chief
Operations Section Chief
The Operations Chief function is to oversee the direct tactical operation. Over see and maintain a staging
area (Incident Command Center). Generally all other Chiefs are in support of the Operations Chief.
Member welfare is his primary function.
Responsibilities:
Supervise the next level lower in the Section, (Branch, Division/Group).
Assist in the Operations portion of the Incident Action Plan.
Supervise the execution of the Incident Action Plan for Operations.
Maintain close contact with subordinate positions.
Ensure safe tactical operations.
Request additional resources to support tactical operations.
Make expedient changes to the Incident Action Plan as necessary.
Maintain close communication with the Incident Commander.
Groups Reporting Directly to the operations Chief
Staging Area Director
Search and Rescue Director
Member Status Director
Safety Director
Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
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Incident Commander
Liaison Officer
Safety Officer
Info Officer
Operations Chief
Planning Chief
Logistics Chief
Admin Chief
Staging Area Director - Establishing and maintaining a staging area.
Search and Rescue Director – Over see search and Rescue operations.
Member Status Director – Contact members, and determine their status.
Security Director - Ensure the 24-hour security of the Staging Area.
Medical unit Director – Over see all first aid response.
Staging Area Director
The Staging Area Director reports to the Operations Section Chief or to the Incident Commander if the
Operations Section Chief position has not been filled.
Note:
In some disciplines, the Staging Area is established as part of the Logistics Section, requiring the Staging Area Manager to report to the Logistics Chief.
However, regardless of Section assignment, the duties of the Staging Area Manager remain the same.
Responsibilities:
Establish layout of Staging Area.
Post areas for identification and traffic control.
Provide check-in for incoming resources.
Determine required resources for the Staging Area from the Operations Section Chief, or Incident
Commander.
Advises when levels reach minimums.
Maintain and provide status to Resource Unit of all resources in Staging Area.
Respond to Operations Section Chief, or Incident Commander requests for resources.
Request logistical support for personnel and/or equipment as needed.
Maintain Staging Area in an orderly condition.
Demobilize or move Staging Area as required.
Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
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Search and Rescue Director
The Search and Rescue Director function is to respond to requests from the Operations manager to
situations where light search and rescue are needed. Has the discretion to make two or three man S&R
teams. Search and Rescue operations are NOT limited to members of the stake.
Responsibilities:
Obtain briefing from the Operations Section Chief.
Supervise Branch operations.
Develop alternatives for Branch operations as required.
Interact with the Operations Section Chief and Member Status Director to develop tactics to
implement incident strategies.
Be prepared to attend incident planning meetings at the request of the Operations Chief.
Review assignments within the Branch and report status to the Operations Section Chief.
Assign specific work tasks to S&R teams.
Monitor and inspect progress and make changes as necessary.
Resolve logistics problems reported by subordinates.
+ Note: Search and Rescue should NOT be done by untrained personnel
Member Status Director
The Member Status Director’s function is to oversee the gathering of information about stake
members current status and safety, reports this information to the Operations Chief and works
closely with the Search and Rescue Director to activate needed resources to the required areas.
Also works with Administration and Logistics for Housing needs.
Responsibilities:
Obtain briefing from the Operations Section Chief.
Supervise Branch operations.
Develop alternatives for Branch operations as required.
Interact with the Search and Rescue Director to direct needed S&R Teams.
Be prepared to attend incident planning meetings at the request of the Operations Chief.
Review assignments within the Branch and report status to the Operations Section Chief.
Monitor and inspect progress and make changes as necessary.
Resolve logistics problems reported by subordinates.
Monitor work progress.
Security Director
Provides safeguards necessary for protection of personnel and property from loss or damage. Works
Closely with the Staging Area Director.
Duties of the Security Manager will include but are not limited to:
Establish contacts with local law enforcement agencies as required.
Discuss any special custodial requirements that may affect operations.
Request required personnel to accomplish work assignments.
Ensure that support personnel are qualified to manage security problems.
Develop a security plan for incident facilities.
Adjust the security plan for personnel and equipment changes and release.
Coordinate security activities with appropriate incident personnel.
Keep the peace, prevent assaults, and settle disputes.
Prevent theft of all property.
Prepared by: Kory J. Mikesell Cypress California Stake preparedness Chairman
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Investigate and document all complaints and suspicious occurrences.
Medical Unit
The Medical Unit will develop an Incident Medical Plan (to be included in the Incident Action Plan);
develop procedures for managing major medical emergencies; provide medical aid. Responsibilities:
Determine level of emergency medical activities prior to activation of Medical Unit.
Acquire and manage medical support personnel.
Prepare the Medical Emergency Plan.
Establish procedures for handling serious injuries of responder personnel.
Respond to requests for:
Medical aid
Medical transportation
Medical supplies
Assist the Finance/Administration Section with processing paper work related to injuries or deaths
of incident personnel.
Assign specific duties to staff; supervise staff.
Provide Supply Unit Leader with a list of supplies to be replenished.
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Incident Commander
Liaison Officer
Safety Officer
Info Officer
Operations Chief
Logistics Chief
Planning Chief
Admin Chief
Planning/Intelligence Chief
The Planning/Intelligence Chief collects, evaluates, processes, and disseminates information for use at
the incident. When activated, the Section is managed by the Planning/Intelligence Section Chief who is a
member of the General Staff. There are four units within the Planning/Intelligence Section that can be
activated as necessary:
Resources Unit
Situation Unit
Documentation Unit
Demobilization Unit
Planning/Intelligence Section Chief
Responsibilities:
Collect and process situation information about the incident.
Supervise preparation of the Incident Action Plan.
Provide input to the Incident Commander and Operations Section Chief in preparing the Incident
Action Plan.
Determine need for any specialized resources in support of the incident.
If requested, assemble and disassemble strike teams, task forces, platoons, or squads not assigned
to operations.
Collect information as necessary, e.g., weather, environmental, toxics, etc.
Assemble information on alternative strategies.
Provide periodic predictions on incident potential.
Report any significant changes in incident status.
Compile and display incident status information.
Oversee preparation of Incident demobilization plan.
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Incident Commander
Liaison Officer
Safety Officer
Info Officer
Operations Chief
Logistics Chief
Planning Chief
Admin Chief
Resources Director
Situation Director
Documentation Director
Demobilization Director
Resources Director
This unit is responsible for maintaining the status of all assigned resources (primary and support) at an
incident. It achieves this through:
Overseeing the check-in of all resources.
Overseeing the check-in of all personnel.
Maintaining a status-keeping system indicating current location and status of all resources.
Establish check-in function at incident locations.
Prepare and maintain the Command Post display (to include organization chart and resource
allocation and deployment).
Maintain and post the current status and location of all resources.
Maintain master roster of all resources checked in at the incident.
Check-in recorders reports to the Resources Unit Leader and is responsible for accounting for all
resources assigned to an incident.
Check-in Recorder (reports to resources Director)
Check-in recorders are needed at each check-in location to insure that all resources assigned to an
incident are accounted for
Responsibilities:
Establish communications with the Communications Center.
Post signs so that arriving resources can easily find the check-in locations.
Record information on Check-in Lists
Transmit check-in information to Resources Unit Leader on a regular, pre-arranged schedule.
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Situation Director
The collection, processing and organizing of all incident information takes place within the Situation
Unit. The Situation Unit may prepare future projections of incident growth, maps and intelligence
information.
Responsibilities:
Begin collection and analysis of incident data as soon as possible.
Prepare, post, or disseminate resource and situation status information as required.
Prepare periodic predictions or as requested.
Provide maps if required.
Three positions report directly to the Situation Director:
Display Processor -- Maintains incident status information obtained from Field Observers,
resource status reports, etc. Information is posted on maps and status boards as appropriate.
