US. ENVIRONMENTAL PROTECTION AGENCY
INCIDENT MANAGEMENT
HANDBOOK
INCIDENT COMMAND SYSTEM (ICS)
REPORT OIL AND CHEMICAL
SPILLS
1 -800-424-8802
JANUARY 2016 EDITION
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EMERGENCY RESPONSE CONTACTS
National Response Center
800-424-8802
EPA HQ Emergency Operations Center
(Including contacting
DOD/Army Technical Expert)
202-564-3850
EPA Environmental
Response Team
732-321-6740
732-321-6660 (24-hour)
EPA Radiological Emergency
Response Team
800-424-8802
Sam Popped, Team Commander
334-546-7214
Mark Sells, Team Commander
702-278-3295
EPA National Counterterrorism
Evidence Response Team
Mike Cook, Operations Section Chief,
303-462-9379
Andrea A. Abat, Operations Team
Leader, 713-209-4910
EPA CBRN Consequence Management
Advisory Team
202-564-3850
(EPA HQ EOC 24-hour contact)
Centers for Disease Control &
Prevention Emergency Response
Desk
770-488-7100
Agency for Toxic Substances and
Disease Registry
404-498-0120
Federal Radiological
Monitoring and Assessment
Center - Department of Energy
Headquarters Emergency
Operations Center
202-586-8100
Defense Threat Reduction
Agency
703-767-2003
USCG National Strike Force
Coordination Center
252-331-6000
USCG Atlantic Strike Team
609-724-0008
USCG Pacific Strike Team
415-883-3311
USCG Gulf Strike Team
251-441-6601
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EPA REGIONAL EMERGENCY
OPERATIONS CENTERS (REOC)
REGION 1
617-723-8928
REGION II
800-424-8802
REGION III
215-814-3255
REGION IV
404-562-8700
REGION V
\J I £m Xj%J\J £ms\J 8 Xj
REGION VI
866-372-7745
REGION VII
913-281-0991
REGION VIII
303-293-1788
REGION IX
800-300-2193
REGION X
206-553-1263
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If you have questions or comments about this Incident
Management Handbook, please contact Roberta Runge,
OEM, Preparedness and Response Operations Division,
at Runoe.Roberta@epa.aov.
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UNITED STATES ENVIRONMENTAL PROTECTION AGENCY
DATE: January 2016
SUBJECT: U.S. Environmental Protection Agency Incident Management Hand-
book
PURPOSE: The U.S. Environmental Protection Agency (EPA) Incident Manage-
ment Handbook (IMH) is designed to assist EPA personnel in the use of the Incident
Command System (ICS) and the National Incident Management System (NIMS)
during incident response operations and planned events. One of the major objec-
tives of the IMH is to assist EPA responders by providing guidance on the integra-
tion of EPA assets into the ICS structure while maintaining the standard structure
and functions. This IMH is a guidance document for responders and management
to understand what their positions require under NIMS ICS and how they integrate
with the rest of the response structure. It is a guidance document only, and users are
encouraged to refer to Incident Action Plans (IAPs), incident objectives, and attend
briefings and meetings as required by their positions within the ICS.
This IMH aligns with the U.S. Coast Guard's (USCG) IMH with modifications to
address EPA-specific requirements, processes, and procedures. The Agency's re-
sponse management processes should be consistent with other partner agencies that
share the environmental mission within the National Response System (NRS) and
in accordance with the National Oil and Hazardous Substances Pollution Contin-
gency Plan (NCP, 40 CFR Part 300) and the National Response Framework (NRF).
ACTION: Regional On-Scene Coordinators (OSCs), Agency staff involved in re-
sponses, and Response Support Corps (RSC) personnel should refer to this IMH
when involved in emergency response operations.
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BACKGROUND: Over the past decade, EPA has faced unprecedented challenges
in responding to Nationally Significant Incidents, including the World Trade Center
and Pentagon terrorist attacks, the 2001 anthrax attacks, the Columbia Space Shuttle
recovery, Hurricanes Katrina and Rita, and most recently the Deepwater Horizon,
Enbridge, and Yellowstone River oil spills, Super Storm Sandy, and the Gold King
Mine response. The Agency did an excellent job in responding to these incidents
because of the experience and expertise of our emergency response program, as
well as the experience we have gained over the past 15 years in response manage-
ment. However, as with every response, lessons learned and corrective actions need
to be addressed. The Deepwater Horizon response highlighted inconsistencies in
implementation of ICS among responding agencies. In some cases, EPA personnel
responding to the incident did not have an assigned ICS position or were not even
familiar with the system, which caused confusion in roles and responsibilities. To
resolve this issue, the EPA Office of Emergency Management (OEM) is working
with the EPANIMS Integration Team (NIT) to arrange joint exercises with response
partners, and to improve ICS training material and access to training for all pro-
grams. Another issue that arose during the Deepwater Horizon response was with
data management, including inconsistencies in methodology in data delivery, Qual-
ity Assurance/Quality Control, a lack of standardization of terminology, templates,
and interfaces, and unfamiliarity with the Emergency Management Portal (EMP)
and Scribe. To address this issue, OEM will develop a strategy to familiarize other
programs with the EMP and Scribe and work with the EPA Information Technology
Forum on correcting problems with methodologies, templates, and interfaces with
other databases. Additionally, OEM will continue to move forward on development
of electronic data deliverables and Web Electronic Deliverable Registry, which will
expedite analytical data review.
The response to Super Storm Sandy highlighted the success of communications and
coordination between the Regional Emergency Operations Centers (REOCs) and
the Headquarters (HQ) EOC by ensuring information sharing occurred horizontally
and vertically across the Agency. In this way, EPA was able to work as a team and
add order and efficiencies to the stresses of a response.
The Gold King Mine response required the establishment of an Area Command to
coordinate critical resources and response actions of the Incident Command Posts
(ICPs). Coordination between the HQ EOC and the Area Commander was a critical
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component of the response and highlighted the need for additional training on wide
area responses, including engagement of states and local governments and consis-
tent messaging to the public and media outlets.
As the scope and complexity of incidents and threats expand, EPA must continue
to strengthen and reinforce its response management capabilities. To that end, EPA
is continuously improving its implementation of NIMS to maximize its manage-
ment of its emergency response assets during Nationally Significant Incidents. By
implementing NIMS, as required by the Homeland Security Presidential Directive
(HSPD)-5, we are managing expertise and response capabilities within the Agency
and are, therefore, better prepared to effectively handle large unprecedented inci-
dents with our response partners.
The NIMS ICS provides a common structure and terminology that facilitates the in-
tegration of multiple agencies while still maintaining a coherent chain of command.
This approach provides consistency in addressing key aspects of a response such as
organizational elements and lines of communication. It also ensures that roles and
responsibilities of EPA personnel, whether in the ICP or in a support role in a re-
gional office, are clearly understood. EPA's goal is to integrate into the local ICS if
established and then, if needed, bring in our own Incident Management Team (IMT)
to manage or lead the response.
Additionally, the ability of EPA to coordinate between management and tactical
operations in the field is critical. Consistent, clear, and effective communications
and information sharing between the executive levels to the Incident Commander
(IC) is a necessity. The use of existing regulatory and delegated authorities provided
to OSCs as well as coordination with National and Regional Incident Coordination
Teams (RICT), HQ EOC, and the various REOCs are essential to this process.
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HOW TO USE THE INCIDENT MANAGEMENT HANDBOOK (IMH)
The IMH is a reference guide for field personnel working within an ICS, as well as
management personnel and the Regional Incident Coordinator (RIC) in the Region-
al Emergency Operation Centers (REOCs)
This IMH does not replace appropriate ICS training for responders. The responsi-
bilities of staff during a response may vary depending on the size and complexity of
the incident. In a small response, a single responder may fulfill multiple roles, while
a more complex or sustained response may require more dedicated staff. While it is
important that all responders come into an incident with sufficient training and un-
derstanding of ICS, in a very large response the agency may be required to activate
employees that have little experience responding in the field. The IMH will serve as
a guide for all EPA responders.
The following explains how to use this IMH. In addition to this concise field guide,
further information and tools—specific to many individual positions—can be found
in position-specific job aids that are posted on the NIMS Integration Team website
at epaosc.org.
Please note that the IMH is not intended to be read in its entirety. You only
need to refer to a chapter if it is relevant to the role/position you are filling in ICS.
Some sections of the IMH are for all responders, while other sections contain spe-
cialized information that is only valuable to specific responders based on their posi-
tions within ICS in the field.
• Part I (Introduction and Background) is intended for all audiences. It provides
background information on EPA's specific application of ICS and also pro-
vides a summary of common responsibilities of all responders.
• Part II (ICS Process, Tools, and Position Responsibilities) explains the ICS
Planning Cycle, tools, and is a reference for the responsibilities associated
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with each individual position in the command structure. Users should review
the responsibilities specific to their assigned positions and those they interact
with on an as-needed basis.
• Part III (Modular Response Organization) provides a description of the scal-
able nature of ICS in its potential expansion from a small organization to a
large, complex and/or multijurisdictional incident, including a geographically
widespread incident or multiple incidents. This part provides considerations
for the establishment of the command organization, describes additional du-
ties or responsibilities specific to large incidents for Command and General
Staff positions (in addition to those in Part II), and has information on Special
Teams.
• Part IV offers additional organizational examples for specific types of re-
sponse events. When using these chapters, readers should understand that the
responsibilities discussed are in addition to those outlined in the first three
parts of this handbook and more than one of these chapters may be applicable
to a specific incident (e.g., biological event with law enforcement and animal
response issues). The chapters in this part also include information on special
teams and assets, which may assist in incidents involving those specific sce-
narios.
• Part Y provides reference material.
I-VI
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U.S. ENVIRONMENTAL PROTECTION
AGENCY INCIDENT MANAGEMENT HAND-
BOOK
INCIDENT COMMAND SYSTEM
(ICS)
January 2016
Report Oil and Chemical Spills Toll Free
National Response Center:
1 -800-424-8802
Local: 202-424-8802
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TABLE OF CONTENTS
Part I - Introduction & Background
Chapter 1: Introduction
Chapter 2: Organization. Command, and Coordination Within EPA
Chapter 3: Common Responsibilities
Part II - ICS Process, Tools, & Position Responsibilities
Chapter 4: Planning Cvcle. Meetings. Briefings, and the Planning
Chart
Chapter 5: Resource Ordering. Incident Situation Displays, and
Forms
Chapter 6: Environmental Data Management
Chapter 7: Command Staff
Chapter 8: Operations Section
Chapter 9: Planning Section
Chapter 10: Logistics Section
Chapter 11: Finance/Administration Section
Part III - Modular Response Organization (Managing simple to
complex incidents)
Chapter 12: Unified Command
Chapter 13: Area Command
Chapter 14: Hazardous Substances Response
Part IV-Additional Organizational Considerations
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Chapter 15: Intelligence
Chapter 16: Natural Disasters
Chapter 17: Inland Oil Spills
Chapter 18: Radioloaical/Nuclear Incidents
Chapter 19: Biological Incidents
Chapter 20: Chemical Warfare Agent Incidents
Chapter 21: Animal Emergency Response
Part V - References
Chapter 22: Glossary and Acronyms
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CHAPTER 1
INTRODUCTION
This Incident Management Handbook (IMH) is intended to be
used as a reference aid for personnel involved in emergency
response. This is not a policy document, but rather guidance
for response personnel.
It does not affect existing On-Scene Coordinator (OSC) au-
thorities or their discretion in determining how to implement
those authorities (e.g., monitoring private sector response,
overseeing activities, directing a response that poses a sub-
stantial threat). However, with a nationally significant inci-
dent, senior Agency leadership will be playing a role as de-
fined in the National Oil and Hazardous Substances Pollution
Contingency Plan (NCP).
Historically, the U.S. Environmental Protection Agency (EPA)
has played an important role in responding to environmental
emergencies. More than 40 years ago, the NCP was estab-
lished as the Federal Government's blueprint for responding
to both oil spills and hazardous substance releases. A key
component of the NCP is the National Response System
(NRS), a multilayered response network of individuals and
teams from Federal, state, local, and tribal agencies, and in-
dustry. The NRS includes:
Chapter 1. INTRODUCTION
11
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¦ Reporting of incidents to the National Response Center
(NRC);
¦ A cadre of Federal On-Scene Coordinators (OSCs);
¦ The National Response Team (NRT);
¦ 13 Regional Response Teams (RRTs); and
¦ "Special Teams" that provide specific expertise to assist
OSCs.
The NCP and the NRS provide the foundation of EPA's
Emergency Response Program. For more information on the
NRS, see www.nrt.ora.
After September 11th 2001, EPA implemented the Nation-
al Approach to Response (NAR) to manage its emergen-
cy response assets during a Nationally Significant Incident
in a coordinated manner. The NAR policy can be found on
the EPA intranet under "OSWER National Approach to Re-
sponse." The NAR describes EPA's internal system for en-
gaging Regional Incident Management Teams (IMTs), Re-
sponse Support Corps (RSC) members, Regional Incident
Coordinators (RICs), and Headquarters (HQ) staff and senior
leadership during a response.
