State of Indiana
Emergency Response Plan
Division of Response and Recovery
January, 2010
Indiana Department of Homeland Security
Joseph E. Wainscott, Jr., Executive Director
Indiana Government Center South
302 West Washington Street, Room E208
Indianapolis, IN 46204
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Executive Summary
The State of Indiana faces disasters and emergencies which threaten the property,
economy, environment, and general welfare of its citizens. A disaster or emergency
event can overwhelm the capability and resources of local governments. To this end,
government at all levels has a responsibility to mitigate against, prepare for, respond to
and recover from such events.
The State of Indiana Response Plan establishes the basis for how response operations
are conducted during disasters and emergencies. This includes forward response,
catastrophic response and State EOC operations.
It has been proven normal day-to-day procedures are sometimes not sufficient for
effective disaster response and extraordinary measures need to be implemented quickly
for the loss of life and property to be kept to a minimum. The State of Indiana
Response Plan considers key actions necessary to meet the response challenges of
emergency and disaster situations.
In accordance with Indiana Code 10-14-3, the Indiana Department of Homeland
Security (IDHS) supports the policy of the State to coordinate all emergency
management functions to the maximum extent so that the most effective preparation
and use may be made of the nation's manpower, resources, and facilities for dealing
with any disaster that may occur. IDHS is responsible for determining the requirements
of the State and political subdivisions for food, clothing, and other necessities in the
event of an emergency; procure and pre-position supplies, medicines, materials, and
equipment; and make surveys of industries, resources, and facilities in Indiana, both
public and private, as needed.
IDHS shall be responsible for the coordination and preparation of the State of Indiana
Response Plan. The Plan will be consistent with the Indiana Comprehensive
Emergency Management Plan, the National Incident Management System, as well as
other key policies and standards.
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Table of Contents
I.
INTRODUCTION........................................................................ 5
A. Mission ....................................................................................................... 5
B. Purpose ...................................................................................................... 5
C. Scope .......................................................................................................... 5
D. Situation .................................................................................................... 5
E. Assumptions ............................................................................................ 6
II.
AUTHORITIES........................................................................... 8
A. Federal ....................................................................................................... 8
B. State ............................................................................................................ 8
III. CONCEPT OF OPERATIONS ....................................................... 9
A. Execution................................................................................................... 9
B. Initial Response Operations ............................................................ 10
C. Continuity of Operations ................................................................... 11
IV.
ORGANIZATION AND ASSIGNMENT OF RESPONSIBILITIES ... 13
A. Organization .......................................................................................... 13
B. Assignment of Responsibilities ....................................................... 16
V.
DIRECTION, CONTROL AND COORDINATION.......................... 29
A. Direction and Control ......................................................................... 29
B. Expanded Catastrophic Response Operations .......................... 30
VI.
COMMUNICATIONS ................................................................ 33
A. Data ........................................................................................................... 33
B. Radio ......................................................................................................... 33
C. Telephone ............................................................................................... 33
VII. ADMINISTRATION, FINANCE AND LOGISTICS ........................ 34
A. Administration ...................................................................................... 34
B. Finance ..................................................................................................... 34
C. Logistics................................................................................................... 34
VIII. PLAN MAINTENANCE .............................................................. 35
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I.
January, 2010
Introduction
A.
Mission
To protect life and property, the State Emergency Operations Center,
referred in this document as the State EOC, will utilize all available
resources to conduct emergency and disaster response operations for the
State of Indiana. The State EOC will gather, analyze and disseminate
disaster related information and will ensure coordinated disaster response
activities are carried out in an effective manner.
B.
Purpose
The purpose of the State Emergency Response Plan is to outline the
processes, procedures, organizational structures and systems that are in
place to direct and coordinate State emergency response operations. The
Response Plan is meant to complement the State Comprehensive
Emergency Management Plan (CEMP) and will help to ensure that the
CEMP is implemented effectively.
C.
Scope
Within the Incident Response Plan, an all-hazards approach to emergency
and disaster response operations in the State of Indiana, is outlined.
Effective management and coordination of State response activities is
carried out in collaboration with State agencies, to include: Primary
agencies, support agencies, non-governmental agencies and private
sector organizations, all of which fulfill the roles of the emergency support
functions within the State EOC.
D.
Situation
1.
The State of Indiana is vulnerable to a variety of natural and
technological hazards, as well as the increased threat of terrorism.
The responsibility for preparing, mobilizing and coordinating
statewide response activities falls upon the Indiana Department of
Homeland Security (IDHS). Centralized direction and control is
required to facilitate coordinated responses by elected officials,
emergency response personnel, private sector organizations and
individuals who have assigned emergency responsibilities.
2.
The most effective way to exercise direction and control under
emergency conditions is to provide a single site from which key
personnel are able to work. This site is the Emergency Operations
Center. The State EOC coordinates State and federal emergency
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response activities and supports local disaster operations.
Coordination of activities ensures all tasks are accomplished with
little or no duplication of effort, and with the highest probability of
success.
E.
3.
The State of Indiana will coordinate disaster and emergency
operations from the State EOC.
4.
The State EOC shall maintain the capability to communicate with all
appropriate local, state, and federal agencies, as needed, in times
of emergency.
5.
The Indiana Department of Homeland Security (IDHS) is
designated as the Primary Coordinating Agency for all State
emergency and disaster operations, as outlined in Indiana Code
10-14-3-9 and 10-19-2.
6.
Upon appointment by the Governor, the IDHS Executive Director
assumes the role of State Coordinating Officer during a State
Disaster Declaration, as outlined in Executive Order 05-09.