Field Observer -- Collects and reports on situation information from the field.
Weather Observer -- Collects current weather information from the weather service or an assigned
meteorologist.
Documentation Unit
The Documentation Unit is responsible for the maintenance of accurate, up-to- date incident files.
Incident files will be stored for legal, analytical, and historical purposes.
Responsibilities:
Set up work area; begin organization of incident files.
Establish duplication service; respond to requests.
File all official forms and reports.
Review records for accuracy and completeness; inform appropriate units of errors or omissions.
Provide incident documentation as requested.
Store files for post-incident use.
Demobilization Unit (clean up)
The Demobilization Units responsible for developing the Incident Demobilization Plan. On large
incidents, demobilization can be quite complex, requiring a separate planning activity. Note that not all
agencies require specific demobilization instructions.
Responsibilities:
Review incident to determine the likely size and extent of demobilization effort.
Based on above analysis, add additional personnel, workspace and supplies as needed.
Identify surplus resources and probable release time.
Develop incident checkout function for all units.
Evaluate logistics and transportation capabilities to support demobilization.
Develop an incident demobilization plan detailing specific responsibilities and release priorities
and procedures.
Distribute demobilization plan (on and off-site).
Ensure that all Sections/Units understand their specific demobilization responsibilities.
Supervise execution of the incident demobilization plan.
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Incident Commander
Liaison Officer
Safety Officer
Info Officer
Operations Chief
Planning Chief
Logistics Chief
Admin Chief
Logistics Section Chief
The Logistics support section provides all incident support needs. The Logistics Section Chief, who may
assign a Deputy, manages the Logistics Section. A Deputy is most often assigned when all designated
units (listed below) within the Logistics Section are activated.
Six units may be established within the Logistics Section:
Support Branch
Supply Unit
Facilities Unit
Ground Support Unit
Service Branch
Communications Unit
Food Unit
Logistics Section Chief
The Logistics Section Chief will determine the need to activate or deactivate a unit. If a unit is not
activated, responsibility for that unit's duties will remain with the Logistics Section Chief.
Responsibilities:
Manage all incident logistics.
Provide logistical input to the IC in preparing the Incident Action Plan.
Brief Branch Directors and Unit Leaders as needed.
Identify anticipated and known incident service and support requirements.
Request additional resources as needed.
Review and provide input to the Communications Plan, Medical Plan and Traffic Plan.
Supervise requests for additional resources.
Oversee demobilization of Logistics Section.
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Incident Commander
Liaison Officer
Safety Officer
Info Officer
Operations Chief
Support Branch
Supply Unit
Facilities Unit
Ground Support Unit
Planning Chief
Logistics Chief
Admin Chief
Service Branch
Communications Unit
Food Unit
Support Branch
Supply Unit
The Supply Unit is responsible for ordering, receiving, processing and storing all incident-related
resources. All expendable and non-expendable support supplies.
Responsibilities:
Provide input to Logistics Section planning activities.
Provide supplies to Planning/Intelligence, Logistics, and the Finance/Administration Section.
Determine the type and amount of supplies en route.
Order, receive, distribute, and store supplies and equipment.
Respond to requests for personnel, equipment, and supplies.
Maintain an inventory of supplies and equipment.
Service reusable equipment, as needed.
Two Managers report directly to the Supply Unit Leader:
Ordering Manager -- Places all orders for incident supplies and equipment. Provide Supply Unit
Leader with a list of supplies to be replenished.
Receiving and Distribution Manager -- Receives and distributes all supplies and equipment
(other than primary tactical resources), and is responsible for the service and repair of tools and
equipment. For some applications, a Tool and Equipment Specialist may be assigned to service and
repair all hand tools. The specialist reports to the Receiving and Distribution Manager.
Facilities Unit
This unit is responsible for set up, maintenance and demobilization of all incident support facilities
except Staging Areas.
Responsibilities:
Participate in Logistics Section/Support Branch planning activities.
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Determine requirements for each incident facility.
Prepare layouts of facilities; inform appropriate unit leaders.
Activate incident facilities.
Provide security services.
Provide facility maintenance services, e.g., sanitation, lighting, etc.
Demobilize base and camp facilities.
Responsibilities common to all Unit Leaders are listed below:
Obtain briefing from Section Chief.
Participate in incident planning meetings, as required.
Determine current status of unit activities.
Confirm dispatch and estimated time of arrival of staff and supplies.
Assign specific duties to staff; supervise staff.
Develop and implement accountability, safety and security measures for personnel and resources.
Three managers report directly to the Facilities Unit Leader. When established at an incident, they
have important responsibilities:
Ground Support Unit
The Ground Support Unit is primarily responsible for the maintenance, service, and fueling of all mobile
equipment and vehicles. The Unit also has responsibility for the ground transportation of personnel,
supplies and equipment, and the development of the Incident Traffic Plan.
Responsibilities:
Participate in Support Branch/Logistics Section planning activities.
Provide support services (fueling, maintenance, and repair) for all mobile equipment and vehicles.
Order maintenance and repair supplies (e.g., fuel, spare parts).
Provide support for out-of-service equipment.
Develop the Incident Traffic Plan.
Maintain an inventory of support and transportation vehicles.
Record time use for all incident-assigned ground equipment (including contract equipment).
Update the Resources Unit Leader with the status (location and capability) of transportation
vehicles.
Maintain a transportation pool on larger incidents as necessary.
Maintain incident roadways as necessary.
Responsibilities common to all Unit Leaders are listed below:
An Equipment Manager reports to the Ground Support Unit Leader and is responsible for the service,
repair, and fuel for all equipment; transportation and support vehicle services; and to maintain equipment
use and service records.
Equipment Manager
(Reports to the Ground Support Unit Leader)
Responsibilities:
Service, repair, and fuel for all equipment; transportation and support vehicle services
Maintain equipment use and service records.
Service Branch
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Communications Unit leader
The Communications Unit is responsible for developing plans for the use of incident communications
equipment and facilities; installing and testing of communications equipment; supervision of the
Incident Communications Center; and the distribution and maintenance of communications equipment.
Responsibilities:
Advise on communications capabilities/limitations.
Prepare and implement a communications Plan.
Set up Communications Center
Establish and supervise the Incident Communications Center and Message Center.
Establish radio, telephone, computer links, and public address systems.
Establish communications equipment distribution and maintenance locations.
Install and test all communications equipment.
Oversee distribution, maintenance and recovery of communications equipment, e.g., portable
radios and FAX machines.
Develop and activate an equipment accountability system.
Provide technical advice on:
Adequacy of communications system
Geographical limitations
Equipment capabilities
Amount and types of equipment available
Potential problems with equipment
Incident Dispatcher
The Incident Dispatcher, including the Head Dispatcher, is responsible to receive and transmit radio &
telephone messages among and between personnel, and to provide dispatch services at the incident.
Responsibilities:
Obtain briefing from Communications Unit Leader and determine:
Communications procedures
Frequencies in use
Nets established or to be established
Equipment status
Capabilities, limitations & restrictions
Message center procedures
Head dispatcher insures adequate staffing.
Check out equipment
Receive and transmit messages within and external to incident.
Any unusual communications situations
Turn in appropriate documents to Head Dispatcher or Communications Unit Leader.
Demobilize communications center in accordance with Incident Demobilization Plan.
Food Unit
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The Food Unit is responsible for supplying the food needs for the entire incident, including all remote
locations (e.g., Wards, Staging Areas), as well as providing food for personnel unable to leave tactical
field assignments.
Responsibilities:
Determine food and water requirements.
Determine method of feeding to best fit each facility or situation.
Obtain necessary equipment and supplies and establish cooking facilities.