In accordance with Homeland Security Presidential Directive
(HSPD)-5, EPA's field management structure for a response
is the Incident Command System (ICS). It is the organiza-
Chapter 1. INTRODUCTION 12
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tional structure by which EPA will manage a response and
integrate and coordinate with Federal, state, local, and tribal
response personnel and assets.
The beginning part of this IMH provides generic information
applicable to all responses. The information and processes
unique to a specific type of incident follow in the latter part of
the document.
Each of the hazard-specific chapters addresses a specific
type of incident and illustrates how response to an incident
starts with first responders and then escalates to a large
multiagency response organization. The organization charts
in each chapter are only examples of how an ICS organi-
zation may be developed to respond to that type of incident.
While the document has been divided into hazard-specific
chapters, responders should be aware that more than one
chapter may be applicable to a multi-hazard incident. Also,
in each chapter are incident-specific job descriptions that will
assist responders.
Responders should have a basic understanding of ICS to en-
sure they can effectively operate within the ICS organization,
and properly understand and use this IMH.
Chapter 1. INTRODUCTION
13
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CHAPTER 2
ORGANIZATION, COMMAND,
AND COORDINATION WITHIN EPA
This chapter provides an overview of the structure used to
coordinate U.S. Environmental Protection Agency's (EPA's)
response operations consistently across the Agency when
supporting a field response. It reflects existing emergency
response structures and policies, such as the EPA's National
Approach to Response (NAR), which defines roles and au-
thorities within the Agency, and describes the general and
specialized assets available to emergency responders in the
field.
INCIDENT COMMAND SYSTEM IS ALWAYS USED
The Incident Command System (ICS) concepts will be used
by EPA during all emergency responses, whether they are
small incidents (80% of responses) or Nationally Significant
Incidents (<1% of responses).
ICS is a flexible, scalable structure that provides standard-
ized processes, procedures, organizational structure, and
common terminology for incident management. The system
creates a basic expectation for emergency management
that allows us to better coordinate among the various levels
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
WITHIN EPA
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of the Agency and interagency. This management structure
is built around five major response management functional
areas: Command, Operations, Planning, Logistics, and Fi-
nance.
Emergency response actions are usually successfully man-
aged within the region. Upon occasion, incidents may be of
such magnitude that they exceed regional emergency re-
sponse capacities, or transcend regional boundaries. These
incidents most often may be the result of a chemical, biolog-
ical, or radiological emergency, natural disaster, or cyber re-
lated incident.
SCALE OF RESPONSE WILL INCREASE DURING A NA-
TIONALLY SIGNIFICANT INCIDENT
EPA recognizes that the response to a Nationally Signifi-
cant Incident will require senior management attention and
extraordinary coordination internally, and among Federal,
state, and local entities. During a Nationally Significant Inci-
dent, responders apply ICS in conjunction with the National
Response Framework (NRF). The NRF organizes and inte-
grates Federal resources under "Emergency Support Func-
tions" (ESFs). ESFs identify critical response functions and
which Federal agencies are responsible for providing those
functions during a response (Figure 2-1: Emergency Support
Functions).
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
WITHIN EPA
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JANUARY 2016
It is the Agency's intention to implement a nationally coordi-
nated approach whenever we respond to a Nationally Signif-
icant Incident. This chapter details the roles of and support
available from the "national level." The national level will gen-
erally be fully activated only in cases of very large respons-
es or a Nationally Significant Incident. Consistent, clear, and
effective communications and information sharing from the
executive levels to Incident/Unified Command and from the
incident to the executive levels within the Agency is essen-
tial. The EPA model for national incident coordination and
information exchange is shown in Figure 2-2: EPA Internal
Agency Coordination.
EPA has created a coordinated structure to enhance the
Agency's ability to implement the operational components of
a response by maintaining communication between senior
management, providing resource support at a national or re-
gional level, and supporting the incident command structure
in the field. This structure includes the:
¦ National and Regional Incident Coordination Teams
(NICT/RICTs);
¦ Regional Emergency Operations Centers (REOCs); and
¦ Headquarters Emergency Operations Center (HQ EOC).
REGIONAL LEVEL
The strategic direction for EPA involvement in a regional re-
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
WITHIN EPA
16
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JANUARY 2016
sponse is established by management objectives.
Regional Emergency Operations Center - To effectively
respond, coordinate, and support a major regional or nation-
al incident, EPA regional offices will activate REOCs. The
REOC is managed by a Removal Manager or designee. The
REOC staff will:
¦ Provide immediate "reach-back" support to the Incident
Commander (IC);
¦ Serve as the official channel for the flow of information
between the field and the region, including the Regional
Administrator (RA), the RICT, the HQ National Incident
Coordinator (NIC), and the HQ EOC;
¦ Communicate and maintain situational awareness with
other REOCs involved in the response as well as the
HQ EOC;
¦ Assign and coordinate agency resources for field opera-
tions; and
¦ Coordinate Federal Emergency Management Agency
(FEMA)/NRF/ESF/Regional Response Team (RRT) ac-
tivities.
REGIONAL ROLES DURING A LARGE OR NATIONALLY
SIGNIFICANT INCIDENT
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
WITHIN EPA
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JANUARY 2016
Regional Administrator (RA) - The RA will:
¦ In consultation with HQ, establish the strategic direction
and management objectives for the response, in consul-
tation with Headquarters (HQ);
¦ Designate a Regional Incident Coordinator (RIC) to man-
age the REOC and serve as the primary contact with
the IC and EPA Management;
¦ Resolve regional resource, cross-program, and policy
issues;
¦ Serve as the Agency regional spokesperson with public
and elected officials;
¦ Ensure the effectiveness of the response to meet inci-
dent objectives; and
¦ Serve on the Policy Coordinating Executive Commit-
tee (PCC) and act as the principal contact between the
PCC and the region.
Regional Incident Coordinator (RIC) - The RIC will:
¦ Serve as the primary point of contact with IC;
¦ Provide strategic/management objectives and oversight
to the IC;
¦ Provide clarification of regional policy issues; and
¦ Ensure effective and timely communication flow between
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
WITHIN EPA
18
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JANUARY 2016
field activities and upper level management.
It is important to remember that the RIC and REOC staff will
not replace the ICS field structure or functions. The EPA IC
will be responsible for determining incident objectives and
strategy. During a Nationally Significant Incident it is essen-
tial that the IC and the RIC coordinate and communicate with
each other to ensure that management objectives are being
met.
Regional Incident Coordination Team (RICT) - The RICT
is a standing team with representatives from each regional
program office. This team provides multi-program policy and
resource coordination, information sharing, technical assis-
tance, and issue resolution through the RIC to ICs conduct-
ing on-scene emergency response activities. The RICT will:
¦ Provide cross-program resources and technical support
for the response deployed through the REOC;
¦ Provide regional forum for resolution of management ob-
jectives and policy issues;
¦ Coordinate information in response to requests from
Headquarters, elected officials, and the public;
¦ Provide a conduit for the RIC to the NICT;
¦ Provide coordination for Response Support Corps (RSC)
involvement in the response; and
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
WITHIN EPA
19
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JANUARY 2016
¦ Be chaired by RA/Deputy RA (DRA) or Division Director
(DD).
NATIONAL LEVEL
In the case of a major emergency response or Nationally
Significant Incident, HQ response support will be activated.
An organizational chart showing the relationship between
EPA HQ, the regions, and the IC/lncident Management Team
(IMT) is shown in Figure 2-3: EPA HQ, Regional, and Field
Organizational Chart.
The HQ EOC will serve as the primary contact point for in-
formation coming into the Agency and will disseminate infor-
mation to appropriate parties. The EOC will also be the offi-
cial channel for the flow of information between the region's
REOC and HQ, and act as the interface between the impact-
ed regions.
Headquarters Emergency Operations Center - The HQ
EOC will:
¦ Serve as the primary hub for receiving and disseminat-
ing national level information about the incident;
¦ Be the official channel for the flow of information be-
tween the REOCs and HQ;
¦ Provide reach-back for support to the incident through
the REOC (e.g., staff and other resources);
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION 20
WITHIN EPA
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JANUARY 2016
¦ Act as the coordination point for the Department of
Homeland Security (DHS) National Operations Center
(NOC);
¦ Facilitate cross-regional coordination;
¦ When one or more regions are impacted, coordinate the
allocation of critical response resources;
¦ Set up along ICS functional areas, but will not replace
the ICS field structure or functions nor direct tactical op-
erations;
¦ Establish situational awareness via reports and confer-
ence calls with activated REOCs; and
¦ Monitor all activity via its 24/7 Watch Officer.
Associate Administrator for Homeland Security -
During a Nationally Significant Incident, the Associate Admin-
istrator for Homeland Security serves as the principal Agen-
cy contact with DHS and the White House National Security
Council. Additionally, he/she provides Agency-wide policy,
guidance and direction, and recommendations for resources
on matters of homeland security.
National Incident Coordinator (NIC) - This role is filled by
the Agency Emergency Coordinator who is the Director/Dep-
uty Director of OEM. The NIC will:
¦ Coordinate with the Regions to resolve policy issues and
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
WITHIN EPA
21
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JANUARY 2016
elevate/brief issues to the Policy Coordinating Executive
Committee (PCC) as necessary;
¦ Chair the NICT to address cross programmatic policy
issues; and
¦ Oversee the HQ EOC.
National Incident Coordination Team (NICT) - The NICT
is a standing team of senior representatives from each HQ
Office (Division Director or Deputy Office Director), which
functions both in preparedness and emergency response
roles. During a Nationally Significant Incident, the NICT is
chaired by the NIC and will include a representative from the
impacted region(s). During the response, the NICT coordi-
nates resources, resolves issues, and keeps the PCC fully
informed via the NIC.
Policy Coordinating Executive Committee (PCC) - The
EPAAdministrator may choose to convene a PCC con-
sisting of appropriate Assistant Administrators (AAs)
and RAs/DRAs as a response specific team. The PCC
addresses significant Agency and inter-Agency poli-
cy issues and provides for the exchange of information
among Agency Senior officials.
EPA RESOURCES AVAILABLE TO SUPPORT ON SCENE
INCIDENT MANAGEMENT ACTIVITIES
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
WITHIN EPA
22
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JANUARY 2016
The following can be activated through the REOCs.
Regional Incident Management Teams (IMTs) - Each Re-
gion has the capability of deploying an IMT to an incident.
The function of an IMT, led by the IC, is to manage the tacti-
cal aspects of the response by developing and implementing
incident objectives.
EPA IMTs may be used to support discrete, assigned op-
erational sectors of a large, multiagency ICS organization
during the emergency phase. EPA ICs with the IMTs' sup-
port will have the capability to assume the lead management
role during the emergency response phase and sustain pro-
longed operations if needed. EPA IMTs may be deployed as
an entire team or as a partial mobilization to meet the needs
of the incident.
Response Support Corps (RSC) - A key component of the
NAR is the RSC, which supplements the Agency's response
staff. The RSC comprises staff from all program offices with-
in EPA and provides a pool of trained personnel, technical
experts, and additional response assets. Activation of RSC
personnel should be coordinated through the RICT or the
NICT (if there is HQ involvement).
Additional Support
In cases when a response is large and requires resources
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
WITHIN EPA
23
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JANUARY 2016
beyond those available in the responding region, REOCs
can access additional resources through the inter-regional
backup system. Through this system, each EPA region has
primary and secondary backup regions that can provide ad-
ditional response support assets.
If support is needed beyond that, REOCs can request ad-
ditional assistance through the HQ EOC. The HQ EOC
maintains a national roster of personnel qualified to assist
in response activities. During an activation for a National-
ly Significant Incident, EPA is the Coordinating Agency for
ESF #10, Oil and Hazardous Materials Response, and can
request assistance through other ESF support agencies as
outlined in the NRF. EPA is a supporting agency for:
¦ ESF#3 Public Works and Engineering
¦ ESF#4 Firefighting
¦ ESF#5 Information and Planning
¦ ESF#8 Public Health and Medical Services
¦ ESF#11 Agriculture and Natural Resources
¦ ESF#13 Public Safety and Security
¦ ESF#15 External Affairs
RESOURCES AVAILABLE FOR ON-SCENE INCIDENT
MANAGEMENT ACTIVITIES
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
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24
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JANUARY 2016
National Response Team/Regional Response Teams -
Regional Response Teams (RRTs) and the National Re-
sponse Team (NRT) provide an organization for Federal
agency field offices and state agencies' coordination of as-
sistance and advice to the OSC, acting as IC or other role,
during response actions. RRT and NRT members do not re-
spond directly to releases or spills, but may be called upon
to provide incident-specific technical advice, equipment, or
manpower to assist with a response. The RRTs and NRT
may also coordinate regional and national interagency policy
issues, respectively, in support of the OSC.
Special Teams - "Special Teams" mandated by the National
Oil and Hazardous Substances Pollution Contingency Plan
(NCP) are available to provide technical specialists in sup-
port of the response at the request of the IC. Technical spe-
cialists may provide expertise in areas such as numerical
modeling, site characterization, decontamination, clearance,
waste management options, environmental chemistry, chem-
ical hazard assessment, health and safety, and remote sens-
ing, etc. Contact information for the most commonly used
teams can be found on the inside cover of this handbook.