Assumptions
1.
Travel into the affected area may be difficult due to significant
damage to transportation infrastructure. Roads, bridges, airport
runways, railroads and rivers may be impassable due to damage or
debris.
2.
Communications into, and out of, an affected area may be difficult
or impossible to establish immediately following an incident.
Communication infrastructure including landline telephone, cellular
telephone and radio systems may be damaged or destroyed.
Internet connectivity may be unavailable. Weather, or conditions
related directly to an incident, may adversely affect satellite
communications.
3.
Local public safety, health and medical agencies will most likely be
overwhelmed. Public safety and security may be a critical issue.
4.
Water lines may be damaged or destroyed, contaminating the local
water supply and making fire suppression operations extremely
difficult.
5.
Local food supply may be critically low due to damage or loss of
commercial resources.
6.
Fuel may be difficult to obtain due to damaged or destroyed fueling
facilities and pipelines.
7.
Electrical power may be disrupted in the affected area.
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8.
Hazardous materials may be present in impacted areas. This could
include radiological, biological or chemical agents.
9.
Other hazardous environmental conditions may exist including
inclement weather, dangerous animals, harmful insects, unstable
structures, hazardous debris and downed power lines.
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II. Authorities
A.
B.
Federal
1.
Homeland Security Presidential Directive 5, February 2003
2.
Homeland Security Presidential Directive 7, December 2003
3.
Homeland Security Presidential Directive 8, December 2003
4.
Homeland Security Presidential Directive 9, January 2004
5.
National Incident Management System (NIMS), March 2008
6.
National Response Framework (NRF), January 2008
7.
Producing Emergency Plans: Comprehensive Preparedness Guide
(CPG) 101, August 2008
8.
Guide on EOC Management and Operations, IS-775 (FEMA)
State
1.
Indiana Code 10-19-2. Department of Homeland Security
Established
2.
Indiana Code 10-14-3. Emergency Management and Disaster Law
3.
Executive Order 05-09, January 2008
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III. Concept of Operations
A.
Execution
1.
During emergency operations the State EOC, as the central
coordination point for State disaster response operations, may be
organized as needed into six (6) functional areas: Policy,
Management, Operations, Planning, Logistics, Administration /
Finance.
2.
The State EOC is a facility staffed through rapid mobilization by key
personnel. It is designed and equipped to permit the coordination
and implementation of actions at the State level to save lives,
preserve property, and alleviate human suffering during periods of
natural, technological, and deliberately initiated disasters. The
State EOC is operational and staffed 24 hours a day, seven days a
week. State EOC staffing can be expanded as necessary to meet
operational needs.
3.
Should the State EOC become inoperable, an alternate site will be
chosen and departments/agencies notified. The primary alternate
site is at Stout Field, a National Guard facility located on the west
side of Indianapolis, Indiana.
4.
The Executive Director, Department of Homeland Security (DHS),
recommends to the Governor, emergency actions to be
implemented and monitors potential emergency conditions within
the State of Indiana on a 24-hour-a-day basis.
5.
State EOC Watch Officers shall monitor potential emergency
conditions and make appropriate notifications. It is the
responsibility of the Director of Operations, Emergency Response
Branch, to ensure senior leadership is aware of any serious
conditions that may affect the State.
6.
During a disaster response, each State Emergency Support
Function Representative in the State EOC will remain under the
administrative control of his/her agency head; however, he/she will
function under the supervision of the State EOC Manager.
7.
State responses to emergency situations are conducted utilizing the
National Incident Management System and guidelines outlined in
the National Response Framework and State CEMP.
8.
Activation of the State EOC is done at the direction of the Executive
Director or Director of the Emergency Response and Recovery
Division. The State EOC will be activated at one of four designated
levels as set forth below. Each elevated level assumes the
requirements and conditions of the previous, lower activation level.
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9.
B.
January, 2010
a)
Level IV Activation – Daily Operations / Limited Emergency
Conditions: A situation has occurred, or may occur, to
warrant further action.
b)
Level III Activation – Active Emergency Conditions: A
situation has occurred requiring limited activation of the
State EOC. May require activating a Joint Information Center
(JIC). .
c)
Level II Activation - Significant Emergency Conditions: A
situation has occurred requiring full activation of the State
EOC. Will require activation of a JIC.
d)
Level I Activation - Full Emergency Conditions: A situation
has occurred requiring full activation of the State EOC and
assembly of the Policy Group. Will require activation of a
JIC.
Deployment of forward response elements is done at the direction
of the Executive Director or Director of the Emergency Response
and Recovery Division.
Initial Response Operations
1.
Incident occurs or is imminent
a)
2.
b)
Information is sent to the State EOC regarding the initial
incident
The State EOC contacts the appropriate District Coordinator
c)
The State EOC activation level is raised
District Coordinator Responds
a)
b)
3.
Serves as a liaison between the State and local EMA
Reports the status of the incident to the State EOC
Forward Response
The Executive Director or the Response and Recovery Division
Director, may determine the need to deploy a forward response
element to an impacted area. The forward response element may
include the Response Director, Field Services Branch Director,
Watch Officer, Logistics/IT Specialist and the Incident Response
Vehicle (IRV). Additional components, such as planning and
logistics, may be added based up the situation. This forward
response element will allow the State to have the ability to provide:
a)
An on-site interface with the District Coordinator and local
EMA Director(s)
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b)
c)
4.
C.
