Support Appendix - Response & Recovery

Emergency Management Plan

Support Appendix - Response & Recovery

Response & Recovery Appendix C: Common Responsibilities

Accountability Procedures

1. Check-In.
   All responders, regardless of agency affiliation, must check in to verify their assignment. This can be coordinated by using an Incident Check-in List (ICS 211).
2. Incident Action Plan (IAP).
   Incident/event operations must be directed and coordinated as outlined in the IAP. Any deviation must be approved by the Operations Chief and communicated to and approved by the IC. Response organizations' personnel accountability procedures should be documented within the IAP.
3. Unity of Command.
   In order to prevent accountability breakdowns, each individual involved in incident management will be assigned to only one supervisor.
4. Span of Control.
   Supervisors must be able to adequately supervise, communicate with, manage and control all personnel under their supervision. Span of control may vary between 3 and 7 personnel per supervisor, with a recommended ratio of 1 to 5.
5. Resource Tracking.
   Supervisors must record resource status changes as they occur and report those changes to the Resources Unit. Accountability is dependent upon the incident management organization having a standard resource tracking method.

Response & Recovery Appendix C1: Common Responsibilities Checklist

The following checklist is applicable to all personnel in an Incident Command System (ICS) organization:

Common Responsibilities

• Receive assignment from agency, including:
• • Job assignment (e.g., designation, position, etc.).
  • Brief overview of type and magnitude of incident.
  • Resource order number and incident number.
  • Travel instructions including reporting location(s) and time.
  • Monitor incident related information from media, internet, etc., if available.
  • Assess personal equipment readiness for specific incident and climate (e.g., medications, money, computer, medical record, etc.). Assemble items for travel and personal support.
  • Inform necessary individuals as to incident assignment and contact information.
  • Take advantage of available travel to rest prior to arrival.
• Upon arrival at the incident, check in at one of the following designated check-in locations:
• • Incident Command Post (ICP);
  • Base;
  • Staging Areas; or
  • Helibases.
  • Note: If instructed to report directly to a tactical assignment, check-in with the Division/Group Supervisor or the Operations Section Chief (OSC).
• Receive briefing from immediate supervisor and document briefing on a Unit Log (ICS 214).
• Agency representatives (AREPs) from assisting or cooperating agencies: Report to the Liaison Officer (LNO) at the ICP after check in.
• Acquire work materials.
• Abide by organizational code of ethics, policies, procedures and applicable labor agreements.
• Participate in Incident Management Team (IMT) meetings and briefings as appropriate.
• Ensure compliance with all safety practices and procedures. Report unsafe conditions to the Safety Officer (SO).

Response & Recovery Appendix C2: Leadership Responsibilities Checklist

In NIMS ICS, a number of the leadership responsibilities are common to all functions within the ICS organization. Common responsibilities of Unit Leaders are listed below. These will not be repeated in Unit Leader Position Checklists in subsequent chapters.

• Review Common Responsibilities.
• Upon check-in, receive briefing from Supervisor.
• Participate in incident meetings and briefings, as required.
• Determine current status of unit activities and personnel (Personnel Status Report).
• Determine resource needs.
• Order additional resources, as needed.
• Confirm dispatch and ETA of staff and supplies.
• Conduct briefings.
• Assign specific duties to staff and supervise staff.
• Develop and implement accountability, safety and security measures for assigned resources.
• Supervise demobilization of unit, including storage of supplies.
• Conduct debriefings with any assigned personnel.
• Provide Supply Unit Leader with a list of supplies to be replenished.
• Maintain unit records, including Unit Log (ICS 214).
• Complete Incident Personnel Performance Rating (ICS 225).

Response & Recovery Appendix C3: Operations Planning Cycle

Sound planning provides the foundation for effective incident management. The NIMS planning process represents a template for strategic, operational and tactical planning that includes all steps that Command and General Staff should take to develop and disseminate an Incident Action Plan (IAP). The planning process may begin with the scheduling of a planned event, with the identification of a credible threat, or with the initial response with the implementation of the formalized steps and staffing required in developing a written IAP.

A clear, concise IAP template is essential to guide the initial incident management decision process and the continuing collective planning activities of incident management teams. The planning process should provide the following:

• Current information that accurately describes the incident situation and resource status;
• Alternative strategies to attain critical incident objectives;
• Predictions of the probable course of events; and
• An accurate, realistic IAP for the next operational period.

The following five primary phases must be followed, in sequence, to ensure a comprehensive IAP:

1. Understand the Situation;
2. Establish Incident Objectives and Strategy;
3. Develop the Plan;
4. Prepare and Disseminate the Plan; and
5. Evaluate and Revise the Plan.

The IAP must provide clear strategic direction and include a comprehensive listing of the tactical objectives, resources, reserves and support required to accomplish each incident objective. The comprehensive IAP will identify the sequence of events in a coordinated way for achieving multiple incident objectives. However, the IAP is based on the best available information at the time of the planning meeting.

During the initial stages of incident management, planners must develop a simple plan that can be communicated through concise oral briefings. Frequently, this plan must be developed very quickly and with incomplete information. As the incident management effort evolves over time, additional time, staff, information systems and technologies will enable more detailed planning and cataloging of events and "lessons learned."

Response & Recovery Appendix CBa: Initial Response and Assessment

Initial response and assessment occurs in all incidents. Responses small in scope and/or duration can be coordinated using the Incident Form (ICS 201).

Response & Recovery Appendix CBb: Incident Briefing (ICS 201)

During the transfer-of-command process, the initial IC briefing provides the incoming Incident Command/Unified Command (IC/US) with basic information regarding the incident situation and the resources requested/assigned to the incident. The Incident Plan (IAP) for the initial response remains in force and continues to be updated until the response ends or another IAP is developed.

The ICS 201 facilitates documentation of the current situation, initial response objectives, current and planned actions, resources assigned and requested, on-scene organizational structure, and incident potential. This form is essential for future planning and the effective management of initial response activities.

Response & Recovery Appendix CBc: Initial Unified Command Meeting

Provides UC officials with an opportunity to discuss important issues prior to the Unified Command Objectives Meeting. The meeting should be brief and document all important decisions. The results of this meeting will help to guide the overall response efforts.

Response & Recovery Appendix CBd: Unified Command Objectives Meeting (sometimes called Strategy Meeting)

The Unified Command will identify incident/event priorities, identify limitations and constraints, and establish incident objectives. For recurring meetings, all products will be reviewed and updated as needed. The results of this meeting, along with decisions from the Initial UC meeting, will be presented at the Command and General Staff Meeting.

Response & Recovery Appendix CBe: Command and General Staff Meeting

At the Command and General Staff Meeting, IC/UC will present their decisions and management direction to the Command and General Staff Members. This meeting should clarify and help to ensure understanding among the core IMT members on the decisions, objectives, priorities, procedures and functional assignments (tasks) that the IC/UC has discussed and approved. Ensuing Command and General Staff Meetings will cover any changes in Command direction and review the open actions and status of assigned tasks.

Response & Recovery Appendix CBf: Preparing for the Tactics Meeting

During this phase of the Operational Planning Cycle, the IC and Planning Section Chief (PSC) begin the work of preparing for the upcoming Tactics Meeting. The Operations Section Chief drafts an Operational Planning Worksheet (ICS 215) and an Operations Section organizational chart for the next operational period. Also, the Safety Officer (SO) develops in conjunction with the Operations Section Chief the Hazard Risk Analysis Worksheet (Incident Safety Analysis - ICS 215a). The PSC should facilitate/support this process to the greatest extent possible to ensure that the materials, information, resources, etc., to be presented in the Tactics Meeting are organized and accurate.

Response & Recovery Appendix CBg: Tactics Meeting

This work session produces information needed to prepare the IAP. The Operations Section organization will be prepared by the Operations Section Chief (OSC) prior to the completion of the Operational Planning Worksheet (ICS 215). The SO will prepare the Hazard Risk Analysis Worksheet (Incident Safety Analysis - ICS 215a). OSC/PSC will solicit input from attendees in order to refine these draft products for full staff approval at the Planning Meeting.

Response & Recovery Appendix CBh: Preparing for the Planning Meeting

The Command and General Staff prepare for the upcoming Planning Meeting.

Response & Recovery Appendix CBi: Planning Meeting

This meeting provides an overview of the tactical plan to achieve IC objectives for the upcoming operational period. The OSC will present the proposed plan to the Command and General Staff for review and comment. OSC will discuss strategy and tactics that were considered and chosen to best meet the objectives for the next operational period. The OSC will also briefly discuss how the incident will be managed along with work assignments, resources and support that are required to implement the proposed plan. This meeting provides the opportunity for Command and General Staff to give final approval for the IAP. After review and updates are made, planning meeting participants commit to support the plan.

Response & Recovery Appendix CBj: Incident Action Plan Preparation and Approval

Appropriate IMT members must immediately complete the assigned tasks that need to be included in the IAP by the deadline set by the PSC so that the Planning Section can assemble the IAP components. The deadline must be early enough to permit timely IC/UC review, approval and duplication of sufficient copies for the Operations Briefing and other IMT members. The Safety Officer develops the General Safety Message/Site Safety Plan for the IAP.

Response & Recovery Appendix CBk: IAP Common Components

Response & Recovery Appendix CBl: ICS Forms

The ICS uses a series of standard forms and supporting documents that convey directions for the accomplishment of the objectives and distribution of information. Listed below are the standard ICS form titles and descriptions of each form:

Response & Recovery Appendix CBn: Operations Briefing

This briefing presents the IAP to the Operations Section oncoming supervisory personnel. After this briefing and during the shift change, off-going supervisors should be interviewed by their relief and by the OSC in order to validate IAP effectiveness. The Division/Group Supervisor may make last-minute adjustments to tactics over which they have purview. Similarly, a supervisor may reallocate resources within that Division/Group to adapt to changing conditions.

Response & Recovery Appendix CBo: Assess Progress

Assessment is an ongoing, continuous process to help adjust current operations and help plan for future operations. Following the briefing and shift change, all Command Staff Section Chiefs will review the incident management progress and make recommendations to the IC/UC in preparation for the next IC/UC Objectives Meeting. This feedback/information is continuously gathered from various sources, including Field Observers, line Safety Officers responder debriefs, stakeholders, etc. IC/UC should encourage Command and General Staff to get out of the Incident Command Post (ICP) and view first hand the areas of the incident they are supporting.

Response & Recovery Appendix CBp: Special Purpose Meetings

Special Purpose meetings are most applicable to larger incidents requiring an Operational Period Planning Cycle but may also be useful during the Initial Response Phase.

BUSINESS MANAGEMENT MEETING - The purpose of this meeting is to develop and update the Business Management Plan for finance and logistical support. The agenda could include: documentation issues, cost sharing, cost analysis, finance requirements, resource procurement and financial summary data. Attendees normally include the Finance/Administration Section Chief (FSC), Cost Unit Leader, Procurement Unit Leader, Logistics Section Chief (LSC), Situation Unit Leader and Documentation Unit Leader.

AGENCY REPRESENTATIVE (AREP) MEETING - This meeting is held to update AREPs and ensure that they can support the IAP. It is conducted by the Liaison Officer (LNO) and attended by AREPs. It is most appropriately held shortly after the Planning Meeting in order to present the plan (IAP) for the next operational period. It allows for minor changes should the plan not meet the expectations of the AREPs.

MEDIA BRIEFING - This meeting is conducted at the Joint Information Center (JIC), or at a location near the incident. (It is not necessary to establish a JIC for all incidents.) Its purpose is to brief the media and the public on the most current and accurate facts. It is set up by the Public Information Officer (PIO), moderated by an IC/UC spokesperson and features selected spokespersons. Spokespersons should be prepared by the PIO to address anticipated issues. The briefing should be well-planned, organized and scheduled to meet the media's needs.

TECHNICAL SPECIALIST MEETING - Meetings to gather Technical Specialist input for the IAP.

DEMOBILIZATION PLANNING MEETING - This meeting is held to gather functional requirements from Command, Command Staff and General Staff that would be included in the incident Demobilization Plan. Functional requirements would include: safety, logistics and fiscal considerations and release priorities that would be addressed in the plan.

Attendees normally include: Command, OSC, PSC, LSC, FSC, LNO, SO, Intelligence Officer, PIO and Demobilization Unit Leader. The Demobilization Unit Leader then prepares a draft Demobilization Plan to include the functional requirements and distributes to Command, Command Staff and General Staff for review and comment.

Response & Recovery Appendix CC: Command Staff

Response & Recovery Appendix CCa: Command Staff Incident Commander

INCIDENT COMMANDER (IC) - The IC's responsibility is the overall management of the incident. On many incidents, the command activity is carried out by a single IC. The IC is selected based on qualifications and experience.

The IC is responsible for providing direction and guidance to the command and general staff. Command must analyze the overall requirements of the incident and determine the most appropriate direction for the management team to follow during the response. This is accomplished by making key decisions, setting priorities, developing response objectives, and assigning work (tasks) to primary staff within the first operational period and ongoing throughout the incident/event. Information and examples for key decisions and objectives are located in chapter 13.

The IC may have Deputy Incident Commanders who may be from the same agency or from an assisting agency. Deputy Incident Commanders must have the same certifications/qualifications as the person for whom they work, as they must be ready to take over that position at any time. When span of control becomes an issue for the IC, a Deputy Incident Commander/Chief of Staff may be assigned to manage the Command Staff.

Response & Recovery Appendix CCb: Command Staff Incident Commanders Major Responsibilities

The major responsibilities of the IC are:

Incident Commanders Major Responsibilities

• Review the Common Responsibilities.
• Upon arrival, assess the situation and obtain incident briefing from acting IC.
• Establish priorities.
• Determine incident objectives and general direction for managing the incident.
• Establish an Incident Command Post (ICP).
• Brief the Command Staff and Section Chiefs.
• Ensure scene security.
• Establish an appropriate organization.
• If applicable, consider the incident as a potential crime scene; preserve evidence and coordinate with law enforcement.
• Ensure adherence to the operational planning cycle.
• Approve and authorize the implementation of an Incident Action Plan (IAP).
• Ensure that adequate safety measures are in place, including the assignment of a safety officer.
• Coordinate activities for all Command and General Staff.
• Coordinate with key stakeholders.
• Make appropriate notifications (e.g., hospitals, health department, etc.).
• Approve requests for additional resources or for the release of resources.
• Keep agency administrator informed of incident status.
• Approve the use of trainees, volunteers, and auxiliary personnel.
• Authorize release of information to the news media.
• Ensure Incident Status Summary (ICS 209) is completed and forwarded to the appropriate higher authority.
• Order the demobilization of the incident when appropriate.
• Ensure establishment and oversight of a Joint Information Center (JIC).
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CCc: Command Staff Public Information Officer Major Responsibilities

PUBLIC INFORMATION OFFICER (PIO) - The PIO is responsible for developing and releasing information about the incident to the news media, incident personnel, and other appropriate agencies and organizations.

Only one primary PIO will be assigned for each incident, including incidents managed under Unified Command (UC). The PIO may have assistants as necessary, and the assistants may also represent assisting agencies or jurisdictions.

Agencies have different policies and procedures relative to the handling of public information. The following are the major responsibilities of the PIO, which would generally apply on any incident.

The major responsibilities of the PIO are:

Public Information Officer Major Responsibilities

• Review the Common Responsibilities.
• Determine from the IC if there are any limits on information release.
• Develop material for use in media briefings.
• Obtain IC approval of media releases.
• Inform the media and conduct media briefings.
• Arrange for tours and interviews or briefings as required.
• Evaluate the need for and, as appropriate, establish and operate a Joint Information System (JIS).
• Establish a JIC to coordinate and disseminate accurate and timely incident-related information as necessary.
• Obtain media information that may be useful to incident planning.
• Maintain current information summaries and/or displays on the incident and provide information on the status of the incident to assigned personnel.
• Ensure that all required agency forms, reports, and documents are completed prior to demobilization.
• Brief Command on PIO issues and concerns.
• Advise Incident Command or Unified Command (IC/UC) on all public information matters.
• Manage media and public inquiries.
• Coordinate emergency public information and warnings.
• Conduct rumor monitoring and control.
• Have debriefing session with the IC prior to demobilization.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CCd: Command Staff Safety Officer Major Responsibilities

SAFETY OFFICER (SO) - The SO's function is to develop and recommend measures for ensuring personnel safety and to assess and anticipate hazardous situations. The SO has the authority and obligation to alter, delay, suspend, and terminate any and all operations immediately dangerous to life and health of any personnel.

Only one primary incident SO will be assigned for each incident. The SO may have assistants as necessary, and the assistants may also represent assisting agencies or jurisdictions. Safety assistants may have specific responsibilities, such as air operations, hazardous materials (HAZMAT), etc.

The major responsibilities of the SO is:

Safety Officer Major Responsibilities

• Review the Common Responsibilities.
• Participate in tactics and planning meetings as well as other meetings and briefings as required.
• Identify hazardous situations associated with the incident.
• Dedicate Emergency Medical Services (EMS) personnel needed for responders (ICS 206).
• Develop the Risk/Hazard Analysis (ICS 215a) with the Operations Section Chief (OSC).
• Coordinate with law enforcement to provide security and control of perimeters.
• Confirm that control zones have been established and monitored.
• Ensure the selection of Personal Protective Equipment (PPE) and other equipment meets the needs of the incident.
• Ensure that a personnel accountability system is in place for all personnel.
• Ensure that working conditions are monitored and work/rest guidelines are adhered to.
• Designate emergency evacuation guidelines.
• Review the IAP for safety implications.
• Provide safety advice in the IAP for assigned responders.
• Ensure that identified resources are in place to meet the mental health needs of responders.
• Exercise emergency authority to stop and prevent unsafe acts and notify IC.
• Investigate accidents that have occurred within the incident area.
• Assign assistants, as needed.
• Review and approve the Medical Plan (ICS 206).
• Develop the Site Safety Plan as required.
• Ensure that all required agency forms, reports, and documents are completed prior to demobilization.
• Brief the IC on safety issues and concerns.
• Have a debriefing session with the IC prior to demobilization.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CCe: Command Staff Liaison Officer Major Responsibilities

LIAISON OFFICER (LNO) - Incidents that are multi-jurisdictional, or have several agencies involved, may require the establishment of the LNO position on the Command Staff.

Only one primary LNO will be assigned for each incident, including incidents managed under UC and multi-jurisdiction incidents. The LNO may have assistants as necessary, and the assistants may also represent assisting agencies or jurisdictions. The LNO is assigned to the incident to be the contact for assisting and/or cooperating with Agency Representatives (AREP).