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
WITHIN EPA
25
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|ESF #8 - Public Health
land Medical Services
ESF #2 - Communications
ESF #7 - Logistics
ESF #12 - Energy
ESF #1 - Transportation
Terror sm Incident
Law Enforcement and
Investigation
Cyber
Incident
Worker Safety
and Health
Catastrophic
Incident
Financial
Management
Nuoear/Radiological
: Incident
Bioiogicai
Incident
Crtical
nfrastructure
Mass E vacua t on
licident
Tribal Co ore i nation
Basic Plan
VoUntee- ard
Dc nations
Management
Support
Annexes
Private Seclcr
Coordination
Food and
Agr cjlture Incident
Incident
Annexes
ESF #11 - Agriculture
and Natural Resources
ESF #6 - Mass Ca-e,
Emergency Assistance,
Temporary Housing ard
Hjmai Services
Emergency
Support Function
Annexes
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Policy and Guidance
uoi;eiujo|U( ;uappu|
Chapter 2. ORGANIZATION, COMMAND, AND COORDINATION
WITHIN EPA
-------
FIGURE 2-3: EPA HQ, REGIONAL, AND FIELD ORGANIZATIONAL CHART
RICT
NiCT
RIC
IC/1MT
DRA
RA
AA OLEM
NIC
Administrator
Peoutv
AA Homeland Security
-------
JANUARY 2016
CHAPTER 3
COMMON RESPONSIBILITIES
COMMON RESPONSIBILITIES-THE FOLLOWING ISA
CHECKLIST APPLICABLE TO ALL PERSONNEL IN AN IN-
CIDENT COMMAND SYSTEM (ICS) ORGANIZATION:
a. Receive assignment, including:
¦ Job assignment (e.g., Operations Section Chief,
Technical Specialist);
¦ Reporting location;
¦ Reporting time;
¦ Travel instructions;
¦ Any special communications instructions (e.g., radio
frequency); and
¦ Review EPA Incident Management Handbook (IMH).
b. Upon arrival at the incident, check in at the designated
check-in location. Check-in may be found at any of the
following locations:
¦ Incident Command Post (ICP);
¦ Base or Camps;
¦ Staging Areas;
Chapter 3. COMMON RESPONSIBILITIES
29
-------
JANUARY 2016
¦ Area Command Post; and
¦ Regional Emergency Operations Center (REOC).
Note: If you are instructed to report directly to a field
assignment, check in with your immediate field su-
pervisor.
c. Receive briefing from immediate field supervisor,
and/or receive orientation briefing, both of which
must include a safety briefing;
d. Acquire work materials;
e. Field supervisors shall maintain accountability for
their assigned personnel with regard to exact loca-
tions), and for personal safety and welfare at all
times, especially when working in or around incident
operations;
f. Participate in Incident Management Team (IMT)
meetings and briefings as appropriate;
g. Ensure compliance with all safety practices and pro-
cedures. Report unsafe conditions to the Safety Offi-
cer (SO);
h. Field supervisors are responsible for organizing and
briefing staff;
i. Know your assigned communication methods and
procedures for your area of responsibility and ensure
that communication equipment is operating properly;
Chapter 3. COMMON RESPONSIBILITIES
30
-------
JANUARY 2016
j. Use clear text (no codes) and ICS terminology in all
radio communications;
k. Complete forms and reports required of the assigned
position and ensure proper disposition of incident
documentation as directed by the Documentation
Unit;
I. Ensure all equipment is operational prior to each
work period;
m. Brief ongoing operations when relieved, at the end of
the operational rotations;
n. Return all assigned equipment to appropriate loca-
tion;
o. Complete demobilization check-out process before
returning to home office;
p. Respond to demobilization orders and brief staff re-
garding demobilization;
q. At shift changes, brief incoming staff or receive brief-
ing from outgoing staff; and
r. Maintain Unit/Activity Log (ICS 214 form).
UNIT LEADER RESPONSIBILITIES - IN ICS, A NUMBER
OF THE UNIT LEADER'S RESPONSIBILITIES ARE COM-
MON TO ALL UNITS IN ALL PARTS OF THE ORGANIZA-
TION. COMMON RESPONSIBILITIES OF UNIT LEADERS
ARE LISTED BELOW. THESE WILL NOT BE REPEATED IN
Chapter 3. COMMON RESPONSIBILITIES 31
-------
JANUARY 2016
UNIT LEADER POSITION CHECKLISTS IN SUBSEQUENT
CHAPTERS.
1. Review Common Responsibilities (page 3-1);
2. In addition to 1, the Unit Leader has the following respon-
sibilities:
a. Determine resource needs, order additional staff as
appropriate, and replenish supplies via the Supply
Unit Leader;
b. Participate in incident planning meetings, as re-
quired;
c. Determine current status of Unit activities;
d. Confirm dispatch and estimated time of arrival of
staff and supplies;
e. Assign specific duties to staff and supervise staff;
f. Develop and implement accountability, safety, and
security measures for personnel and resources;
g. Supervise demobilization of Unit, including storage
of supplies;
h. Direct volunteer inquiries to the Liaison Officer; and
i. Maintain Unit records, including Unit/Activity Log
(ICS 214 form).
Chapter 3. COMMON RESPONSIBILITIES
32
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JANUARY 2016
CHAPTER 4
PLANNING CYCLE, MEETINGS, BRIEFINGS,
AND THE PLANNING CHART
Figure 4-1: The Operational Period Planning Cycle shows
the initial response phase leading to the Incident Command
System (ICS) Planning Cycle. If the responding Federal On-
Scene Coordinator (OSC) determines that an expanded
ICS organization will be needed to manage the response,
the ICS 201-EPAform Incident Briefing will end the initial
response phase and launch the ICS process. The 201 Brief
is used by the Command and General Staff to brief their as-
signed personnel and to begin managing, monitoring, and
planning the response. The Objectives Meeting should be
held immediately afterward to establish jurisdictional limits,
establish the operational period to be used in the response,
and agree to the overall incident objectives and priorities.
OSCs should be aware that for a National Response Frame-
work (NRF) incident1, which includes disasters to which EPA
responds under the Stafford Act (i.e., generally under a Mis-
sion Assignment (MA) from FEMA/DHS), the Department of
Homeland Security (DHS) will activate additional response
structures, above the Incident Command Post (ICP) level, at
which Federal agencies will coordinate among themselves
and with states, local governments, and/or the private sec-
i EPA uses the term "Nationally Significant Incidents" to differentiate
large-scale responses from day-to-day response actions.
Chapter 4. PLANNING CYCLE 33
-------
JANUARY 2016
tor. These include the Joint Field Office (JFO) and other NRF
coordination entities managed by DHS. The JFO is a Multia-
gency Coordination (MAC) center established locally during
activations of the NRF. The JFO is composed of a Coordi-
nation Group, Staff, and Sections staffed by agencies with
onsite response authorities and support functions. The JFO
may become involved in some operational aspects of the re-
sponse such as search and rescue. The EPA regional emer-
gency response program will be expected to send an EPA
representative(s) to the JFO to staff the Emergency Support
Function (ESF) #10 desk, while EPA Headquarters (HQ) will
send a representative(s) to appropriate NRF coordinating
entities. If the response has significant ESF #10 involve-
ment, EPA HQ may send a Senior Federal Official (SFO)
to the JFO Unified Coordination Group to provide strategic
level guidance. The JFO Unified Coordination Group may
also include officials representing other Federal departments
or agencies with primary statutory responsibility and sub-
stantial assets for certain aspects of incident management.
SFOs utilize existing authorities, expertise, and capabilities
to assist in management of the incident, working in coordina-
tion with the Principal Federal Official, Federal Contracting
Officer, Senior Federal Law Enforcement Official, and other
members of the JFO Unified Coordination Group. In addition
to the OSC's usual on-scene coordination, extra coordination
will be needed with these other NRF response structures to
develop and coordinate incident objectives.
The guidance provided in this chapter is a general approach
Chapter 4. PLANNING CYCLE
34
-------
JANUARY 2016
for planning incident operations. As needed, the Incident
Management Team (IMT) may choose to adapt this cycle to
address operational realities. For example, in a geograph-
ically dispersed response, the Operations Briefing may be
replaced with site-specific field supervisor briefings, espe-
cially once the Incident Action Plan (IAP) has stabilized and
field operations have become routine. See page 4-23 for IAP
components.
INITIAL RESPONSE AND ASSESSMENT
The period of Initial Response and Assessment occurs in all
incidents. Short-term responses, which are small in scope or
duration (e.g., a few resources working one operational peri-
od), can often be coordinated using only ICS 201 form (Inci-
dent Briefing Form).
INCIDENT BRIEFING (ICS 201-EPA FORM) - During the
transfer-of-command process, an ICS 201-EPA form format-
ted briefing provides the incoming Incident Commander/Uni-
fied Command (IC/UC) with basic information regarding the
incident situation and the resources allotted to the incident.
Most importantly, it functions as the IAP for the initial re-
sponse, and remains in force and continues to develop until
the response ends or the incident's first IAP is generated. It
is also suitable for briefing individuals newly assigned to the
Command and General Staff.
Chapter 4. PLANNING CYCLE
35
-------
JANUARY 2016
Figure 4-1: The Operational Period Planning Cycle
Tactics
Meeting
Preparing for
the Planning
Meeting
Preparing
for the Tactics
Meeting
Command &
General Staff
Meeting
Planning
Meeting
SAP Prep &
Approval
Ongoing Field
Operations
IC/UC Develops/
3 Objecth
Meeting
Initial UC
Meeting
Incident Brief
ICS-201 -EPA Form
Initial Response
and Assessment
Notifications
Incident/Event
Execute Plan
& Assess
Progress
Operations
Briefing
New Ops
Period Begins
OPERATIONAL
PERIOD PLANNING
CYCLE
K
I
a
c
Events most related to
assembling an IAP
Chapter 4. PLANNING CYCLE
36
-------
JANUARY 2016
ICS 201-EPA FORM - Facilitates documentation of inci-
dent objectives, situational awareness, resource employ-
ment and deployment, and significant actions taken. This
form is essential for future planning and the effective man-
agement of initial response activities.
When: Fomiation erf new IC/UC; Steffi briefing as
required.
Facilitator: Current IC/UC.
Attendees: Prospective IC/UC; Command and General
Staff, as required.
General Tasks
Incident Commander
requirement objectives,
Operations
u Obtain briefing from 1C;
d Consider any available
tactics; and
u Assemble Resources.
requirements; and
j Determine current/future
ICS 201-EPA form;
~ Assess operational
Contingency Plan;
j Develop strategies and
a Obtain incident brief using
organizational and response
Preparing for
the Planning
Meeting
Tactics
iyt« < __ _
Planning
Meeting
Preparing
foi the
I aches
Meeting
1AP Prep &
Approval
Ongoing Field
Operations
Command &
General Staff
Meeting
Operations
Briefing
xecute Plan n«w op»
& Assess
Progress j
Develops/Sets
i UDJ6CtJV6S
\ Meeting
IniliaJ UC
Meeting
P|anmnc|
u May not be activated at this
time,
LmMcs
u May not be activated at this
lime.
Finance/Administration
~ May not be activated at this
time.
Incident Brief
1CS-201 Form
Initial Responsei o
& Assessment! -
Notifications
Incident/Event
Chapter 4. PLANNING CYCLE
37
-------
JANUARY 2016
Agenda:
Using ICS 201-EPA form as an outline, include:
1. Current situation (note jurisdiction, exposures, safety
concerns, etc.; use map/charts).
2. Initial incident objectives and priorities.
3. Current and planned actions.
4. Current on-scene organization.
5. Resource assignments.
6. Resources in route and/or ordered.
7. Facilities established.
8. Potential for the incident to increase in magnitude.
9. Jurisdictions/organizations involved and media interests.
Chapter 4. PLANNING CYCLE
38
-------
JANUARY 2016
INITIAL UNIFIED COMMAND MEETING - Provides UC offi-
cials with an opportunity to discuss and concur on important
issues prior to joint incident action planning. The meeting
should be brief and important points and issues document-
ed. Prior to the meeting, parties should have an opportunity
to review and prepare to address the agenda items, entering
the formal IAP planning process
When:
As soon as possible after the UC is formed.
Facilitator: UC member.
Attendees:
er if possible.
Only ICs that will comprise the UC; note-tak-
General Tasks
Incident Commander
a Determine need for UC:
u Negotiate/facilitate UC
participation:
u Clarify UC role? and
responsibilities:
a Negotiate and agree on
response organization,
facilities, and support:
u Determine operational period
iength/start time: and
u Designate Operations Section
Chief (OPS) and Deputy OPS
for the operational period. The
OPS will be from the agency
with regulatory authority for
the response. However the
Deputy OPS may be from a
supporting agency or State
agency as long as he/she is
qualified to take over as OPS
if the need arises.
