Speaker:  JoAnn Jordan, Public Education Coordinator, Seattle Office of Emergency Management Have you ever attended an ICS class that was dry and boring? Did you leave the class wondering “ho would that work for me and my organization?” Local, State and Federal government agencies often require schools and Community Based Organizations (CBO‟s) to use ICS in their plans. For many organizations, the concepts are foreign and seem impractical to their operations. The goal of this program is to introduce ways to tailor ICS training in a way that makes the concepts more practical, applicable and memorable so that non-governmental organizations will consider using ICS for more routine events such as fund raisers and other special events. In this class, participants will learn how to adapt a program to fit the audience; techniques for incorporating kinesthetic learning through group activities and tabletop exercises and using storytelling to make the information memorable. The techniques used will work for teaching traditional governmental agencies, schools, Community Based Organizations and businesses. This program is designed as a TTT, with the PowerPoint presentation used as the template that participants can use to teach future classes.

1. Incident Command for Community Based Organizations
Making it practical, fun and useful!
Managing U
M i Unusual E
l Events

2. Class Objectives for TTT
j
 Learn how to sell ICS to non-government
agencies
 Learn how to adapt the program to the
audience
 Learn how to hook the audience in the
principals of ICS
 Learn how to incorporate fun into the
p og a
program
 Learn how to incorporate tabletop
exercises throughout the class to reinforce
g
key concepts

3. Class Objectives
 Class participants will be able to identify
the components of the Incident Command
System (ICS).
 Class participants will be able to apply the
Incident Command System to a table top
scenario.
 Class participants will understand how to
use ICS to plan f non-emergency
CS l for
events.

4. Paramilitary –vs- Non-Paramilitary
vs Non Paramilitary
 ICS is paramilitary in nature
MMost schools and CBO’s aren’t paramilitary
t h l d CBO’ ’t ilit
 Make the case for ICS

5. B
Benefits – Wh should you use ICS?
fit Why h ld
 Learning the best
ea gt e In other words:
You don’t have to make the
practices for incident same mistakes that other
management. have
 All
Allows you to work k
with responders who In other words:
Communication & Respect
do use the incident
command system
In other words:
 Increases efficiency – Allows you to focus on
even under the most identifying problems,
stressful conditions prioritizing and
efficiently solving those
problems

6. B i B i
Basic Business M
Management P i i l
t Principles
Basic ICS Principles Goal: Build Confidence
 Planning
 Organizing
g g  Help the audience see
 Communicating they already do these
 Evaluating tasks every day.
 Di
Directing
ti  They already have the
 Coordinating skills, and use these
 Delegating
skills daily.

7. Developing a Response System for:
p g p y
 Fire
 Bomb Threat or Explosion
 Hazardous Materials
Release
 Hostile Intruder
 Severe Weather
 Earthquake ICS is “one size
fits ll”!
fit all”!
 Other events that may
draw media attention?? What a great
efficiency!
ffi i !

8. Let’s plan a High Risk,
Semi-frequent
Semi frequent Event!
•Something that everyone can relate to
•Starts the program off with a bit of humor!

9. Typical Emergency Response
Sh t i
Shortcomings
 Breakdown in the
decision-making process •Help them avoid
the mistakes that
 Failure to delegate others have made
 Inadequate coordination--
internally and w/ other •Shows why ICS is
agencies designed the way
it is!
 Unanticipated media
engagements
 Poor use of special
resources

10. Response to emergencies
requires:
 Certain emergency
g y Pre-assigned functions
means better efficiency
functions be carried out
Avoid one of the typical
yp
 One person is in charge
O i i h shortcomings
 Personnel must: Multitasking in stressful
 Handle one task at a time and unusual situations
not effective – Shift into
 Report to only one person response mode
 No one person should be Explain span of control
Maximum =7 to 1
in h
i charge of more than 7
f th Minimum = 3 to 1
others Best= 5 to 1

11. Concepts of ICS
 Modular/expandable organization
g
 Easy to use command structure
 Comprehensive resource management
C h i t
 Strategic action plans
 Manageable span of control
 Common terminology
Interpret what this means to the audience
Use th i
U their common language
l
Give examples when possible!

12. Common Terminology for:
gy
 Organizational Elements - response teams
 Position Titles - incident commander, general
staff, team leaders
,
 Facilities - incident command post, resting
area, first aid treatment area, assembly area
, , y
 Resources - communications gear, personnel,
team equipment
q p
 Communications - common language in radio
transmissions

13. Basic ICS Organization Chart
Incident commander
Planning/ Administration/
Operations Logistics Intelligence Finance

14. Major Management Activities
 Incident Command (In Charge)
4 Overall responsibility
4 Set and adjust objectives and priorities
OOperations (Doers)
ti (D )
4 Response Activities
4 Directs resources
 Logistics (Supports Operations)
4 Provide facilities, equipment and supplies for
facilities
response teams
4 Providessupport for incident--may manage
food, shelter, sanitation, communications