Ensure that well-balanced menus are provided.
Order sufficient food and potable water from the Supply Unit.
Maintain an inventory of food and water.
Maintain food service areas, ensuring that all appropriate health and safety measures are being
followed.
Supervise caterers, cooks, and other Food Unit personnel as appropriate.
Supervise staff.
Provide Supply Unit Leader with a list of supplies to be replenished.
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Incident Commander
Liaison Officer
Safety Officer
Info Officer
Planning Chief
Logistics Chief
Admin Chief
Finance/Administration Section
The Finance/Administration Section is responsible for managing all financial aspects of an incident. Not
all incidents will require a Finance/Administration Section. Only when the involved agencies have a
specific need for Finance/Administration services will the Section be activated. There are two units
which may be established within the Finance/Administration Section:
Procurement Unit
Cost Unit
Procurement Unit
The Procurement Unit establishes local sources for equipment and supplies; manages all equipment
rental agreements; and processes all rental and supply fiscal document billing invoices. The unit works
closely with local fiscal authorities to ensure efficiency.
Responsibilities:
Review incident needs and any special procedures with Unit Leaders, as needed.
Coordinate with local jurisdiction on plans and supply sources.
Obtain Incident Procurement Plan.
Prepare and authorize contracts and land use agreements, as needed.
Draft memoranda of understanding.
Establish contracts and agreements with supply vendors.
Provide for coordination between the Ordering Manager, agency dispatch, and all other procurement
organizations supporting the incident.
Ensure that a system is in place, which meets agency property management requirements. Ensure proper
accounting for all new property.
Interpret contracts and agreements; resolve disputes.
Cost Unit
The Cost Unit provides all incident cost analysis. It ensures the proper identification of all equipment
and personnel requiring payment; records all cost data; analyzes and prepares estimates of incident costs;
and maintains accurate records of incident costs.
Responsibilities:
Coordinate with agency headquarters on cost reporting procedures.
Collect and record all cost data.
Develop incident cost summaries.
Prepare resources-use cost estimates for the Planning/Intelligence Section.
Make cost-saving recommendations to the Finance/Administration Section Chief.
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Medical Operations
Triage*
Transportation
*Triage may be
organized under the
Search and Rescue
Branch
Litter bearers
Backup
Treatment
Immediate
treatment leader
Morgue
Security
Identification
Location
Disposition
Delayed
Treatment leader
What is Triage?
Triage is a French term meaning “to sort” the goal of triage is to identify victims who are
having problems with the three “killers” – obstructed airway, excessive bleeding, or shockand to treat them immediately.
Triage usually begins at the incident site, as soon as victims are located. This should be done
in tow member teams of you and “your buddy”.
During triage, victims are:
Evaluated for airway problems, excessive bleeding, and shock.
Sorted by those who need immediate treatment for the three killers and those who can
wait until after others have been triaged.
Triage Categories
During triage, victims’ conditions are evaluated and sorted into three categories:
Category
Description
Immediate (I)
Victim has life threatening injuries (airway, bleeding, or shock)
that demand immediate attention to save the person’s life.
Delayed (D)
Injuries do not jeopardize the victims’ life. The victim may need
care, but it can be delayed while triaging other victims.
Dead (DEAD)
Not breathing after two attempts to open the airway. There is
not time or resources to do CPR IF others need immediate help.
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General Triage Procedures
The following six-step procedure is used to conduct triage.
Step 1. Size up the situation
Step 2. Conduct Voice Triage (“if you can hear my voice, come to me”)
Step 3. Follow a systematic route.
Step 4. Triage and tag each victim “I”, “D” or “DEAD” (use lipstick or marker)
Step 5. Treat “I” victims immediately
Step 6. Document Triage results.
Step 1. Size up the situation:
Before you begin, size up the situation:
Stop, look and listen. Take time to gather information, such as type of incident possible
number of victims, and risk factors. You’ll need this information to make decisions and
develop plans.
Think about you and your buddy’s safety, capabilities, and limitations. Decide if you
will approach the scene.
Plan. If you decide to approach. Plan how you will do it.
Step 2. Conduct Voice Triage
Begin sorting victims by calling out “I’m here to help you. If you can walk, come to the sound
of my voice”.
If there are survivors who can walk, they are “D’s”. Survivors who can walk should be directed
to a designated safe location while you continue the triage.
It’s important to keep ambulatory survivors in one area. If you and your buddy need
assistance, you can ask the survivors for help. They also can provide useful information
about the location of other victims.
Step 3. Follow a systematic route.
Now you are ready to start working with the non-ambulatory victims. To make sure
that you don’t miss anyone:
Start where you stand.
Start with the closest victims.
Work outward in a systematic fashion.
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Step 4. Triage and tag each victim “I”, “D” or “DEAD”
Triage each victim! Treat “immediates” and tag everyone using “I” (immediate), “D”
(Delayed), or “DEAD”
Remember also to triage and tag the “walking wounded” after triaging and tagging victims who
were not able to walk to you and your buddy. They may have injuries that require your
attention.
Step 5. Treat “I” victims immediately
An “I” victim needs immediate treatment for life-threatening conditions. Treat these victims for
the three “killers” and tag as “I” before continuing with triage.
All “I” victims receive:
Airway management to keep the airway open.
Control of excessive bleeding.
Treatment for shock.
Step 6. Document Triage results.
After you triage victims in an area, record the number of victims by triage tag and their location.
This documentation will help responders when they arrive to:
Identify the location of victims.
Deploy resources effectively.
Estimate the number of casualties by degree of severity.
Conducting a triage evaluation
Step 1. Check Airway / breathing
At arm’s length from the victim, shake the person shoulder and shout, “can you
hear me?” if the person doesn’t respond, check for breathing by opening the airway
using the head-tilt / chin- lift method.
Look, listen and feel for the air exchange, if the victim still isn’t breathing, try again to open the
airway. If the victim is not breathing after two tries, tag the victim as “DEAD” and move on to
the next victim.
If the victim is breathing, check the victims breathing rate.
If it’s faster than 30 breaths for minute, tag the victim “I” and maintain the airway, control
bleeding and treat for shock before moving to the next victim.
If breathing rate is below 30 per minute and normal, move to step 2.
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Step 2. Check bleeding and Circulation
First, if the victim had severe bleeding, apply direct pressure to the wound and elevate it above
the heart (if possible) to control the bleeding. Then tag as “I”.
After controlling the bleeding or if there is no severe bleeding, check circulation using the
blanch test.
The Blanch Test
The blanch test is used to check how quickly capillaries refill. To perform this test:
Press on an area of skin until normal skin color is gone. A good place to do this is the palm
of the hand. The nail beds can also be used.
Let go, and time how long it takes for normal color to return.
A capillary refill time of longer than 2 seconds is indicative of poor circulation and shock.
The blanch test is not valid in children. Mental status should be used as the main indicator if
shock in children.
Step 3. Shock Management
During Shock the body pools blood into one or more vital organ. This reduces
blood flow to other parts of the body and deprives them of life sustaining oxygen.
Any injury or illness, serious or minor, which places the body under stress may
result in shock.
Signs of shock may be:
Rapid, weak pulse.
Pale or bluish color.
Mental confusion.
Nausea
A “Dazed” look.
Shallow, but rapid breathing
Shock Treatments:
Keep the victim still
Maintain their body temperature (if its cold, keep them warm, if it’s warm keep them cool)
Elevate the victim’s legs if it will not aggravate another injury.
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Patient Flow
The diagram below illustrates how patients move through the medial operations components.
Flow of Patients
Incident
Location
Triage
“D”
Search
And
Rescue
Triage
Team
“I”
Medical treatment
And
Morgue
Delayed
Care Area
Immediate
Care Area
“Dead”
Morgue
Setting up a triage site:
The medical treatment area should be:
In a safe area, free from hazards and debris.