The major responsibilities of the LNO are:

Liaison Officer Major Responsibilities

• Review the Common Responsibilities.
• Be a contact point for AREPs.
• Maintain a list of assisting and cooperating AREPs, including name and contact information. Monitor check-in sheets daily to ensure that all AREPs are identified.
• Assist in establishing and coordinating inter-agency contacts.
• Keep agencies supporting the incident aware of the incident's status.
• Monitor incident operations to identify current or potential inter-organizational problems.
• Participate in planning meetings and provide current resource status, including limitations and capability of assisting agency resources.
• Coordinate response resource needs for incident investigation activities with the OSC.
• Ensure that all required agency forms, reports, and documents are completed prior to demobilization.
• Brief the IC on agency issues and concerns.
• Have debriefing session with the IC prior to demobilization.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CCf: Command Staff Agency Representative Major Responsibilities

AGENCY REPRESENTATIVES - In many multi-jurisdiction incidents, an agency or jurisdiction may send a representative to assist in coordination efforts.

An AREP is an individual assigned to an incident from an assisting or cooperating agency who has been delegated authority to make decisions on matters affecting that agency's participation at the incident.

AREPs report to the LNO or to the IC in the absence of an LNO.

The major responsibilities of the AREPs are:

Agency Representatives Major Responsibilities

• Review the Common Responsibilities.
• Ensure that all agency resources are properly checked in at the incident.
• Obtain a briefing from the LNO or IC.
• Inform any assisting or cooperating agency personnel at the incident that the AREP position for that agency has been filled.
• Attend briefings and planning meetings as required.
• Provide input on the use of agency resources unless resource technical specialists are assigned from the agency.
• Cooperate fully with the IC/UC and the General Staff on agency involvement at the incident.
• Ensure the well-being of agency personnel assigned to the incident.
• Advise the LNO of any special agency needs or requirements.
• Report to home agency dispatch or headquarters on a pre-arranged schedule.
• Ensure that all agency personnel and equipment are properly accounted for and released prior to departure.
• Ensure that all required agency forms, reports, and documents are completed prior to demobilization.
• Have a debriefing session with the LNO or IC/UC before demobilization.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CD: Operations

Response & Recovery Appendix CDa: Operations Section Chief (OSC)

OPERATIONS SECTION CHIEF (OSC) - The OSC, a member of the General Staff, is responsible for managing of all operations directly applicable to the primary incident. The OSC is certified/qualified to the level of operations being performed and will normally be selected from the organization/agency with the most jurisdictional responsibility for the incident.

The OSC activates and supervises organizational elements in accordance with the Incident Action Plan (IAP) and directs its execution. The OSC also directs the preparation of operational plans, requests or releases resources, monitors operational progress, makes changes to the IAP as necessary, and reports any such changes to the Incident Commander (IC).

The OSC may have Deputy Operations Sections Chiefs, who may be from the same agency or from assisting agencies. The Deputy Operations Section Chief 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. In complex incidents, the OSC may assign a Deputy Operations Section Chief to supervise on-scene operations.

Response & Recovery Appendix CDb: Operations Position Checklist: Operations Section Chief (OSC) Major Responsibilities

The major responsibilities of the OSC are:

Operations Section Chief Major Responsibilities

• Review the Common Responsibilities.
• Obtain a briefing from Incident Command or Unified Command (IC/UC).
• Evaluate and request sufficient Section supervisory staffing for both operational and planning activities.
• Supervise Operations Section field personnel.
• Implement the IAP for the Operations Section.
• Evaluate on-scene operations and make adjustments to organization, strategies, tactics, and resources (e.g., additional manpower, equipment, etc.) as necessary.
• Ensure the Resources Unit is advised of changes in the status of resources assigned to the section.
• Ensure that Operations Section personnel execute work assignments following approved safety practices.
• Monitor the need for additional resources and request them as necessary to support operations.
• Assemble/disassemble task force/strike teams as appropriate.
• Identify/utilize staging areas.
• Evaluate and monitor the current situation for use in next operational period planning.
• Convert operational incident objectives into strategic and tactical options.
• Coordinate and consult with the Planning Section Chief (PSC), Safety Officer (SO), Technical Specialist, modeling scenarios, trajectories, etc., on selection of appropriate strategies and tactics to accomplish objectives.
• Identify kind and number of resources required to support selected strategies.
• Subdivide work areas into manageable branches, divisions, and groups.
• Develop work assignment and allocate tactical resources based on strategic requirements on Operational Planning Worksheet (ICS 215).
• Provide input for the risk/hazard analysis (ICS 215a) to the Safety Officer.
• Coordinate planned activities with the SO to ensure compliance with safety practices.
• Identify appropriate Personal Protective Equipment (PPE) options prior to committing personnel.
• Participate in the planning process and the development of the tactical portions (ICS 204 and ICS 220) of the IAP.
• Assist with development of long-range strategic, contingency, and demobilization plans.
• Develop a recommended list of Section resources to be demobilized and initiate recommendation for release when appropriate.
• Receive and implement applicable portions of the Incident Demobilization Plan.
• Participate in operational briefings to Incident Management Team (IMT) members as well as briefings to media, and visiting dignitaries.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CDc: Operations Position Checklist: Branch Director Major Responsibilities

BRANCH DIRECTOR - The Branch Directors, when activated, are under the direction of the OSC and are responsible for implementing the portion of the IAP appropriate to the branches.

The major responsibilities of the Branch Director are:

Branch Director Major Responsibilities

• Review the Common Responsibilities.
• Receive a briefing from the OSC and/or assigned to the Branch.
• Identify Divisions, Groups, and resources assigned to the Branch.
• Ensure that Division and/or Group Supervisors have a copy of the IAP.
• Implement the IAP for the Branch.
• Develop with subordinates alternatives for Branch control operations.
• Review/modify Division/Group Assignment List (ICS 204) for Divisions/Groups within the Branch.
• Assign specific work tasks to Division/Group Supervisors.
• Supervise Branch Operations.
• Ensure through chain of command that the Resources Unit is advised of changes in the status of resources assigned to the Branch.
• Attend meetings and briefings as required.
• Report to OSC when:
• • The IAP is to be modified;
  • Additional resources are needed;
  • Surplus resources are available; or
  • Hazardous situations or significant events occur.
• Consider demobilization well in advance.
• Debrief the OSC as directed at the end of each shift.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CDd: Operations Position Checklist: Division/Group Supervisor Major Responsibilities

DIVISION/GROUP SUPERVISOR - The Division/Group Supervisor reports to the OSC (or Branch Director when activated). The Supervisor is responsible for implementing the assigned portion of the IAP, assigning resources within the Division/Group, and reporting on the progress of control operations and status of resources within the Division (geographic area)/Group (functional).

The major responsibilities of the Division/Group Supervisor are:

Division/Group Supervisor Major Responsibilities

• Review the Common Responsibilities.
• Obtain a briefing from the OSC, Branch Director, and/or previous division/group supervisor.
• Identify resources assigned to the Division/Group.
• Provide the IAP to subordinates, as needed.
• Review the Division/Group's assigned tasks and incident activities with subordinates.
• Implement the IAP for the Division/Group.
• Supervise Division/Group resources and make changes as appropriate.
• Ensure through chain of command that Resources Unit is advised of all changes in the status of resources assigned to the Division/Group.
• Coordinate activities with adjacent Divisions/Groups.
• Determine any need for assistance on assigned tasks.
• Submit situation and resources status information as directed by the Branch Director or OSC.
• Report hazardous situations, special occurrences, or significant events (e.g., accidents, illness) to the immediate supervisor.
• Ensure that assigned personnel and equipment get to and from assignments in a timely and orderly manner.
• Participate in the development of Branch plans for the next operations period, as requested.
• Consider demobilization well in advance.
• Debrief as directed at the end of each operational period.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CDe: Operations Position Checklist: Strike Team/Task Force Leader (TFL) Major Responsibilities

STRIKE TEAM/TASK FORCE LEADER (TFL) - The Strike Team/TFL reports to a Branch Director or Division/Group Supervisor and is responsible for performing tactical assignments assigned to the Strike Team or Task Force. The Leader reports work progress, resources status, and other important information, and maintains work records on assigned personnel.

The major responsibilities of the Strike Team/TFL are:

Strike Team/ Task Force Leader Major Responsibilities

• Review the Common Responsibilities.
• Review Leadership Responsibilities.
• Obtain a briefing from person being relieved.
• Obtain a briefing from supervisor.
• Review assignments with subordinates and assign tasks.
• Monitor work progress and make changes when necessary.
• Keep supervisor informed of progress and any changes.
• Coordinate activities with adjacent Strike Teams, Task Forces and single resources.
• Retain control of assigned resources while in available or out-of-service status.
• Debrief as directed at the end of each operational period.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CDf: Operations Position Checklist: Single Resource Leader Major Responsibilities

SINGLE RESOURCE LEADER - The major responsibilities of the Single Resource Leader are:

Single Resource Leader Major Responsibilities

• Review the Common Responsibilities.
• Review assignments.
• Obtain a briefing from person being relieved.
• Obtain necessary equipment and supplies.
• Review weather/environmental conditions for assignment area.
• Brief subordinates on safety measures.
• Monitor work progress.
• Ensure adequate communications with supervisor and subordinates.
• Keep supervisor informed of progress and any changes.
• Inform supervisor of problems with assigned resources.
• Brief relief personnel, and advise them of any change in conditions.
• Return equipment and supplies to appropriate unit.
• Complete and turn in all time and use records on personnel and equipment.
• Debrief as directed at the end of each operational period.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CDg: Operations Position Checklist: Staging Area Manager Major Responsibilities

STAGING AREA MANAGER - The Staging Area Manager is under the direction of the IC/UC (not usually) or Operations Section Chief (primarily) and is responsible for managing all activities within a Staging Area.

The major responsibilities of the Staging Area Manager are:

Staging Area Manager Major Responsibilities

• Review the Common Responsibilities.
• Proceed to Staging Area.
• Obtain a briefing from person being relieved.
• Establish Staging Area layout.
• Determine any support needs for equipment, food distribution, sanitation and security.
• Establish check-in function as appropriate.
• Ensure security of staged resources.
• Post areas of identification and traffic control.
• Request maintenance service for equipment at Staging Area as appropriate.
• Respond to request for resource assignments. (Note: This may be direct from the OSC or via the Incident Communications Center.)
• Obtain and issue receipts for radio equipment and other supplies distributed and received at Staging Area.
• Determine required resource levels from the OSC.
• Advise the OSC or IC/UC (if no OSC designated) when reserve levels reach minimums.
• Maintain and provide status to Resource Unit of all resources in Staging Area.
• Maintain the Staging Area in orderly condition.
• Demobilize the Staging Area in accordance with the Incident Demobilization Plan.
• Debrief with OSC or as directed at the end of each operations period.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CDh: Operations Position Checklist: Air Operations Branch Director (AOBD) Major Responsibilities

AIR OPERATIONS BRANCH DIRECTOR (AOBD) - The AOBD is ground-based and is primarily responsible for preparing the Air Operations Summary Worksheet (ICS 220), the air operations portion of the IAP, and for providing logistical support and direction to incident aircraft and personnel. The Air Operations Summary Worksheet (ICS 220) serves the same purpose as the Assignment List (ICS 204) for other operational resources by assigning and managing aviation resources on the incident. The Air Operations Summary Worksheet (ICS 220) may or may not be completed depending on the needs of the incident.

Individual air crews retain primary responsibility to ensure their aircraft are operated in accordance with their own agency's restrictions, guidelines, and directives. It is also the responsibility of individual air crews to keep the AOBD informed of their Agency's restrictions, guidelines, and directives that may affect their ability to execute incident assignments. After the IAP is approved, the AOBD is responsible for overseeing the tactical and logistical assignments of the Air Operations Branch. In coordination with the Logistics Section, the AOBD is responsible for providing logistical support to aircraft and personnel operating on the incident.

The major responsibilities of the AOBD are:

Air Operations Branch Director Major Responsibilities

• Review the Common Responsibilities.
• Organize preliminary air operations.
• Attend the tactics meeting and planning meeting to obtain information for completing the Air Operations Summary Worksheet (ICS 220), if needed.
• Coordinate airspace use with the Federal Aviation Administration (FAA). Request declaration (or cancellation) of Temporary Flight Restriction (TFR) in accordance with (IAW) FAA 14 Code of Federal Regulations (CFR) 91.137 and post Notice to Airmen (NOTAM) as required.
• Participate in preparation of the IAP through the OSC. Ensure that the air operations portion of the IAP takes into consideration Air Traffic Control (ATC) requirements of assigned aircraft.
• Coordinate with the Communication Unit Leader to designate air tactical and support frequencies.
• Ensure dependable communication between air operation branch and air units.
• Perform operational planning for air operations.
• Prepare and provide Air Operations Summary Worksheet (ICS 220), if completed, to the Air Support Group (ASG) and Fixed-Wing Bases.
• Supervise all air operations activities associated with the incident.
• Evaluate helibase and helispot locations.
• Establish procedures for emergency reassignment of aircraft.
• Coordinate approved flights of non-incident aircraft in the TFR.
• Initiate airspace deconfliction.
• Coordinate with appropriate Command Center(s) through normal channels on incident air operations activities.
• Consider requests for logistical use of incident aircraft.
• Report to the OSC on air operations activities.
• Report any special incidents/accidents.
• Develop an Aviation Site Safety Plan in concert with SO.
• Arrange for an accident investigation team when warranted.
• Debrief with OSC as directed at the end of each operational period.
• Ensure that SAFECOMS are documented and reported.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CDi: Operations Position Checklist: Air Tactical Group Supervisor Major Responsibilities

AIR TACTICAL GROUP SUPERVISOR - The Air Tactical Group Supervision is primarily responsible for tactical operations and coordinating aircraft and air crews over the incident. The Air Tactical Group Supervisor performs these coordination activities while airborne. The Air Tactical Group Supervisor reports to the AOBD.

The major responsibilities of the Air Tactical Group Supervisor are:

Air Tactical Group Supervisor Major Responsibilities

• Review the Common Responsibilities.
• Obtain a copy of the IAP from the AOBD, including Air Operations Summary Worksheet (ICS 220), if completed.
• Participate in air operations planning activities.
• Inform AOBD of group activities.
• Identify resources/supplies dispatched for the Air Tactical Group.
• Request special air tactical items from appropriate sources though Logistics Section.
• Coordinate activities with AOBD.
• Obtain assigned ground-to-air frequency for airbase operations from the Communication Unit Leader or Incident Radio Communications Plan (ICS 205).
• Inform AOBD of capability to provide night flying service.
• Ensure compliance with each agency's operations checklist for day and night operations.
• Debrief as directed at the end of each shift.
• Monitors SAFENETS and ensure that the AOBD receives them in a timely manner.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CDj: Operations Position Checklist: Air Support Group Supervisor Major Responsibilities

AIR SUPPORT GROUP SUPERVISOR - The Air Support Group Supervisor, who reports to the AOBD, is primarily responsible for supporting aircraft and air crews. This includes: 1) providing fuel and other supplies; 2) providing maintenance and repair of aircraft; 3) keeping records of aircraft activity; and 4) enforcing safety regulations.

The major responsibilities of the Air Support Group Supervisor are:

Air Support Group Supervisor Major Responsibilities

• Review the Common Responsibilities.
• Obtain a copy of the IAP from the AOBD, including Air Operations Summary Worksheet (ICS 220), if completed.
• Participate in air operations planning activities.
• Inform AOBD of group activities.
• Identify resources/supplies dispatched for the ASG.
• Request special air support items from appropriate sources through Logistics Section.
• Determine the need for assignment of personnel and equipment at each airbase.
• Coordinate activities with AOBD.
• Obtain assigned ground-to-air frequency for airbase operations from the Communication Unit Leader or Incident Radio Communications Plan (ICS 205).
• Inform AOBD of capability to provide night flying operations.
• Ensure compliance with each agency's operations checklist for day and night operations.
• Ensure dust abatement procedures are implemented at helibases and helispots.
• Provide crash-rescue services for helibases and helispots.
• Debrief as directed at the end of each shift.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CDk: Operations Position Checklist: Technical Specialists Major Responsibilities

TECHNICAL SPECIALISTS - Incidents or events may require the use of Technical Specialists who have specialized knowledge, skills and expertise. Technical Specialists may function within the Planning Section or be assigned wherever their services are required.

Response & Recovery Appendix CE: Planning

Response & Recovery Appendix CEa: Planning Position Checklists: Planning Section Chief (PSC) Major Responsibilities

PLANNING SECTION CHIEF (PSC) - The PSC, a member of the General Staff, is responsible for collecting, evaluating, disseminating and using incident information and monitoring the status of assigned resources. Information is needed to:

1. Understand the current situation.
2. Predict the probable course of incident events.
3. Prepare strategies and plans as well as alternative strategies and plans for the incident.
4. Submit required incident status reports.

The PSC may have Deputy PSCs, who may be from the same agency or from an assisting agency. Deputy PSCs 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.

The major duties of the PSC are:

Planning Section Chief Major Duties

• Review the Common Responsibilities.
• Collect, process, and display incident information.
• Assist Operation Section Chief (OSC) in the development of response strategies.
• Supervise preparation of the Incident Action Plan (IAP).
• Facilitate planning meetings and briefings.
• Supervise the tracking of incident personnel and resources through the Resources Unit.
• Assign personnel already on site to Incident Command System (ICS) organizational positions as appropriate.
• Establish information requirements and reporting schedules for Planning Section Units (e.g., Resources, Situation).
• Determine the need for any specialized resources in support of the incident.
• Establish special information collection activities 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 and implementation of the Incident Demobilization Plan.
• Incorporate plans (e.g., Traffic, Medical, Communications, and Site Safety) into the IAP.
• Develop other incident supporting plans (e.g., salvage, transition, security).
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CEb: Planning Position Checklists: Resource Unit Leader Major Responsibilities

RESOURCE UNIT LEADER - The Resource Unit Leader is responsible for monitoring the status of all assigned resources (primary and support) and personnel at an incident. This is achieved by overseeing the check-in of all resources, and maintaining a status-keeping system indicating current location and status of all resources.

Response & Recovery Appendix CEc: Planning Position Checklists: Check-In/Status Recorder Major Responsibilities

CHECK-IN/STATUS RECORDER - Check-in/Status Recorders are needed at each check in location to ensure that all resources assigned to an incident are accounted for.