Tactics
Meeting
Preparing
for the
Tactics
Meeting
Preparing fori
the Planning
Meeting
Command &
General Staff
Meeting
Ongoing Field
Operations
planning
Meeting
IAP Prep &
Approval
Operations
Briefing
iC/UC
Develops/Sets
Objectives
Meeting
Initial UC
Meeting
Execute Plan
& Assess
Progress
New Ops
Period Begins
Incident Brief
ICS-201 Form
initial Response
& Assessment
Notifications
c
o
a
w
a)
CC
£
Incident/Event:
Chapter 4. PLANNING CYCLE
39
-------
JANUARY 2016
Agenda:
1. Identify regulatory authority, jurisdictional priorities, and
objectives.
2. Present jurisdictional limitations, concerns, and restric-
tions.
3. Develop a collective set of incident objectives.
4. Establish and agree on acceptable priorities.
5. Agree on basic organization structure.
6. Agree on operational period and work shifts, and devel-
op meeting schedule.
7. Designate the best-qualified and acceptable OPS and
Deputy or Deputies.
8. Agree on Command and General Staff personnel des-
ignations, and planning, logistical, and financial agree-
ments and procedures.
9. Agree on resource ordering procedures to follow.
10. Agree on cost-sharing procedures.
11. Agree on sensitive information, intelligence, and opera-
tional security matters.
12. Designate a UC Public Information Officer (PIO).
Chapter 4. PLANNING CYCLE
40
-------
JANUARY 2016
IC/UC OBJECTIVES MEETING - The IC/UC will identify/re-
view and prioritize incident objectives. For reoccurring meet-
ings, objectives are reviewed and new objectives are identi-
fied as needed.
When:
Prior to Command and General Staff Meeting.
Facilitator: IC/UC Member or Planning Section Chief (PSC)
(if available).
Attendees: IC/UC Members; Selected Command and Gen-
eral Staff as appropriate, and Documentation Unit Leader
(DOCL).
General Tasks
Command
o Develop incident objectives in
coordination with the R1C: and
o Prepare guidance for
Command and General Staff
(task).
Operations
j May be present if required,
Planning
o Facilitate and document
meeting; and
a Propose draft objectives
to Command.
i Tactics
Meeting
Preparing for
the Planning
Meeting
Preparing
for the
Tactics
Meeting
Command &
General Staff
Meeting
Planning
Meeting
Ongoing Field
Operations
IAP Prep &
Approval
Operations
Briefing
IC/UC
Develops/Sets
Objectives
Meeting
Initial UC
Meeting
Execute Plan
& Assess
Progress
N ew Ops
Period Begins
Incident Brief
ICS-201 Form
[Initial Response
! & Assessment
! Notifications
I
tn
a
QC
Incident/Event
Chapter 4. PLANNING CYCLE
41
-------
JANUARY 2016
Agenda:
1. PSC brings meeting to order, conducts roll call, covers
ground rules, and reviews agenda.
2. Develop or review/select objectives.
3. Develop tasks for Command and General Staff to ac-
complish.
4. Review previous decisions, priorities, and procedures.
5. Review any open actions from previous meetings.
6. Prepare for the Command and General Staff Meeting.
COMMAND AND GENERAL STAFF MEETING - At the ini-
tial 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 mem-
bers on the decisions, objectives, priorities, procedures, and
functional assignments (tasks) that the UC has discussed
and reached agreement on. Ensuing Command and General
Staff Meetings will cover any changes in Command direction,
and review open actions and status of assigned tasks.
When: Prior to Tactics Meeting.
Facilitator: PSC.
Attendees: IC/UC Members, Command and General Staff,
and Situation Unit Leader (SITL).
Chapter 4. PLANNING CYCLE
42
-------
JANUARY 2016
General Tasks
Command
o Review all decisions,
direction, objectives, priorities
and procedures;
a Review response emphasis:
u Present/review functional
work assignments (tasks) to
the Command and General
Staff members; and
o Review status of open acti
and work assignments (tasks)
from previous meetings.
Operations
a Provide update on current
operations.
mmmm
u Facilitate and document
meeting;
j Set up meeting room; and
j Ensure meeting is
documented and distribute
meeting materials.
Situation Unit Leader
a Provide update on current
situation and projections if
available.
Tactics
Meeting
Preparing for 1
the Planning
Meeting
Preparing
for the
Tactics
Meeting
Command &
General Staff
Meeting
Ongoing Field
Operations
planning
Meeting
IAP Prep &
Approval
Operations
Briefinq
iC/UC
Develops/Sets
Objectives
Meeting
Initial UC
Meeting
Execute Pian
& Assess
Progress
New Ops
Period Begins
5 Incident Brief
! iCS-201 Form
|Initial Response
J & Assessment
Notifications
O
c
o
a
-------
JANUARY 2016
Agenda:
1. PSC brings meeting to order, conducts roll call, covers
ground rules, and reviews agenda.
2. SITL conducts situation status briefing.
3. IC/UC:
a. Provides comments;
b. Reviews response policies, procedures, and guide-
lines;
c. Reviews direction and decisions;
d. Discusses incident objectives and priorities; and
e. Assigns functional tasks to Command and General
Staff members.
4. PSC facilitates open discussion to clarify priorities, ob-
jectives, assignments, issues, concerns, and open ac-
tions/tasks.
5. IC/UC provides closing comments.
Chapter 4. PLANNING CYCLE
44
-------
JANUARY 2016
PREPARING FOR THE TACTICS MEETING - During this
phase of the Operational Planning Cycle, the OPS and PSC
begin the work of preparing for the upcoming Tactics Meet-
ing. They review incident objectives to determine those that
are OPS' responsibility and consider Command priorities.
They will draft a work analysis matrix (a range of strategies
and tactics to meet those objectives assigned to OPS), an
ICS 215-EPAform, and an Operations Section organization
chart for the next operational period. Also, the Safety Officer
(SO) should begin to develop the Hazard Risk Analysis, ICS
215a-EPAform. The PSC should facilitate/support this pro-
cess to the greatest extent possible to ensure that the mate-
rial, information, resources, etc. to be presented in the Tac-
tics Meeting is organized and accurate.
When: Prior to Tactics Meeting.
Facilitator: PSC facilitates process.
Attendees: None. This is not a meeting but a period of time.
Chapter 4. PLANNING CYCLE
45
-------
JANUARY 2016
General Tasks
Operations
~ Develop draft strategies and
tactics for each operationally
oriented incident objective;
u Outline work assignments
(tactics) & required
resources: and
~ Develop/outline Operations
Section organization for next
operational period.
Planning
j Facilitate process;
~ Review incident objectives
and agree on those that are
the responsibility of the
Operations Section to
complete;
u Ensure technical specialists
are included and prepared to
contribute as appropriate; and
~ Present situation information
and provide projections.
Safety Officer
Begin to develop the Hazard
Risk Analysis ICS 215a-EPA
form.
~
Tactics
Meeting
Preparing i
the Piannii
Meeting
Preparing
for the
Tactics
Meeting
Command &
General Staff
Meeting
Planning1
Meeting
Ongoing Field
Operations
IAP Prep &
Approval
Operations
Briefing
IC/UC
Develops/Sets
Objectives
Meeting
Initial UC
Meeting
Execute Plan
& Assess
Progress
New Ops
Period Begins
[ Incident Brief
I 1CS-201
i
{Initial Response
! & Assessment
Notifications
« Incident/Event
-------
JANUARY 2016
support this tactical planning.
When: Prior to Planning Meeting.
Facilitator: PSC facilitates (as requested by OPS).
Attendees: PSC, OPS, Safety Officer, Logistics Section
Chief (LSC), Resource Unit Leader (RESL), and Situation
Unit Leader (SITL).
General Tasks
Operations
~ Brief current operations:
a Present strategies, tactics,
and resource needs using
ICS 215; and
~ Present Operations Section
Organization.
Planning
~ Facilitate meeting;
u Present current situation and
provide projections:
~ Present resources status;
a Document meeting: and
u Set up meeting room.
Safety
u Identify potential hazards and
recommend mitigation
measures.
Logistics
o Participate/contribute logistics
information as necessary:
u Verify support requirements;
and
~ Prepare draft ICS 204 form.
*
Tactics
Meeting
Preparing for!
the Planning
Meeting
Planning
Meeting
Preparing
for the
Tactics
Meeting
Command &
General Staff
Meeting
Ongoing Field
Operations
IAP Prep &
Approval
Operations
Briefing
IC/UC
Develops/Sets
\ Objectives
Meeting
Execute Plan
& Assess
Progress
New Ops
Period Begins
Initial UC
Meeting
J Incident Brief i
! ICS-201 !
i :
J Initial Response,
j & Assessment!
Notifications
Incident/Event
»
c
o
a
§
m
*3
2
c
Chapter 4. PLANNING CYCLE
47
-------
JANUARY 2016
Agenda:
1. As necessary, PSC brings meeting to order (as request-
ed by OPS), conducts roll call, covers ground rules, and
reviews agenda.
2. SITL reviews the current and projected incident situation.
3. PSC reviews incident objectives and ensures account-
ability for each.
4. OPS reviews the Operations Work Analysis Matrix (strat-
egy and tactics).
5. OPS reviews and/or completes a draft ICS 215-EPA form
which addresses work assignments, resource commit-
ments, contingencies, and needed support facilities (Re-
source Unit facilitates the development of the 215 form
in advance of the Planning Meeting).
6. OPS reviews and/or completes Operations Section orga-
nization chart.
7. SO identifies and resolves any critical safety issues.
8. LSC discusses and resolves any logistics issues.
9. PSC validates connectivity of tactics and incident objec-
tives.
10. Prepare ICS 215a-EPA form.
Chapter 4. PLANNING CYCLE
48
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JANUARY 2016
PREPARING FOR THE PLANNING MEETING - During this
phase of the Planning Cycle, the Section Chiefs and their
associated staff members begin preparing for the upcoming
Planning Meeting. Each Section Chief is responsible for en-
suring that his/her Planning Meeting responsibilities are met.
The PSC should facilitate this to the greatest extent possible
to ensure that the material, information, resources, etc. to
be used or discussed in the Planning Meeting are organized
and prepared. There should be no surprises in the Planning
Meeting. A"Pre-Planning Meeting" may be appropriate in
large multiagency operations to ensure that all parties have
an opportunity to see the proposed plan before the IC/UC
approval is requested.
When: After the Tactics Meeting and prior to the Plan-
ning Meeting.
Facilitator: PSC ensures the process continues between
meetings.
Attendees: None. This is not a meeting but a period of time.
Chapter 4. PLANNING CYCLE
49
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General Tasks
Incident Command
~ Provide guidance/clarification;
~ Monitor ongoing operations;
and
u As needed, meet informally
with appropriate staff
members.
Operations
u Continue operations;
a Prepare for Planning Meeting;
~ Work with PSC/RESL to
develop final draft of ICS 215
form; and
q Coordinate with other staff as
needed.
Planning
a Facilitate General Staff's arid
attendees' preparations for
Planning Meeting;
u Publish/distribute meeting
schedule and ensure
attendees know roles; and
u Prepare final draft of ICS 215
form (including resources).
Logistics
~ Prepare for Planning Meeting;
a Verify support requirements;
and
a Consider and order support
requirements.
Finance/Admin
j Prepare for Planning Meeting;
and
a Verify financial and
administrative requirements.
Tactics
Meetin
Preparing for
the Planning
Meeting
Planning
flk J§ _ iirra
rvieeiing
5a ring
for the
X actios
Meeting
Command &
General Staff
Meeting
Ongoing Field
Operations
lAP Prep &
Approval
Operations
Briefing
iC/UC
Develops/Sets
Objectives
Meeting
Initial UC
Meeting
Execute Plan
Progress
New Ops
Period Begins
T
Incident Brief
iCS-201
initial Response!
& Assessment t
c
o
a.
«
Q>
a:
Notifications
Incident/Event
Chapter 4. PLANNING CYCLE
50
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JANUARY 2016
PLANNING MEETING - This meeting defines incident ob-
jectives, strategies, and tactics, and identifies resource
needs for the next operational period. Depending on incident
complexity, this meeting should last no longer than 45 min-
utes. This meeting fine-tunes objectives and priorities, iden-
tifies and solves problems, and defines work assignments
and responsibilities on a completed ICS 215-EPAform (Op-
erations Planning Worksheet). Displays in the meeting room
should include Objectives ICS 202-EPAform for the next pe-
riod, large sketch maps or charts clearly dated and timed, a
poster-sized ICS 215a-EPAform or equivalent, a current re-
source inventory prepared by the Resource Unit, and current
situation status displays prepared by the Situation Unit. This
meeting provides the opportunity for Command and General
Staff to discuss and resolve any issues and concerns prior
to assembling the IAP. After review and updates are made,
Planning Meeting attendees commit to support the plan.
When: After the UC and Tactics Meetings.
Facilitator: PSC.
Attendees: Determined by IC/UC; generally IC/UC,
Command Staff, General Staff, Air Operations Branch Direc-
tor (AOBD), RESL, SO, SITL, and technical specialists as
required.