Close to the hazard zone.
Upwind and uphill from the hazard zone.
Accessible by transportation vehicles such as ambulances, trucks, and helicopters.
Expandable.
Medical Treatment Area:
The immediate and delayed care areas should be relatively close to each other to allow:
Verbal communication between workers in the two areas.
Shared access to medical supplies, which should be stored in a central location
Easy transfer of patients whose status had changed.
Placement of the Morgue:
The Morgue site should be located away from the treatment area.
The Morgue should not be visible to patients in the treatment area
The Morgue must be kept secure.
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Communication Leader Position Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain briefing from the Logistics Section Chief or Service Branch Director.
2. Organize and staff Unit as appropriate:
Assign Communications Center Manager and Lead Incident Dispatcher.
Assign Message Center Manager and ensure adequate staff is assigned to man the radios,
answer phones and attend fax machines.
3. Assess communications systems/frequencies in use; advise on communications
capabilities/limitations.
4. Develop and implement effective communications procedures (flow) internal and external to
the incident/Incident Command Post.
5. Assess Incident Command Post phone load and request additional lines as needed.
6. Prepare and implement Incident Communications Plan (ICS Form 205):
Obtain current organizational chart.
Determine most hazardous tactical activity; ensure adequate communications.
Make communications assignments to all other Operations elements, including volunteer,
contract, or mutual aid.
Determine Command communications needs.
Determine support communications needs.
Establish and post any specific procedures for use of Incident Command Post
communications equipment.
7. Include cellular phones and pagers in Incident Communications Plan (ICS Form 205), if
appropriate:
Determine specific organizational elements to be assigned telephones.
Identify all facilities/locations with which communications must be established (shelters,
press area, liaison area, agency facilities, other governmental entities' Emergency Operations
Centers (EOCs), etc.), identify and document phone numbers.
Determine which phones/numbers should be used by what personnel and for what purpose.
Assign specific telephone numbers for incoming calls, and report these numbers to staff and
off-site parties such as other local jurisdictions, State and Federal agencies.
Do not publicize OUTGOING call lines.
8. Activate, serve as contact point, and supervise the integration of volunteer radio organizations
into the communications system.
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9. Ensure radio and telephone logs are available and being used.
10. Document malfunctioning communications equipment, facilitate repair.
11. Establish and maintain communications equipment accountability system.
12. Provide technical information, as required, on:
Adequacy of communications system currently in use.
Geographic limitation on communications equipment.
Equipment capabilities.
Amount and types of equipment available.
Anticipated problems in the use of communications equipment.
13. Estimate Unit needs for expected operations; order relief personnel.
14. Provide briefing to relief on current activities and unusual situations.
15. Document all activity on Unit Log (ICS Form 214).
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Facilities Unit Leader Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain briefing from Logistics Section Chief or Support Branch Director:
Expected duration and scope of the incident.
Facilities already activated.
Anticipated facility needs.
2. Obtain a copy of the Incident Action Plan (IAP) and determine:
Location of Incident Command Post.
Staging Areas.
Incident Base.
Supply/Receiving/Distribution Centers.
Information/Media Briefing Center.
Other incident facilities.
3. Determine requirements for each facility to be established:
Sanitation.
Sleeping.
Feeding.
Supply area.
Medical support.
Communications needs.
Security needs.
Lighting.
4. In cooperation with other incident staff, determine the following requirements for each facility:
Needed space.
Specific location.
Access.
Parking.
Security.
Safety.
5. Plan facility layouts in accordance with above requirements.
6. Coordinate negotiation for additional needed space:
Parks
Schools
7. Video or photograph rental office or storage space prior to taking occupancy.
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Food Service Leader Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1.Obtain briefing from Logistics Section Chief or Service Branch Director:
Determine potential duration of incident.
Number and location of personnel to be fed.
Last meal provided.
Proposed time of next meal.
2. Determine food service requirements for planned and expected operations.
3. Determine best method of feeding to fit situation and obtain bids if not done prior to
incident (coordinate with Procurement Unit).
4. Determine location of working assignment.
5. Ensure sufficient potable water and beverages for all incident personnel.
6. Coordinate transportation of food and drinks to the scene with Ground Support and
Operations Section Chief.
7. Ensure that appropriate health and safety measures are taken and coordinate activity with
Safety Officer.
8. Supervise administration of food service agreement, if applicable.
9. Provide copies of receipts, bills to Finance/Administration Section.
10. Let Supply Unit know when food orders are complete.
11. Provide briefing to relief on current activities and unusual situations.
12. Document all activity on Unit Log (ICS Form 214).
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Incident Commander Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Ensure welfare and safety of incident personnel.
2. Supervise Command and General Staff.
3. Obtain initial briefing from current Incident Commander and agency administrator.
4. Assess incident situation:
Review the current situation status and initial incident objectives. Ensure that all local,
State and Federal agencies impacted by the incident have been notified.
5. Determine need for, establish, and participate in Unified Command.
6. Authorize protective action statements, as necessary.
7. Activate appropriate Command and General Staff positions. Safety Officer must be
appointed on hazardous materials incidents:
Confirm dispatch and arrival times of activated resources.
Confirm work assignments.
8. Brief staff:
Identify incident objectives and any policy directives for the management of the incident.
Provide a summary of current organization.
Provide a review of current incident activities.
Determine the time and location of first Planning Meeting.
9. Determine information needs and inform staff of requirements.
10. Determine status of disaster declaration and delegation of authority.
11. Establish parameters for resource requests and releases:
Review requests for critical resources.
Confirm who has ordering authority within the organization.
Confirm those orders that require Command authorization.
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12. Authorize release of information to the media:
If operating within a Unified Command, ensure all Incident Commanders approve release.
13. Establish level of planning to be accomplished:
Written Incident Action Plan (IAP).
Contingency planning.
Formal Planning Meeting.
14. Ensure Planning Meetings are conducted as indicated:
Sample Planning Meeting Agenda
Agenda Item
1
2
3
4
5
6
7
8
9
10
11
12
13
Briefing on situation/resource status.
Discuss safety issues.
Set/confirm incident objectives.
Plot control lines & Division boundaries.
Specify tactics for each Division/Group.
Specify resources needed for each
Division/Group.
Specify facilities and reporting locations.
Develop resource order.
Consider communications/medical/
transportation plans.
Provide financial update.
Discuss interagency liaison issues.
Discuss information issues.
Finalize/approve/implement plan.
Responsible Party
Planning/Operations Section Chiefs
Safety Officer
Incident Commander
Operations Section Chief
Operations Section Chief
Operations/Planning Section Chiefs
Operations/Planning/Logistics Section
Chiefs
Logistics Section Chief
Logistics/Planning Section Chiefs
Finance/Administration Section Chief
Liaison Officer
Public Information Officer
Incident Commander/All
15. Approve and authorize implementation of the IAP:
Review IAP for completeness and accuracy.
Verify that objectives are incorporated and prioritized.
Sign ICS Form 202.
16. Ensure Command and General Staff coordination:
Periodically check progress on assigned tasks of Command and General Staff personnel.
Approve necessary changes to strategic goals and IAP.
Ensure that Liaison Officer is making periodic contact with participating agencies.
17. Work with agency staff to declare state of emergency according to agency protocol.
18. Keep agency administrator informed on incident-related problems and progress.
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Liaison Office Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain briefing from Incident Commander:
Obtain summary of incident organization (ICS Forms 201 and 203).
Determine companies/agencies/non-governmental organizations already involved in the
incident, and whether they are assisting (have tactical equipment and/or personnel assigned
to the organization), or cooperating (operating in a support mode "outside" the organization).