The major responsibilities of the Recorders are:

Check-in/Status Recorder Major Responsibilities

• Review the Common Responsibilities.
• Obtain required work materials, including Check-in Lists (ICS 211), Resource Status Cards (ICS 219) and status display boards.
• Establish communications with the Communication Center and Ground Support Unit.
• Post signs so that people arriving with resources can easily find incident check-in location(s).
• Record check-in information on Check-in Lists (ICS 211).
• Transmit check-in information to the Resources Unit on a regular prearranged schedule or as needed.
• Forward completed Check-in Lists (ICS 211) and Status Change Cards (ICS 210) to the Resources Unit.
• Receive, record, and maintain resource status information on Resource Status Cards (ICS 219) for incident-assigned resources, strike teams, task forces and overhead personnel.
• Maintain files of Check-in Lists (ICS 211).
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CEd: Planning Position Checklists: Situation Unit Leader Major Responsibilities

SITUATION UNIT LEADER - The Situation Unit Leader is responsible for collecting, processing, organizing, and displaying incident information relating to the growth, mitigation or intelligence activities taking place on the incident. The Situation Unit Leader may prepare future projections of incident growth, maps and intelligence information.

The major responsibilities of the Situation Unit Leader are:

Situation Unit Leader Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Begin collection and analysis of incident data as soon as possible.
• Prepare, post, or disseminate resource and situation status information as required, including special requests.
• Prepare periodic predictions or as requested by the PSC.
• Prepare the Incident Status Summary Form (ICS 209).
• Provide photographic services and maps if required.
• Conduct situation briefings at meetings and briefings as required by the PSC.
• Develop and maintain master chart(s)/map(s) of the incident.
• Maintain chart/map of incident in the common area of the Incident Command Post (ICP) for all responders to view.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CEe: Planning Position Checklists: Display Processor (DP) Major Responsibilities

DISPLAY PROCESSOR (DP) - The DP is responsible for displaying incident status information obtained from Field Observers, resource status reports, aerials, other photographs and infrared data.

The major responsibilities of the DP are:

Display Processor Major Responsibilities

• Review the Common Responsibilities.
• Determine:
• • Location of work assignment;
  • Numbers, types, and locations of displays required;
  • Priorities;
  • Map requirements for the IAP;
  • Time limits for completion; and.
  • Field Observer assignments and communications means.
• Obtain necessary equipment and supplies.
• Assist Situation Unit Leader in analyzing and evaluating field reports.
• Develop required displays in accordance with time limits for completion. Examples of displays include:
• • Geographic Information System (GIS) information;
  • Demographic information.;
  • Incident projection data; and/or
  • Enlargement of ICS forms.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CEf: Planning Position Checklists: Field Observer Major Responsibilities

FIELD OBSERVER - The Field Observer is responsible for collecting situation information from personal observations of the incident and providing this information to the Situation Unit Leader.

The major responsibilities of the Field Observer are:

Field Observer Major Responsibilities

• Review the Common Responsibilities.
• Determine:
• • Location of assignment;
  • Type of information required;
  • Priorities;
  • Time limits for completion;
  • Method of communication; and
  • Method of transportation.
• Obtain necessary equipment and supplies.
• Perform Field Observer responsibilities including but not limited to the following:
• • Monitoring perimeters of incident;
  • Locations of trouble spots;
  • Weather conditions;
  • Hazards, including escape routes and safe areas; and
  • Progress of operations resources.
• Be prepared to identify all facility locations (e.g., helispots, Division and Branch boundaries).
• Report information to the Situation Unit Leader by established procedures.
• Report immediately any condition observed that may cause danger and a safety hazard to personnel.
• Gather intelligence that will lead to accurate predictions.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CEg: Planning Position Checklists: Documentation Unit Leader Major Responsibilities

DOCUMENTATION UNIT LEADER - The Documentation Unit Leader is responsible for maintaining accurate, up-to-date incident files.

Examples of incident documentation include: IAP(s), incident reports, communication logs, injury claims, situation status reports, etc. Thorough documentation is critical to post-incident analysis. Some of the documents may originate in other sections. The Documentation Unit Leader shall ensure each section is maintaining and providing appropriate documents. The Documentation Unit will provide duplication and copying services for all other sections. The Documentation Unit will store incident files for legal, analytical, and historical purposes.

The major responsibilities of the Documentation Unit Leader are:

Documentation Unit Leader Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader 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.
• Organize files for submitting final incident documentation package.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CEh: Planning Position Checklists: Demobilization Unit Leader Major Responsibilities

DEMOBILIZATION UNIT LEADER - The Demobilization Unit Leader is 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 or have specific demobilization instructions.

The major responsibilities of the Demobilization Unit Leader are:

Demobilization Unit Leader Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Review incident resource records to determine the likely size and extent of demobilization effort.
• Coordinate demobilization with Area Representatives (AREPs).
• Monitor the on going Operations Section resource needs.
• Identify surplus resources and probable release time.
• Establish communications with off-incident facilities, as necessary.
• Develop an Incident Demobilization Plan that should include:
• • General information section;
  • Responsibilities section;
  • Release priorities;
  • Release procedures;
  • Demobilization Checkout Form (ICS 221); and
  • Directory.
• Prepare appropriate directories (e.g., maps, instructions, etc.) for inclusion in the demobilization plan.
• Distribute demobilization plan (on and off site).
• Provide status reports to appropriate requestors.
• Ensure that all Sections/Units understand their specific demobilization responsibilities.
• Supervise execution of the Incident Demobilization Plan.
• Brief the PSC on demobilization progress.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CEi: Planning Position Checklists: Technical Specialists Major Responsibilities

TECHNICAL SPECIALISTS - Certain incidents or events may require the use of Technical Specialists who have specialized knowledge and expertise. Technical Specialists may function within the Planning Section or be assigned wherever their services are required.

The major responsibilities of the Technical Specialists are:

Technical Specialists Major Responsibilities

• Provide technical expertise during the development of the IAP and other support plans.
• Work with the Safety Officer (SO) to mitigate unsafe practices.
• Work closely with Liaison Officer (LNO) to help facilitate understanding among stakeholders and special interest groups.
• Be available to attend press briefings to clarify technical issues.
• Research technical issues and provide findings to decision makers.
• Troubleshoot technical problems and provide advice on resolution.
• Review specialized plans and clarify meaning.

The following are examples of Technical Specialists. This is not a complete list, but examples of the many kinds of specialists that may be used and a possible location for their position in an ICS organization. However, the Incident Command or Unified Command (IC/UC) may assign Technical Specialists to any position within the ICS organization based on incident need. For example, the Critical Incident Stress Management (CISM) Specialist is normally assigned in Logistics under the Medical Unit Leader; however, an additional CISM Specialist is often assigned in the Command Staff working directly for the Incident Commander (IC).

Command Staff

• Auxiliary Liaison Specialist.
• Legal Specialist.
• Volunteer Specialist/Coordinator

Operations

• Air Tankers/Fixed Wing Coordinator.
• Helicopter Coordinator.
• Helibase Manager.
• Helispot Manager.

Planning

• Documentation Specialist.
• Environmental Specialist.
• Geographic Information System Specialist.
• Historian.
• Public Health Specialist.
• Salvage and Engineering Technical Specialist.
• Situation Report Specialist.
• Training Specialist.
• Weather Observer.

Logistics

• Communication Restoration Manager.
• Contingency Communication Manager.
• Chaplain.
• CISM Specialist/Coordinator.
• Damage Assessment Teams.
• Evacuation Team Specialists.
• Entitlement Specialist.
• Facility Report and Reconstruction Manager.
• Facility Maintenance/Repair Team Specialists.
• Family Assistance Specialist/Coordinator.
• Human Resource Specialist.
• Receiving and Distribution Manager.
• Legal Support Team Specialists.
• Medical Teams/Specialists.
• Personnel Accountability Manager.
• Personnel Support Team Specialists.

Response & Recovery Appendix CF: Logistics

Response & Recovery Appendix CFa: Logistics Position Checklists: Logistics Section Chief (LSC) Major Responsibilities

LOGISTICS SECTION CHIEF (LSC) - The LSC, a member of the General Staff, is responsible for providing facilities, services, and material in support of the incident. The LSC participates in the development and implementation of the Incident Action Plan (IAP) and activates and supervises the Branches and Units within the Logistics Section.

The LSC may have Deputy LSCs, who may be from the same agency or from assisting agencies. Deputy LSCs 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.

The major responsibilities of the LSC are:

Logistics Section Chief Major Responsibilities

• Review the Common Responsibilities.
• Plan the organization of the Logistics Section.
• Assign work locations and preliminary work tasks to Section personnel.
• Notify the Resources Unit of the Logistics Section Units activated, including names and locations of assigned personnel.
• Assemble and brief Logistics Branch Directors and Unit Leaders.
• Determine and supply immediate incident resource and facility needs.
• In conjunction with Command, develop and advise all Sections of the Incident Management Team (IMT)of the resource approval and requesting process.
• Review Operational Planning Worksheet (ICS 215) and estimate section needs for upcoming operational period.
• Identify long-term service and support requirements for planned and expected operations.
• Advise Command and other Section Chiefs on resource availability to support incident needs.
• Provide input to and review the Communications Plan, Medical Plan and Traffic Plan.
• Identify resource needs for incident contingencies.
• Coordinate and process requests for additional resources.
• Track resource effectiveness and make necessary adjustments.
• Advise on current service and support capabilities.
• Request and/or set up expanded ordering processes as appropriate to support incident.
• Develop recommended list of Section resources to be demobilized and initiate recommendation for release when appropriate.
• Receive and implement applicable portions of the incident Demobilization Plan.
• Ensure the general welfare and safety of Logistics Section personnel.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFb: Logistics Position Checklists: Service Branch Director Major Responsibilities

SERVICE BRANCH DIRECTOR - The Service Branch Director, when activated, is under the supervision of the LSC and is responsible for managing all service activities at the incident. The Service Branch Director supervises the operations of the Communications, Medical and Food Units.

The major responsibilities of the Service Branch Director are:

Service Branch Director Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Obtain working materials.
• Determine the level of service required to support operations.
• Confirm dispatch of Branch personnel.
• Participate in planning meetings of Logistics Section personnel.
• Review the IAP.
• Organize and prepare assignments for Service Branch personnel.
• Coordinate activities of Branch Units.
• Inform the LSC of Branch activities.
• Resolve Service Branch problems.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFc: Logistics Position Checklists: Communications Unit Leader Major Responsibilities

COMMUNICATIONS UNIT LEADER - The Communication Unit Leader is responsible for developing plans for the effective use of incident communications equipment and facilities; installing and testing communications equipment; supervising the Incident Communications Center; distributing communications equipment to incident personnel; and maintaining and repairing communications equipment.

The major responsibilities of the Communication Unit Leader are:

Communications Unit Leader Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Determine Unit personnel needs.
• Prepare and implement the Incident Radio Communications Plan (ICS 205).
• Ensure the Incident Communications Center and the Message Center are established.
• Establish appropriate communications distribution/maintenance locations within base/camp(s).
• Ensure communications systems are installed and tested.
• Ensure an equipment accountability system is established.
• Ensure personal portable radio equipment is distributed per Incident Radio Communications Plan.
• Provide technical information as required on:
• • Adequacy of communications systems currently in operation;
  • Geographic limitation on communications systems;
  • Equipment capabilities/limitations;
  • Amount and types of equipment available; and
  • Anticipated problems in the use of communication equipment.
• Supervise Communications Unit activities.
• Maintain records on all communications equipment as appropriate.
• Ensure equipment is tested and repaired.
• Recover equipment from Units being demobilized.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFd: Logistics Position Checklists: Incident Dispatcher Major Responsibilities

INCIDENT DISPATCHER - The Incident Dispatcher is responsible for receiving and transmitting radio and telephone messages among and between personnel and to provide dispatch services at the incident.

The major responsibilities of the Incident Dispatcher are:

Incident Dispatcher Major Responsibilities

• Review the Common Responsibilities.
• Ensure adequate staffing.
• Obtain and review the IAP to determine the incident organization and Incident Radio Communications Plan.
• Set up Incident Communications Center; check-out equipment.
• Request service on any inoperable or marginal equipment.
• Set-up Message Center location, as required.
• Receive and transmit messages within and external to the incident.
• Maintain Status Change Cards (ICS 210) and General Messages (ICS 213).
• Maintain a record of unusual incident occurrences.
• Provide a briefing to relief personnel on:
• • Current activities;
  • Equipment status; and
  • Any unusual communications situations.
• Turn in appropriate documents to the Communications Unit Leader.
• Demobilize the Communications Center in accordance wit the Incident Demobilization Plan.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFe: Logistics Position Checklists: Medical Unit Leader Major Responsibilities

MEDICAL UNIT LEADER - The Medical Unit Leader, under the direction of the Service Branch Director or LSC, is primarily responsible for developing the Medical Plan; providing medical care and overseeing health aspects of response personnel; obtaining medical aid and transportation for injured and ill response personnel; coordinating with other functions to resolve health and safety issues; and preparing reports and records.

The major responsibilities of the Medical Unit Leader are:

Medical Unit Leader Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Participate in Logistics Section/Service Branch planning activities.
• Establish the Medical Unit.
• Prepare the Medical Plan (ICS 206).
• Provide any relevant medical input into the planning process for strategy development.
• Coordinate with Safety Officer (SO), Operations, hazmat specialists, and others on proper personnel protection procedures.
• Prepare procedures (Medivac Plans - ground/aerial) for major medical and public health emergencies.
• Develop transportation routes and methods for injured incident personnel.
• Ensure patients are tracked as they move from origin, care facility and disposition.
• Provide continuity of medical care for incident personnel.
• Declare major medical emergency as appropriate.
• Provide or oversee medical and rehab care delivered to incident personnel.
• Monitor health aspects and trends of incident personnel including excessive incident stress.
• Respond to requests for medical aid, medical transportation, and medical supplies.
• Coordinate requests for federal medical assistance (i.e., Strategic National Stockpile (SNS)).
• In conjunction with the Finance/Administration Section, prepare and submit necessary authorizations, reports, and administrative documentation related to injuries, compensation, or death of incident personnel.
• Coordinate personnel and mortuary affairs for incident personnel fatalities.
• Provide oversight and liaison as necessary for incident victims among emergency medical care, medical examiner, and hospital care.
• Provide for security and proper disposition of incident medical records.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFf: Logistics Position Checklists: Responder Rehabilitation Manager Major Responsibilities

RESPONDER REHABILITATION MANAGER - The Responder Rehabilitation Manager reports to the Medical Unit Leader and is responsible for rehabilitating incident personnel who are suffering from the effects of strenuous work and/or extreme conditions.

The major responsibilities of the Responder Rehabilitation Manager are:

Responder Rehabilitation Manager Major Responsibilities

• Review the Common Responsibilities.
• Designate the responder rehabilitation location and have the location announced on the radio with radio designation "Rehab."
• Coordinate with Medical Unit Leader to request necessary medical personnel to evaluate the medical condition of personnel being rehabilitated.
• Request necessary resources for rehabilitation of personnel, e.g., water, juice, food, personnel.
• Request food through the Food Unit or LSC, as necessary, for personnel being rehabilitated.
• Release rehabilitated personnel for reassignment.
• Maintain appropriate records and documentation.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFg: Logistics Position Checklists: Food Unit Leader Major Responsibilities

FOOD UNIT LEADER - The Food Unit Leader is responsible for supplying the food and water needs for the entire incident, including all remote locations (e.g., camps, staging areas), as well as providing food for personnel unable to leave tactical field assignments.

The major responsibilities of the Food Unit Leader are:

Food Unit Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Determine food and water requirements.
• Determine the method of food distribution 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 Food Unit personnel as appropriate.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFh: Logistics Position Checklists: Support Branch Director Major Responsibilities

SUPPORT BRANCH DIRECTOR - The Support Branch Director, when activated, is under the direction of the LSC, and is responsible for developing and implementing logistics plans in support of the IAP. The Support Branch Director supervises the operations of Supply, Facilities and Ground Support.

The major responsibilities of the Support Branch Director are:

Support Branch Director Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Obtain work materials.
• Identify Support Branch personnel dispatched to the incident.
• Determine initial support operations in coordination with the LSC and Service Branch Director.
• Prepare initial organization and assignments for support operations.
• Assemble and brief Support Branch personnel.
• Determine if assigned Branch resources are sufficient.
• Oversee work progress of assigned units and inform the LSC of their activities.
• Resolve problems associated with requests from the Operations Section.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFi: Logistics Position Checklists: Supply Unit Leader Major Responsibilities

SUPPLY UNIT LEADER - The Supply Unit Leader is primarily responsible for ordering personnel, equipment, and supplies; receiving, storing, and distributing all supplies for the incident; maintaining an inventory of supplies; and storing, disbursing, and servicing non-expendable supplies and equipment.

The major responsibilities of the Supply Unit Leader are:

Supply Unit Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Participate in Logistics Section/Support Branch planning activities.
• Determine the type and amount of supplies en route.
• Review the IAP for information on operations of the Supply Unit.
• Develop and implement safety and security requirements.
• Order, receive, distribute and store supplies and equipment.
• Receive and respond to requests for personnel, supplies and equipment.
• Maintain an inventory of supplies and equipment.
• Service reusable equipment.
• Submit reports to the Support Branch Director.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFj: Logistics Position Checklists: Ordering Manager Major Responsibilities

ORDERING MANAGER - The Ordering Manager is responsible for placing all orders for personnel, supplies and equipment for the incident. The Ordering Manager reports to the Supply Unit Leader.

The major responsibilities of the Ordering Manager are:

Ordering Manager Major Responsibilities

• Review the Common Responsibilities.
• Obtain necessary agency(s) order forms.
• Establish ordering procedures.
• Establish name and telephone numbers of agency(s) personnel receiving orders.
• Set up filing system.
• Obtain roster of incident personnel who have ordering authority.
• Obtain list of previously ordered supplies and equipment.
• Ensure order forms are filled out correctly.
• Place orders in a timely manner.
• Consolidate orders when possible.
• Identify times and locations for delivery of supplies and equipment.
• Keep Receiving and Distribution Manager informed of orders placed.
• Submit all ordering documents to the Documentation Unit through the Supply Unit Leader before demobilization.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFk: Logistics Position Checklists: Receiving and Distribution Manager Major Responsibilities

RECEIVING AND DISTRIBUTION MANAGER - The Receiving and Distribution Manager is responsible for receiving and distributing all supplies and equipment (other than primary resources) and the service and repair of tools and equipment. The Receiving and Distribution Manager reports to the Supply Unit Leader.