January, 2010
Enhanced communications and technical components for
State level operations
Situational information to be sent to the State EOC
(1)
General situational reports including images and
video
(2)
Boundaries of the impacted area
(3)
State agency involvement
(4)
Federal agency involvement
(5)
Potential resource and/or support needs
d)
Coordination with on-site and/or responding state agencies
e)
Reconnaissance information from aerial missions
f)
Recommendations regarding the use of IMAT for:
(1)
Expanded operations
(2)
Local support, upon request
(3)
Local/District MACC operations
Recovery Personnel Respond
a)
Conduct initial recovery assessment
b)
Assist with coordination of the local damage assessment
and joint preliminary damage assessment (JPDA)
Continuity of Operations
The loss of the State EOC would have a catastrophic impact on statewide
disaster response operations. For that reason, procedures have been put
in place to ensure operations can continue, even with the loss of the
primary State EOC.
1.
2.
Conditions for relocation of State EOC to alternate facility:
a)
Loss of primary communications capability
b)
Loss of power to the State EOC
c)
Inability to gain access to the State EOC
d)
Complete loss of the State EOC facility
e)
Significant threat exists that prevents the activation and use
of the primary State EOC
Decision to Relocate
The Executive Director or Director of the Emergency Response and
Recovery Division will make the determination to relocate.
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3.
January, 2010
Alternate Facilities
Detailed instructions and procedures for relocation are located in
State EOC Standard Operating Procedures.
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IV. Organization and Assignment of Responsibilities
A.
Organization
The organizational structure of the State EOC is based on the concepts
outlined in the National Incident Management System and National
Response Framework. During emergency operations, the State EOC shall
be organized as needed into six (6) major functional groups: Policy,
Management, Operations, Planning, Logistics, Finance / Administration.
1.
Policy Group
A committee convened during Level I Activations or whenever
executive-level decisions are required in accordance with Executive
Order 05-09 as determined by the Executive Director.
2.
a)
Policy Group will be in strategic command of Statewide
disaster response operations and will determine overall
State disaster response goals.
b)
The IDHS Executive Director or designee appointed by the
Governor will act as the State Coordinating Officer.
c)
The Policy Group would include but is not limited to:
(1)
Governor
(2)
Lieutenant Governor
(3)
IDHS Executive Director
(4)
IDHS Chief of Staff
(5)
Director of Emergency Response and Recovery
Division
(6)
Director of Planning Division
(7)
Director of Field Services Division
(8)
Director of Training Division
(9)
IDHS Legal Counsel
(10) State Fire Marshal
(11) Selected State Agency Executives
Management Section
Provides operational direction and control of State EOC response
activities and forward response operations. Carries out the strategic
directives of the Policy Group and sets operational objectives for
the State response. Management Section personnel may include:
a)
Response Director
b)
State EOC Manager
(1)
State EOC Watch Desk
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c)
d)
3.
January, 2010
(2)
Administrative Support
State Safety Officer
State Liaison Officer
State Operations Section
Responsible for conducting disaster response activities within the
State EOC. Fully activated, this Section would consist of the ESF
Branch, Incident Management Assistance Team (IMAT) Branch
and Field Operations Branch. Unless otherwise directed, the State
Operations Section Chief will manage and coordinate all activities
within the Operations Section. Operations Section personnel may
include:
a)
Operations Section Chief
(1)
ESF Branch Director
(a)
Emergency Services Group Coordinator
(i)
ESF 4 - Firefighting Coordinator
(ii)
ESF 9 - Search and Rescue Coordinator
(iii)
ESF 13 - Public Safety and Security
Coordinator
(iv)
Indiana National Guard Coordinator
(v)
Department of Natural Resources
Coordinator
(vi)
Department of Corrections Coordinator
(b)
Human Services Group Coordinator
(i)
ESF 6 - Mass Care Coordinator
(ii)
ESF 8 - Health Coordinator
(iii)
ESF 11 - Agriculture and Natural
Resources Coordinator
(iv)
ESF 14 - Long Term Recovery
Coordinator
(v)
ESF 15 - External Affairs Coordinator
(c)
Infrastructure Support Group Coordinator
(i)
ESF 1 - Transportation Coordinator
(ii)
ESF 2 - Communications Coordinator
(iii)
ESF 3 - Public Works Coordinator
(iv)
ESF 10 - Hazardous Materials
Coordinator
(v)
ESF 12 - Energy Coordinator
(2)
IMAT Branch Director
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(3)
b)
January, 2010
Coordinates and provides assistance to State IMAT
personnel deployed in support of local emergency
response operations.
Field Operations Branch Director
Coordinates the activities of IDHS District
Coordinators and other field personnel. Establishes
and maintains lines of communications with local
emergency management agencies (EMA).
(a)
North Region - Districts 1, 2, 3, 4 and 6
(b)
Central Region - District 5
(c)
South Region - Districts 7, 8, 9 and 10
State Planning Section
The Planning Section is responsible for collecting,
evaluating, and disseminating information pertaining to the
incident. Planning Section personnel may include:
(1)
(2)
(3)
(4)
(5)
c)
Planning Section Chief
Documentation Unit Leader
Situation Unit Leader
Advanced Planning Unit Leader
GIS / Mapping Unit Leader
State Logistics Section
The Logistics Section provides resources support and
services for emergency operations. Logistics obtains and
provides essential personnel, facilities, equipment, supplies
and services not found within the agencies represented in
the State EOC. Also manages out-of-State requests for
assistance through the Emergency Management Assistance
Compact (EMAC) system. Manages the processing of
requests for federal assistance through the Federal
Emergency Management Agency (FEMA). Logistics Section
personnel may include:
(1)
Logistics Section Chief
(2)
Support Branch Director
(a)
Communications Unit Leader
(b)
Information Technology Support Unit Leader
(c)
Facilities Unit Leader
(3)
Resource Branch Director
(a)
Asset Tracking Unit Leader
(b)
Resource Unit Leader
(c)
EMAC A-Team
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d)
B.