15. Major Management Activities (cont )
(cont.)
 Planning (tracks everything and looks
ahead for future issues)
4 Collects posts and evaluates information
Collects,
4 Develops and maintains the incident action
plan
 Administration / Finance (Monitors
financial transactions)
4 Documents purchasing of supplies
supplies,
equipment, etc.
4 Monitors and documents hours worked and
related costs for employees and volunteers

16. Five Primary Emergency Functions
Operations Logistics
“Do Stuff” “Get Stuff”
Command
Planning Finance/Admin.
“Plan Stuff” “Buy Stuff”

17. Scenario: Water Main Break
 You just received a message from SPU that a nearby
water main is broken. You will be without water for
the next 6 hours.
 You have a very important, catered fundraising
luncheon scheduled for 150 people. The event starts
at noon. Th
t There is a senior community center 2 miles
i i it t il
away that is not impacted and has offered the use of
their site, however they might not have enough tables
a dc a s
and chairs.
 The show must go on! You are moving the event to
the Senior Center
 Brainstorm problems y
p you may have to overcome.
y
 Identify the which of the Incident command functions
would you engage to solve the problems.
 SPU will be coming by to ask if you need anything
specific to get through this problem.
ifi t t th h thi bl

18. Incident Commander’s Duties (before)
( )
 Clarify
Ca y relevant policy issues
e e a t po cy ssues
 Who has to come in during an off-hours
emergency
 Is overtime or comp time approved
 Chain of command if IC isn’t available
 Approve and distribute emergency plans
that support ICS
 Pre-assign key functional roles (w/ line of
succession that is 3-4 people deep)
 Conduct training to familiarize staff with
the plan
 Conduct exercises to test the plan

19. Incident Commander Duties (during)
 Responsible
p for ALL emergency
g y
functions until delegated!!!!!
 Set incident/event objectives
/ j
 Assigns human and other resources
 Monitor and respond to challenges of the
event
 Support and supervise command staff
and general staff
 Represent organization on policy
decisions

20. Positions that Support the IC
 There are three positions that support the
Incident Commander
 Public Information Officer
 Safety Officer
 Liaison Officer
 These positions are delegated as needed.
If not delegated, the IC is responsible for
the t k
th tasks associated with th
i t d ith these positions.
iti

21. Public Information Officer
Role: Responsibilities:
Release information • Maintains current knowledge of
regarding the status the emergency plan and staff
roles
of the individual
• Provides single point of
organization or
information for media and
International parents.
District Emergency
Di t i t E • Clears all information through
Coalition: Incident Commander
• Clearly • Represents the organization or
p g
• Concisely coalition on matters of
• In a timely manner preparedness to the community

22. Incident Commander & Command Staff
Incident Commander
Information
I f ti
Officer
“Command Staff”
Operations Logistics Planning Finance/Admin
General Staff

23. Safety Officer
 Monitor and assess hazards and unsafe
situations.
 Develop measures for ensuring personnel
e e op easu es o e su g pe so e
safety.
 Identify safety problems and implement
y yp p
solutions to minimize risks.
 Keep IC informed of present problems and
potential hazards

24. Incident Commander & Command Staff
Incident Commander
Information
Officer
“Command Staff”
Command Staff
Safety Officer
Operations
O ti Logistics
L i ti Planning Finance/Admin
Fi /Ad i
General Staff

25. Liaison Officer
 Serve as a point of contact for assisting or
coordinating agencies.
 Work with p
o t private contractors to make
ate co t acto s a e
sure they understand the mission,
establish radio communications and
supervise.
 Facilitate any requests that coordinating
agencies may h have.
Explain what that means: Fire event – liaison with fire
p
department; School shooting – liaison with police department;
etc.

26. Incident Commander & Command Staff
Incident C
I id Commander
d
Liaison
i i Information
I f ti
Officer
“Command Staff”
Safety Officer
Operations Logistics Planning Finance/Admin
General Staff

27. Bake Sale
Scenario: One week during the month of April has been
designated as E
d i d Emergency P Preparedness Week i the Ci Several
d W k in h City. S l
organizations are having a fundraising event. The Department of
Neighborhoods has agreed to match any funds raised during that
g g y g
week, up to $10,000.00.
Your organization has decided to have a 2-day bake sale on
Thursday and Friday of emergency preparedness week.
Mission: Plan, organize and promote a fundraising bake sale for
Emergency Preparedness W k
E P d Week.
Assignment: What responsibilities would the command functions
Liaison,
Liaison Safety and PIO have in successfully completing your
mission.