The major responsibilities of the Receiving and Distribution Manager are:

Receiving and Distribution Manager Major Responsibilities

• Review the Common Responsibilities.
• Order required personnel to operate supply area.
• Organize the layout of the supply area.
• Establish procedures for operating the supply area.
• Set up a filing system for receiving and distributing supplies and equipment.
• Maintain inventory of supplies and equipment.
• Develop security requirement for supply area.
• Establish procedures for receiving supplies and equipment.
• Submit necessary reports to the Supply Unit Leader.
• Notify Ordering Manager of supplies and equipment received.
• Provide necessary supply records to Supply Unit Leader.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFl: Logistics Position Checklists: Facilities Unit Leader Major Responsibilities

FACILITIES UNIT LEADER - The Facilities Unit Leader is primarily responsible for the set up, maintenance, and demobilization of incident facilities (Base, Camp(s), Incident Command Post (ICP) and staging areas), as well as security services required to support incident operations. The Facilities Unit Leader provides sleeping and sanitation facilities for incident personnel and manages Base and Camp(s) operations. Each facility is assigned a manager who reports to the Facilities Unit Leader and is responsible for managing the operation of the facility. The Facilities Unit Leader reports to the Support Branch Director.

The major responsibilities of the Facilities Unit Leader are:

Facilities Unit Leader Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Obtain a briefing from the Support Branch Director or the LSC.
• Receive and review a copy of the IAP.
• Participate in Logistics Section/Support Branch planning activities.
• In conjunction with the Finance/Administration Section, determine locations suitable for incident support facilities and secure permission to use through appropriate means.
• Inspect facilities prior to occupation and document conditions and preexisting damage.
• Determine requirements for each facility, including the ICP.
• Prepare layouts of incident facilities.
• Notify Unit Leaders of facility layout.
• Activate incident facilities.
• Provide Facility Managers and personnel to operate facilities.
• Provide sleeping facilities.
• Provide security services.
• Provide food and water services.
• Provide sanitation and shower services as needed.
• Provide facility maintenance services (sanitation, lighting, clean up, trash removal, etc.).
• Inspect all facilities for damage and potential claims.
• Demobilize incident facilities.
• Maintain facility records.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFm: Logistics Position Checklists: Facilities Management Specialist Major Responsibilities

FACILITY MAINTENANCE SPECIALIST - The Facility Maintenance Specialist is responsible to ensure that proper sleeping and sanitation facilities are maintained; to provide shower facilities; to provide and maintain lights and other electrical equipment; and to maintain the Base, Camp and ICP facilities in a clean and orderly manner.

The major responsibilities of the Facility Maintenance Specialist are:

Facility Maintenance Specialist Major Responsibilities

• Review the Common Responsibilities.
• Request required maintenance support personnel and assign duties.
• Obtain supplies, tools and equipment.
• Supervise/perform assigned work activities.
• Ensure that all facilities are maintained in a safe condition.
• Disassemble temporary facilities when no longer required.
• Restore area to pre-incident condition.

Response & Recovery Appendix CFn: Logistics Position Checklists: Security Manager Major Responsibilities

SECURITY MANAGER - The Security Manager is responsible for providing safeguards needed to protect personnel and property from loss or damage.

The major responsibilities of the Security Manager are:

Security Manager Major Responsibilities

• Review the Common Responsibilities.
• Establish contacts with local law enforcement agencies as required.
• Contact the Resource Use Specialist for crews or Area Representatives (AREPs) to discuss any special custodial requirements that may affect operations.
• Request required personnel support to accomplish work assignments.
• Ensure security of classified material and/or systems.
• Ensure that support personnel are qualified to manage security problems.
• Develop Security Plan for incident facilities.
• Adjust Security Plan for personnel and equipment changes and releases.
• Coordinate security activities with appropriate incident personnel.
• Keep the peace, prevent assaults and settle disputes through coordination with AREPs.
• Prevent theft of all government and personal property.
• Document all complaints and suspicious occurrences.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFo: Logistics Position Checklists: Base Manager Major Responsibilities

BASE MANAGER - The Base Manager is responsible for ensuring that appropriate sanitation, security and facility management services are conducted at the Base.

The major responsibilities of the Base Manager are:

Base Manager Major Responsibilities

• Review the Common Responsibilities.
• Determine personnel support requirements
• Obtain necessary equipment and supplies.
• Ensure that all facilities and equipment are set up and properly functioning.
• Supervise the establishment of:
• • Sanitation facilities, including showers.
  • Sleeping facilities.
• Make sleeping area assignments.
• Adhere to all applicable safety and health standards and regulations.
• Ensure that all facility maintenance services are provided.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFp: Logistics Position Checklists: Camp Manager Major Responsibilities

CAMP MANAGER - On large incidents, one or more camps may be established by the General Staff to provide better support to operations. Camps may be in place several days or may be moved depending upon the nature of the incident. Functional unit activities performed at the ICS Base may be performed at the Camp(s). These could include: Supply, Medical, Ground Support, Food, Communications and Finance/Administration, as well as the Facilities Unit functions of facility maintenance and security. Camp Managers are responsible to provide non-technical coordination for all units operating within the Camp. Units assigned to Camps will be determined by the ICS General Staff. Personnel requirements for units at Camps will be determined by the parent unit based on kind and size of incident and expected duration of Camp operations.

The major responsibilities of the Camp Manager are:

Camp Manager Major Responsibilities

• Review the Common Responsibilities.
• Determine personnel support requirements.
• Obtain necessary equipment and supplies.
• Ensure that all sanitation, shower and sleeping facilities are set up and properly functioning.
• Make sleeping arrangements.
• Provide direct supervision for all facility maintenance and security services at Camp.
• Ensure that strict compliance is made with all applicable safety regulations.
• Ensure that all Camp to Base communications are centrally coordinated.
• Ensure that all Camp to Base transportation scheduling is centrally coordinated.
• Provide overall coordination of all Camp activities to ensure that all assigned units operate effectively and cooperatively in meeting incident objectives.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFq: Logistics Position Checklists: Ground Support Unit Leader Major Responsibilities

GROUND SUPPORT UNIT LEADER (GSUL) - The GSUL is primarily responsible for ensuring: maintenance and repair of primary tactical equipment, vehicles, mobile ground support equipment and fueling services; transportation of personnel, supplies, food and equipment in support of incident operations; recording all ground equipment usage time, including contract equipment assigned to the incident; and implementing the Traffic Plan for the incident.

The major responsibilities of the GSUL are:

Ground Support Unit Leader Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Participate in Support Branch/Logistics Section planning activities.
• Develop and implement the Traffic Plan.
• Support out-of-service resources.
• Notify the Resources Unit of all status changes on support and transportation vehicles.
• Arrange for and activate fueling, maintenance and repair of ground resources.
• Maintain Support Vehicle Inventory and transportation vehicles (ICS 218).
• Provide transportation services in accordance with (IAW) requests from the LSC or Support Branch Director.
• Collect use information on rented equipment.
• Requisition maintenance and repair supplies (fuel, spare parts, etc.).
• Maintain incident roads.
• Submit reports to Support Branch Director as directed.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFr: Logistics Position Checklists: Equipment Manager Major Responsibilities

EQUIPMENT MANAGER - The Equipment Manager provides service, repair and fuel for all apparatus and equipment; provides transportation and support vehicle services; and maintains records of equipment use and service provided.

The major responsibilities of the Equipment Manager are:

Equipment Manager Major Responsibilities

• Review the Common Responsibilities.
• Obtain the IAP to determine locations for assigned resources, Staging Area locations, and fueling and service requirements for all resources.
• Obtain necessary equipment and supplies.
• Provide maintenance and fueling according to schedule.
• Prepare schedules to maximize use of available transportation.
• Provide transportation and support vehicles for incident use.
• Coordinate with AREPs on service and repair policies as required.
• Inspect equipment condition and ensure coverage by equipment agreement.
• Determine supplies (gasoline, diesel, oil and parts needed to maintain equipment in an efficient operating condition) and place orders with the Supply Unit.
• Maintain Support Vehicle Inventory (ICS 218).
• Maintain equipment rental records.
• Maintain equipment service and use records.
• Check all service repair areas to ensure that all appropriate safety measures are being taken.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CFs: Logistics Position Checklists: Technical Specialists Major Responsibilities

TECHNICAL SPECIALISTS - Certain incidents or events may require the use of Technical Specialists who have specialized knowledge and expertise.

Technical Specialists may function within the Planning Section or be assigned wherever their services are required.

Response & Recovery Appendix CG: Finance/Administration

Response & Recovery Appendix CGa: Finance/Administration Position Checklist: Finance/Administration Section Chief (FSC) Major Responsibilities

FINANCE/ADMINISTRATION SECTION CHIEF (FSC) - The FSC, a member of the General Staff, is responsible for all financial, administrative and cost analysis aspects of the incident and for supervising members of the Finance/Administration Section.

The FSC may have Deputy FSCs, who may be from the same agency or from an assisting agency. The Deputy FSC 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.

The major responsibilities of the FSC are:

Finance/Administration Section Chief Major Responsibilities

• Review the Common Responsibilities.
• Participate in incident planning meetings and briefings as required.
• Review operational plans and provide alternatives where financially appropriate.
• Manage all financial aspects of an incident.
• Provide financial and cost analysis information as requested.
• Gather pertinent information from briefings with responsible agencies.
• Develop an operating plan for the Finance/Administration Section; fill supply and support needs.
• Meet with Area Representatives (AREPs), as needed.
• Maintain daily contact with agency(s) administrative headquarters on Finance/Administration matters.
• Ensure that all personnel time records are accurately completed and transmitted to home agencies, according to policy.
• Provide financial input to demobilization planning.
• Ensure that all obligation documents are properly completed.
• Brief agency administrative personnel on all incident-related financial issues needing attention or follow up prior to leaving incident.
• Develop recommended list of Section resources to be demobilized and initial recommendation for release when appropriate.
• Receive and implement applicable portions of the incident Demobilization Plan.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CGb: Finance/Administration Position Checklist: Time Unit Leader Major Responsibilities

TIME UNIT LEADER - The Time Unit Leader is responsible for equipment and personnel time recording.

The major responsibilities of the Time Unit Leader are:

Time Unit Leader Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Determine incident requirements for time-recording function.
• Determine resource needs.
• Contact appropriate agency personnel/representatives.
• Ensure that daily personnel time recording documents are prepared and in compliance with each agency's policy.
• Establish time-unit objectives.
• Maintain separate logs for overtime hours.
• Submit cost estimate data forms to the Cost Unit, as required.
• Maintain records security.
• Ensure that all records are current and complete prior to demobilization.
• Release time reports from assisting agency personnel to the respective AREPs prior to demobilization.
• Brief the FSC on current problems and recommendations, outstanding issues and follow-up requirements.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CGc: Finance/Administration Position Checklist: Equipment Time Recorder Major Responsibilities

EQUIPMENT TIME RECORDER - Under supervision of the Time Unit Leader, the Equipment Time Recorder is responsible for overseeing the recording of time for all equipment assigned to an incident.

The major responsibilities of the Equipment Time Recorder are:

Equipment Time Recorder Major Responsibilities

• Review the Common Responsibilities.
• Set up the Equipment Time Recorder function in location designated by the Time Unit Leader.
• Advise Ground Support Unit, Facilities Unit and the Air Support Group (ASG) of the requirement to establish and maintain a file for maintaining a daily record of equipment time.
• Assist Units in establishing a system for collecting equipment time reports.
• Post all equipment time tickets within four hours after the end of each operational period.
• Prepare a use and summary invoice for equipment, as required, within 12 hours after equipment arrival at the incident.
• Submit data to Time Unit Leader for cost-effectiveness analysis.
• Maintain current posting on all charges or credits for fuel, parts and services.
• Verify all time data and deductions with owner/operator of equipment.
• Complete all forms according to agency specifications.
• Close out forms prior to demobilization.
• Distribute copies per agency and incident policy.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CGd: Finance/Administration Position Checklist: Personnel Time Recorder Major Responsibilities

PERSONNEL TIME RECORDER - Under supervision of the Time Unit Leader, the Personnel Time Recorder is responsible for overseeing the recording of time for all personnel assigned to an incident.

The major responsibilities of the Personnel Time Recorder are:

Personnel Time Recorder Major Responsibilities

• Review the Common Responsibilities.
• Establish and maintain a file for incident personnel time reports within the first operational period.
• Initiate, gather or update a time report from all applicable personnel assigned to the incident for each operational period.
• Ensure that all employee identification information is verified to be correct on the time report.
• Post personnel travel and work hours, transfers, promotions, specific pay provisions and terminations to personnel time documents.
• Ensure that time reports are signed.
• Close out time documents prior to personnel leaving the incident.
• Distribute all time documents according to agency policy.
• Maintain a log of excessive hours worked and give to the Time Unit Leader daily.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CGe: Finance/Administration Position Checklist: Procurement Unit Leader Major Responsibilities

PROCUREMENT UNIT LEADER - The Procurement Unit Leader is responsible for administering all financial matters pertaining to vendor contracts, leases and fiscal agreements.

The major responsibilities of the Procurement Unit Leader are:

Procurement Unit Leader Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Review incident needs and any special procedures with Unit Leaders, as needed.
• Coordinate with local jurisdiction on plans and supply sources.
• Obtain the Incident Procurement Plan.
• Prepare and authorize contracts, building and land-use agreements.
• Draft memoranda of understanding as necessary.
• Establish contracts and agreements with supply vendors.
• Provide for coordination between the Ordering Manager and all other procurement organizations supporting the incident.
• Ensure that a system is in place that meets agency property management requirements.
• Ensure proper accounting for all new property.
• Interpret contracts and agreements; resolve disputes within delegated authority.
• Coordinate with the Compensation/Claims Unit for processing claims.
• Complete final processing of contracts and send documents for payment.
• Coordinate cost data in contracts with the Cost Unit Leader.
• Brief the FSC on current problems and recommendations, outstanding issues and follow-up requirements.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CGf: Finance/Administration Position Checklist: Compensation and Claims Unit Leader Major Responsibilities

COMPENSATION AND CLAIMS UNIT LEADER - The Compensation/Claims Unit Leader is responsible for the overall management and direction of all administrative matters pertaining to compensation for injury and claims-related activities (other than injury) for an incident.

The major responsibilities of the Compensation/Claims Unit Leader are:

Compensation/Claims Unit Leader

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Obtain a briefing from the FSC.
• Establish contact with the incident Medical Unit Leader, Safety Officer (SO) and Liaison Officer (LNO) (or AREPs if no LNO is assigned).
• Determine the need for Compensation for Injury and Claims Specialists and order personnel as needed.
• Establish a Compensation for Injury work area within or as close as possible to the Medical Unit.
• Review Medical Plan (ICS 206).
• Ensure that Claims Specialists have adequate workspace and supplies.
• Review and coordinate procedures for handling claims with the Procurement Unit.
• Brief the Claims Specialists on incident activity.
• Periodically review logs and forms produced by the Claims Specialists to ensure that they are complete, entries are timely and accurate, and they are in compliance with agency requirements and policies.
• Ensure that all Compensation for Injury and Claims logs and forms are complete and routed to the appropriate agency for post-incident processing prior to demobilization.
• Keep the FSC briefed on Unit status and activity.
• Demobilize Unit in accordance with the Incident Demobilization Plan.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CGg: Finance/Administration Position Checklist: Compensation for Injury Specialist Major Responsibilities

COMPENSATION FOR INJURY SPECIALIST - Under the supervision of the Compensation/Claims Unit Leader, the Compensation for Injury Specialist is responsible for administering financial matters resulting from serious injuries and fatalities occurring on an incident. Close coordination is required with the Medical Unit.

The major responsibilities of the Compensation for Injury Specialist are:

Compensation For Injury Specialist Major Responsibilities

• Review the Common Responsibilities.
• Co-Locate Compensation for Injury Specialist with the Medical Unit when possible.
• Establish procedure with Medical Unit Leader on prompt notification of injuries or fatalities.
• Obtain a copy of Medical Plan (ICS 206).
• Provide written authority for persons requiring medical treatment.
• Ensure that correct agency forms are being used.
• Provide correct billing forms for transmittal to doctor and/or hospital.
• Coordinate with Medical Unit to keep informed on status of injured and/or hospitalized personnel.
• Obtain all witness statements from SO and/or Medical Unit and review for completeness.
• Maintain a log of all injuries occurring at the incident.
• Coordinate/handle all administrative paperwork on serious injuries or fatalities.
• Coordinate with appropriate agency(s) to assume responsibility for injured personnel in local hospitals after demobilization.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CGh: Finance/Administration Position Checklist: Claims Specialist Major Responsibilities

CLAIMS SPECIALIST - Under the supervision of the Compensation/Claims Unit Leader, the Claims Specialist is responsible for managing all claims-related activities (other than injury) for an incident.

The major responsibilities of the Claims Specialist are:

Claims Specialist Major Responsibilities

• Review the Common Responsibilities.
• Develop and maintain a log of potential claims.
• Coordinate a claims prevention plan with applicable incident functions.
• Initiate an investigation on all claims other than personnel injury.
• Ensure that site and property involved in an investigation are protected.
• Coordinate with the investigation team as necessary.
• Obtain witness statements pertaining to claims other than personnel injury.
• Document any incomplete investigations.
• Document follow-up action needs by the local agency.
• Keep the Compensation/Claims Unit Leader advised on the nature and status of all existing and potential claims.
• Ensure the use of correct agency forms.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CGi: Finance/Administration Position Checklist: Cost Unit Leader Major Responsibilities

COST UNIT LEADER - The Cost Unit Leader is responsible for collecting all cost data, performing cost-effectiveness analyses and providing cost estimates and cost-saving recommendations for the incident.

The major responsibilities of the Cost Unit Leader are:

Cost Unit Major Responsibilities

• Review the Common Responsibilities.
• Review Unit Leader Responsibilities.
• Obtain a briefing from the FSC.
• 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 Section.
• Make cost-saving recommendations to the FSC.
• Ensure all cost documents are accurately prepared.
• Maintain cumulative incident cost records.
• Complete all records prior to demobilization.
• Provide reports to the FSC.
• Maintain a Unit Log (ICS 214).

Response & Recovery Appendix CGj: Finance/Administration Position Checklist: Technical Specialist Major Responsibilities

TECHNICAL SPECIALISTS - Certain incidents or events may require the use of Technical Specialists who have specialized knowledge and expertise.