2. Obtain cooperating Stake and assisting agency (Police, Fire, etc.) information, including:
Contact person(s).
Radio frequencies.
Phone numbers.
Cooperative agreements.
Resource type.
Number of personnel.
Condition of personnel and equipment.
Agency constraints/limitations.
3. Report member status and needs to Church Area Authority.
4. Contact and brief assisting/cooperating agency representatives and mutual aid cooperators.
5.
Assist in establishing and coordinating contacts with other Stakes.
6. Work with Public Information Officer and Incident Commander to coordinate media
releases associated with inter-governmental cooperation issues.
7. Monitor incident operations to identify potential inter-organizational problems. Keep
Command apprised of such issues:
Bring complaints pertaining to logistical problems, inadequate communications, and
strategic and tactical direction to the attention of Incident Management Team (IMT).
8. Participate in Planning Meetings:
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Logistics Chief Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Tasks may be
delegated to the appropriate Branch Director or Unit Leader.
Task
1. Obtain briefing from Incident Commander:
Review situation and resource status for number of personnel assigned to incident.
Review current organization.
Determine which incident facilities have been/should be activated.
2. Ensure Incident Command Post and other incident facilities are physically activated, as
appropriate.
3. Confirm resource-ordering process.
4. Assess adequacy of current Incident Communications Plan (ICS Form 205).
5. Organize and staff Logistics Section, as appropriate, and consider the need for facility
security, and Communication and Supply Units.
6. Assemble, brief, and assign work locations and preliminary work tasks to Section
personnel:
Provide summary of emergency situation.
Provide summary of the kind and extent of Logistics support the Section may be asked to
provide.
7. Notify Resources Unit of other Units activated, including names and location of assigned
personnel.
8. Attend Planning Meetings:
8
9
Sample Planning Meeting Agenda
Agenda Item
Responsible Party
Planning/Operations Section Chiefs
Briefing on situation/resource status.
Safety Officer
Discuss safety issues.
Incident Commander
Set/confirm incident objectives.
Operations Section Chief
Plot control lines & Division boundaries.
Operations Section Chief
Specify tactics for each Division/Group.
Operations/Planning Section Chiefs
Specify resources needed for each Division/Group.
Operations/Planning/Logistics Section
Specify facilities and reporting locations.
Chiefs
Logistics Section Chief
Develop resource order.
Logistics/Planning Section Chiefs
Consider communications/medical/ transportation
10
11
plans.
Provide financial update.
Discuss interagency liaison issues.
1
2
3
4
5
6
7
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Public Information Officer
Discuss information issues.
9. Participate in preparation of Incident Action Plan (IAP):
Provide input on resource availability, support needs, identified shortages, and response
time-lines for key resources.
Identify future operational needs (both current and contingency), in order to anticipate
logistical requirements.
Ensure Incident Communications Plan (ICS Form 205) is prepared.
Ensure Medical Plan (ICS Form 206) is prepared.
Assist in the preparation of Transportation Plan.
10. Review IAP and estimate section needs for next operational period; order relief personnel if
necessary.
11. Research availability of additional resources.
12. Hold Section meetings, as necessary, to ensure communication and coordination among
Logistics Branches and Units.
13. Ensure coordination between Logistics and other Command and General Staff.
14. Ensure general welfare and safety of Section personnel.
15. Provide briefing to relief on current activities and unusual situations.
16. Ensure that all personnel observe established level of operational security.
17. Ensure all Logistics functions are documenting actions on Unit Log (ICS Form 214).
18. Submit all Section documentation to Documentation Unit.
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Medical Unit Leader Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain briefing from Service Branch Director or Logistics Section Chief:
Obtain information on any injuries that occurred during initial response operations.
Name and location of Safety Officer.
2. Determine level of emergency medical activities performed prior to activation of Medical Unit:
Number and location of aid stations.
Potential for special medical problems, i.e., hypothermia, dehydration, heat stroke, exposure to
hazardous materials, etc.
Medical supplies needed.
3. Respond to requests for medical treatment and transportation.
4. Prepare the Medical Plan (ICS Form 206), including procedures for major medical emergency.
This plan should be coordinated with the medical organization within the Operations
Section. Plan should include:
Medical Assembly Area.
Triage Area.
Ambulance Traffic Route.
Landing Zone for Life flight (incident and hospital).
Aid Station Location(s).
Hazard specific information (HAZMAT treatment, etc.).
Closest hospitals.
Consideration should be given to separate treatment areas for responders and victims, as well
as sending all responders to a single hospital.
5. Obtain Safety Officer approval for Medical Plan.
6. Respond to requests for medical aid.
7. Notify Safety Officer and Logistics Section Chief of all accidents and injuries.
8. Respond to requests for medical supplies.
9. Prepare medical reports; provide copies to Documentation Unit.
10. Submit reports as directed; provide copies to Documentation Unit Leader.
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11. Provide briefing to relief on current activities and unusual circumstances.
Operations Branch Director Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain briefing from Operations Section Chief or Incident Commander:
Determine resources assigned to the Branch, current location, and activities.
Review assignments for Divisions and/or Groups within Branch and modify based on
effectiveness of current operations.
If modification requires re-assignment or changes of status of resources, provide resource
information to the Operations Section Chief or Incident Commander.
Determine general organizational structure, including identification of other Branches,
Divisions, and Groups operating on the incident.
2. Attend Operations Briefing.
3. Develop tactical assignments, with subordinates, for Branch control operations.
4. Assign specific work tasks to Division/Group Supervisors.
5. Resolve logistical problems reported by subordinates:
Monitor radio transmissions and cell phone use to assess communications needs.
Ensure resources receive adequate food, liquids, and rehabilitation.
Request additional resources through approved ordering channels.
6. Report to Operations Section Chief whenever:
Incident Action Plan (IAP) is to be modified.
Additional resources are needed.
Surplus resources are available.
Hazardous situations or significant events occur.
7. Coordinate activities with other Branch Directors.
8. Attend Planning Meetings at the request of the Operations Section Chief.
9. Debrief on shift activities, prior to leaving shift, with Operations Section Chief and
Planning Section Chief or Situation Unit Leader.
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Operations Section Chief Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain briefing from Incident Commander:
Determine incident objectives and recommended strategies.
Determine status of current tactical assignments.
Identify current organization, location of resources, and assignments.
Confirm resource ordering process.
Determine location of current Staging Areas and resources assigned there.
2. Organize Operations Section to ensure operational efficiency, personnel safety and
adequate span of control.
3. Establish operational period.
4. Establish and demobilize (clean up) Staging Areas.
5. Attend Operations Briefing and assign Operations personnel in accordance with Incident
Action Plan (IAP):
Brief Staging Area Manager on types and numbers of resources to be maintained in
Staging.
Brief tactical elements (Branches, Divisions/Groups, Task Force/Strike-Team Leaders) on
assignments, ordering process, protective equipment, and tactical assignments.
6. Develop and manage tactical operations to meet incident objectives.
7. Assess life safety:
Adjust perimeters, as necessary, to ensure scene security.
Evaluate and enforce use of appropriate protective clothing and equipment.
Implement and enforce appropriate safety precautions.
8. Evaluate situation and provide update to Planning Section:
Location, status, and assignment of resources.
Effectiveness of tactics.
Desired contingency plans.
9. Determine need and request additional resources.
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10. Notify Resources Unit of Section Branches, Divisions/Groups, Strike Teams/Task Forces,
and single resources which are staffed, including location of resources and names of
leaders.
11. Keep Resources Unit up to date on changes in resource status.
12. Write formal Operations portion of IAP with the Planning Section Chief, if so directed by
the Incident Commander:
Identify assignments by Division or Group.