January, 2010
State Finance/Administration Section
Provides general administrative, finance and legal support
related to State EOC operations. Personnel from the IDHS
Support Services Division would conduct activities of this
section. Personnel from other State agencies may be called
to assist as required. Finance/Admin Section personnel may
include:
(1)
Finance / Administration Section Chief
(2)
Procurement Unit Leader
(3)
Legal Support Unit Leader
Assignment of Responsibilities
Roles and Responsibilities of State EOC Personnel
1.
Management Staff
a)
Response Director
(1)
Maintains overall operational control of statewide
response activities
(2)
Acts as a liaison between federal agencies and
subject matter experts
(3)
Serves as the primary point of contact in the State
EOC for the Policy Group
b)
State EOC Manager: Coordinates State EOC activities.
(1)
Assesses situation, prioritizes incident objectives and
establishes battle rhythm
(2)
Reviews, approves and authorizes the
implementation of a single State Incident Action Plan
(IAP) for each operational period
(3)
Monitors and evaluates State EOC organizational
structure, implementation of the IAP and the
performance of the General Staff Section Chiefs
regarding the accomplishment of incident objectives
(4)
Approves and ensures situation reports are
distributed on schedule and all other required
documentation is properly prepared, filed, maintained,
secured and stored
(5)
Ensures forward flow of information and resolves
interruptions in information flow
(6)
Supports State EOC/ESF staff as needed and
ensures staff members are relieved, fed and have all
necessary resources to conduct operations
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(7)
(8)
(9)
(10)
January, 2010
Establishes access control protocols to ensure a
working environment that is conducive to efficiency
and effectiveness in the State EOC
Ensures the number of non-essential personnel in the
State EOC is kept to a minimum and/or requests them
to leave State EOC
Monitors and maintains cleanliness of State EOC
Oversees maintenance and tracking of all equipment
used and issued on the State EOC
c)
Director of Mitigation and Recovery
(1)
During State EOC activations, manages the activities
of the Recovery Branch
(2)
Oversees the collection, processing, analysis and
documentation of damage information
(3)
Ensures documentation required for State and federal
declarations are prepared properly
(4)
Conducts and supervises on-site damage surveys of
affected areas
d)
State Safety Officer
Acts as subject matter expert and advises Response
Director on operational safety issues.
(1)
Ensures response operations comply with State and
Federal occupational safety requirements
(2)
Anticipates and assesses hazards and provides
recommendations
(3)
Participates in planning meetings and briefings of
Policy, Management and General Staff
(4)
Reviews Incident Action Plan for safety implications
(5)
Works with subject matter experts within the ESF
Branch to identify incident specific hazards and
implement preventative measures
(6)
Works with Planning Section to develop Health and
Safety Plan and incorporate safety information into
the Incident Action Plan
e)
State Liaison Officer
When required, serves as point of contact for assisting and
cooperating agency representatives stationed in the State
EOC, including federal agency representatives and subject
matter experts.
(1)
Maintains a list of agency representatives in the State
EOC
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State of Emergency Response Plan - DRAFT
(2)
(3)
(4)
(5)
(6)
2.
January, 2010
Ensures agency representatives have needed
resources to accomplish tasks including work space,
ID cards and office supplies
Briefs incoming and outgoing agency representatives
on current situation and keeps representatives up to
date on incident status
Monitors incident operations to identify current or
potential inter-organizational and inter-jurisdictional
problems
Participate in planning meetings and briefings of
Policy, Management and General Staff
Provides information concerning the limitations and
capabilities of agencies active is response operations
General Staff
a)
State Operations Section Chief
(1)
Coordinates and oversees the activities of the ESF,
IMAT and Field Operations Branches
(2)
Approves incident objectives outlined in the Incident
Action Plan
(3)
Directs the execution of the Incident Action Plan and
monitors progress toward operational goals
(4)
Monitors information flow and ensures mission
assignments and resource requests are processed in
a timely manner
(5)
Requests resources needed to accomplish incident
objectives
(6)
Approves the demobilization and release of resources
(7)
Attends planning meetings and briefings as required
(8)
Works closely with Section Chiefs to ensure
information exchange is carried out in an effective
manner and to maintain overall situational awareness
b)
State Planning Section Chief
(1)
Collects, assesses and provides State EOC staff with
the most current information and develops accurate
situation reports
(2)
Anticipates potential needs and tasks for upcoming
operational periods and predicts the probable course
of the incident
(3)
Assists in identifying incident objectives and develops
strategies for attaining those goals
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State of Emergency Response Plan - DRAFT
(4)
(5)
(6)
(7)
(8)
(9)
(10)
(11)
January, 2010
Creates accurate and realistic incident action plans
during State EOC activations
Liaise with subject matter experts for hazard specific
information
Liaise with PIO for accurate public information
distribution
Maintains comprehensive incident specific file
Conducts planning meetings as needed
Creates Executive Summaries for Policy Group
members
Works closely with Logistics Chief to identify potential
resource needs
Provides technical assistance and planning guidance
to State EOC Manager and State EOC General Staff
c)
State Logistics Section Chief
(1)
Coordinates and oversees the activities of the
Support Branch and Resource Branch personnel
(2)
Processes requests for State logistical support and
identifies potential resource needs
(3)
Works closely with Federal agency representatives to
fill resource requests
(4)
Ensures interstate mutual aid requests submitted
through the Emergency Management Assistance
Compact system are processed properly and
expeditiously
(5)
Responsible for the logistical operations of State
staging areas, logistics support areas, mobilization
sites, points of distribution, disaster mortuary sites,
decontamination sites, Mobile Command Center sites
and bases of operations
(6)
Responsible for submitting Action Request Forms
(ARF) and for requesting and coordinating federal
assistance
d)
State Finance and Administration Section Chief
(1)
Manages all activities related to vendor contracts,
leases and rental agreements
(2)
Manages all activities related to purchasing,
procurement and acquisition of resources
(3)
Manages financial and administrative activities
regarding incident related injuries, illnesses or deaths
of responding State personnel
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State of Emergency Response Plan - DRAFT
(4)
(5)
(6)
(7)
(8)
(9)
(10)
3.