Technical Specialists may function within the Planning Section or be assigned wherever their services are required.

Response & Recovery Appendix CH: Additional Resources

Example Decisions and Objectives

Introduction

These examples can be used by Command to help facilitate their responsibilities. The information/examples provided can be used as is or modified in response to specific risk applications.

Decision Examples:

• Determine incident name.
• Obtain/issue delegation(s) of authority as required.
• Determine incident objectives and priorities.
• Determine organizations/agencies that will be represented in Unified Command (UC).
• Integrate assisting and cooperating organizations/agencies.
• Determine ICS facilities and locations.
• Determine operational period and hours of operation.
• Manage sensitive and critical information/intelligence.
• Determine resource-ordering process, cost sharing and cost accounting.
• Identify operational security issues.
• Determine internal organizational procedures.

Incident Priority Examples:

• Life safety.
• Incident stabilization.
• Property conservation.
• Environmental protection.
• Threat to Homeland Security.
• Restoration of critical infrastructure.
• Investigation and apprehension of those responsible.

Incident Objective Examples

• Safety:
• • Conduct Operational Risk Assessment and ensure controls are in place to protect responders and the public.
  • Identify safety and risk-management factors, mitigate and monitor for compliance for both the public and responders.
• Search and Rescue
• • Conduct Search and Rescue (SAR).
  • Establish accountability procedures for all victims and response personnel.
  • Locate and evacuate all at-risk or affected people.
  • Evacuate victims to medical transfer areas or facilities once rescued from immediate peril.
  Medical:
  • Account for and provide temporary shelter for displaced victims.
  • Triage, treat and transport the injured.
  Fire:
  • Commence fire fighting operations to confine, contain, extinguish and overhaul fire.
  • Conduct damage/stability assessment.
  • Develop and implement a salvage plan.
  Environmental:
  • Provide protection of environmentally sensitive areas, including wildlife and historic properties.
  • Identify and maximize the protection of environmentally sensitive areas.
  • Identify Threatened and Sensitive Species and prepare to recover and rehabilitate injured wildlife.
  • Investigate the potential for and feasibility of alternative technologies to support response efforts.
  Management:
  • Manage a coordinated interagency response effort that reflects the makeup of UC.
  • Establish an appropriate IMT organization that can effectively meet the initial and long-term challenges to resolving the incident.
  • Ensure IMT members have and use all appropriate ICS forms.
  • Identify all appropriate agency/organization mandates, mutual aid/memorandum of understanding agreements, practices and protocols for inclusion in the overall response effort.
  • Identify and minimize adverse social, political and economic effects.
  • Coordinate response with other agencies, including Emergency Operations Centers (EOCs) (if activated).
  • Evaluate all planned actions to determine potential impacts on social, political and economic entities.
  • Identify potentially competing response activities to ensure they are closely coordinated.
  • Identify and establish incident support facilities to support interagency response efforts.
  • Keep the public, stakeholders and media informed of response activities.
  • Ensure appropriate financial accounting practices are established and adhered to.
  • Ensure that internal/external resource ordering procedures are established and adhered to.
  • Establish an incident documentation system.
  • Establish an appropriate structure to facilitate communications with stakeholders and agency/organization coordination facilities.

Task/Work Assignment Examples:

Command and general staff expect Command to assign them specific tasks based on the unique characteristics of an incident. The Operations Section Chief (OSC) normally receives tasks (work assignments) from Command in the form of incident objectives. Some examples of common tasks (work assignments):

Safety Officer (SO):

• Develop a site safety and transportation plan, including support facilities.
• Designate assistant SOs (as needed).
• Monitor for compliance with site safety plan.
• Report any serious incidents, accidents or injuries immediately to Command.
• Work closely with Logistics to ensure that appropriate communications are in place to support the response effort.
• Develop ICS 215a

Public Information Officer (PIO):

• Develop a media strategy that includes a Joint Information System (JIS) and review strategy/gain approval from the IC prior to implementation.
• Establish contact with other Public Information personnel.
• Locate and establish a Joint Information Center (JIC).
• Provide talking points to IC for press briefings, dignitary visits and town hall meetings.
• Keep IC informed of any potential adverse political, social and economic impacts.

Liaison Officer (LNO):

• Develop a strategy to ensure communication and coordination with appropriate stakeholders and submit a draft to IC for review and approval.
• Keep IC informed of any issues that may arise with stakeholders.

Intelligence Officer:

• Identify critical intelligence needs and develop intelligence flow plan and brief IMT.
• Ensure that all Requests for Information (RFI) are sent and the Command is briefed on all Field Intelligence Reports.
• Act as central point of coordination for all interagency intelligence organizations.
• Screen intelligence information for Security Sensitive Information (SSI) classification.

Note: Intelligence Officer and PSC should be located in close proximity and work closely together to maximize the efficiency of both. This position may also function as a General Staff or Command Staff member.

Planning:

• Ensure that ICS 209 is completed, approved and disseminated as required.
• Develop an alternate plan for mitigation of incident.
• Develop a contingency plan for sustaining long-term incident staffing.
• Brief staff on document control system, including handling and storing secure documents.
• Provide all documents that need review or approval by IC at least one hour prior to implementation or release.

• Operations:

• Implement Incident Action Plan.

• Logistics:

• Develop and brief the staff on the internal/external resource-ordering process and monitor for compliance.
• Ensure that appropriate security is established at each incident support facility.
• Develop a plan; establish secure communication for both internal and external use and brief staff.

• Finance/Administration:

• Provide IC with a summary of daily cost estimates.
• Establish a claims system and brief the staff on the process.
• Advise IC of high cost specialized equipment use.

• Response & Recovery Appendix CI: Example Staffing Matrix

  COMMAND

  1. Incident Commander - one per incident unless Unified Command is established.
  2. Unified Command is typically established during multi-jurisdictional and/or multi-functional incidents.
  3. Incident Commanders, Section Chiefs and Branch Directors may have deputies as needed.
  4. Command Staff Officer - one per function per incident.
  5. Command Staff may have assistants as needed.
  6. Agency Representatives report to Liaison Officer.

  EXAMPLE STAFFING MATRIX
  (Wildland fire example based on a 12-hour operational period)

  UNIT POSITION	Size of Incident (Number of Divisions/Groups)
  	2	5	10	15	25
  OPERATIONS
  Operations Section Chief	One Per Operational Period
  Deputy Operations Section Chief	1	1	1	2	3
  Branch Director	-	2	3	4	6
  Division/Group Supervisor	2	5	10	15	25
  Strike Team Leaders	As Needed
  Task Force Leaders	As Needed
  Air Operations Director	-	1	1	1	1
  Air Tactical Group Supervisor	1	1	1	1	1
  Helicopter Coordinator	As Needed
  Air Support Group Supervisor	1	1	1	1	1
  Helibase Manager	One Per Helibase
  Helispot Manager	One Per Helispot
  Staging Area Manager	One Per Staging Area
  PLANNING
  Planning Section Chief	One Per Incident
  Deputy Planning Section Chief	1	1	1	2	3
  Resource Unit Leader	1	1	1	1	1
  Assistant Resource Unit Leader	-	-	1	1	2
  Status Recorders	1	2	3	3	4
  Check-In Recorders	As Needed
  Technical Specialists	As Needed
  Situation Unit Leader	1	1	1	1	1
  Assistant Situation Unit Leader	-	-	1	1	2
  Display/Report Processor	-	1	1	1	2
  SITREP/OPSUM Processors	1	1	1	2	2
  Field Observer	-	1	2	2	4
  Weather Observer	As Needed
  Aerial/Ortho Photo Analyst	As Needed
  Computer Terminal Operator	-	1	1	1	1
  Environmental Unit Leader	1	1	1	1	1
  Documentation Unit Leader	-	1	1	1	1
  Demobilization Unit Leader	-	-	1	1	1
  Demobilization Recorders from Resources	As Needed
  LOGISTICS
  Logistics Section Chief	One Per Incident
  Deputy Logistics Section Chief	-	-	-	1	2
  Service Branch Director	As Needed
  Communications Unit Leader	1	1	1	1	1
  Assistant Communications Unit Leader	-	-	1	1	2
  Incident Communications Manager	1	1	1	1	1
  Incident Dispatcher	1	2	3	3	4
  Message Center Operator	-	1	1	2	2
  Messenger	-	1	2	2	2
  Communications Technician	-	1	2	4	4
  Medical Unit Leader	1	1	1	1	1
  Assistant Medical Unit Leader	As Needed
  Food Unit Leader	-	1	1	1	1
  Food Unit Assistant (each camp)	As Needed
  Support Branch Director	As Needed
  Supply Unit Leader	-	1	1	1	1
  Camp Supply Assistant (each camp)	As Needed
  Ordering Manager	-	-	1	1	1
  Receiving/Distribution Manager	-	1	1	1	1
  Recorders	-	1	1	2	2
  Supply Unit Staff	-	2	2	2	2
  Facilities Unit Leader	-	1	1	1	1
  Base Manager	-	1	1	1	1
  Camp Manager (each camp)	As Needed
  Facilities Maintenance Specialist	-	1	1	1	1
  Security Manager	-	1	1	1	1
  Facilities Unit Staff	-	6	6	12	12
  Ground Support Unit Leader	1	1	1	1	1
  Equipment Manager	-	1	1	1	1
  Assistants	As Needed
  Equipment Timekeeper	-	1	1	1	1
  Mechanics	1	1	3	5	7
  Drivers	As Needed
  Operators	As Needed
  FINANCE/ADMINISTRATION
  Finance/Administration Section Chief	One Per Incident
  Deputy Finance/Admin Section Chief	-	-	-	-	1
  Time Unit Leader	-	1	1	1	1
  Time Recorder, Personnel	-	1	3	3	5
  Time Recorder, Equipment	-	1	2	2	3
  Procurement Unit Leader	-	1	1	1	1
  Compensation/Claims Unit Leader	-	1	1	1	1
  Compensation Specialist	As Needed
  Claims Specialist	As Needed
  Cost Unit Leader	-	1	1	1	1
  Cost Analyst	-	-	1	1	1

  Response & Recovery Appendix CJa: Check List 1: Critical Incident Policy Group (CIPG)

  Critical Incident Policy Group (CIPG)

  Primary Responsibilities

  • Coordinate policy matters.
  • Notify and inform key University constituents and stakeholders including the Board of Regents, Governor's Office and elected officials regarding FHSU's emergency preparedness.
  • Issue directives regarding the overall status of the University campus, programs and operations regarding emergency preparedness.

  Actions

  1. Draft, propose and revise the University's Emergency Management Plan (EMP), Continuity of Operations Plan (COOP) and other policy documents relating to FHSU's emergency preparedness and management.
  2. Serve as the University's Executive Policy Group relating to emergency preparedness and management.
  3. Communicate with the Incident Management Team.
  4. Approve emergency policy statements, orders and notices to support and manage the University's Emergency Response and Recovery Operations.
  5. Provide direction and vision to the University and the University Emergency Operation Center for the recovery of programs and post-event plans of restoration.

  Deactivation and Recovery

  1. Issue executive policies to direct and support the recovery of services and programs.
  2. Review the post-incident debriefing report from the Emergency Operation Center and determine long-term policy changes needed in light of the emergency and response thereto.

  Response & Recovery Appendix CJb: Check List 2: Emergency Co-Managers (ESF-5)

  Emergency Co-Managers (ESF-5)

  Primary Responsibilities

  • Activate the Emergency Operations Center
  • Coordinate the overall University Emergency Operation Center management
  • Represent the Emergency Operation Center and emergency operations to the City of Hays, Ellis County, State of Kansas Emergency Operation Center and other outside agencies.
  • Establish overall objectives and strategies for the emergency and recovery operations.
  • Handle Emergency Operation Center staff issues and policy regarding Emergency Operation Center operations.
  • Obtain authorization for large expenditures and/or emergency programs for the CIPG.
  • Deactivate the Emergency Operations Center.
  • Manage the transition to recovery.

  Actions

  1. Report to the Emergency Operations Center when aware of or notified any emergency or pending emergency that may affect or impact life, safety, university operations or campus properties.
  2. Assign a staff assistant to maintain a current log of activities throughout the emergency and act as a liaison to the Incident Management Team during the activation.
  3. Obtain as much information as possible about the emergency to determine the status of:
     • Students and staff
     • Power/Utilities
     • Communications
     • Telecommunications
     • Buildings and facilities
     • Research and academic programs
     • Research and lab animals
     • Events and activities on campus
     • Other critical programs or activities
  4. Determine level of emergency activation of the Emergency Operation Center (Level 1, 2, or 3).
  5. Identify and activate positions/functions needed for the emergency operation, such as the following:
     • Public Information Officer
     • Operations Section Chief
     • Student Services
     • Telecommunications
     • Computing
     • Environmental Health and Safety
     • Facilities Operations
     • University Police Department
     • Planning and Analysis Section Chief
     • Situation Unit
     • Logistics Section Chief
  6. As the Emergency Operation Center Section Chiefs arrive:
     • Meet with them to establish the Incident Action Plan.
     • Work with each to establish a joint process for sharing information and coordinating emergency operations.
     • Establish a process and schedule for conducting Incident Management Team briefings and announcing major decisions and information.
     • Review and update the Incident Action Plan with a focus on the transition to recovery as the emergency subsides.
  7. Address Emergency Operation Center staff issues and policies regarding Emergency Operation Center operations.
  8. Notify CIPG of the activation and provide status reports and updates.
  9. Contact the City of Hays, Ellis County and State Emergency Operation Center with the University Emergency Operation Center activation information.
  10. If mutual aid is requested, determine the following:
      • Type of assistance needed
      • Location
      • Tasks and duties to be performed
      • University personnel who will coordinate
      • Food, water, sanitation and lodging resources available to support

  Deactivation and Recovery

  1. Plan for the transfer of emergency operations to normal operations.
     • Inform the CIPG of the recovery phase.
     • Develop a transition and recovery plan.
     • Activate COOP plan.
  2. Coordinate with Kansas Division of Emergency Management / Federal Emergency Management Agency to provide documentation to the Federal Emergency Management Agency /Insurance position for Federal Emergency Management Agency Disaster Public Assistance Program applications
  3. Conduct post-incident debriefing meeting and provide report to the CIPG.

  Response & Recovery Appendix CJc: Check List 3: Emergency Operations Center (EOC) Coordinator (ESF-5)

  Emergency Operations Center (EOC) Coordinator (ESF-5)

  Primary Responsibilities

  • Facilitate the overall functioning of the Emergency Operations Center (EOC).
  • Assist and serve as an advisor to the Emergency Operations Center (EOC) Manager, Incident Management Team (IMT) and General Staff as needed, providing information and guidance related to the internal functions of the EOC and ensure compliance with operational area emergency plans and procedures.

  Actions

  1. Report to the Emergency Operations Center and assist the EOC Support Staff in preparing the facility for operations.
  2. Assist the Emergency Co-Managers and General Staff in developing overall strategic objectives as well as section objectives for the (EOC) Action Plan.
  3. Advise the Emergency Co-Managers on procedures to notify Ellis County Emergency Management and the Kansas Division of Emergency Management of crisis status.
  4. Assist the Planning Section in the development, updating, and execution of the EOC Action Plan.
  5. Provide overall procedural guidance to General Staff as required.
  6. Provide general advice and guidance to the Emergency Operations Center Manager as required.
  7. Ensure that all communications with appropriate emergency response agencies is established and maintained.
  8. Assist the Emergency Co-Managers in preparing for and conducting briefings with management staff, the media, and the general public.
  9. Assist the Emergency Co-Managers and Liaison Officer, in establishing and maintaining coordination with outside agency representatives not assigned to specific sections within the Emergency Operations Center.
  10. Assist the Liaison Officer with coordination of Emergency Operation Center visits by local or state officials, if needed.
  11. Provide assistance with shift change activity.

  Deactivation and Recovery

  1. Assist the Emergency Co-Managers in the plan for the transfer of emergency operations to normal operations.
  2. Assist the Emergency Co-Managers in the coordination with Kansas Division of Emergency Management/ Federal Emergency Management Agency to provide documentation to the Federal Emergency Management Agency/Insurance position for Federal Emergency Management Agency Disaster Public Assistance Program applications.
  3. Assist and participate in post-incident debriefing meetings as directed by the Emergency Co-Managers

  Response & Recovery Appendix CJd: Check List 4: Emergency Operations Center Support Staff and Scribe

  Emergency Operations Center Support Staff and Scribe

  Primary Responsibilities

  • Set up and supply the Emergency Operation Center facility.
  • Support the Emergency Co-Managers and the Incident Management Team and staff in the operation of the Emergency Operation Center.

  Actions

  1. When notified of the activation of the Emergency Operation Center, set up and supply the facility for operation.
  2. Keep track of Emergency Operation Center activities and facilitate the exchange of information between groups and staff.
  3. Provide ongoing support to the Incident Management Team, Emergency Co-Managers and Emergency Operation Center Coordinators to facilitate briefings and operations.
  4. Maintain Emergency Operation Center roster and Emergency Operation Center master log of activities in Emergency Operation Center facility.
  5. Provide clerical assistance to the Emergency Co-Managers and IMT.
  6. Keep records relating to the event and reimbursement for expenses related thereto.

  Deactivation and Recovery

  1. Shut down the Emergency Operation Center and forward logs and reports to the Situation Unit position for documentation.
  2. Participate in the post-incident debriefing meeting as directed by the Emergency Co-Managers.

  Response & Recovery Appendix CJe: Check List 5: Liaison Officer

  Liaison Officer

  Primary Responsibilities

  • Initiate and maintain contact with the City of Hays, Ellis County, State of Kansas and other external organizations and Emergency Operation Centers.
  • Assist with relaying essential information and/or receiving status reports as requested by the Emergency co- managers and Incident Management Team.

  Actions

  1. Report to the Emergency Operation Center.
  2. As directed by the Emergency Co-Managers and Incident Management Team, contact:
     • City of Hays
     • Ellis County Emergency Operation Center
     • State of Kansas Emergency Operation Center
     • Other organizations and agencies
  3. Relay reports of buildings and systems status to the Operations Section Chief and other members of the IMT in the Emergency Operation Center.
  4. As directed by the Emergency Co-Managers and Incident Management Team, support the Public Information Officer's dissemination of information.

  Deactivation and Recovery

  1. As directed by the Emergency Co-Managers and Incident Management Team Group, support transition to recovery by communicating and coordinating with Unit Response Centers and key staff.
  2. Participate in the post-incident debriefing meeting as directed by the Emergency Co-Managers.