Chapter 4. PLANNING CYCLE
51
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JANUARY 2016
/
Tactics
Meeting
Preparing fori
the Planning
Meeting
Preparing
for the
Tactics
Meeting
Command &
General Staff
Meeting
Ongoing Field
Operations
Planning
Meeting
IAP Prep &
Approval
Operations
Briefing
IC/UC
Deveiops/Sets
k Objectives
.. Meeting
Execute Plan
& Assess
Progress
New Ops
Period Begins
Initial UC
Meeting
J Incident Brief
ICS-201
Initial Response!
& AssessmentI
Notifications
I
c
0
a
1
Incident/Event
General Tasks
Incident Command
Ensure all of Command's
direction, priorities, and
objectives have been met:
u Provide further direction and
resolve differences as
needed;and
~ Give approval of the proposed
plan.
Operations
~ Provide overview of current
OPS: and
~ Present plan of action
including: strategies, tactics,
contingencies, resources,
organization structure, and
overall management
considerations (e g.,
Divisions/Groups).
Planning
o Facilitate Planning Meeting
agenda:
o Brief present situation;
a Provide projections; and
a Address/resolve response
coordination issues as
needed and gain consensus.
Logistics
a Brief logistical support and
resource ordering status.
Finance/ Administration
o Brief administrative and
financial status/projections,
etc.
Command Staff
a Discuss and resolve any
Safety. Liaison, or media
considerations and issues.
Chapter 4. PLANNING CYCLE
52
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Agenda:
1. PSC brings meeting to order, conducts roll call, covers
ground rules, and reviews agenda.
2. IC/UC provides opening remarks.
3. SITL provides briefing on current situation, weather and
sea forecasts, and the potential for the incident to ex-
pand in scope.
4. PSC reviews Command's incident objectives, priorities,
decisions, and direction.
5. OPS provides briefing on current operations followed
with an overview on the proposed plan including strat-
egy, tactics/work assignments, resource commitment,
contingencies, Operations Section organization struc-
ture, and needed support facilities.
6. PSC reviews proposed plan to ensure that Command's
direction, priorities, and objectives are met.
7. PSC solicits final input and commitment to the proposed
plan from Command and General Staff.
8. PSC requests Command's approval of the plan as pre-
sented.
9. PSC issues assignments to appropriate IMT members
for developing IAP support documentation along with
deadlines.
Chapter 4. PLANNING CYCLE
53
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JANUARY 2016
INCIDENT ACTION PLAN (IAP) PREPARATION AND AP-
PROVAL -Attendees immediately prepare their assign-
ments for the IAP to meet the PSC deadline for assembling
the IAP components. The deadline will be early enough to
permit timely IC/UC approval and duplication of sufficient
copies for the Operations Briefing and for overhead.
When: Immediately following the Planning Meeting, the
PSC assigns the deadline for products.
Facilitator: PSC ensures the process continues between
meetings.
Attendees: None. This is not a meeting but a period of time.
Tactics
Preparing forlk P!annjng\
the Planning ^/Meeting
Meeting |r
Preparing
for the
Tactics
Meeting
Command &
Genera! Staff
Meeting
Ongoing Field
Operations
IAP Prep &
Approval
Operations
Briefing
I IC/UC
| Develops/Sets
\ Objectives
f\^Meeting
^SimTTiip™*"
Execute Plan
& Assess
Progress
New Ops
Period Begins
Initial UC
Meeting
Incident Brief
ICS-201
Initial Response
& Assessment
Notifications
< Incident/Event
«
c
o
a.
m
££
General Tasks
Incident Commander (IC/UC)
a Review, approve, and sign
IAP.
Operations
Provide required information
for inclusion into IAP;
u Communicate incident status
changes; and
u Work with Planning to ensure
that ICS 204(s) is/are
complete.
Planning
~ Facilitate General Staffs IAP
input;
u Ensure assignments and
expectations are clear:
u Provide completed IAP to
IC/UC for review/approval;
and
a Distribute completed IAP,
Logistics
a Provide logistics information
for IAP, and
a Verify resources ordered.
Finance/Administration
o Verify financial and
administrative requirements
for IAP.
Chapter 4. PLANNING CYCLE
54
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JANUARY 2016
Components of an IAP (use as pertinent)
1. Incident Objectives (ICS 202 form)
2. Organization List/Chart (ICS 203/207 forms)
3. Assignment List (ICS 204 form)
4. Communications Plan (ICS 205 form)
5. Medical Plan (ICS 206 form)
6. Incident Map
7. Weather, tide forecast
8. Safety Plan
9. Decontamination Plan
10. Waste Management or Disposal Plan
11. Demobilization Plan
12. Air Operations Summary (ICS 220 form)
Branch Director
13. Traffic Plan
Primary Responsibility
Resource Unit
Resource Unit
Resource Unit
Communications Unit
Medical Unit
Situation Unit
Situation Unit
Safety Officer
Technical Specialist
Technical Specialist
Demobilization Unit
Air Operations
Ground Support Unit
Chapter 4. PLANNING CYCLE
55
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JANUARY 2016
OPERATIONS BRIEFING - This 30-minute-or-less briefing
presents the IAP to the Operations Section oncoming shift
supervisors. After this briefing has occurred and during shift
change, outgoing supervisors should be interviewed by their
relief and by OPS to validate IAP effectiveness. The Divi-
sion/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.
When: About an hour prior to each shift change.
Facilitator: PSC.
Attendees: IC/UC, Command Staff, General Staff,
Branch Directors, Division/Group Supervisors, Task Force/
Strike Team Leaders (if possible), Unit Leaders, and others
as appropriate.
Chapter 4. PLANNING CYCLE
56
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JANUARY 2016
Tactics
Meeting
Preparing fori
the Planning
Meeting
Planning \
Meeting J
Preparing
for the
Tactics
Meeting
Ongoing Field
Operations
^ J
IAP Prep &
Approval
Operations
Briefing
Command &
Genera! Staff
Meeting
IC/UC
Develops/Sets
% Objectives
Meeting
Execute Plan
& Assess
Progress
New Ops \
Peiiod Begins J
a
1 ""
• Initial UC
i
J Meeting
initial Response
J Incident Brief
*, ICS-201
1
¦Initial Response
J & Assessment
I Notifications
i
• Incident/Event
S
General Tasks
Incident Command (IC/UC)
o Provide guidance/clarification;
and
~ Provide leadership presence.
Operations
~ Provide Operations Briefing
for next operational period;
and
Ensure ICS-204 tasking is
clear.
Planning
a Set up briefing area;
o Facilitate Command and
Genera! Staff and attendees
briefing responsibilities; and
~ Resolve questions.
Logistics
~ Brief any transportation,
communication, and supply
issues.
Finance/Administration
j Brief administrative Issues
and provide financial report.
Chapter 4. PLANNING CYCLE
57
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JANUARY 2016
Agenda:
1. PSC opens briefing, covers ground rules and agenda,
and takes roll call of Command and General Staff and
Operations personnel required to attend.
2. PSC reviews IC/UC incident objectives and changes to
the IAP (i.e., pen and ink changes).
3. IC/UC provides remarks.
4. SITL conducts Situation Briefing.
5. OPS discusses current response actions and accom-
plishments.
6. OPS briefs Operations Section supervisors.
7. LSC covers transport, communications, and supply up-
dates.
8. Finance/Administration Section Chief (FSC) covers fiscal
issues.
9. SO reviews safety issues, PIO briefs on public affairs
and public information issues, and Liaison Officer (LNO)
covers interagency issues.
PSC solicits final comments and adjourns briefing.
Chapter 4. PLANNING CYCLE
58
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JANUARY 2016
T »a r»i t
1 ll>b
fyippfj,,,,
mere: liny
Preparing fori
the Planning
Meeting
Preparing
for the
Tactics
Command &
Genera! Staff
Meeting
Ongoing Field
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Planning"
Meeting
IAP Prep &
Approval
Operations
Briefing
I 1C/UC
I Develops/Sets
\ Objectives
f\jVleeting
'wily
Initial UC
Meeting
Execute Plan
& Assess
Progress
Incident Brief
ICS-201
initial Response
& Assessment
Notifications
Incident/Event
a>
iA
c
O
Q.
KTi
New Ops
Period Begins
General Tasks
Incident Commander flC/UCI
~ Monitor ongoing incident
management activities; and
a Evaluate prior decisions,
direction, priorities, and task
assignments.
Operations (OPS)
~ Monitor ongoing operations
and make strategic and
tactical changes as
necessary;
Measure/ensure progress
against assigned objectives;
and
Brief Command on a
scheduled basis.
Planning
Ensure ongoing operational
information is being collected
and documented; and
a Develop new/revised incident
objectives and provide to
IC/UC.
Logistics
a Evaluate logistical support
effectiveness and make
organizational and procedural
adjustments as needed.
Finance/Administration
a Monitor ongoing operations to
ensure accurate and timely
administrative and financial
reporting.
Safety Officer
u Monitor ongoing operations
and correct unsafe practices;
and
o Evaluate effectiveness of the
Health and Safety Plan
(HASP).
Chapter 4. PLANNING CYCLE
59
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JANUARY 2016
ASSESS PROGRESS - Assessment is an ongoing, contin-
uous process to help adjust current operations and help plan
for future operations. Following the briefing and shift change,
all Command and General Staff Section Chiefs will review
the incident response progress and make recommendations
to the IC/UC in preparation for the next IC/UC Objectives
Meeting. The IC/UC should maintain close coordination with
the Regional Incident Coordinator (RIC) for situational up-
dates. This feedback/information is continuously gathered
from various sources, including Field Observers (FOBS), re-
sponder debriefs, and stakeholders (tools may include Situ-
ation Report, IAP, and WebEOC). IC/UC should encourage
Command and General Staff to get out of the ICP to view
firsthand the areas of the incident they are supporting.
SPECIAL PURPOSE MEETINGS
The Special Purpose Meetings are most applicable to larger
incidents requiring an Operational Period Planning Cycle, but
may be useful during Initial Response and Assessment.
BUSINESS MANAGEMENT MEETING - This under-30-min-
ute meeting develops and updates the operating plan for
finance and logistical support. The agenda could include:
documentation issues, cost sharing, cost analysis, finance
requirements, resource procurement, and financial summa-
ry data. Attendees normally include: FSC, Cost Unit Leader
Chapter 4. PLANNING CYCLE 60
-------
JANUARY 2016
(COST), LSC, SITL, and RESL.
AGENCY REPRESENTATIVE MEETING - This meeting is
held to update Agency Representatives and ensure that they
can support the IAR It is conducted by the LNO, and attend-
ed by Agency Representatives. It is most appropriately held
after the Planning Meeting to announce plans for the next
operational period. It allows for minor changes should the
plan not meet the expectations of the Agency Representa-
tives.
MEDIA BRIEFING - This meeting briefs media and the
public on the most current and accurate facts. It is set up
and moderated by the PIO, and features selected spokes-
persons. This brief must be held away from the ICP, and
is normally conducted at a Joint Information Center (JIC).
Spokespersons should be prepared by the PIO to address
anticipated issues. The briefing should be well-planned, or-
ganized, and scheduled to meet the media's needs.
TECHNICAL SPECIALIST MEETING - Meetings may be
held to gather technical specialist input to the IAP. As an ex-
ample, the Environmental Unit Leader (ENVL) may call to-
gether technical specialists to review proposed tactics for the
IAP.
Chapter 4. PLANNING CYCLE
61
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JANUARY 2016
CHAPTER 5
RESOURCE ORDERING, INCIDENT SITUATION DIS-
PLAYS, AND FORMS
RESOURCE REQUEST AND ORDERING PROCESS
The acquisition process begins by submission of Incident
Command System (ICS) Form 213-RR-EPA requesting
equipment or personnel. This request form can be used for
tactical equipment (booms, vacuum trucks, frac tanks, etc.),
non-tactical resources (trailer, crush and run, ice, etc.), or
personnel (Scientific Support Coordinator, Field Observer,
statistician, etc.). The form must be approved by a member
of Command or General Staff. The Resource Unit is respon-
sible for maintaining the status of all assigned tactical re-
sources at a response. The Logistics Section Chief (LSC)
will work with the impacted Region, backup Regions, special
teams, and EPA Headquarters (HQ) to determine if the re-
source can be provided from within the Agency or Unified
Command (UC) if established. If the resource cannot be
obtained within the Agency or UC, the LSC will forward the
ICS 213-RR-EPA form to the Finance/Administration Section
Chief (FSC) to initiate the procurement process.
This process is managed by maintaining a status-keeping
system indicating the current location and status of all re-
Chapter 5. RESOURCE ORDERING, INCIDENT SITUATION DISPLAYS,
AND FORMS
62
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JANUARY 2016
sources. This can be a daunting task, so developing a sys-
tem early, briefing incoming personnel on the resource re-
quest and ordering process, and maintaining the appropriate
forms is essential. The use of purchase cards and executing
warrant authority outside the requisition ordering process
makes it very difficult to track assets during the response
and to account for assets following the incident, when the
audit by the Office of the Inspector General (OIG) usually
begins.