Identify specific tactical assignments.
Identify resources needed to accomplish assignments.
13. Ensure coordination of the Operations Section with other Command and General Staff:
Ensure Operations Section time-keeping, activity logs, and equipment use documents are
maintained and passed to Planning, Logistics, and Finance/Administration Sections, as
appropriate.
Ensure resource ordering and logistical support needs are passed to Logistics in a timely
fashion-enforce ordering process.
Notify Logistics of communications problems.
Keep Planning up-to-date on resource and situation status.
Notify Liaison Officer of issues concerning cooperating and assisting agency resources.
Keep Safety Officer involved in tactical decision-making.
Keep Incident Commander apprised of status of operational efforts.
Coordinate media field visits with the Public Information Officer.
14. Attend the Tactics Meeting with Planning Section Chief, Safety Officer, and Incident
Commander prior to the Planning Meeting to review strategy, discuss tactics, and outline
organization assignments.
15. Attend Planning Meetings:
Sample Planning Meeting Agenda
Agenda Item
1
2
3
4
5
6
7
8
9
10
11
Responsible Party
Briefing on situation/resource status.
Discuss safety issues.
Set/confirm incident objectives.
Plot control lines & Division boundaries.
Specify tactics for each Division/Group.
Specify resources needed for each
Division/Group.
Specify facilities and reporting locations.
Develop resource order.
Consider communications/medical/
transportation plans.
Provide financial update.
Discuss interagency liaison issues.
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Planning/Operations Section Chiefs
Safety Officer
Incident Commander
Operations Section Chief
Operations Section Chief
Operations/Planning Section Chiefs
Operations/Planning/Logistics Section
Chiefs
Logistics Section Chief
Logistics/Planning Section Chiefs
Finance/Administration Section Chief
Liaison Officer
714-821-0897 [email protected]
12
13
Discuss information issues.
Finalize/approve/implement plan.
Public Information Officer
Incident Commander/All
16. Hold Section meetings, as necessary, to ensure communication and coordination among
Operations Branches, Divisions, and Groups.
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Planning Section Chief Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident. Tasks may be
delegated to the appropriate Unit Leader
Task
1. Obtain briefing from Incident Commander:
Determine current incident objectives and strategy.
Determine whether Incident Commander requires a written Incident Action Plan (IAP).
Determine time and location of first Planning Meeting.
Determine desired contingency plans.
2. Activate Planning Section positions, as necessary, and notify Resources Unit of positions
activated.
3. Establish and maintain resource tracking system.
4. Advise Incident Command Post (ICP) staff of any significant changes in incident status.
5. Compile and display incident status summary information.
Forward incident status summaries to Agency Administrator and/or other designated staff
once per operational period, or as required.
Provide copy to Public Information Officer.
6. Obtain/develop incident maps.
7. Prepare contingency plans:
Review current and projected incident and resource status.
Develop alternative strategies.
Identify resources required to implement contingency plan.
Document alternatives for presentation to Incident Commander and Operations, and for
inclusion in the written IAP.
8. Meet with Operations Section Chief and/or Command, prior to Planning Meetings, to
discuss proposed strategy and tactics and diagram incident organization and resource
location.
9. Supervise preparation and distribution of the written IAP, if indicated. Minimum
distribution is to all Command, Command Staff, General Staff, and Operations personnel to
the Division/Group Supervisor level:
Establish information requirements and reporting schedules for use in preparing the IAP.
Ensure that detailed contingency plan information is available for consideration by
Operations and Command.
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Verify that all support and resource needs are coordinated with Logistics Section prior to
release of the IAP.
Coordinate IAP changes with General Staff personnel and distribute written changes, as
appropriate.
10. Coordinate development of Incident Traffic Plan with Operations and the Ground Support
Unit Leader.
11. Coordinate preparation of the Safety Message with Safety Officer.
12. Coordinate preparation of the Incident Communications Plan and Medical Plan with
Logistics.
13. Instruct Planning Section Units in distribution of incident information.
14. Provide periodic predictions on incident potential.
15. Establish a weather data collection system, when necessary.
16. Identify need for specialized resources; discuss need with Operations and Command;
facilitate resource requests with Logistics.
17. Ensure Section has adequate coverage and relief.
18. Hold Section meetings as necessary to ensure communication and coordination among
Planning Section Units.
19. Ensure preparation of demobilization (Clean up) plan, if appropriate.
20. Provide briefing to relief on current and unusual situations.
21. Ensure that all staff observes established level of operational security.
22. Submit all Section documentation to Documentation Unit.
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Procurement Unit Leader Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain briefing from Finance/Administration Section Chief:
Determine charge code, and delegation of authority to commit agency funds. If the agency
cannot delegate procurement authority to the Procurement Unit Leader, they will need to
assign one of their procurement people to the incident.
Determine whether a buying team has been assigned to purchase all equipment, supplies,
etc. for the incident. The Procurement Unit Leader will coordinate closely with this group.
Determine status of bid process.
Determine current vendor list.
Determine time-lines established for reporting cost information.
2. Contact Supply Unit on incident needs and any special procedures or requirements.
3. Prepare and sign offers for rental, as necessary.
4. Develop Incident Procurement Plan. This plan should address/include:
Spending caps.
Necessary Forms.
Identify who has purchasing authority.
Process for obtaining approval to exceed caps.
Coordination process with Supply Unit.
Supply of emergency purchase orders.
5. Review equipment rental agreement and use statements for terms and conditions of use
within 24 hours after equipment arrival at incident. Provide hourly rates and associated
costs to Cost Unit.
6. Prepare and sign contracts, land-use agreements, and cost-share agreements, as necessary.
7. Draft Memorandums of Understanding as needed (obtain legal review and Incident
Commander's signature prior to implementation).
8. Establish contact with supply vendors, as needed.
9. Determine whether additional vendor-service agreements will be necessary.
10. Complete final processing and send documents for payment.
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11. Provide briefing to relief on current activities and unusual events.
Public Information Officer Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain briefing from Incident Commander:
Determine current status of Incident (ICS Form 209 or equivalent).
Identify current organization (ICS Forms 201 and 203, resource lists, etc.).
Determine point of contact for media (scene or Command Post).
Determine current media presence.
2. Participate in Administrative Officer’s briefing:
Determine constraints on information process.
3. Coordinate the development of door-to-door protective action statements with Operations.
4. Prepare initial information summary as soon as possible after activation. If no other
information is available, consider the use of the following general statement:
Sample Initial Information Summary
We are aware that an [accident/incident] involving [type of incident] occurred
at approximately [time], in the vicinity of [general location]. [Agency
personnel] are responding, and we will have additional information
available as we are able to confirm it. We will hold a briefing at [location],
and will notify the press at least ½ hour prior to the briefing. At this time,
this briefing is the only place where officials authorized to speak about the
incident and confirmed information will be available. Thank you for your
assistance.
5. Arrange for necessary workspace, materials, telephones, and staff. Consider assigning
Assistant Public Information Officers to:
Joint Information Center (JIC).
Field (scene) Information.
Internal Information.
6. Establish contact with local and national media representatives, as appropriate.
7. Establish Information Center for media and public away from Command Post.
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8. Establish schedule for news briefings.
9. Coordinate, with Logistics, the activation and staffing of message center "rumor control"
lines to receive requests and answer questions from the public. Provide statement to
operators.
10. Obtain current incident status reports from Planning Section; coordinate a schedule for
updates.
11. Observe constraints on the release of information imposed by the Incident Commander and
according to agency guidance.
12. Obtain approval for information release from Incident Commander:
Confirm details to ensure no conflicting information is released.
Identify site and time for press briefings, and confirm participation by other Incident
Management Team (IMT) members.