  Response & Recovery Appendix CJf: Check List 6: Public Information Officer (ESF-15)

  Public Information Officer (ESF-15)

  Primary Responsibilities

  • Develop messages for all groups of the university emergency response system; Executive Policy; Incident Management Team, Emergency Operation Center Support Staff and Liaison.
  • Serve as the Incident Management Team point-of-contact for media and serve as the official university spokesperson.
  • Collect, prepare and disseminate information to university constituencies, the news media and the public.
  • Organize news conferences and select appropriate staff as needed to respond to specific requests.
  • Participate in joint news releases and news conferences with other agencies, as appropriate.
  • Assist with dissemination of information in regard to resumption of normal operations.

  Actions

  1. Report to the Emergency Operation Center and arrange for establishment of media center, if needed. Activate staff needed for emergency communications and media relations. Assess viability of communication channels.
  2. Gather information from the Incident Management Team and attend Emergency Operation Center briefings and CIPG meetings for additional information.
  3. Obtain decision/approval to implement immediate emergency notification system and approval of the message(s). Contact Telecommunications and Networking to have emergency message recorded on transmitted via TV and radio stations.
  4. Obtain approval from Emergency Co-Managers and the IC for dissemination of additional breaking information via news releases and other standard methods, including news conferences and interviews. Notify media of location of media center, if available. Monitor media sources and correct misinformation when needed.
  5. Coordinate with liaison so that assisting agencies receive the University's publicly released information and deliver a consistent message regarding the university.
  6. Coordinate with Emergency Co-Managers regarding news media access to incident areas.

  Deactivation and Recovery

  1. Support the Recovery Group with a communications plan to disseminate information regarding:
     • Resumption of academic programs and classes
     • Resumption of research programs
     • Work locations (if changed)
     • Status of university departments
     • Letters and communications to key constituents and stakeholders in university programs
  2. Participate in the post-incident debriefing meeting as directed by the Emergency Co-Managers.

  Response & Recovery Appendix CJg: Check List 7: Safety Officer

  Safety Officer

  Primary Responsibilities

  • Ensure that buildings or facilities used to support the Emergency Operations Center are in a safe operating condition.
  • Monitor emergency operational procedures and activities to ensure that they are being conducted in a safe manner considering the existing situation and conditions.
  • Stop or modify all unsafe operations outside the scope of the Incident Action Plan, notifying the Emergency co- managers of actions taken.

  Actions

  1. Report to the Emergency Operations Center and establish communication with the Emergency Co-Managers.
  2. Tour the entire Emergency Operations Center facility and evaluate conditions and advise the Emergency Co-Managers of any conditions and actions that might result in liability (unsafe layout or equipment set-up, etc.).
  3. Study the Emergency Operations Center facility and document the locations of all fire extinguishers, emergency pull stations, and evacuation routes and exits.
  4. Be familiar with particularly hazardous conditions existing at response locations and take remedial action when necessary.
  5. Prepare and present safety briefings for the Emergency Co-Managers and Incident Management Team (IMT).
  6. Ensure the Emergency Operations Center facility is free from any environmental threats, e.g., radiation exposure, air purity, water quality, etc.
  7. Coordinate with the Finance/Administration Section in preparing any personnel injury claims or records necessary for proper case evaluation and closure.

  Deactivation and Recovery

  1. Participate in the post-incident debriefing meeting as directed by the Emergency Co-Managers .

  Response & Recovery Appendix CJh: Check List 8: Operations Section Chief

  Operations Section Chief

  Primary Responsibilities

  • Provide overall coordination of the University's emergency operations.
  • Lead the Operations Group in the development and implementation of the Incident Management Team Operational Action Plan, establishing priorities and strategies.
  • Relay information to other Section Chiefs in the Emergency Operation Center and participate in the Incident Management Team's regular update sessions.
  • Support mutual aid and resource allocation requests, as needed (i.e. not handled by standard mutual aid channels).

  Actions

  1. Report to the Emergency Operations Center. Based upon the incident any of the following will likely fill the position of Operations Section Chief:
     • Director/Chief of Police of the University Police Department - criminal incidents, civil disturbances, etc.
     • Co-Director, Physical Plant - hazardous material release, etc.
     • Director of Student Health Services - public health emergencies, etc.
     • Director of Facilities Operations - building system failures, roads, etc.

  2. This is not an inclusive list. The position of Operations Section Chief will be assigned by the Incident Commander (IC) based on the nature of the incident.

  3. Assign a staff assistant to maintain a current log of activities throughout the emergency and act as a liaison for the Operations Group during the activation.
  4. Activate necessary Operations Functions as defined in Table Section - Page .
  5. Lead the Operations Group in establishing University priorities, current actions and next steps. Produce the Incident Action Plan and forward to the Incident Commander for approval.
  6. Evaluate the Incident Action Plan to ensure it is consistent with the University's priorities. Pre-identified priorities are: (order may change depending upon emergency, although protecting and preserving life and health will always be first priority)
     • Life safety - protection of lives and care of the injured
     • Restoration of critical utilities
     • Containment of hazards - protection of University Staff and the public
     • Care and support to affected people including students, employees, visitors and responders
     • Critical Research Facilities
     • Protection of property and environment from further damage
     • Communication to University staff, students, responders and affected people
     • Restoration of networks and information systems
     • Protection of critical research project operations and records
     • Prevention of loss and damage to high value assets
     • Clean-up and occupancy of buildings
     • Restoration and resumption of normal University operations
  7. Ensure the Action Plan is understood by each Operations Group member in the Emergency Operation Center and communicated to alternative locations for staging individual unit response activities (referred to as "Unit Response Centers"). Each Unit Response Center will need to report back to the Operations Group with their implementation plan and needs and keep the Emergency Operation Center and Incident Commander updated on operations.
  8. Coordinate and communicate the Action Plan to the Emergency Co-Managers and provide updates.
  9. Lead the Operations Group to utilize University resources in order to control the emergency and restore essential services.
  10. If University resources are not sufficient, determine the need for mutual aid requests. For all types of mutual aid requests, forward to the Emergency Co-Managers for authorization and follow through with the Logistics Section Chief.
  11. Continue to lead the Operations Group to analyze the situation and identify anticipated needs, anticipated recovery operations, areas of support, and other contingencies to control and contain the emergency.

  Deactivation and Recovery

  1. Plan for the transition of operations to normal University operations.
  2. Provide necessary documentation to appropriate parties for financial reimbursement.
  3. Participate in the Emergency Operation Center's post-incident debriefing meeting to identify areas of improvement for the operations and coordination of field emergency operations.

  Response & Recovery Appendix CJi: Check List 9: University Police Department (ESF-13)

  University Police Department (ESF-13)

  Primary Responsibilities

  • Coordinate between the University Police Department Incident Command Post and the Emergency Operation Center.
  • Communicate with the University Police Department Incident Commanders, as needed.
  • Provide law enforcement analysis and intelligence to the Operations Group Incident Action Plan.
  • Communicate IMT priorities and operational information to the University Police Department Incident Command Post.
  • Provide back-up to the Operations Section Chief.

  Actions

  1. Report to the Emergency Operation Center. Establish communication with the University Police Department Incident Command Post. Provide a report on the University Police Department operations indicating where resources are deployed and how many units are available.
  2. Based on the Operations Group Action Plan, coordinate with the University Police Department Incident Command Post on how resources will be assigned and who will be in charge of incidents on campus. Determine if the Emergency Operation Center and Operations Group should be in direct communication with Incident Commanders. If so, establish radio contact with the University Police Department Incident Commander(s).
  3. As the University Police Department representative on the Operations Group, provide action plan(s) to respond to situations including:
     • Search and rescue of trapped victims
     • Structural fires (May be necessary to request a Fire Department Liaison)
     • Law enforcement and crime investigation
     • Security and individual protection
     • Evacuation or relocation
     • Traffic control, access and egress
     • Support to other operations

  4. Coordinate the details of these plans and tasks with the University Police Department Incident Command Post and incorporate into the Incident Action Plan. Provide ongoing communication and coordination between the University Police Department Incident Command Post and the Emergency Operation Center.

  5. During large-scale events involving a large population on campus, review traffic issues and immediate concerns that can impede emergency operations. Anticipate the need for an overall traffic control plan.
  6. If the emergency involves fatalities, ensure that the University Police Department is handling all arrangements on-site and with the County Coroner's office.
  7. Provide back-up to the Operations Section Chief, as requested.

  Deactivation and Recovery

  1. Participate in the Emergency Operation Center's post-incident debriefing meeting to identify areas of improvements for the Emergency Operation Center's operations and coordination of field emergency operations.

  Response & Recovery Appendix CJj: Check List 10: Facilities Operations (ESF-3)

  Facilities Operations (ESF-3)

  Primary Responsibilities

  • Coordinate between Facilities Operations and the Emergency Operation Center.
  • Provide facility services analysis and intelligence to the Incident Management Team (IMT) Action Plan for buildings, utilities, roadways and grounds.
  • Communicate Emergency Operation Center priorities and operational information to Facilities Operations.
  • Coordinate with Critical Research Facilities for emergency operations in buildings containing critical research.
  • Work with Design and Construction Management to survey damage and inspect structures to determine whether it is safe to proceed with restoration and recovery.
  • Communicate messages from the Building Supervisors.

  Actions

  1. When aware of or notified that the University is responding to a large emergency or crisis, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Operations Group.
  2. Report to the Emergency Operation Center. Establish communication with Facilities Operations. Provide a report on operations; known status of building services and utilities, condition of roadways and grounds, and other damage and operational information. If the incident or damage is limited to only one building or involves utilities (i.e. power outage), Facilities Operations will lead the Operations Group.
  3. As the Facilities Operations representative on the Operations Group, provide action plan(s) to include:
     • Status and restoration of utilities on campus
     • General status of buildings and building control systems including heating, ventilation and air-conditioning
     • General status of roadways and access
     • Plan for restoring utilities and services
  4. Work with the Environmental Safety representative to analyze and determine the overall hazards and priorities in the buildings. Support the development of the Incident Action Plan with coordinated strategies to contain hazards and restore services.
  5. If the primary area of damage is a building that houses critical research, work closely with the Critical Research Facilities representative to prioritize operations and contain hazardous conditions. Coordinate and communicate with Facilities Operations to ensure the field teams are working together on responding to the building.
  6. In support of the IMT actions and communications, provide messages and information to Facilities Operations to be disseminated to the Building Supervisors. Building Supervisors may also provide status reports and additional information to Facilities Operations that is needed in the Emergency Operation Center.
  7. Coordinate the details of these plans and tasks with Facilities Operations and incorporate into the Incident Action Plan. Provide ongoing communication and coordination between Facilities Operations and the Emergency Operation Center.

  Deactivation and Recovery

  1. Participate in the Emergency Operation Center's post-incident debriefing meeting to identify areas of improvements for the Incident Management Team operations and coordination of field emergency operations.

  Response & Recovery Appendix CJk: Check List 11: Environment, Health and Safety (ESF-10)

  Environment, Health and Safety (ESF-10)

  Primary Responsibilities

  • Coordinate between the Environment, Health and Safety Unit Response Center and the Emergency Operation Center.
  • Provide Environment, Health and Safety analysis and intelligence to the Operations Group Action Plan for hazards, safety concerns, and chemical, biological and radiological issues, including public warning and safety information.
  • Communicate Emergency Operation Center priorities and operational information to the Environment, Health and Safety Unit Response Center.
  • Coordinate with Critical Research Facilities on emergency operations.
  • Coordinate with the Hays Fire Department Hazardous Materials Response Team.
  • Correlate and provide all Material Safety Data Sheets (MSDS) for evaluation and response
  • Coordinate contracted services for emergency operations and clean-up of spills and contamination.

  Actions

  1. When aware of or notified that the University is responding to a large emergency or crisis, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Operations Group.
  2. Report to the Emergency Operation Center. Establish communication with the Environment, Health and Safety Unit Response Center. Provide a report of Environment, Health and Safety operations including safety issues, spills, contamination, public health risks, toxic environments and hazardous materials releases. If the incident is primarily an environmental health or safety incident, the Director of Environment, Health and Safety will provide information to the Operations Group.
  3. As the Environment, Health and Safety representative on the Operations Group, provide action plan(s) to include:
     • Status, location and quantities of all hazardous materials on campus.
     • Status and assessment of hazards and unsafe conditions on campus
     • Status and assessment of public health risk
     • Containment and clean-up plans for spills, releases and toxic environments
     • Development of associated safety, warning and advisement messages
     • Coordination with contract services, as needed
  4. In support of Emergency Operation Center actions and communications, provide messages and information on all departments regarding safety conditions and requirements to protect personal safety, health and limit exposure.
  5. Coordinate the details of these plans and tasks with the Environment, Health and Safety Unit Response Center and incorporate into the Incident Action Plan. Provide ongoing communication and coordination between the Environment, Health and Safety Unit Response Center and the Emergency Operation Center.
  6. Staff the Emergency Operation Center and/or Operations Group as long as Environment, Health and Safety is involved in the emergency as directed by the Emergency Co-Managers.

  Deactivation and Recovery

  1. Participate in the Emergency Operation Center's post-incident debriefing meeting to identify areas of improvements for the operations and coordination of field emergency operations as it relates to Environment, Health and Safety.

  Response & Recovery Appendix CJl: Check List 12: Student Housing (ESF-6)

  Student Housing (ESF-6)

  Primary Responsibilities

  • Coordinate with the Emergency Operation Center for student services, medical care, immediate crisis counseling, delivery of messages to students and communication with families.
  • Provide housing for residents of the Department of Residential Life facilities.
  • Collaborate with the Logistics Section to provide food service.
  • Collaborate with the Operations Group to provide utility service (water, electricity, heating/cooling).
  • Collaborate with the Operations Group to provide phone, cable and internet service.
  • Provide live-in staffing and oversight for student housing buildings.
  • Provide options for temporary or emergency housing for non-contracted students as space is available.

  Actions

  1. When aware of or notified that the University is responding to a large emergency or crisis, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Operations Group.
  2. Report to and establish communication with the Emergency Operation Center. Report status of occupants, presence of emergency responders, condition of buildings, services, utilities and pathways/roadways/access to facilities.
  3. Assign and establish communication with on-site/scene point person(s) for student welfare and facilities management. Determine immediate needs for occupants, presence of emergency responders, condition of buildings, services, utilities and pathways/roadways/access facilities.
  4. Instruct staff on scene to conduct "head counts" to the best of their ability.
  5. As needed, arrange to move/direct residents into pre-identified safe shelter area(s).
  6. Coordinate with the Emergency Operation Center to arrange on-site medical care, crisis counseling and additional staff assistance, as needed.
  7. Disseminate emergency response communication to staff, residents, and families from the Emergency Operation Center.
  8. Determine need of and communicate the following to the Emergency Operations Center:
     • Options for temporary emergency housing for residents, students, staff and community.
     • Available residential life staffing, if additional staff support is required.
     • Supplies needed.
  9. Collaborate with the Logistics Section and University Dining Services to develop meal service to the campus community and responders.

  Deactivation and Recovery

  1. Transition residents in temporary housing into permanent housing.
  2. Instruct staff to track hours worked in response to the emergency.
  3. Compile damage assessments, repair estimates and budget repairs.
  4. Participate in the Emergency Operation Center's post-incident debriefing meeting to identify areas of improvements for the operations and coordination of field emergency operations.

  Response & Recovery Appendix CJm: Check List 13: Medical Care (ESF-8)

  Medical Care (ESF-8)

  Primary Responsibilities

  • Coordinate with the Emergency Operation Center to determine the on-campus medical services needed in response to the emergency (triage, transportation and treatment).
  • Coordinate on-campus resources and collaborate with city, county and state agencies to deploy the necessary medical resources to campus (human, equipment, transportation, etc). Provide regular updates to Emergency Operation Center.
  • Track reports of injuries and fatalities and report to Emergency Operation Center.

  Actions

  1. When aware of or notified that the University is responding to a large emergency or crisis, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Operations Group.
  2. Report to the Emergency Operation Center.
  3. As the Medical Care representative on the Operations Group, coordinate and evaluate the overall medical emergency response operations and provide action plan(s) to include, but not be limited to:
     • Triage/First Responders
     • Transportation
     • Ambulatory Treatment
  4. Track the numbers and disposition of injured persons and fatalities on campus.
  5. Staff the Emergency Operation Center Operations Group as long as emergency medical operations are needed in the emergency response.

  Deactivation and Recovery

  1. Transition to recovery as outlined in the Incident Action Plan.
  2. Participate in the Emergency Operation Center's post-incident debriefing meeting to identify areas of improvements for the Emergency Operation Center's operations and coordination of field emergency operations.

  Response & Recovery Appendix CJn: Check List 14: Telecommunications (Information Services) (ESF-2)

  Telecommunications (Information Services) (ESF-2)

  Primary Responsibilities

  • Coordinate between the Telecommunications Unit Response Center and the Emergency Operation Center for campus telephone and telecommunications systems.
  • Plan for and establish alternate and emergency telecommunications technical support of the emergency operations, including the Emergency Operation Center.
  • Plan for the emergency installation of campus telecommunications data networking for critical operations and programs.
  • Provide technical support to the Public Information Officer.

  Actions

  1. When aware of or notified that the University is responding to a large emergency or crisis, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Operations Group.
  2. Report to the Emergency Operation Center, establish communication with the Telecommunications Unit Response Center and provide a report of the status of campus telecommunications and networks.
  3. Evaluate the overall emergency operation for damage and impacts to campus telecommunications. Identify telecommunication needs between the Emergency Operation Center and Unit Response Centers on campus.
  4. Working with the Operations Group, plan for telecommunications support to all operations on campus. The Incident Action Plan will determine priority for service.
  5. Provide technical support to the Public Information Officer with the recording of emergency messages on the campus information line).
  6. Provide support with emergency installation of critical data networking infrastructure to support emergency operations, high priority business and service resumption as identified by the Operations Group and the Incident Management Team. If emergency contract services are needed, coordinate with the Logistics Section to arrange emergency contracts and agreements for service.
  7. Coordinate the details of these plans and tasks with the Telecommunications Unit Response Center and incorporate into the Operations Group Action Plan. Provide ongoing telecommunication and coordination between the Telecommunications Unit Response Center and the Emergency Operation Center.

  Deactivation and Recovery

  1. Implement return to normal operations per protocol.
  2. Participate in the Emergency Operation Center's post-incident debriefing meeting to identify areas of improvements for the operations and coordination of field emergency operations.