28. Site Organization Chart
Incident Commander
PIO Liaison
Safety
Operations Logistics Planning Finance/Admin
First Aid
Supplies Long Range Time Keeping
p g
shelter Staff/volunteers Current Situation Purchasing
Utility Control
Utilit C t l Facilities

29. Activity Pattern of an Incident
A ti it P tt f I id t

30. Command Post Activities
 Di
Direction
ti and control
d t l
 Situation and priority assessment
p y
 Resource management and
coordination
 Planning
 Inter-agency communication

31. Guidelines for the Incident
Commander.
 Establish a command post
 Develop the initial organization
 Delegate when necessary
 Monitor and maintain a good span of
control
 Adapt to the situation
 Adjust to the priorities
 Plan for transfer of Incident Command
 Breathe often; Breathe deeply

32. Transfer of Command Checklist
When transferring command, th outgoing IC
Wh t f i d the t i
must brief the incoming IC to provide:
 The incident conditions (e.g., objectives,
hazards, priorities, etc.)
 The incident action plan and current status.
 Safety considerations and concerns.
 Deployment and assignments of personnel.
Be sure to advise other agencies, internal and external customers
involved of the command change.

33. Before the wedding
Incident
Bride
B id
Commander
Mother of Wedding Finance
Logistics Father of
the Bride Groom Planning-
Planner $$$$$$
the Bride
consultant

34. Day of the wedding –
Transfer of command
Mother
of the Bride
Wedding
g Best Wedding
Planner - Father of
Planner
Man consultant the Bride

35. “See, I told you ICS
would work for “And it was so
planning our wedding” romantic!!”
Back to the
Wedding!!
g

36. Earthquake!
A major earthquake has shaken Seattle. The International District
has had some building damage, utilities are interrupted until
further notice. There are injuries, mostly treatable with basic first
j y
aid. No one is trapped. It will be at least 3 days before outside
help can get set up and providing any services. The newer
buildings in the ID have come through the event with little damage
g g g
and are structurally sound. According to USGS, this type of
earthquake will have little or no aftershocks.
Assignment:
Determine the ICS structure to accomplish the evacuation.
Identify 3 – 4 problems that you deem most important to solve
Use ICS structure to break down the problem and steps to take
Identify the roles that Incident Commander; Safety; Liaison;
PIO; Operations; Logistics; Planning; Finance/Admin would have
in solving the problems
problems.
Report out

37. Why use Incident Command System
in your emergency plan?
F
Function-based
ti b d emergency plansl
allow a diverse organization to
instantly work as a cohesive team.
The integration of all efforts under
g
one structure allows for
coordinated and effective response
operations.

38. Extra Tabletop
Exercises
Food Lifeline
Food banks

39. Extra Tabletop Scenario – food bank
a t qua e
Earthquake!
Scenario:
A major earthquake has shaken Seattle. At numerous
food b k it
f d bank sites, ththere has been some b ildi d
h b building damage
(nothing structural) and utilities are interrupted until
further notice. There are injuries mostly treatable with
notice injuries,
basic first aid. No one is trapped. It will be at least 3
days before outside help can get set up and providing
any services. Transportation is a mess with major
freeways closed at this time and transportation being
routed to surface streets Fremont Bridge and University
streets.
are the only bridges structurally evaluated and cleared
for normal traffic across the Ship Canal. According to
USGS, this type of earthquake will have little or no
aftershocks.

40. Extra Tabletop Scenario – food bank
Earthquake! Continued
Assignment:
A i t
 This has happened at a time when your
refrigerators are full and distribution centers have
food to be delivered. S
f d t b d li d Some trucks are already on
t k l d
the road. Using your individual site plans and Food
Lifeline Response Plan, Identify 3 – 4 problems that
you deem most important to solve (Objectives to
accomplish)
 Identify the ICS structure (Incident Commander;
Safety; Liaison; PIO; Operations; Logistics;
Planning; Finance/Admin)
 In the next few days, you can anticipate that the
City will call to ask for help in managing donated
food goods that are being sent from around the
country to help the victims of the disaster. How
will your group transition into helping with this
y g p p g
mission?
 Report out

41. Headlines: Cruise Ship Cancellation
Causes a Food Windfall for Food Lifeline
Scenario: Three Holland America cruise ships came into
port last night. Passengers were off loaded and the ships
were reloaded and fully stocked for 10 day cruises that
begins t d
b i today. During the night, a Security Alert was
D i th i ht S it Al t
given for all outgoing vessels, requiring all cruise
schedules to be cancelled for the next week.
week
Holland America has decided to donate all the food on the
ships to Food Lifeline This is an enormous amount of
Lifeline. enormo s amo nt
meat, dairy and produce that must be taken by truck from
the Port and distributed Some of the products have a
distributed.
very short shelf life and most needs refrigeration.

42. Cruise Line Scenario continued:
 Mission: Move the food from two sites –
the Port in the Duwamish and down town
Seattle through your distribution sites and
out to the food banks.
 Assignment:
 How could the positions of Liaison, Safety and
PIO be used in successfully completing your
mission.
mission
 List the responsibilities of the IC, Operations,
Logistics and Finance for this mission?

43. If you forget everything
y g y g
I’ve said and have
questions next
ti t
month…..
o t
JoAnn Jordan
Education Coordinator
Seattle Office of Emergency Management
Joann.jordan@seattle.gov