January, 2010
Manages claims related to damage of State owned,
rented or leased property by any government, nongovernment, private, volunteer organization or
individual involved in State response operations
Manages claims related to damage of privately owned
property by any government, non-government,
private, volunteer organization or individual involved
in State response operations
Ensures proper documentation and analysis of
incident related cost information
Prepare estimates and projections of incident related
costs
Tracks and records equipment use costs related to
fuel, parts, maintenance, repair and hours of
operations
Ensures preparation, collection and processing of
personnel time and overtime record
Monitors costs to ensure compliance with applicable
statutes, regulations, contracts, grants and mutual aid
agreements
Section, Unit and Branch Personnel
a)
Operations Section – ESF Branch
(1)
ESF Branch Director
(a)
Closely coordinates with, and acts as point of
contact for, each ESF Primary Agency
Representatives and Support Agency
Representatives in the Human Services,
Emergency Services and Infrastructure
Support Groups
(b)
Acts as point of contact between Operations
Section Chief and ESF Branch personnel
(c)
Provides general subject matter expertise to
Primary and Support Agencies within the ESF
Branch
(d)
Confers with Primary and Support Agency
Representatives to identify specific needs,
requirements, limitations and restrictions
(e)
Monitors State EOC operations to identify
current or potential issues, problems and
conflicts
(f)
Attends Shift Change Briefing, planning
meetings and operational briefings and
provides ESF Primary Agency Coordinators
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State of Emergency Response Plan - DRAFT
(2)
(3)
January, 2010
and Support Agency Representatives with
periodic briefings when time and activity
permits
(g)
Provide ESF Branch with demobilization
information, requirements, plans and
procedures
(h)
Assists ESF Representative in the preparation
of ESF situation reports
(i)
Periodically briefs Operations Section Chief on
ESF Branch morale and operational status
ESF Primary Agency Representative
(a)
Receives, processes and fulfills requests for
assistance and resource support
(b)
Monitors mission progress and status of
resource requests. Updates status in WebEOC
and provides status reports to ESF Branch
Director as required
(c)
Coordinates activities of Primary and Support
Agency personnel with their ESF Coordination
Group
(d)
Manages flow of information into and out of
ESF Coordination Group
Support Agency Representative
(a)
Provides subject matter expertise in their
particular field to ESF Primary Agency
Representative
(b)
Provides operational knowledge of their
agency’s resources, capabilities and limitations
(c)
Ensures that all agency personnel and
equipment are properly accounted for before,
during and after deployment
(d)
Ensures all agency-specific reports, forms and
documents are completed as required
(e)
Works with representatives within their own
and other ESF Groups to solve complex
problems and complete difficult tasks
b)
Operations Section – IMAT Branch
IMAT Branch Director
Coordinates and provides assistance to State IMAT
personnel deployed in support of local emergency response
operations
c)
Operations Section – Field Operations Branch
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January, 2010
Field Operations Branch Director
(1)
Coordinates and oversees the activities of IDHS
District Coordinators and other field division personnel
(2)
Establishes and maintains lines of communications
with local emergency management agencies (EMA)
d)
Planning Section – Documentation Unit
Documentation Unit Leader
(1)
Actively gathers raw data and information through
internet sources, media sources, WebEOC, radio,
telephone and email traffic
(2)
Provides information to Situation Unit Leader for
further analysis
(3)
Assists with the development of the Incident Action
Plan, Executive Summaries and Situation Report
(4)
Assists in the completion of special projects, when
required
e)
Planning Section - Situation Unit
Situation Unit Leader
(1)
Analyzes information gathered by Documentation Unit
and develops raw data into useable incident
intelligence
(2)
Responsible for maintaining overall situational
awareness and developing a common operating
picture
(3)
Responsible for creating Executive Summaries,
Situation Reports and assists in developing the
Incident Action Plan
(4)
Works with Documentation Unit to identify and fill
gaps in information
(5)
Works with Documentation Unit, Planning Section
Chief and Operations Section personnel to research
and correct contradictory or inaccurate information
f)
Planning Section - Advance Planning Unit
Advance Planning Unit Leader
(1)
Reviews and analyzes incident related information
(2)
Creates incident related hazard analysis and threat
assessments
(3)
Responsible for creating Incident Action Plan
(4)
Assists in development of Situation Reports and
Executive Summaries
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State of Emergency Response Plan - DRAFT
(5)
January, 2010
Oversees special project activities such as incident
related executive level briefs, information briefs for the
Governor’s Office and activities in support of the State
Public Information Officer or ESF 15 Representative
g)
Planning Section – Geographic Information System (GIS)
Unit
GIS Unit Leader
(1)
Employing a variety of geospatial software
applications, gathers information from various sources
to create incident related GIS products, including
mapping, database management and the exporting
and projection of GIS models
(2)
Works with other geospatial partners in local, state
and federal agencies and the private sector to collect
additional GIS information
h)
Logistics Section – Support Branch
(1)
Support Branch Director
(a)
Reviews all incoming mission and resource
requests to ensure all required information has
been provided by requesting agency
(b)
Determines whether requests will be directed
to the Resource Branch, Logistics Section
Chief or ESF Branch Director
(c)
Ensures critical administrative, information
technology, communications, food service,
climate control and janitorial service needs of
the State EOC are met
(d)
Obtains needed resources to sustain State
EOC activities and resolves supply chain
issues that may arise
(2)
Communications Unit Leader
(a)
Manages and supervises the activities of
Communications Unit personnel
(b)
Ensures all State EOC radio, telephone and
satellite communications systems are
operating properly
(c)
Works closely with ESF 2 Communications and
private vendors to troubleshoot statewide
communications system problems
(d)
Provides support to local agency
communications systems
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State of Emergency Response Plan - DRAFT
January, 2010
(e)
(3)
(4)
i)
Coordinates and supports the emergency
response activities of statewide amateur radio
groups
(f)
Ensures State EOC personnel are properly
trained in the use of communications
equipment
Information Technology Support
Information technology support personnel will be on
hand to assist with all technology related issues
including Web EOC, computer and network access,
internet access, software installation, VTC support
and all other technology related needs.