  CJ Response & Recovery Appendix CJo: Check List 15: Computing (Information Services) (ESF-2)

  Computing (Information Services) (ESF-2)

  Primary Responsibilities

  • Coordinate between the Computing Unit Response Center and the Emergency Operation Center for the central data and computing network services.
  • Plan for and establish alternate/emergency computing and data support of the Emergency Operation Center and critical University business operations.
  • Provide status on network and computing services for the campus.

  Actions

  1. When aware of or notified that the University is responding to a large emergency or crisis, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Operations Group.
  2. Report to the Emergency Operation Center, establish communication with the Computing Unit Response Center and provide a report of the status of campus network and computing operations.
  3. Working with the Operations Group, plan for repair and restoration of services. If hot site services will be used, notify the Emergency Operation Center and provide information on how and when the computing operations will be restored. If services will not be available for an extended time, work with the Public Information Officer to inform the University populations.
  4. Initiate off-site systems and data protocols as indicated by the emergency.
  5. Provide support to Emergency Operation Center and critical University business operations with emergency services for critical systems. If emergency contract services are needed, coordinate with the Logistics Section to arrange emergency contracts and agreements for service.
  6. Coordinate the details of these plans and tasks with the Computing Unit Response Center and incorporate into the Operations Group Action Plan. Provide ongoing communication and coordination between the Information Services Unit Response Center and the Emergency Operation Center.

  Deactivation and Recovery

  1. Initiate normal operations/systems recovery per protocol.
  2. Participate in the Emergency Operation Center's post-incident debriefing meeting to identify areas of improvements for the operations and coordination of field emergency operations.

  Response & Recovery Appendix CJp: Check List 16: Student Care (ESF-6)

  Student Care (ESF-6)

  Primary Responsibilities

  • Manage University large group care operations.
  • Provide temporary shelter (overnight or for several days).
  • Provide support for large group off-campus evacuation.
  • Provide immediate crisis counseling.
  • Set up a message center for those in the shelter.
  • Coordinates between the Residential Life and the Emergency Operation Center for student care and welfare services.
  • Plans for information to be sent to families of students in coordination with the Communication Group.

  Actions

  1. When aware of or notified that the University is responding to a large emergency or crisis, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Operations Group.
  2. Report to the Emergency Operation Center. Establish communication with Student Affairs and Residential Life. Check with the Operations Section Chief to determine if care and shelter area(s) need to be established for:
     • Students
     • Building evacuees
     • Stranded employees and staff
     • Field personnel
     • Evacuees from the community (mutual assistance)
     • Visitors
  3. Determine immediate needs for the groups of people on site. Coordinate with Medical Triage/First Aid for immediate medical and other urgent care for evacuees.
  4. Identify potential sites to set up shelter areas. Ensure that buildings have been inspected and are safe for occupancy.
  5. If directed by the Operations Section Chief, set up one or more care and shelter areas on campus. Initial shelters may be for students and employees who are evacuated from buildings, children from day care centers who have been evacuated, and others who may have become separated from their companions.
  6. 
     Note: These shelters may be temporary and include: First Aid and Triage Screening Area, Medical Transportation Staging Area, Message Center.
  7. Determine the number of staff that will be needed to manage each shelter site. Request volunteers through the Logistics Section. Coordination with Red Cross.
  8. Make a list of items that will be needed for each shelter to become fully operational. Forward the list to the Operations Section Chief and coordinate with Logistics to provide estimates of supplies currently available on campus and supplies that will need to be purchased. Provide the estimates, including costs, to the Operations and Finance Section Chiefs for final approval before establishing longer-term shelters.
  9. If the University campus has been asked to provide a public shelter under the management of the American Red Cross, the University will need to provide a facility with support services of power and water utilities and sanitation. The public shelter may request extra patrol and security from the University and local law enforcement, as well. Coordinate the set up of the Red Cross shelter with the Operations Group. Determine if there are additional needs to provide support. Determine a shut down time for the public shelter, which may be based on the resumption of University operations. Coordinate the shutdown of the public shelter with the Operations Section Chief and the Incident Management Teams who may need to coordinate with the City of Hays and Ellis County.
  10. Determine immediate needs for students based on the nature and duration of the emergency.
  11. Coordinate the plan for providing emergency housing services to students with the Operations Group members. For service requests and needs not available from the Resident Life Unit Response Center, coordinate emergency procurement with the Logistics Section.
  12. Provide information to the Public Information Officer regarding how families can find out the status of their students.
  13. If additional counseling services are needed, coordinate requests with the Logistics Section. Services may be co-located with care and shelter operations, as available.
  14. Continue to represent Resident Life in the Emergency Operation Center as long as coordination is needed during the emergency.
  15. Coordinate with the Operations Section Chief to define a policy for shelter operations and based on the nature of the situation and with the concurrence of the Incident Management Team, establish the following:
      • Sign-in log for persons at the shelter; including date and time
      • Length of time people will be sheltered
      • Shelter management - University or the Red Cross
      • Services to be provided; food, counseling, transportation, etc.
      • Release policy (i.e., individual initiative - no controls, release sign-out log, etc.)
      • Policy regarding non-campus persons in shelters
      • Policy regarding mutual assistance (whether it will be provided)
      • Information to be released to the news media
      • Maximum budget

  Deactivation and Recovery

  1. Transition to recovery as outlined in the Incident Action Plan.
  2. Participate in the Emergency Operation Center's post-incident debriefing meeting to identify areas of improvements for the operations and coordination of field emergency operations.

  Response & Recovery Appendix CJq: Check List 17: Planning Section Chief

  Planning Section Chief

  Primary Responsibilities

  • Manage the collection, documentation, evaluation, analysis and maintenance of information relating to the emergency.
  • Manage Situation Unit.
  • Plan for ongoing support of incident operations.
  • Plan for ongoing continuity of University operations.
  • Plan for the reoccupation of University buildings and facilities.
  • Support Public Information Officer with information.

  Actions

  1. When aware of or notified that the University is responding to an emergency or crisis, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Operations Group.
  2. Maintain a current log of activities throughout the emergency.
  3. Provide analysis and recommendations to the Incident Management Team and the Operations Group for on- going operations. Determine: Primary needs and operational objectives for emergency operations; status of resources; and capability for sustained operations and recovery; and primary issues involved in restoring normal University operations. Plan and estimate the transition to normal operations and programs. Include forecasts of weather and the impact of regional issues including utilities, transportation, safety, restricted access, scarce resources and the ability of the University to re-occupy essential buildings and restore essential services. Provide updates to this analysis as conditions change and the emergency subsides.
  4. Ensure the Situation Unit position is filled.
  5. Provide a general report on the status of buildings and facilities.
  6. Coordinate with the Operations Section Chief for the needs of the Action Plan.
  7. Monitor University operations

  Deactivation and Recovery

  1. Plan for the transition of affected areas back to normal University operations.
  2. Provide documentation to the Finance and Administration Section Chief for Insurance/Federal Emergency Management Agency/Risk Management Disaster Assistance Program applications.
  3. Be prepared to continue to provide support and updates to the recovery plan throughout the recovery phase.
  4. Participate in the Emergency Operation Center's post-incident debriefing meeting to identify areas of improvements for the Emergency Operation Center's operations and coordination of field emergency operations.

  CJ Response & Recovery Appendix CJr: Check List 18: Design and Construction Management (ESF-14)

  Design and Construction Management (ESF-14)

  Primary Responsibilities

  • Manage the collection of information, documentation, evaluation, and analysis concerning recovery projects involving campus facilities and properties.
  • Manage the following:
  • Situation Unit
  • Building Inspections
  • Damage Assessment
  • Repair and Reconstruction
  • Assist in planning for ongoing operations.
  • Coordinate Damage Assessment and Building Inspection Team operations with Operations and others in the Emergency Operation Center.
  • Develop a recovery plan for emergency repair jobs and emergency construction projects.
  • Ensure the survey of structures, and posting and restricting entrances, are completed.
  • Plan for the reoccupation of University buildings and facilities.
  • Support the Finance and Administration Section Chief with damage assessment information.
  • Support Public Information Officer with accurate information.

  Actions

  1. When aware of or notified that the University is responding to an emergency, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Planning Section.
  2. If activated, report to the Emergency Operation Center and sign-in with the Emergency Operation Center Support Staff. Immediately get a report on emergency conditions and situations. Maintain a current log of activities throughout the emergency.
  3. Activate Situation Unit, ensuring the displays are set-up, maintained and regular status reports are made to the Incident Management Team and Key Emergency Operation Center Staff. Status reports should contain information on the type of situation, major incidents at the University, general deployment of resources, action plan for on-going operations, resources needed, summary of known damage and recommendations.
  4. If University buildings and properties are damaged or safe occupancy must be verified, coordinate with Operations to activate and manage Building Inspection and Damage Assessment Teams to; inspect buildings, placard inspections and occupancy status, assess damage and general repair estimates, and prioritize re- occupancy of buildings. Perform a rapid damage assessment to determine where safe rescue and recovery efforts can proceed and communicate assessment to the Operations Group and the Facilities Operation Unit Response Center. Post unsafe areas. Provide a general report on the status of buildings and facilities including number or percent of buildings damaged and time needed for repairs. In buildings housing critical research, work closely with Critical Research Facilities to coordinate inspections and placard posting with on-going operations of the building.
  5. Coordinate with the Operations Section Chief for building inspectors and contract engineering services to support emergency rescues and operations in damaged buildings or buildings in which the structural safety is questioned. Design and Construction Management will manage the actual deployment of Architects/ Engineers for inspections and damage assessment and contractors performing repairs or reconstruction. Ensure that the emergency priorities of the Emergency Operation Center and Operations Section Chief have been communicated to the Facilities Operation Unit Response Center.
  6. Identify the safe buildings (green tagged buildings) for occupancy at the University. This may be a higher priority than inspecting the damaged buildings, depending on the need for shelter and temporary care for people.
  7. Provide analysis and recommendations to the Incident Management Team and the Operations Section Chief for on-going operations. Determine the primary needs, operational objectives for emergency operations, status of resources and capability for sustained operations and recovery, and the primary issues involved in restoring normal operations. Plan and estimate the transition to normal operations and programs. Include forecasts of weather and the impact of regional issues including utilities, transportation, safety, restricted access, scarce resources and the ability of the University to re-occupy essential buildings and restore essential services. Provide updates to this analysis as conditions change and the emergency subsides.
  8. Identify and recommend immediate repair and construction projects, prioritizing for (1) critical support for research and life safety (2) public, student and employee safety, (3) containment of hazards and unsafe areas, and (4) priority use of buildings. Prepare an emergency repair and restoration plan to address immediate repair projects, anticipated capital improvement and repair projects and other alternatives for University facilities, roads and other properties that have been damaged. Prioritize based upon life safety, public health and safety, critical services, and other priorities established by the overall Emergency Operation Center Action Plan. As authorized by the Incident Management Team initiate repair projects and track repair costs. Coordinate with the FEMA/Insurance position to ensure appropriate documentation and management processes to support eligibility for Federal reimbursement for qualifying projects.
  9. Ensure that Situation Unit information is verified for accuracy and consistency before it is recorded or reported. Do not allow the release of any information without the consent of the Incident Management Team and/or the Public Information Officer. Provide updated information to both Groups as soon as available.
  10. Ensure that Situation Unit collects and files documentation and reports in the Emergency Operation Center. If possible, collect e-mails and other electronic reports and save on electronic media. File status updates and action plans sequentially, to assist with the after-action debriefing.
  11. Monitor the list of University buildings and facilities that will be open for operations and use. Assist the Incident Management Team with planning for the resumption of critical University business operations, research operations and academic programs.

  Deactivation and Recovery

  1. Plan for the transition of emergency projects and programs to transfer to University department management.
  2. Provide documentation to the FEMA/Insurance position for FEMA Disaster Assistance Program applications.
  3. Be prepared to continue to provide support and updates to the recovery plan throughout the recovery phase.
  4. Participate in the Emergency Operation Center's post-incident debriefing meeting to identify areas of improvements for the Emergency Operation Center's operations and coordination of field emergency operations.

  Response & Recovery Appendix CJs: Check List 19: Situation Unit

  Situation Unit

  Primary Responsibilities

  • Collect, verify and process any information and intelligence on the emergency.
  • Maintain the information on the current status of affected University buildings, facilities, systems operations, and employees.
  • Evaluate and disseminate information throughout the Emergency Operation Center.
  • Post and maintain status boards and other Emergency Operation Center displays.
  • Identify inconsistencies and verify information for accuracy.
  • Maintain the Emergency Operation Center Master Log and collect reports, documentation and other communication for the archive of the activation.
  • Support the Public Information Officer with information, verification, event posting and rumor control including monitoring radio and television broadcasts for information that may affect or impact University operations.
  • Assist Student Success with injury and student status reports.

  Actions

  1. When aware of or notified that the University is responding to an emergency, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Operations Group.
  2. Sign in with the Emergency Operation Center Support Staff. Immediately get a report on emergency conditions and situations and activate the Emergency Operation Center Master Log and status boards.
  3. Prepare status reports which should contain:
     • Type of situation(s)
     • Major events and ongoing incidents
     • Deployment of University staff and equipment
     • Status of students, employees and visitors
     • Status of University buildings, properties and operations
     • Outstanding problems
     • Weather
     • Resources needed
     • Summary of known damage
     • Estimate of financial impact (as available)
  4. On the Emergency Operation Center Master Log, record significant information and decisions in the Emergency Operation Center. The log may be maintained electronically and/or manually. If electronic, print out at regular intervals for the Planning and Analysis Section Chief and the Incident Management Team. Number and date/time stamp all pages sequentially, to serve as a record of the Emergency Operation Center activation.
  5. Summarize reports/information and display summaries from the Operations Group and Groups in the Emergency Operations Center.
  6. Evaluate information and disseminate it to Emergency Operation Center staff; assist with briefings.
  7. Establish a collection point and have reports forwarded for documentation.
  8. Analyze and verify information.
  9. Take pictures of status boards at regular intervals as a record-keeping measure.

  Deactivation and Recovery

  1. Keep original Emergency Operation Center logs, photos of status boards, and status summary reports in a binder or file for documentation.

  Response & Recovery Appendix CJt: Check List 20: Logistics Section Chief

  Logistics Section Chief

  Primary Responsibilities

  • Coordinate and manage the procurement, delivery, distribution, and tracking of University emergency resources and support for the emergency operation, including:
  • University supplies, equipment, materials and services in Contracted services
  • Transportation services
  • Volunteers and Human Resources and Equal Opportunity Management
  • Emergency support for staff and University shelter sites
  • Coordinate with the Operations Section Chief in the planning for, anticipation and pre-staging of critical services and resources during emergency operations.
  • Support the Finance and Administration Section Chief's emergency accounting and documentation process.

  Actions

  1. When aware of or notified that the University is responding to an emergency, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Logistics Section.
  2. If activated, report to the Emergency Operation Center and sign-in with the Emergency Operation Center Support Staff. Immediately get a report on emergency conditions and situations. Maintain a current log of activities throughout the emergency.
  3. Work with the Logistics Section members to assess the damage, impacts and operation to identify the potential need for resources - both immediate and in the recovery period. Request a general inventory of available resources at the University. This includes fuel, food, personnel, equipment, vehicles, maintenance and services supplies, and any other services. Identify key resources that may need to be procured and plan for all logistics required with procuring and delivering supplies and services. Support the Unit Response Centers to access resources and support services for the emergency and recovery operations.
  4. Activate the emergency purchasing process to procure resources. Work with the Finance and Administration functional area to ensure appropriate accounting processes. Confer as needed with the other Emergency Operation Center groups to establish vendor selection criteria and processes. Existing listings of pre-qualified vendors may fulfill this requirement.
  5. Contact the Operations Section Chief to determine what services will be needed on campus to care for people. Estimate the support requirements and assess the capability of supplies on hand to meet the need.
  6. Coordinate with the Operations Group and determine if a shelter is to be managed by the Red Cross and if so, determine what services will, if any, be provided by the University. If the shelter service is open to the public and is completely managed by the Red Cross, it may be necessary to work closely with the Ellis County Emergency Operations Center to coordinate support operations.
  7. If staff resources will be needed to augment the emergency operations, establish a volunteer recruitment and assignment process. Have the Human Resources and Equal Opportunity function coordinate with the following Unit Response Centers:
     • Critical Research Facilities
     • Student Success
     • 
       Establish a central location for the coordination and deployment of volunteers.
  8. For any operations involved in the evacuation and movement of large groups of people, work closely with the Operations Group to support all aspects of evacuating people, including:
     • Emergency transportation
     • Delivery point
     • Temporary shelter and care needs
     • Food, water and sanitation support
     • Reuniting and notification for families
     • Crisis counseling
     • Security and safety
  9. If mutual aid resources are requested and the University will be providing mutual aid to another agency, ensure the following is documented by the Operations Group or by the Logistics Section:
     • Type of mutual aid requested, including specifications for drivers, operators, fuel, power and any requirements for operation
     • Location requested
     • Name of requesting agency
     • Name and contact information for person-in-charge at the site receiving mutual aid
     • Time and duration for the provision of mutual aid
     • Personnel support available or to be provided
     • Keep track of University resources sent to support other agencies.
  10. Organize and track the utilization of University major supplies, equipment and transportation. Work with the Operations Group to allocate scarce resources to the highest and best priority use. If the Federal Emergency Management Agency/Insurance function has been activated, coordinate the documentation of the hours and costs associated with the utilization of major resources for the University's emergency operations. Communicate this documentation requirement to the Unit Response Centers.
  11. Support the emergency functions that are providing shelter and rest areas for staff and other emergency workers, including the Emergency Operation Center staff. If the activation will be prolonged, plan for extended support services. Also, provide support and logistics to assist University staff that may be stranded at the University. Assist the Operations Group with services and management of care and relocation services, as requested.
  12. Ensure documentation for requests, costs and procurement processes are forwarded to the Finance and Administration Group.
  13. Coordinate set-up/staging of resources at each primary emergency operation site. If no resources are available to support a site, advise the Operations Section Chief. Estimate support requirements for the operation and assess the capability of supplies on hand. Develop a plan to provide support through the services of other public agencies or contracting with outside services, as needed.
  14. If critical research programs or other University business operations are to be relocated, provide resources and logistics support, as requested.

  Deactivation and Recovery

  1. Assist Finance with the collection of documentation and records.
  2. Oversee the transition process of transferring reports, files, claims and investigations, open contracts, purchases or other transactions to normal operations and the appropriate departments for follow up, final payments, and resolution.
  3. Participate in the Emergency Operations Center's post-incident debriefing meeting to identify areas of improvement for the Emergency Operation Center's operations and coordination of field emergency operations.