13. Release news to media, and post information in Command Post and other appropriate
locations.
14. Record all interviews and copy all news releases:
Contact media to correct erroneous or misleading information being provided to the public
via the media.
15. Provide standard statement which can be given to general requests for information.
16. Coordinate information releases with information staff from other impacted agencies and
jurisdictions:
Ensure that information provided to the public is consistent across jurisdictional boundaries,
when appropriate.
17. Attend Planning Meetings:
18. Respond to special requests for information.
19. Provide all news releases, bulletins, and summaries to Documentation Unit to be included
in the final incident package.
20. Confirm the process for the release of information concerning incident-related injuries or
deaths.
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Resources Unit Leader Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain briefing from Planning Section Chief.
2. Organize, staff, and supervise Unit, as appropriate, and provide for adequate relief.
3. Establish check-in function at incident locations (ICS Form 211).
4. Establish contact with incident information sources such as Staging Area Manager,
Operations Section Chief, and initial Incident Commander to determine what resources
have been assigned to the incident, their status, and location.
5. Compile, maintain, and display resource status information on: 1) all tactical and support
personnel and apparatus (including agency-owned, mutual aid, or hired), and 2)
transportation and support vehicles:
Confirm resources assigned to Staging.
Confirm resources assigned to tactical Operations organization.
Confirm resources assigned to other Command and General Staff functions.
6. Establish and maintain a resource tracking system.
7. Maintain master roster of all resources at the incident:
Total number of personnel assigned to the incident.
Total number of resources assigned to each Section and/or Unit.
Total number of specific equipment/apparatus types.
8. Assist in preparation of the Incident Action Plan (IAP):
Prepare Organization Chart (ICS Form 207) and post in each room of the Incident
Command Post (ICP).
Assist in preparing the Organizational Planning Worksheet (ICS Form 215).
Prepare Organization Assignment List (ICS Form 203).
9. Participate in Planning Meetings, as assigned.
10. Provide briefing to relief on current and unusual situations.
11. Assist in identification of additional and special resources:
Other disciplines.
Technical Specialists.
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Resources needed to implement contingency plans.
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Safety Officer Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain briefing from Incident Commander and/or from initial on-scene Safety Officer.
2. Identify hazardous situations associated with the incident. Ensure adequate levels of
protective equipment are available, and being used.
3. Staff and organize function, as appropriate:
In multi-discipline incidents, consider the use of an Assistant Safety Officer from each
discipline.
Multiple high-risk operations may require an Assistant Safety Officer at each site.
Request additional staff through incident chain of command.
4. Identify potentially unsafe acts.
5. Identify corrective actions and ensure implementation. Coordinate corrective action with
Command and Operations.
6. Ensure adequate sanitation and safety in food preparation.
7. Prepare Incident Action Plan Safety and Risk Analysis (USDA ICS Form 215A).
8. Participate in Planning and Tactics Meetings:
Listen to tactical options being considered. If potentially unsafe, assist in identifying
options, protective actions, or alternate tactics.
Discuss accidents/injuries to date. Make recommendations on preventative or corrective
actions.
9. Investigate accidents that have occurred within incident areas:
Ensure accident scene is preserved for investigation.
Ensure accident is properly documented.
Coordinate with incident Compensation and Claims Unit Leader, agency Risk Manager,
and Occupational Safety and Health Administration (OSHA).
Prepare accident report as per agency policy, procedures, and direction.
Recommend corrective actions to Incident Commander and agency.
10. Coordinate critical incident stress, hazardous materials, and other debriefings, as necessary.
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11. Document all activity on Unit Log (ICS Form 214).
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Service Branch Director Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. 1. Obtain briefing from Logistics Section Chief:
Determine number of personnel to be fed.
Determine communications systems in use.
Determine medical support needs of the incident.
Confirm personnel already requested for Branch.
2. Assemble, brief, and assign work locations and preliminary work tasks to Branch
personnel:
Provide summary of emergency situation.
Provide summary of the communications, food, and medical needs of the incident.
3. Ensure establishment of effective Incident Communications Plan (ICS Form 205).
4. Ensure that incident personnel receive adequate food and water.
5. Coordinate with Operations to ensure adequate medical support to incident personnel.
6. Participate in organizational meetings of Logistics Section personnel.
7. Coordinate activities of Branch Units.
8. Keep Logistics Section Chief apprised of Branch Activities.
9. Document all activity on Unit Log (ICS Form 214).
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Situation Unit Leader Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain briefing from Planning Section Chief.
Determine incident objectives and strategy.
Determine necessary contingency plans.
Identify reporting requirements and schedules-both internal and external to the incident.
2. Organize and staff Unit, as appropriate:
Assign Field Observers.
Request Technical Specialists, as needed.
3. Compile, maintain and display incident status information for Incident Command Post
(ICP) staff:
Sort data into required categories of information (i.e. geographic area, population, facilities,
environmental values at risk, location of facilities, etc.).
Determine appropriate map displays.
Review all data for completeness, accuracy, and relevancy prior to posting.
Plot incident boundaries, location of perimeters, facilities, access routes, etc. on display
maps in planning area.
Develop additional displays (weather reports, incident status summaries, etc.), as necessary.
Ensure displays and maps are kept up to date.
4. Provide photographic services and maps:
Photographic services may be used to document operations and intelligence activities,
public information activities, and accident investigations.
Issue disposable or digital cameras to Field Observers and Operations personnel as
appropriate.
Ensure photographs are processed at the end of each operational period.
Request or develop additional and specialized maps as required.
Provide Incident Map(s) for Incident Action Plan (IAP).
5. Request weather forecasts and spot weather forecasts, as necessary, directly from the
National Weather Service.
6. Participate in Planning Meetings, as required.
7. Prepare predictions at periodic intervals, or upon request of the Planning Section Chief.
Notify Command and General Staff if unforeseen changes occur.
8. Provide briefing to relief on current and unusual situations.
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9. Document all activity on Unit Log (ICS Form 214).
Staging Area Manager Checklist
The following checklist should be considered as the minimum requirements for this position. Note that some of
the tasks are one-time actions; others are ongoing or repetitive for the duration of the incident.
Task
1. Obtain a briefing from Incident Commander or Operations Section Chief:
Determine types and numbers of resources to be maintained in Staging.
Confirm process for requesting additional resources for Staging.
Confirm process for reporting status changes.
2. Proceed to Staging Area; establish Staging Area layout (apparatus and vehicles in Staging
should face outward to ensure quick response, general principle of "first in, first out" should
be maintained).
3. Ensure efficient check-in and coordinate process with Planning Section Resources Unit
Leader.
4. Identify and track resources assigned to staging; report resource status changes to
Operations or Command and Resources Unit.
5. Determine any support needs for equipment, feeding, sanitation and security; request
through Logistics.
6. Post areas for identification and traffic control.
7. Respond to requests for resources:
Organize Task Forces or Strike Teams, as necessary.
8. Request additional tactical resources for Staging through Logistics, according to established
staffing levels.
9. Obtain and issue receipts for radio equipment and other supplies distributed and received at
the Staging Area.
10. Maintain Staging Area in orderly condition.
11. Demobilize Staging Area in accordance with instructions.
12. Document all activity on Unit Log (ICS Form 214).
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Supplement B
PRINCIPLES
1. Emergency communications specialists and station operators are called to serve Church
leaders and act under their direction. When responding to an emergency, emergency
communication specialists and station operators are communicators, not decision-makers.
2.
Church policy on emergencies, including communications, is stated in Church Welfare Resources.
3.
Emergency communications specialists and station operators provide Church leader communications only.
Member health and welfare communication is the responsibility of others.
4.
Church leaders use the telephone or cell phone if available. Amateur radio, satellite phones and other modes are a
backup to the telephone.