Facilities Unit Leader
(a)
Ensures climate control systems are
functioning properly in the State EOC
(b)
Responsible for maintaining State EOC
cleanliness and makes certain janitorial service
is provided on a regular basis
(c)
Oversees the physical security of the State
EOC is maintained and ensures security
procedures are being followed
(d)
Works with Department of Administration
Facilities Maintenance personnel to address
any problems
Logistics Section – Resource Branch
(1)
Resource Branch Director
(a)
Identifies, procures and coordinates the
deployment of resources
(b)
Makes recommendations for the purchase of
additional resources
(2)
Asset Tracking Unit Leader
Monitors the operational status and location of
deployed resources
(3)
Resource Unit Leader
(a)
Receives, deploys and works with Asset
Tracking Unit to monitor the status of deployed
resources
(b)
Identifies resources that require demobilization
(c)
Ensures resources are properly demobilized
and released from duty
(4)
EMAC A-Team
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State of Emergency Response Plan - DRAFT
January, 2010
Assists in facilitating and coordinating the EMAC
request process.
4.
j)
Finance / Administration Section – Legal Support Unit
Leader
(1)
Reviews EMAC and FEMA request documents
(2)
Addresses any legal issue or concern that may arise
during resource request, deployment and
demobilization process
k)
Finance / Administration Section – Procurement Unit Leader
Responsible for purchasing, documenting and tracking the
cost of resources acquired to support State response
operations
ESF Organization
Each ESF will be comprised of a Primary Agency and Support
Agencies.
a)
Primary Agency
Designated as the lead agency for the ESF Coordination
Group
(1)
Each ESF is managed by an ESF Primary Agency
Representative
(2)
Manages the activities of support agencies within the
ESF Group
(3)
Manages information flow into and out of the ESF
group
(4)
Acts as point of contact for coordination of activities
between ESF groups
b)
Support Agency
(1)
Will be represented in the ESF by one or more
Support Agency Coordinators
(2)
Conducts activities in support of the ESF mission
c)
Critical Support Agencies
Provide a wide range of critical support activities across the
full spectrum of ESFs and have been allotted reserved
positions in the State EOC
(1)
Critical EOC Support Agencies
(a)
Indiana National Guard
(b)
Indiana Department of Natural Resources
(c)
Indiana Department of Corrections
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State of Emergency Response Plan - DRAFT
5.
January, 2010
ESF Primary Agencies
a)
ESF 1 Transportation – Indiana Department of
Transportation
(1)
Intra-state and State public road support
(2)
Transportation safety
(3)
Restoration/recovery of transportation infrastructure
(4)
Movement restrictions
(5)
Damage and impact assessment
b)
ESF 2 Communications – Integrated Public Safety
Commission
(1)
Coordination with telecommunications industry
(2)
Restoration /repair and temporary provisioning of
communications infrastructure
(3)
Protection, restoration, and sustainment of cyber and
information technology resources
c)
ESF 3 Public Works and Engineering – Indiana Department
of Administration
(1)
Infrastructure protection and emergency repair
(2)
Infrastructure restoration & environmental restoration
(3)
Engineering services, construction management
(4)
Critical infrastructure liaison
d)
ESF 4 Firefighting – IDHS Building & Fire Safety Division
(1)
Firefighting activities support and Task Force support
(2)
Resource support to rural and urban firefighting
operations
e)
ESF 5 Emergency Management – IDHS Emergency
Response Division
(1)
Coordination of incident management efforts
(2)
Issuance of mission assignments
(3)
Resource and human capital
(4)
Incident action planning
f)
ESF 6 Mass Care, Housing and Human Services - Red
Cross
(1)
Mass care and sheltering
(2)
Disaster housing
(3)
Human services
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State of Emergency Response Plan - DRAFT
January, 2010
g)
ESF 7 Resource Support – Indiana Department of Homeland
Security
Provides resource support (facility space, office equipment &
supplies, contracting services, etc.) for State agencies
h)
ESF 8 Public Health and Medical Services – Indiana State
Department of Health
(1)
Public health
(2)
Medical support
(3)
Mental health services
(4)
Mortuary services
i)
ESF 9 Urban Search and Rescue – Indiana Task Force One
(1)
Life-saving assistance
(2)
Urban search and rescue
(3)
Confined space rescue
j)
ESF 10 Oil and Hazardous Materials Response – Indiana
Department of Environmental Management
(1)
Oil and hazardous materials (chemical, biological,
radiological, etc.) response
(2)
Spill restoration, short- and long-term cleanup and
environmental support
k)
ESF 11 Agriculture and Natural Resources – Indiana Board
of Animal Health
(1)
Domestic agriculture support
(2)
Animal and plant disease/pest response
(3)
Food safety and security
(4)
Pet emergency care
l)
ESF 12 Energy – Indiana Utility Regulatory Commission
(1)
Energy infrastructure assessment, repair, and
restoration
(2)
Energy industry utilities coordination
(3)
Emergency utilities restructuring and transfer
m)
ESF 13 Public Safety and Security – Indiana State Police
(1)
Law enforcement assistance