  Response & Recovery Appendix CJu: Check List 21: Resource Procurement (ESF-7)

  Resource Procurement (ESF-7)

  Primary Responsibilities

  • Coordinate and manage the procurement, delivery, distribution and tracking of University emergency resources and support for the emergency operation, including University supplies, equipment, materials and services.
  • Procure vended and contracted resources and services.
  • Inventory the University's major supplies and equipment.
  • Allocate University supplies and equipment, as needed.
  • Provide for logistical arrangements for delivery and use of University supplies and equipment.
  • Coordinate and support documentation of emergency procurement with the Finance and Administration Section Chief.

  Actions

  1. When aware of or notified that the University is responding to an emergency or crisis, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Logistics Section.
  2. If activated, report to the Emergency Operation Center and sign-in with the Emergency Operation Center Support Staff. Immediately get a report on emergency conditions and situations. Maintain a current log of activities throughout the emergency.
  3. Activate the Emergency Purchasing Process to procure resources and coordinate with the Finance and Administration Group. Establish contact with the procurement personnel in the operational department(s) affected by the emergency. Determine if additional FHSU Purchasing Services staff is needed. Activate the Emergency Business Procurement Card Procedures. Coordinate with the Emergency Operations Center to determine if the State of Kansas needs to be notified. If so, determine state department(s) to be notified. If outside resources will be needed, prepare to establish vendor selection criteria and processes. Existing listings of pre-qualified vendors may fulfill this requirement.
  4. Coordinate with the Operations Group damage assessment, impact and operations to identify potential need of resources - both immediate and in the recovery period. Identify the use of and need for, supplies and equipment. Develop a list of needed items and estimate location and time needed. Work with departments and Unit Response Centers to access resources and support services for the emergency and recovery operations.
  5. Arrange logistics for purchasing, procurement and delivery of resources. Provide as much support as possible to the emergency operations by delivering resources and taking care of associated documentation. Track the involvement of procured resources and note when no longer needed and service provision has ceased. Ensure University staff operators of equipment are trained in the safe use and operation of the equipment. It may be necessary to contract certified operators if the University does not have staff available.
  6. Ensure operational personnel track the delivery and utilization of supplies.
  7. Work with the Planning and Analysis Group to plan for ongoing operations and extended support services. If the emergency operation phase will be prolonged, plan for the purchase of additional supplies to continue emergency support and replace used inventory
  8. If mutual aid resources are requested and the University will be providing mutual aid to another agency, as requested, document and track University resources that are provided. Include the following:
     • Type of mutual aid requested, including specifications for drivers, operators, fuel, power and any requirements for operation
     • Location requested
     • Name of requesting agency
     • Name and contact information for person-in-charge at the site receiving mutual aid
     • Time and duration for the provision of mutual aid
     • Personnel support available or to be provided
  9. If activated, report to the Emergency Operation Center and sign-in with the Emergency Operation Center Support Staff. Immediately get a report on emergency conditions and situations. Maintain a current log of activities throughout the emergency.
  10. As emergency operations subside, track the return of equipment and unused supplies to the departments and owners. Coordinate the return of rented and leased equipment

  Deactivation and Recovery

  1. Forward information needed for Federal Emergency Management Agency documentation to the Finance and Administration Group.
  2. Transition the management of contracts and services to the appropriate departments when the Emergency Operation Center is deactivated.
  3. As requested, provide support and communication to vendors assisting with invoicing and payment procedures.

  Response & Recovery Appendix CJv: Check List 22: Space Management

  Space Management

  Primary Responsibilities

  • Coordinate between the Office of Facilities Management and the Emergency Operations Center.
  • Provide current space data and information for alternative on-campus locations in an emergency situation.
  • Collect information in regard to alternative off-campus space, if necessary, in an emergency situation.
  • Work with appropriate departments to provide additional information necessary for space usage in space needs (i.e., Registrar's Office).
  • Work with Facilities Operations (FO), Design and Construction Management (DCM), and Information Technology (IT) to prepare alternative space.

  Actions

  1. When aware of or notified that the University is responding to an emergency, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Logistics Section.
  2. If activated, report to the Emergency Operation Center and sign-in with the Emergency Operation Center Support Staff. Immediately get a report on emergency conditions and situations. Maintain a current log of activities throughout the emergency.
  3. Work with the Operations and Planning Section Chiefs to determine alternative space needs during an emergency situation.
  4. If alternative space is necessary, collect pertinent information through the existing space data and affected departments in order to identify options on-campus and/or off-campus.
  5. Assist Facilities Operations, Design and Construction Management and Information Technology and the departments that must be relocated in preparing the space for occupancy.
  6. Assist in move management.
  7. Staff the Emergency Operations Center and/or Logistics Section as long as the Office of Space Management is involved in the emergency.

  Deactivation and Recovery

  1. Forward files and documentation to the appropriate departments when the Emergency Operation Center is deactivated.
  2. As directed by the Logistics Section Chief, participate in the Emergency Operations Center's post-incident debriefing meeting to identify areas of improvement for the Emergency Operation Center's operations and coordination of field emergency operations.

  Response & Recovery Appendix CJw: Check List 23: Human Resource and Equal Opportunity - Staff and Volunteers

  Human Resource and Equal Opportunity - Staff and Volunteers

  Primary Responsibilities

  • Maintain the general status on University staff.
  • Monitors reports of injuries and fatalities.
  • Coordinates the deployment of volunteers from University staff pools to assist with emergency operations.
  • Handle welfare inquiries and other issues regarding the status of University Employees.

  Actions

  1. When aware of or notified that the University is responding to an emergency, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Logistics Section.
  2. If activated, report to the Emergency Operation Center and sign-in with the Emergency Operation Center Support Staff. Immediately get a report on emergency conditions and situations. Maintain a current log of activities throughout the emergency.
  3. As information is known regarding the University's emergency operations, assess the numbers and status of employees involved in the operation and/or impacted by the disaster. Track by department, if able.
  4. If known employee injuries or fatalities, start case files for those employees and track their disposition. While specific information may not be available during the activation of the Emergency Operation Center, continue to follow up on reports of injuries and/or fatalities involving University employees. Coordinate with the Emergency Operation Center to obtain needed reports. Protect the confidentiality of victims and injured parties, as necessary during the emergency operation phase. Forward information to the Federal Emergency Management Agency /Insurance function as available.
  5. If emergency operations are extended and volunteer help is needed, establish a center for receiving volunteers and assigning volunteers. This may be managed by the Human Resources and Equal Opportunity Unit Response Center. Work with the Public Information Officer to determine how to communicate the need for volunteer help to employees and to disseminate information on where to report. Volunteers may be needed to assist with temporary business operations, salvage operations, answering telephone inquiries and working with displaced staff at relocation areas. Track the assignment of volunteers. In cooperation with Resource Procurement Group, ensure that volunteer workers are supported with food, water and sanitation and that they have a supervisor or coordinator in charge of the site operation.
  6. If specialized staff resources will be needed to augment the emergency operations, assess the availability of University staff from Unit Response Centers and departments. Additional resources may be available from the Student Success Unit Resource Center or the representative of the Operations Group.
  7. If temporary services are needed for skilled labor or emergency hires, work with the Resource Procurement member of the team for contracted services.
  8. If the University is receiving a large volume of inquiries regarding status of employees, work with the Emergency Operation Center Management and Public Information Officer to establish a process for managing the inquiries.

  Deactivation and Recovery

  1. Forward files and documentation to the appropriate departments when the Emergency Operation Center is deactivated.
  2. As directed by the Logistics Section Chief, participate in the Emergency Operations Center's post-incident debriefing meeting to identify areas of improvement for the Emergency Operation Center's operations and coordination of field emergency operations.

  Response & Recovery Appendix CJx: Check List 24: Transportation Services, Vehicles (ESF-1)

  Transportation Services, Vehicles (ESF-1)

  Primary Responsibilities

  • Track and inventory University vehicles, fuel, maintenance equipment and services.
  • Arrange for the use of University vehicles and drivers.
  • Coordinate public transportation services.

  Actions

  1. When notified that the University is responding to an emergency, contact the University and/or the Emergency Operation Center to confirm the activation of the Logistics Section.
  2. If activated, report to the Emergency Operation Center and sign-in with the Emergency Operation Center Support Staff. Immediately get a report on emergency conditions and situations. Maintain a current log of activities throughout the emergency.
  3. Working with the Logistics Section Chief and the Incident Management Team Group; assess damage and operational impact. Identify potential need for resources (both immediate and in the recovery period). Identify the use of and need for; transportation vehicles, drivers and services. Develop a list of transportation needs, estimated location and time needed.
  4. Conduct a general inventory of available vehicles, drivers, fuel and tires at the University. Work with the transit provider to inventory available vehicles and drivers not already allocated to the emergency operations.
  5. As the Transportation Services, Vehicles representative on the Logistics Section, develop a transportation plan in support of the emergency and recovery operations. If evacuating or relocating large groups of people, be prepared to provide transportation support with University assets or via public resources. Provide an action plan(s) to determine the priorities of transportation and include:
     • Emergency medical - life support - people and supplies
     • Immediate evacuation of people
     • Resource delivery to emergency operations at extremely hazardous incidents
     • Transportation of critical staff
     • Relocation of people
     • Delivery of resources and supplies
     • Public transportation
  6. If vehicles are damaged or involved in accidents, document as much as possible and forward the information to the Finance and Administration Section Chief for Insurance/Federal Emergency Management Agency/Risk Management Disaster Assistance Program applications.
  7. Contact the City of Hays Emergency Operation Center and/or Ellis County Emergency Coordination Center to determine the status of public transportation services. The Liaison in the Emergency Operation Center may help with this request as they are in communication with the other Emergency Operation Centers and outside agencies.
  8. Check with Situation Unit to verify safe transportation roads, highways and freeways for routing. Estimate travel times and work on alternate routes to avoid congestion.
  9. If mutual aid requests are received for University vehicles and operators, confer with the Logistics Section Chief for authorization to provide mutual aid resources. Track University vehicles and transportation services provided to other agencies.
  10. If private vehicles will be used voluntarily, track the use of those vehicles. This may be needed in extreme conditions to augment transportation needs.

  Deactivation and Recovery

  1. As emergency operations subside, track the return of vehicles.
  2. Forward documentation of vehicles used in the emergency operations to the Logistics Section Chief.

  Response & Recovery Appendix CJy: Check List 25: Emergency Food, Water and Sanitations (ESF-7)

  Emergency Food, Water, and Sanitation (ESF-7)

  Primary Responsibilities

  • Coordinate food service needs with FHSU Dining Services/Chartwells.
  • Coordinate sanitation with Facilities Operations.
  • Coordinate restoration of utilities with Facilities Operations.
  • Identify prioritization of service provision (student, staff and service providers).

  Actions

  1. When aware of or notified that the University is responding to an emergency, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Logistics Section.
  2. Assign point person on scene to coordinate the provision of food, water and sanitation.
  3. Care for injured students, customers and/or staff within campus facilities.
  4. Report to the Emergency Operation Center with assessment of water, food and sanitation resources currently available.
  5. Working with the Situation Unit position within the Planning and Analysis Group, move or direct services or resources, as needed.
  6. Coordinate with the Transportation Services, Vehicles position within the Logistics Section relocation of persons or materials, as needed.

  Deactivation and Recovery

  1. Move services and resources back to permanent locations.
  2. Transition to recovery as outlined in the Incident Action Plan.
  3. Gather cost recovery estimates.
  4. As directed by the Logistics Section Chief, participate in the Emergency Operations Center's post-incident debriefing meeting to identify areas of improvement for the operations and coordination of field emergency operations.

  Response & Recovery Appendix CJz: Check List 26: Finance and Administration Section Chief

  Finance and Administration Section Chief

  Primary Responsibilities

  • Expense and cost summary reports of disaster related expenses for the Emergency Co-Managers and Incident Management Team.
  • Activation of the Emergency Accounting function and Insurance/ Federal Emergency Management Agency/Risk Management functions
  • Provide support to the Emergency Co-Managers for business decisions regarding cost/benefit of services and strategies.
  • If needed, activate the documentation process for the Federal Emergency Management Agency disaster assistance application.
  • Prepare summary reports on the short and long-term financial impacts of the emergency and recommend appropriate actions.

  Actions

  1. When aware of or notified that the University is responding to an emergency, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Finance and Administration Group.
  2. If activated, report to the Emergency Operation Center and sign-in with the Emergency Operation Center Support Staff. Immediately get a report on emergency conditions and situations. Maintain a current log of activities throughout the emergency.
  3. Activate the Emergency Accounting function and the Emergency Account System, if needed. Brief the Emergency Operation Center on the use of accounting codes as well as the process for providing source documents of orders, invoices and receipts.
  4. Assist the Emergency Operation Center with tracking and filing source documentation. Provide as much support as possible to other groups and functions for finance documentation.
  5. If there is damage or reported injuries, activate the Insurance/Federal Emergency Management Agency /Risk Management function to manage the documentation process for claims and applications for reimbursement. Coordinate photographs and other documentation in support of anticipated Federal Emergency Management Agency disaster assistance programs for building and facility damage. Obtain information on injuries and casualties, which may result in case files, investigations and/or claims.
  6. Working with the other Section Chiefs in the Emergency Operation Center, prepare summary reports on total costs and anticipated losses to programs and budgets. Provide estimates and other information, as requested by the Emergency Co-Managers , on the fiscal impacts of continuing operations and strategies. If requested, provide cost benefit information in support of the analysis of alternatives or strategies for emergency and repair operations.
  7. If the information is available, provide a summary report of the estimated total cost recovery anticipated from insurance and Federal Emergency Management Agency disaster assistance.
  8. If normal University operations will be interrupted for more than three days, provide estimates to the Emergency Co-Managers of impacts to grants, program budgets, estimated loss of revenue and other budget considerations.

  Deactivation and Recovery

  1. Direct the post-emergency accounting transition to normal operations.
  2. Assist with preparing a summary report of the damage and incidents that occurred.
  3. Participate in the Emergency Operations Center's post-incident debriefing meeting to identify areas of improvement for the operations and coordination of field emergency operations.

  Response & Recovery Appendix CJaa: Check List 27: Emergency Accounting

  Emergency Accounting

  Primary Responsibilities

  • Management of the emergency accounting system for the University Emergency Operations Center.
  • Verification of expenditures by the University Emergency Operation Center to confirm account codes, invoices and associated documentation.

  Actions

  1. When aware of or notified that the University is responding to a large emergency or crisis, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Finance and Administration Group.
  2. If activated, report to the Emergency Operation Center and sign-in with the Emergency Operation Center Support Staff. Immediately get a report on emergency conditions and situations. Maintain a current log of activities throughout the emergency.
  3. If emergency procurement will be needed, set up Emergency Accounting Procedures for the Emergency Operation Center. Establish contact with accounting and financial management staff in the operational unit(s) affected by the emergency. Determine if additional Central Accounting or Financial Management staff is needed. Determine if the State of Kansas needs to be notified and if so, make arrangements for contact with the appropriate department(s). If power and/or network access is not available, a temporary manual accounting system may need to be used in the Emergency Operation Center.
  4. Obtain copies of purchase orders, contracts, labor-hour reports and other expense records pertaining to the emergency, as needed, to verify expenses.
  5. At the end of each 24-hour period and as directed, total expenses and costs of the emergency. Include labor and equipment charges, as well as purchases and contracts.
  6. Support and assist purchasing, as requested, with account information.

  Deactivation and Recovery

  1. Provide an Accounting Summary Report of accounting activities, actions taken, and related information for the Finance and Administration Section Chief. Support the transition to normal operations.

  Response & Recovery Appendix CJab: Check List 28: Insurance/Federal Emergency Agency/Risk Management

  Insurance / Federal Emergency Management Agency / Risk Management

  Primary Responsibilities

  • Prepare and maintain insurance documentation files and manage the insurance claims process.
  • Assess the risk and liability issues to the University and emergency responders.
  • Prepare and maintain the Federal Emergency Management Agency documentation information package.
  • Maintain the documentation files, supporting the Federal Disaster Assistance Application process.

  Actions

  1. When aware of or notified that the University is responding to a large emergency or crisis, contact the University Police Department and/or the Emergency Operation Center to confirm the activation of the Finance and Administration Group.
  2. Report to the Emergency Operation Center. Obtain a briefing on operations, damage, injuries and recovery operations. Assess the risk and liability issues to the University and emergency responders and provide recommendations, if needed, to manage risk and liability exposure.
  3. If immediate investigation and reporting is needed for injury reports and claims, work with the Emergency Operation Center to set up a process for reporting and gathering information. Obtain information on injuries and casualties, which may result in case files, investigations and/or claims. Ensure procedures are followed in reporting injuries and casualties to the appropriate staff and agencies. Protect the confidentiality of victims and injured parties.
  4. If it appears that the Governor and the Chancellor will declare the Lawrence/Ellis County area a disaster area for the purposes of federal disaster relief, set up the Federal Emergency Management Agency documentation process. Collect documentation for the Project Worksheet. Documentation is then summarized by the Project Worksheet. If the Project Worksheet has not or will not be issued, collect documentation and data by site.
  5. Review the following list of items for documenting damage and repairs. These items will be needed for both insured losses and anticipated Federal Emergency Management Agency disaster recovery program eligible losses:
     • Photographs and sketches of damage
     • Urgency of the project and reasons - for public health, safety, etc.
     • Identification of public staff and equipment used - time and expenses
     • Identification of vended services used - time, materials and expenses
     • Identification of mutual aid services used - time, materials and expenses
     • Process for selection of vended services (3 bids, lowest bid, extension of existing contract, etc.)
     • vDocumentation and photographs of work done
     • Other data including: hazard mitigation (upgrades so that damage will not occur in future events), third party liability and payments, co-pay by cooperating agencies, public/private partnerships, insurance, etc.

  Deactivation and Recovery

  1. The State of Kansas Division of Emergency Management will provide information on the Federal Emergency Management Agency Post-Disaster briefing meeting. Make arrangements to attend the briefing with other agency representatives and be prepared to submit a Notice of Interest at that time. Note that Federal Emergency Management Agency makes adjustments to the Federal Emergency Management Agency Disaster Assistance Application process after every declared disaster. The new packet of information should be reviewed thoroughly to determine current correct procedures for notification and application.
  2. Assist with preparing a summary report of the damage and incidents that occurred.