5.
Although amateur radio is the most reliable and effective mode of emergency communication, Church leaders are
not limited to amateur radio. Emergency communications specialists should recommend whatever mode works
best for their unit (Family Radio Service, Citizens Band, General Mobile Radio Service, Multiple-Use Radio
Service, runners, etc.). Amateur radio is required for communicating with the bishops’ storehouse.
6.
Cell phones may be very useful in limited emergencies. However, cellular service should not be relied on in
severe emergencies because of it’s susceptibility to overload and the possibility of damage of its infrastructure.
7. The authority for emergency communications specialists and station operators to activate
the ERC communications network is limited to 1) ERC training exercises, and 2) to establish
communications during an actual emergency while serving Church leaders. Utilization of the
system for any other purpose requires the approval of the appropriate Church leader. Church
leaders have counseled against conducting mock disasters or any emergency exercise that
involves ward or stake members in general.
8. Although not recommended, an amateur radio operator may be shared between stakes until a qualified emergency
communications specialist can be found.
9.
Church employees should not operate an amateur radio station in behalf of the Church when they are “on the
clock”. To do so may constitute a violation of FCC rules and regulations pertaining to amateur radio.
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Supplement C
How to Contact Church Headquarters to Report an Emergency
Method of contact: (In order of effectiveness):
1 TELEPHONE - Use direct telephone contact whenever possible.
2 RADIO TO TELEPHONE - Use an amateur radio operator or other means to contact anyone who has a working
telephone and is willing to deliver a message by telephone to Church headquarters toll-free (800 453-3860). The
notification message should include A brief description of the emergency
How to contact the reporting leader. (Frequency and call sign if using amateur radio)
Alternate contact information in case first attempt to contact fails.
3 RADIO TO RADIO (amateur) - This works only when Church headquarters is aware of the emergency and is
listening on a pre-established frequency.
The presiding leader should be prepared to report the following information:
Name, title, and unit of the reporting officer
How the presiding officer can be reached
Description, location, and magnitude of the emergency
Number of members or missionaries injured, missing, or dead
Location and extent of damage to Church or member property
Actions being taken to help those in distress
Needed assistance that is unavailable locally
Notify :
Garry Flake - Chairman, Emergency Response Committee
(801) 240-3022 - W (801) 292-8787 - H
(801) 597-9039 - C
-ORDoug Reneer - WA7UAH - Headquarters Emergency Communications
(801) 785-6802 - H
(801) 240-3870 - W
(801) 427-5518 - C
353-0023 - P
(801)
Church Office Building Operator – (801) 240-1000 or toll free (800) 453-3860
Ask the operator to connect you to one of the above individuals. If unable to contact any of the above, tell the
Church operator the nature of the emergency, and your call will be directed to an appropriate Church official.
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BISHOPS' STOREHOUSE EMERGENCY COMMUNICATIONS NETWORK
Aurora (Denver) CO*
Cheyenne WY
Colorado Springs CO
Grand Junction CO
Kansas City MO*
Manassa CO
Omaha NE
Carrolton (Dallas) TX*
Houston TX*
Oklahoma City OK
San Antonio TX
Slidell LA* (New Orleans)
Colton CA*
Fountain Valley CA
Los Angeles CA
San Diego CA
Sylmar CA
Fresno CA
Hermiston OR*
Kennewick WA
Palmer AK
Portland OR
Redmond OR
Spokane WA
Springfield OR (Eugene)
White City OR (Medford)
Idaho Falls ID*
Blackfoot ID
Boise ID
Burley ID
Missoula MT
Pocatello ID
Indianapolis IN*
Apple Valley MN (Minneapolis)
Brecksville OH (Cleveland)
Bridgeton MO (St. Louis)
Farmington Hills MI (Detroit)
Groveport OH (Columbus)
Naperville IL (Chicago)
Kent (Seattle) WA*
Bremerton WA
Mt Vernon WA
Mukilteo WA
St. George UT
Beaver UT
Cedar City UT
Lethbridge AB*
Calgary AB
Sherwood Park AB (Edmonton)
Toronto ON*
Vancouver BC
Lindon UT
Castle Dale UT
Delta UT
Fillmore UT
Gunnison UT
Manti UT
Moroni UT
Nephi UT
Price UT
Sigurd UT
Spanish Fork UT
Mesa AZ*
Albuquerque NM
El Paso TX
Farmington NM
Flagstaff AZ
Las Vegas NV
Snowflake AZ
Tucson AZ
Tucker (Atlanta) GA*
Columbia SC
Davie FL (Fort Lauderdale)
Hendersonville TN (Nashville)
Jacksonville FL
Knoxville TN
Orlando FL*
Plant City FL (Tampa)
Washington DC*
Baltimore MD
Bridgeport NJ
Bronx NY
Brooklyn NY
Canandaigua NY
Greensboro NC
Piscataway NJ
Richmond VA
Worcester MA (Boston)
Welfare Square SLC UT
Elko NV
Ely NV
Magna UT
Roosevelt UT
Sandy UT
Ogden UT
Brigham City UT
Evanston WY
Green River WY
Kaysville UT
Logan UT
Montpelier ID
Sacramento CA*
Chico CA
Reno NV
Santa Clara CA
Stockton CA
Concord CA
Bold - Locations reporting to Church headquarters
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*Emergency Response Storehouses for Supplies
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Presiding Leader Reporting Worksheet
Ward
Incident Commander
Time (24 hr)
Missing
Injured Dead
Need Housing
Buena Park
2
3
4
5
6
Cypress 1st
2
3
4
5
6
Cypress 2nd
2
3
4
5
6
Cypress 4th
2
3
4
5
6
Cypress 5th
2
3
4
5
6
Building Status - Circle one ---> (Light, Moderate, Heavy)
Stake Center
Orange Ave.
Report to:
L M H
L M H
Crescent Ave.
Institute
L M H
L M H
Garry Flake - Chmn, Emrg Resp Cmt
W- 801-240-3022 H- 801-292-8787 C- 801-597-9039
Doug Reneer, HQ Emrg Comm
W- 801-240-3870 H- 801-785-6802 C- 801-427-5518
Church Office Bld Oprtr
801-240-1000
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or 800-453-3860
714-821-0897 [email protected]
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Recover
Main Entry: re·cov·er
1 : to get back : REGAIN
2 a : to bring back to normal position or condition <stumbled, then recovered himself> b archaic : RESCUE
“I speak of that service which is given without expectation of monetary reward… or personal gain and reach
out with strength and energy and purpose to help the unfortunate, to improve the community, to clean up the
environment and beautify our surroundings. How much greater would be the suffering of the homeless and
the hungry in our own communities without the service of hundreds of volunteers who give of their time and
substance to assist them" (Gordon B. Hinckley, Ensign, Aug. 1992, 5).
After any disaster even one of a limited scope, there may be short term and long term
psychological, as well as, physical recovery needs. Responders and victims alike will feel the
need for “decompression” and the want of human interaction.
The ICS structure, as well as, the basic organization of the church are well suited for providing
the needs of both Church members and members of the community. We will rely on the Church
Welfare program as an instrumental tool in our recovery
Possible sort-term recovery needs:
Food
Clothing
Short-term housing needs
Clean up
Building Repair
Grief counseling
Stress management
Possible long-term recovery needs:
Psychological counseling
Long-term housing needs
Job Placement
Medical recovery
Relocation
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Cypress Stakes Base of Operations will be the Institute of Religion located at the
corner of Orange and Holder.
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Crescent Avenue Building proposed Disaster plan
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Cypress Stake Center Building proposed Disaster plan
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Orange Avenue Building proposed Disaster plan
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Example of Ward member locations
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