(2)
Security planning and technical and resource
assistance
(3)
Public safety/security support/escort support
(4)
Support to access, traffic, crowd control and
evacuation
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State of Emergency Response Plan - DRAFT
January, 2010
n)
ESF 14 Long Term Community Recovery - Indiana Office of
Community and Rural Affairs
(1)
Economic community impact assessment
(2)
Long-term community recovery assistance to State,
local government, and the private sector
(3)
Recovery in long-term disaster
o)
ESF 15 External Affairs – IDHS Public Information Officer
(1)
Emergency public information
(2)
Media and community relations
(3)
Congressional and international affairs
(4)
Public warnings and pre-incident information
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State of Emergency Response Plan - DRAFT
V.
January, 2010
Direction, Control and Coordination
A.
Direction and Control
The organizational structure of the State EOC is as follows:
Figure 1: State EOC Organizational Structure
1.
Governor
2.
Lieutenant Governor
3.
Executive Director, Indiana Department of Homeland Security
4.
Director, Emergency Response and Recovery Division
5.
Response Director
6.
State EOC Manager
7.
General Staff Section Chief
8.
ESF Branch Director
xxix
State of Emergency Response Plan - DRAFT
B.
9.
ESF Primary Agency Coordinator
10.
ESF Support Agency Representative
January, 2010
Expanded Catastrophic Response Operations
During catastrophic or wide-spread events, it may be necessary to expand
the organizational management structure of the state response. If
necessary, this expansion will provide for better information and resource
management by establishing district level multi-agency coordination
centers or District MACCs.
1.
District Multi-Agency Coordination Center (MACC)
District MACCs are managed and coordinated based on the two
different levels of District MACC operations. State-level District
MACCS are structured similar as the State EOC and are
responsible for coordinating state resources within the District. A
locally operated District MACC is responsible for coordinating
county and/or District resources within the District.
a)
State-level District MACC
(1)
District MACCs will be established as determined by
the Response Director and approved by the
Response and Recovery Division Director and/or
Executive Director.
(2)
District MACCs may be established in the MCC, a
state facility, National Guard Armory or a locally
operated District MACC. Location of the District
MACC will be determined by the Response Director
and based on the situational needs and availability of
suitable sites.
(3)
District Coordinators shall serve as the manager of
the organizational structure of a District MACC.
(4)
During expanded operations, a liaison officer may be
required, per local request, at each county level EOC
to provide support and relay information and requests
to the District MACC. National Guard personnel may
be used to assist in this role.
(5)
District MACCs shall have operational control and
coordination of the state and federal resources within
their District.
(6)
District MACCs shall fall under the Field Branch
Director in the EOC organizational structure.
(7)
Once established, all information reports and
resource requests within a District shall be facilitated
through their District MACC.
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State of Emergency Response Plan - DRAFT
(8)
(9)
(10)
January, 2010
The District MACC shall task a resource with ensuring
critical information is sent to the State EOC.
Should IMAT be deployed to a county prior to the
establishment of a District MACC, they will be realigned to operate under the District MACC command
structure once it has been activated. However, the
EOC IMAT Branch Director Position in the State EOC
will continue functioning to ensure both the State EOC
and the District MACC maintain awareness of IMAT
operations.
A State Incident Management Team, as an element of
IMAT, may be used to staff and/or manage the District
MACC.
An example of an expanded operational structure, which
includes the establishment of a District MACC, is illustrated
in Figure 2.
Figure 2: Expanded Response Operations Organization Structure
xxxi
State of Emergency Response Plan - DRAFT
2.
January, 2010
Logistical Request Process
a)
Local jurisdictions continue to request resources.
b)
Logistical requests from local jurisdictions to the State will be
coordinated through the State District MACC.
c)
The State District MACC will fulfill resource requests from
the established State Mobilizations Sites and/or State
Logistical Staging Areas (SLSAs).
d)
The State EOC will continue to monitor the flow of resources
and support logistical requests from the State Mobilizations
Site(s) and/or SLSA(s).
e)
The National LSA (NLSA) will assist the State EOC with the
sustainment of needed resource levels and requests the
State is unable to fulfill.
ICP
EOC
JFO/NLSA
State EOC
District
MACC
State MOB/
Figure 3: Catastrophic Logistical Request Process
xxxii
SLSA
State of Emergency Response Plan - DRAFT
January, 2010
VI. Communications
The following means of communications and systems are in place to facilitate the
effective communication of information into and out of the State EOC:
A.
B.
C.
Data
1.
WebEOC
2.