The Incident Commander (IC) must make it clear that the
Resource Unit, Logistics Section, and Finance/ Administra-
tion Section are the primary mechanisms for obtaining equip-
ment or personnel during a large response. Under no cir-
cumstances is this process intended to slow the pace of the
response. If the requisition process does not meet the needs
of response personnel, the IC should be notified immediate-
ly. At that time, the IC may direct an On-Scene Coordinator
(OSC) to utilize his/her purchase card or warrant authority to
prevent damage to the environment or risk impacting human
health. Additional information can be found in the Resource
Unit Leader (RESL) Job Aid, the Logistics Section Chief
(LSC) Job Aid, and the Finance/Administration Section Chief
(FSC) Job Aid.
INCIDENT SITUATION DISPLAY
The collection and display of information about an incident
Chapter 5. RESOURCE ORDERING, INCIDENT SITUATION DISPLAYS, 63
AND FORMS
-------
JANUARY 2016
and the nature and status of response operations is a criti-
cal aspect of establishing and maintaining a command and
control environment, and promotes effective and efficient
communications. Ideally, pre-designated status boards and/
or video projection screens should be used for display to en-
sure that critical information is captured and presented in a
clear and logical fashion.
Status boards and video display that depict information that
is of use to two or more Sections in an Incident Command
Post (ICP) should be grouped together in an area called the
Incident Situation Display. The Incident Situation Display
should be viewed as the one place in an ICP where anyone
can go, at any time, to learn about the nature and status of
an incident and response operations.
Status boards in the Incident Situation Display should be
limited in number and should be displayed in an ordered
fashion to ensure that they impart an integrated and coher-
ent message concerning: (1) the incident (e.g., nature, lo-
cation, and extent of the incident, status of resources, type
and quantity of resources, and the environmental conditions
affecting the response); and (2) the nature and status of re-
sponse operations to address the incident. Figure 5-1: Inci-
dent Situation Display presents an example of an Incident
Situation Display layout that is consistent with a left to right
viewing.
Chapter 5. RESOURCE ORDERING, INCIDENT SITUATION DISPLAYS,
AND FORMS
64
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JANUARY 2016
An Incident Situation Display should be established and
maintained by the Situation Unit Leader (SITL) and RESL. It
should be situated in a highly visible and easily accessible
location, in close proximity to the Planning Section and eas-
ily accessible to the Operations Section. Since the ICP is an
active area, the Incident Situation Display should be located
away from areas subject to heavy foot traffic.
Although an Incident Situation Display is established and
maintained by personnel in the Planning Section, it belongs
to everyone in the ICS. To the extent that the Incident Situa-
tion Display contains information about activities underway in
other Sections, it is the obligation of appropriate personnel in
those Sections to work with the Planning Section to ensure
information posted in the Incident Situation Display is ac-
curate and up-to-date. It is likewise the responsibility of the
status board monitors within the Situation Unit to seek out
sources and establish paths and schedules for needed infor-
mation.
As time allows, black-and-white, 8" by 11" versions of the
status board information should be prepared. These docu-
ments should be time-stamped and distributed within ICS
and remotely, and copies should be made available at the
Incident Situation Display.
Chapter 5. RESOURCE ORDERING, INCIDENT SITUATION DISPLAYS,
AND FORMS
65
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JANUARY 2016
This is an example of status boards for Incident Situation
Display, for planning purposes only.
FIGURE 5-1: INCIDENT SITUATION DISPLAY
Chapter 5. RESOURCE ORDERING, INCIDENT SITUATION DISPLAYS,
AND FORMS
66
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JANUARY 2016
ICS FORMS
To assist with information management during response ac-
tivities, responders at all levels should make the best use of
the most applicable ICS forms. The National Wildfire Coor-
dinating Group (NWCG) forms are the longstanding conven-
tional ICS forms that are most commonly used throughout
the emergency services community and are designed based
upon firefighting operations (e.g., ICS 215 form tracks pump-
ers, bulldozers, and other firefighting apparatuses). U.S.
Coast Guard (USCG)-modified forms have been prepared
to align more closely with oil spill response operations (e.g.,
ICS 215-CG form tracks oil skimmers, vacuum trucks, and
other oil spill response equipment). The EPA-modified forms
have been prepared to track resources associated with con-
ventional Superfund removal operations (e.g., ICS 215-EPA
form tracks equipment operator, cleanup technician, chem-
ist). Depending on the nature of an incident, any of these
may be most suitable to the event. If working within a UC, or
assisting with another agency's Incident Management Team
(IMT), responders may also encounter the use of other modi-
fied forms that are also suitable for the event.
The forms listed in this section are identified as reference
only. Each of the forms listed below is available on epaosc.
org under "Forms and Boilerplate documents". The following
website links directly to the ICS forms page:
Chapter 5. RESOURCE ORDERING, INCIDENT SITUATION DISPLAYS, 67
AND FORMS
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JANUARY 2016
EPA-MODIFIED ICS FORMS
ICS FORMS
FORM TITLE
EDITION DATE
ICS-201-EPA
Incident Briefing
January 2011
ICS-202-EPA
Incident Objectives
January 2011
ICS-203-EPA
Organization Assignment List
January 2011
ICS-204-EPA
Division Assignment List
January 2011
ICS-204a-EPA
Assignment List
January 2011
ICS-205-EPA
Radio Communications Plan
January 2011
ICS-205a-EPA
Incident Communications Plan
January 2011
ICS-206-EPA
Medical Plan
January 2011
ICS-207-EPA
Incident Organization Chart
January 2011
ICS-208HM-EPA
Hazardous Materials Site Safety
and Control Plan
July 2014
ICS-210-EPA
Status Change
January 2011
ICS-211-EPA
Check-In List
January 2011
ICS-211e-EPA
Equipment Sign-In
January 2011
ICS-213-EPA
General Message
January 2011
ICS-213-RR-EPA
Resource Request Form
January 2011
ICS-214-EPA
Unit Log
January 2011
ICS-215-EPA
Operational Planning Worksheet
January 2011
ICS-215a-EPA
Incident Action Plan
Safety Analysis
January 2011
ICS-218-EPA
Support Vehicle Inventory
January 2011
ICS-221-EPA
Demobilization Plan
January 2011
ICS-230-EPA
Meeting Agenda
January 2011
ICS-231-EPA
Meeting Summary
January 2011
ICS-234-EPA
Work Analysis Matrix
January 2011
Chapter 5. RESOURCE ORDERING, INCIDENT SITUATION DISPLAYS,
AND FORMS
68
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JANUARY 2016
CHAPTER 6
ENVIRONMENTAL DATA MANAGEMENT
Environmental data management is a crucial area of envi-
ronmental response. It is the basis for meaningful risk com-
munication with the public and other first responders. Envi-
ronmental data is managed in the Planning Section of the
Incident Command System (ICS), preferably in an Environ-
mental Unit, given span of control and other organizational
issues as determined by the Incident Commander (IC). This
chapter is largely about the operations and processes of the
Environmental Unit in managing environmental data. The re-
sponsibilities of technical specialists within the Environmen-
tal Unit can be found in Chapter 9 - Planning Section.
The National Incident Management System (NIMS) discuss-
es the establishment of an Environmental Unit within the
Planning Section to facilitate interagency environmental data
management, monitoring, sampling, analysis, and assess-
ment. It is expected that most, if not all, EPA responses will
include the establishment of an Environmental Unit within
the Planning Section. It should be noted however, that some
of the functions of an Environmental Unit may be assigned to
a Technical Working Group (TWG), established either within
the Planning Section or in Command Staff reporting directly
to the Incident Commander.
Chapter 6. ENVIRONMENTAL DATA MANAGEMENT
69
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JANUARY 2016
The Environmental Unit is responsible for scientific support
associated with a response, including the following:
¦ Support for response approaches including technolo-
gies;
¦ Modeling and data interpretation;
¦ Natural resources and ecological issues;
¦ Establishment of standard methods and permitting is-
sues;
¦ Sampling and Analysis Plans; and
¦ Quality Assurance and Control Plans.
Personnel assigned to the Environmental Unit may include
technical specialists in sampling and analytical methods,
site response technologies, data management, hazardous
material characterization, risk assessment, stabilization, site
characterization, decontamination, cleanup, and waste man-
agement. The Environmental Unit, which is located in the
Planning Section, conducts the following activities: partici-
pates in developing sampling and analysis plans; receives
field data from the Operations Section from laboratory sup-
port; verifies, interprets, and manages the data; and advises
the IC and Command Staff on findings, data gaps, and pre-
cautionary measures.
The Environmental Unit may comprise Agency representa-
Chapter 6. ENVIRONMENTAL DATA MANAGEMENT
70
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JANUARY 2016
tives, private industry, and academia. It is anticipated that the
Environmental Unit will coordinate with other Federal assets
that generate and interpret data, such as the Federal Ra-
diological Monitoring and Assessment Center (FRMAC), the
Interagency Modeling and Atmospheric Assessment Center
(IMAAC), National Atmospheric and Oceanic Administration
(NOAA), U.S. Fish and Wildlife Service (USFWS), and the
U.S. Fire Administration (USFA). Additionally, a Science Unit
or TWG may be established during the response to address
emerging issues (such as dispersant use during the Deep
Water Horizon response) and to ensure technical and stake-
holder outreach.
During a Nationally Significant Incident, an additional Head-
quarters (HQ) Environmental Unit will be established in the
HQ Emergency Operations Center (EOC). The function of
the HQ Environmental Unit is to support field operations by
providing additional data quality control, coordinating with
outside groups such as the Science Advisory Board, working
with the Office of Public Affairs (OPA) to craft incident-specif-
ic information for the media, and providing risk assessments
for the general public. The HQ Environmental Unit should
work in close coordination with the field Environmental Unit
and the Scientific Support Coordinator (SSC) in Command
Staff. The purpose of the HQ Environmental Unit is to coor-
dinate with and support the field Environmental Unit through
the following activities:
¦ External coordination with national political leadership
and other Federal (including Agency for Toxic Substanc-
Chapter 6. ENVIRONMENTAL DATA MANAGEMENT 71
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JANUARY 2016
es and Disease Registry (ATSDR) and U.S. Army Corps
of Engineers (USACE)) and state agencies (via support
from the regions);
¦ Internal coordination with other EPA offices, including the
Office of the Administrator, the Office of General Coun-
sel, the Office of External Affairs and Environmental
Education, the Office of Air and Radiation, the Office of
Water, the Office of Enforcement and Compliance As-
surance, and other appropriate offices;
¦ Analytical data management review and interpretation;
¦ Quality assurance;
¦ Hazard or risk assessments;
¦ Coordinating technical issues with various regions such
as debris management;
¦ Dissemination of information to the public and the media;
and
¦ Ensuring information technology systems are in place for
posting data on the Web and providing geographic in-
formation systems (GIS) support.
ADDITIONAL RESPONSIBILITIES OF THE ENVIRON-
MENTAL UNIT
The Environmental Unit may have additional responsibilities,
Chapter 6. ENVIRONMENTAL DATA MANAGEMENT
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depending on the incident, including, but not limited to:
¦ Using the appropriate technical approach to make recommenda-
Hons regarding the protection of public health, welfare, and
the environment;
¦ Developing plans to assess special environmental con-
ditions or impacts related to an incident, and evaluating
strategies to minimize those impacts;
¦ Evaluating data collected for usability, and communicat-
ing the information to the rest of the IMT as needed;
¦ Using models that are relevant to the specific conditions
of the incident, and communicating the limitations and
assumptions associated with models to the Planning
Section Chief (PSC) and stakeholders;
¦ Performing short-term and long-term risk assessment,
as appropriate, to determine action and cleanup levels;
and
¦ Assessing the environmental conditions or impacts relat-
ed to an incident and developing strategies to minimize
those impacts.
An example of a possible Environmental Unit structure is
depicted in Figure 6-1: Example of an Environmental Unit in
Incident/Unified Command.
OPERATIONS SECTION AND PLANNING SECTION IN-
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TEROPERABILITY
The sharing of information and technical assistance should
be commonplace among the Command and General Staff,
as depicted in Figure 6-2: Environmental Unit's Relationship
with Other Incident Command Functions. Coordination must
occur between Operations Section and Planning Section
personnel to develop the technical/tactical elements of the
response action.
The responsibility for the development of plans is shared
by the Operations Section and Planning Section. Strategic
planning is the responsibility of the Planning Section. Tacti-
cal planning and implementation is the responsibility of the
Operations Section. The Environmental Unit will provide
technical expertise to the Operations Section to ensure that
the technical approach in the specified operational period is
effective. (Note: If established, this should be in consultation
with any TWGs or the SSC.) The Environmental Unit will as-
sist the incident command through the development of sam-
pling plans, data analysis and interpretation, development of
environmental models, and technology evaluation.
In some cases technical specialists may be assigned to and
stay with a Division/Group in the Operations Section. For ex-
ample, an Air Monitoring Specialist is needed to support mul-
tiple Groups performing air monitoring in the Operations Sec-
tion, and he/she is also needed to evaluate data coming into
Chapter 6. ENVIRONMENTAL DATA MANAGEMENT 74
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the Situation Unit or Environmental Unit. Since the technical
specialist is critical to the implementation of an operation, he/
she would be assigned to the Operations Section.
It is extremely important that Environmental Unit delivera-
bles/products are passed through the Environmental Unit
Leader (ENVL) and PSC to the Incident Commander/Unified
Command (IC/UC) prior to dissemination, use, or implemen-
tation. It is critical that the ENVL coordinate all facets of the
Unit's mission and the various agencies' and organizations'
interests, concerns, and technical expertise with the PSC,
Command Staff, and IC/UC as a recommendation, opinion,
or proposed action plan. When an Environmental Unit is es-
tablished at HQ, deliverables/products need to be coordi-
nated with the HQ Environmental Unit before being finalized
and sent to the PSC in the IMT.
TECHNICAL SPECIALISTS WITHIN THE ENVIRONMEN-
TAL UNIT
The Environmental Unit, if the specific incident warrants,
could address multiple technical issues or functions to prop-
erly support the Incident/Unified Command. Only those tech-
nical functions needed for a specific response should be in-
corporated into the Environmental Unit.
Examples of technical specialists include:
Chapter 6. ENVIRONMENTAL DATA MANAGEMENT
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¦ Analytical Coordinator
¦ Quality Assurance Coordinator
¦ Laboratory Coordinator
¦ Sampling and Monitoring Plan Coordinator
¦ Modeling Analysis Coordinator
¦ Data Management Specialist
¦ Data Assessment and Interpretation Coordinator
¦ Data Assessment Interpreter
¦ Ecological Assessment Coordinator
¦ Health Assessment Coordinator
¦ Response Technology Specialists (may include):
- Oil Spill Technical Specialist
- Technical Specialists in Chemical and Biological
Agents
- Radiological Technical Specialist
The major responsibilities of technical specialists may
elude:
a. Scientific support for specific response
¦ Decontamination
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¦ Site characterization
¦ Waste management
¦ Cleanup, removal, and remediation
¦ Chemical, biological, radiological, or nuclear
(CBRN) agents and/or other specific pollutant
expertise
¦ Development of site cleanup and hazardous ma-
terials waste management plans
b. Modeling
¦ Air, ground water, surface water
¦ Discharge from a point source
¦ Oil trajectory
¦ Contaminant fate and transport
c. Natural Resources and Ecological Issues
¦ Environmental impacts (e.g., seafood tainting,
wildlife impacts)
¦ Identification of natural resources (e.g., wildlife,
habitats, sanctuaries, and refuge areas)
¦ Endangered Species Act (ESA)
¦ Historic and cultural resources
¦ Wildlife protection strategies
Chapter 6. ENVIRONMENTAL DATA MANAGEMENT 77
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d. Analytical Issues
¦ Sampling and analytical plans
¦ Coordination of analytical work
¦ Coordination and/or identification and use of lab-
oratory resources
e. Quality Assurance
f. Data Management
¦ Identify and consolidate all data streams
¦ Develop Federal Data Reporting Requirements
¦ Support the IMT by providing technical and poli-
cy guidance on data issues
¦ Mobilize and manage a dedicated Federal Data
Management Unit
g. Data and Interpretation
¦ Data assessment and interpretation
¦ Risk assessment and toxicology
¦ Participate in the determination of the extent of
site contamination
h. Health Assessment
¦ Coordinate assessment with Centers for Dis-
ease Control and Prevention (CDC) and ATSDR,
Chapter 6. ENVIRONMENTAL DATA MANAGEMENT 78
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and other appropriate Federal, state, or local
health agencies
LONG-TERM PLANNING, SCIENCE, AND AREA COM-
MAND COORDINATION
Actions identified during the emergency response phase
should be addressed and documented as the response
progresses to ensure that information and data are not lost
during the transition. The identified actions will transition to
another program. If an Area Command (AC) is established,
it is anticipated that the AC would support much of the non-
field functional science and technical work (see Chapter 13
-Area Command for the role of the AC Environmental Unit).
Area Command, if established, should be able to assist in
identifying the programs that would have jurisdiction over
specific aspects of the incident following the initial response
action (e.g., the water program, remedial program, or air pro-
gram).
EPA's Office of Emergency Management (OEM) has estab-
lished and maintains the Environmental Response Labo-
ratory Network (ERLN) to provide national environmental
laboratory analytical capabilities and capacities necessary
for effective and timely response to environmental contam-
ination resulting from a natural disaster, a terrorist attack, a
national threat event associated with CBRN agents, or other
Nationally Significant Incidents. The ERLN builds upon ex-
isting networks and infrastructure, and is developing testing
capability and capacity to meet EPA's responsibilities for sur-
veillance, response, and recovery from incidents involving
CBRN agents. OEM coordinates with other EPA programs
and laboratories as well as works with other Federal or state
agencies to leverage resources and develop necessary labo-
Chapter 6. ENVIRONMENTAL DATA MANAGEMENT
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ratory capacity to meet the nation's needs for environmental
analyses associated with a nationally significant incident or
a CBRN event. As such, OEM should be contacted prior to
contacting or obtaining laboratory services from these other
providers such as the Laboratory Response Network (LRN)
or the Food Emergency Response Network (FERN).The
ERLN can be contacted through the HQ EOC or HQ Envi-
ronmental Unit, if established.
Chapter 6. ENVIRONMENTAL DATA MANAGEMENT
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FIGURE 6-1: EXAMPLE OF AN ENVIRONMENTAL UNIT IN INCIDENT/UNIFIED
COMMAND
00
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Chemical,
Biological, arid
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Assessment
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FIGURE 6-2: ENVIRONMENTAL UNIT'S RELATIONSHIP WITH OTHER INCIDENT
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Incident Commander/
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00
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CHAPTER 7
COMMAND STAFF
INCIDENT COMMANDER*
Liaison Officer
Agency Representative
Public Information Officer
Safety Officer
Critical Incident Stress
Management Specialist
Scientific Support Coordinator
Intelligence/Investigations
Function
FIGURE 7-1: COMMAND STAFF ORGANIZATION CHART
*lf additional command staff positions are established by the Inci-
dent Commander (IC), a deputy IC position should also be estab-
lished to assist with maintaining an effective span of control.
Chapter 7. COMMAND STAFF
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POSITION CHECKLISTS
INCIDENT COMMANDER (IC) - The IC is responsible for
overall incident management. In many incidents, the com-
mand activity is carried out by a single IC. For the U.S. En-
vironmental Protection Agency (EPA), the IC is normally the
lead On-Scene Coordinator (OSC) assigned to the response.
Although there are numerous OSCs filling critical positions
within the Incident Management Team (IMT), the lead OSC,
by regulation, is responsible for the overall management of
the incident. The IC determines the incident objectives and
coordinates with the Regional Incident Coordinator (RIC) to
implement management objectives. However, senior leader-
ship will play a role during a large-scale response.
The IC may have one or more deputies, who may be from
the same agency or from an assisting agency. Deputies may
also be used at Section and Branch levels of the Incident
Command System (ICS) organization. Deputies 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 IC are:
a. Review Common Responsibilities (page 3-1);
b. Assess the situation and/or obtain a briefing from the
prior IC and RIC;
c. Set incident objectives, which are established to ef-
fectively meet the mission and priorities established
Chapter 7. COMMAND STAFF 84
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by the Agency (as communicated through the RIC).
This is done in concert with response partners at the
Initial Unified Command (UC) Meeting and may be
revised at subsequent IC/UC Objectives Meetings as
time moves forward;
d. Ensure adequate resources are devoted to Liaison
staff to assure that Environmental Justice and tribal
issues receive appropriate attention;
e. Establish the immediate priorities;
f. Establish an Incident Command Post (ICP);
g. Establish an appropriate organizational structure to
achieve management and incident objectives;
h. Ensure Planning Meetings are scheduled as re-
quired;
i. Approve and authorize the implementation of the In-
cident Action Plan (IAP);
j. Ensure that adequate safety measures are in place,
including a Health and Safety Plan (HASP);
k. Coordinate activity for all Command and General
Staff;
I. Coordinate with key people and officials;
m. Approve requests for additional resources or for the
release of resources;
n. Maintain clear and effective communications and in-
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formation sharing with the RIC;
o. In coordination with the Public Information Officer
(PIO), the Headquarters (HQ) PIO Unit (if estab-
lished) and the Office of Public Affairs (OPA), autho-
rize release of information to the news media;
p. Ensure Incident Status Summary (ICS 209 form and/
or Situation Report) is completed and forwarded to
appropriate authority;
q. Order the demobilization of the incident when appro-
priate;
r. Monitor the operation and effectiveness of the ICS
organization; and
s. Maintain Unit/Activity Log (ICS 214 form).
PUBLIC INFORMATION OFFICER (PIO) - The PIO is re-
sponsible for developing and releasing (upon approval by the
IC and in coordination with the HQ OPA) information about
the incident to the news media and the public. Only one PIO
will be assigned for each incident command, including inci-
dents operating under UC. The PIO may designate Assis-
tant PIOs to carry out the various information needs of the
response. The assistants may also originate from assisting
agencies or jurisdictions.
For Nationally Significant Incidents, the role of the HQ Emer-
gency Operations Center (EOC) PIO comes into play. The
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HQ EOC PIO becomes responsible for coordinating closely
with the PIOs in the region(s) and field IMT(s), developing
and releasing information about the incident to the news me-
dia, ensuring that information gets posted on the EPA public
internet site, and ensuring compliance with the National Ap-
proach to Response (NAR) Crisis Communications Plan.
The PIO has the following specific responsibilities:
a. Review Common Responsibilities (page 3-1);
b. Coordinate with OPA when required under the Crisis
Communications Plan;
c. Gather incident data;
d. Determine, in consultation with the IC/UC and OPA,
if there are any limits on information release;
e. Develop material for use in media briefings;
f. Obtain IC/UC's approval of media releases;
g. Conduct media briefings;
h. Arrange for tours and other interviews or briefings
that may be required;
i. Obtain media information that may be useful to inci-
dent planning;
j. Maintain current information summaries on the inci-
dent and provide information on status of incident to
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assigned personnel;
k. Analyze public perceptions of the response;
I. Establish Emergency Support Function (ESF) #10
Joint Information Center (JIC) or coordinate with an
established JIC to consolidate public information offi-
cials from multiple jurisdictions;
m. Provide for security of information when necessary;
n. Develop and implement community relations pro-
grams;
o. Ensure that community relations activities are effec-
tively coordinated with other Command and General
Staff functions. This includes outreach, in coordina-
tion with the Command Staff Liaison Officer (LNO),
to vulnerable populations during the course of the re-
sponse in collaboration with regional Environmental
Justice and tribal offices;
p. Ensure the community input feedback and issues
are effectively coordinated with the LNO; and
q. Maintain Unit/Activity Log (ICS 214 form).
The PIO may designate assistants to perform subsets of
these responsibilities, as shown in Figure 7-2: Public Infor-
mation Personnel Organizational Structure.
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FIGURE 7-2: PUBLIC INFORMATION PERSONNEL ORGANI-
ZATIONAL STRUCTURE
Assistant PiO/
Internal Affairs:
Planning and
Publications
Public Information
Officer
Assistant PIO/
External Affairs:
Media and Public
Relations
Assistant
PlO/Community
Relations
LIAISON OFFICER (LNO) - Incidents that are multijurisdic-
tional, or that have several agencies involved, may require
the establishment of the LNO position on the Command
Staff. Only one LNO will be assigned for each incident, in-
cluding incidents operating under Unified Command and
multijurisdictional incidents. The LNO may have assistants
as necessary, and the assistants may also represent assist-
ing agencies or jurisdictions.
The LNO is the point of contact for personnel assigned to
the incident by assisting or cooperating agencies. These are
personnel other than those on direct tactical assignments or
those involved in a UC. The major responsibilities of the LNO
are:
a. Review Common Responsibilities (page 3-1);
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b. Be a contact point for Agency Representatives;
c. If applicable, coordinate with EPA representative at
the Joint Field Office (JFO);
d. Maintain a list of assisting and cooperating agencies
and Agency Representatives;
e. Establish and coordinate contact with key stakehold-
ers;
f. Assist in establishing and coordinating interagency
contacts;
g. Keep agencies supporting the incident aware of inci-
dent status;
h. Monitor incident operations to identify current or po-
tential inter-organizational problems;
i. Participate in Planning Meetings and provide current
resource status, including limitations and capabilities
of assisting agency resources;
j. Maintain log of specific Agency issues and concerns;
k. Coordinate Congressional Inquiries with EPA's Office
of Congressional and Intergovernmental Relations;
I. Brief Command on Agency issues and concerns;
m. Ensure Environmental Justice issues are addressed
in a timely manner and briefed to the IC/UC as nec-
essary;
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n. Coordinate volunteer activity. Work closely with the
Volunteer Coordinator (VOLC) position (if estab-
lished) and/or the Corporation for National and Com-
munity Service (CNCS) if used to manage volun-
teers;
o. Coordinate frequently regarding Environmental Jus-
tice issues and outreach to vulnerable populations
with the Command Staff PIO, who has responsibility
for community outreach activities;
p. Coordinate with the PIO with respect to public infor-
mation needs (e.g., VIP visits and specific informa-
tion requests);
q. Ensure community concerns are addressed in a
timely manner and brief to the IC as necessary; and
r. Maintain Unit/Activity Log (ICS 214 form).