Internet Based Messaging
3.
Email
4.
Text and Numeric Paging
5.
Other unclassified and classified applications
Radio
1.
800 MHz System
2.
155 MHz System
3.
High Frequency (FEMA) Radio
4.
Amateur Radio (RACES)
5.
Satellite phone, radio and data
Telephone
1.
Landline
2.
Cellular
3.
Satellite
4.
Fax
5.
CWIN
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State of Emergency Response Plan - DRAFT
January, 2010
VII. Administration, Finance and Logistics
A.
B.
Administration
1.
The Incident Response Plan was developed in compliance with
State and federal laws and guidelines that govern emergency
management and homeland security activities.
2.
The Plan will be maintained by the Emergency Response Branch.
Finance
Financial management of the State EOC during activations is the
responsibility of the State Finance and Administration Section Chief under
the supervision of the EOC Manager. All emergency procurement
requires the approval of the Response Director. The IDHS Chief Finical
Officer shall provide oversight and support for finance activities in the
State EOC in ensure compliance with all applicable rules, regulations,
policies and statues.
C.
Logistics
1.
All requests for assistance, all general messages, and all reports
will be handled using WebEOC. The use of reports will vary
according to the type of emergency involved.
2.
All personnel without State ID cards will be issued a pass to be
worn while in the State EOC and to be returned when departing
from the premises.
3.
Other forms as needed will be completed and utilized for incident,
logistical and historical tracking purposes.
4.
State EOC facilities and response equipment/facilities will be
serviced and maintained at the highest level of readiness by
Emergency Response Branch staff.
5.
Agency-specific software may be added and modifications made to
State EOC workstation computers with the permission of the EOC
Manager and under the supervision of IDHS information technology
personnel.
xxxiv
State of Emergency Response Plan - DRAFT
VIII.
A.
January, 2010
Plan Maintenance
Review and Revision
This plan will be reviewed for accuracy and effectiveness on the following
occasions:
B.
1.
Annually during the month of January
2.
Following State EOC or Response Equipment activation as part of
the after action review process
3.
When there is a change in State or Federal homeland security
guidelines, standards or plans
4.
At the direction of the Governor, Executive Director of Homeland
Security, Director of Emergency Response Division or Response
Director
Training, Exercise and Evaluation of State EOC
Operations
1.
Training
The State EOC training program is progressive, moving personnel
toward improving emergency response capabilities. It requires
careful planning, including clearly identifying long-term
improvement goals and specific objectives. Courses will be offered
through local, State and federal programs and will be coordinated
through the IDHS Training Division. Training will be structured in
three phases:
a)
Foundational
Basic training would involve instruction in the fundamental
concepts and systems employed in the State EOC.
Completion of the following courses will be required to
effectively perform duties during State EOC operations:
(1)
Introduction to EOC Operations (FEMA Independent
Study)
(2)
Introduction to Incident Command System ICS 100
(FEMA Independent Study)
(3)
ICS for Single Resource and Initial Action Incidents
ICS 200 (FEMA Independent Study)
(4)
Intermediate ICS for Expanding Incidents ICS 300
(IDHS)
(5)
Advanced ICS for General Staff and Complex
Incidents ICS 400 (IDHS)
xxxv
State of Emergency Response Plan - DRAFT
(6)
(7)
2.
January, 2010
National Incident Management System ICS 700
(FEMA Independent Study)
National Response Framework ICS 800B (FEMA
Independent Study)
b)
Required Operations-based Training
Goes beyond and builds upon the fundamental concepts
found in basic training. These courses would include but are
not limited to:
(1)
EOC Operations I – Concept of Operations (State
EOC)
(2)
EOC Operations II (State EOC)
(3)
EOC Operations III (State EOC)
c)
Advance Training
This level of training would involve in depth coursework in
the critical aspects of major incident management.
Numerous emergency management and homeland security
courses are available from State and national organizations,
such as the Enhanced Incident Management / Unified
Command Course – Texas Engineering Extension Service
(TEEX).
d)
Professional Development
State EOC and participating State agency personnel will also
have the opportunity to pursue professional certifications and
additional advanced training if they so desire.
(1)
Certified Emergency Manager – International
Association of Emergency Managers
(2)
Associate Emergency Manager – International
Association of Emergency Managers
(3)
Professional Emergency Manager – IDHS Training
Division
(4)
Professional Development Series – FEMA
Emergency Management Institute
Exercising
An exercise program enables the State EOC to test the
implementation of plans, procedures and protocols, fine-tune
internal coordination and practice coordinating with external
response entities. Depending on the scope and scale of the
emergency preparedness exercises, they may involve many
individuals, both internal and external.
xxxvi
State of Emergency Response Plan - DRAFT
January, 2010
a)
Table Top Exercises
The tabletop is largely a discussion guided by a facilitator. Its
purpose is to solve problems as a group. There are no
simulators and no attempts to arrange elaborate facilities or
communications. These exercises will be throughout the
year in the State EOC and Response Facilities.
b)
Functional Exercise
The Functional Exercise is an emergency simulation
designed to provide training and evaluation of integrated
emergency operations and management. More complex
than the tabletop exercise, it focuses on interaction of
decision making and agency coordination. These exercises
will be coordinated will be held throughout the year in the
State EOC.
c)
Full Scale Exercise
The Full Scale Exercise includes elements outside of the
State EOC and evaluates several components of an
emergency response and management system
simultaneously. It exercises the interactive elements of
direction and control, mobilization of resources and
communications. The State EOC shall participate in State,
regional or national level exercises.
xxxvii