AGENCY REPRESENTATIVE - In many multijurisdictional
incidents, an agency or jurisdiction may send a represen-
tative who is not on direct tactical assignment, but rather is
present to assist in coordination efforts. An Agency Repre-
sentative is an individual assigned to an incident from an as-
sisting or cooperating agency, who has been delegated au-
thority to make decisions on matters affecting that agency's
participation at the incident.
Agency Representatives report to the LNO, or to the IC in
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the absence of an LNO. The major responsibilities of the
Agency Representatives are:
a. Review Common Responsibilities (page 3-1);
b. Report to the LNO at the ICP after check-in;
c. Ensure that all agency resources are properly
checked in at the incident;
d. Obtain briefing from the LNO or IC;
e. Inform assisting or cooperating agency personnel
assigned to the incident that the Agency Represen-
tative position for that agency has been filled;
f. Attend briefings and Planning Meetings as required;
g. Provide input on the use of agency resources unless
resource technical specialists are assigned from the
agency;
h. Cooperate fully with the IC and the General Staff on
agency involvement at the incident;
i. Ensure the well-being of agency personnel assigned
to the incident;
j. Advise the LNO of any special agency needs or re-
quirements;
k. Report to home agency dispatch or headquarters on
a prearranged schedule;
I. Ensure that all agency personnel and equipment are
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properly accounted for and released prior to depar-
ture;
m. Ensure that all required agency forms, reports, and
documents are completed prior to demobilization;
n. Have a debriefing session with the LNO or IC before
demobilization; and
o. Maintain Unit/Activity Log (ICS 214 form).
SAFETY OFFICER (SO) - The SO is responsible for the
overall safety of the incident within the scope of the IMT. The
SO's function is to develop and recommend measures for
ensuring personnel safety, and to assess and anticipate haz-
ardous and unsafe situations.
On an EPA incident, there will always be an EPA SO as-
signed. Only one SO will be designated for each incident.
The SO may have Assistant Safety Officers (ASOs) as nec-
essary. The ASOs may be from assisting agencies or juris-
dictions. The ASO may have specific responsibilities such as
assisting with air monitoring or hazardous materials staging.
The ASO may be assigned by the SO to a Group or to a Divi-
sion to support a specific function. The major responsibilities
of the SO are:
a. Review Common Responsibilities (page 3-1);
b. Participate in meetings as required;
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c. Review and approve 1910.120-compliant HASP;
d. Identify hazardous situations associated with the in-
cident;
e. Provide safety message at Operations Briefing and
conduct safety briefings in the field;
f. Exercise emergency authority to prevent or stop un-
safe acts;
g. Investigate accidents that have occurred within the
incident area;
h. Assign ASOs as needed;
i. Review and approve the medical plan;
j. Develop Hazardous Materials Site Safety & Control
Plan (ICS 208-HM form) or equivalent;
k. If applicable, ensure contractors' safety plans are
consistent with the 1910.120-compliant HASP;
I. Review site-specific Decontamination Plan;
m. Ensure medical monitoring for work in the Exclusion
Zone;
n. Conduct safety briefings;
o. Work closely with the Operations Section Chief
(OPS) to develop the Safety Analysis of Tactical Ap-
plications (ICS 215a-EPAform) and transfer relevant
information to Special Instructions box on ICS 204
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form;
p. Interface with the JFO SO and with SOs from the
participating Federal, state, local, and tribal govern-
ment agencies;
q. Inform appropriate Agency Representatives of in-
cidents or accidents requiring follow-up actions for
their personnel;
r. Evaluate need for Critical Incident Stress Manage-
ment (CISM) and request resources as needed; and
s. Maintain Unit/Activity Log (ICS 214 form).
CRITICAL INCIDENT STRESS MANAGEMENT (CISM)
SPECIALIST - The CISM Specialist is responsible for iden-
tifying and securing the immediate response and services of
sufficient CISM team members necessary to carry out CISM
duties to provide for the psychological and emotional needs
of all EPA personnel involved in a major incident. The CISM
Specialist is the point-of-contact (POC) for all requests for
CISM services and is responsible for the appropriate assign-
ments and duties of all CISM team members involved in the
incident. The CISM Specialist's specific tasks are:
a. Review Common Responsibilities (page 3-1);
b. Ensure there is at least one dedicated phone for
CISM within the ICP;
c. Ensure all response personnel involved in the re-
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sponse have timely access to CISM team members;
d. Ensure proper listing with the ICP of all CISM team
members and their necessary contact phone num-
bers while assigned in the area;
e. Coordinate CISM team access;
f. Establish and maintain working relationships with
chaplain services (if available during a response) to
cross reference needs of responders and their fami-
lies;
g. Provide EPA responder family members (spouses,
children, and significant others) with access to CISM
members;
h. Attend all staff briefings and Planning Meetings as
required;
i. Ensure adequate number of CISM team members
present at all times to allow for rest, exercise, and
proper rotation of CISM personnel;
j. Ensure CISM team members are adequately de-
briefed following their involvement with CISM re-
sponse;
k. Establish communication and working relationships
with all other responding agencies providing mental
health assistance, especially the Red Cross, Salva-
tion Army, and other agency support personnel;
I. Maintain liaison with the other local response agen-
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cies to effectively refer appropriate non-EPA person-
nel for health assistance;
m. Maintain an accurate daily log of all activities, includ-
ing dates, times, and places where CISM activities
occurred; and
n. Maintain Unit/Activity Log (ICS 214 form).
SCIENTIFIC SUPPORT COORDINATOR (SSC) - The SSC
is a technical specialist and is defined in the National Oil and
Hazardous Substances Pollution Contingency Plan (NCP),
40 CFR 300.145, as the principal advisor to the IC for sci-
entific issues. The SSC is charged with gaining consensus
on scientific issues affecting the response, but also ensur-
ing that differing opinions within the scientific community are
communicated to the IC. Tasks include:
a. Review Common Responsibilities (page 3-1);
b. Attend Planning Meetings;
c. Determine resource needs;
d. Gain consensus on scientific issues affecting the
response, which should include Technical Working
Groups, the Environmental Unit, the JFO, etc.;
e. Coordinate with the Operations Section and the En-
vironmental Unit;
f. Act as the lead for external scientific workgroups;
g. Coordinate and communicate with the scientific com-
munity;
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h. Assist Operations Section and Planning Section
in ordering technical specialists needed for the re-
sponse;
i. Provide enhanced expertise and scientific support in
an incident;
j. Convene as needed, chair, and direct Technical
Working Groups;
k. Act as liaison to Environmental Clearance commit-
tees if established;
I. Have knowledge of and provide access to technical
resources available throughout the EPA response
community, Special Teams, research community, na-
tional laboratories, academia, and contractors;
m. Coordinate expertise from governmental agencies,
universities, community representatives, and indus-
try to assist the IC in evaluating the hazards and po-
tential effects of a hazardous release, and in devel-
oping response and restoration strategies; and
n. Maintain Unit/Activity Log (ICS 214 form).
INTELLIGENCE/INVESTIGATIONS FUNCTION - The In-
telligence/Investigations Function ensures law enforcement
investigation activities are coordinated with overall incident
management activities. This function may also be under the
OPS or Planning Section Chief (PSC). Tasks include:
a. Review Common Responsibilities (page 3-1);
b. Provide the IC with open-source, sensitive, and clas-
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sified information;
c. Allow IC to integrate Intelligence/Investigations with
current response activities;
d. Assist the IC in the determination of whether the inci-
dent is a result of criminal acts;
e. Provide the IC with direct links to the Federal Bu-
reau of Investigation (FBI), Joint Operations Center
(JOC), or other Multiagency Coordination (MAC)
centers;
f. Ensure the IC has access to technical specialists to
conduct Intelligence/Investigations operations; and
g. Maintain Unit/Activity Log (ICS 214 form).
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CHAPTER 8
OPERATIONS SECTION
OPERATIONS SECTION CHIEF
Deputy Operations
Section Chief |
Intelligence/
Investigations Function
Staging Area
Manager
Air Operations
Branch Director
Branch Director
(Up tO 5)
Divisior
Supervisor
i/Group
(up to 25)
Strike Team/Task
Force Leader
M
FIGURE 8-1: OPERATIONS SECTION ORGANIZATION CHART
Chapter 8. OPERATIONS SEDTIONS
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OPERATIONS SECTION CHIEF (OPS) - While the National
Incident Management System (NIMS) acronym for the Op-
erations Section Chief is OSC, EPA refers to this position
as OPS to avoid confusion with the acronym for On-Scene
Coordinator. The OPS, a member of the General Staff, is
responsible for the management of all operations directly
applicable to the primary mission. The OPS activates and
supervises organizational elements in accordance with the
Incident Action Plan (IAP) and directs its execution. The OPS
also directs the preparation of Unit operational plans, re-
quests or releases resources, makes expedient changes to
the IAP as necessary, and reports such to the Incident Com-
mander (IC). The major responsibilities of the OPS are:
a. Review Common Responsibilities (page 3-1);
b. Conduct operational briefings with operational staff;
Develop operations portion of IAP and complete Inci-
dent Command System (ICS) 215 form;
c. Continually communicate and share information with
the Planning Section;
d. Recommend operational period length;
e. Determine the need for additional resources and
place all resource requests through the Logistics
Section;
f. Supervise the Operations Section including assign-
ing and evaluating work;
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g. Determine the need for and request additional re-
sources; order through the Logistics Section;
h. Communicate with Resource Unit Leader (RESL)
when: the IAP is to be modified; additional resources
are needed; surplus resources are available; or haz-
ardous situations or significant events occur;
i. Review suggested list of resources to be released
and initiate recommendation for release of resourc-
es;
j. Evaluate on-scene operations and make adjust-
ments to organization, strategies, tactics, and re-
sources as necessary;
k. Assemble and disassemble Strike Teams assigned
to the Operations Section;
I. Report information about special activities, events,
and occurrences to the IC;
m. Ensure adequate communication between Opera-
tions Section and the Environmental Unit within the
Planning Section;
n. Convert operational incident objectives into strategic
and tactical options through a work analysis matrix
(ICS 234-CG form);
o. Plan for demobilization well in advance;
p. Coordinate and confer with the Planning Section
Chief (PSC), Safety Officer (SO), and appropriate
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technical specialists, as well as consult modeling
scenarios, spill trajectories, etc., for the selection of
appropriate strategies and tactics to accomplish ob-
jectives;
q. Identify kind and number of resources required to
support selected strategies;
r. Subdivide work areas into manageable units;
s. Develop work assignments, and allocate and prior-
itize tactical resources based on strategy require-
ments;
t. Review and approve ICS 210 form to document
changes to personnel and/or equipment;
u. Coordinate planned activities with the SO to ensure
compliance with safety practices, including partici-
pating in the development of 215a or relevant public
safety;
v. Evaluate and monitor current situation for use in next
operational period planning;
w. Supervise and adjust Operations Section organiza-
tion and tactics as necessary;
x. Ensure that consistency and continuity of person-
nel and practices are developed in each operational
Unit; and
y. Maintain Unit/Activity Log (ICS 214 form).
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DEPUTY OPERATIONS SECTION CHIEF (DOPS) - THE
DOPS IS AS FULLY QUALIFIED AS AN OPS. THE ROLE
OF THE DOPS IS FLEXIBLE. GENERALLY, THE DOPS
ASSISTS THE OPS WITH THE MANAGEMENT OF ALL
TACTICAL OPERATIONS DIRECTLY APPLICABLE TO
THE PRIMARY MISSION. SPECIFICALLY, THE DOPS MAY
SUPPORT THE OPS:
¦ In a relief capacity;
¦ In complex incidents, a DOPS may be specifically as-
signed to participate in the incident planning process
while the OPS supervises on-scene operations; and
¦ Assist with ordering resources and resource tracking.
The DOPS may be selected from other organizations/
agencies/jurisdictions in a multiagency/multijurisdictional
incident. In addition to the OPS responsibilities, the ma-
jor responsibilities of the DOPS are:
a. Review Common Responsibilities (page 3-1);
b. Obtain briefing from OPS;
c. Identify resources assigned to the Operations Sec-
tion;
d. Identify support facilities;
e. Assemble/dissemble Task Forces/Strike Teams;
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f. Determine the need for additional resources and
place all resource requests through the Logistics
Section;
g. Inform RESL when: the IAP is to be modified, ad-
ditional resources are needed, surplus resources
are available, or hazardous situations or significant
events occur;
h. Supervise Operations Section field personnel;
i. As directed, provide updates and operational Situ-
ation Reports to the OPS on achievements, issues,
problems, significant changes, special activities,
events, and occurrences;
j. Coordinate with OPS on planning for next operation-
al period;
k. Recommend excess resources for potential demobi-
lization;
I. Debrief with OPS or as directed at the end of each
shift; and
m. Maintain Unit/Activity Log (ICS 214 form).
INTELLIGENCE/INVESTIGATIONS FUNCTION - THE IN-
TELLIGENCE/INVESTIGATIONS FUNCTION ENSURES
LAW ENFORCEMENT INVESTIGATION ACTIVITIES ARE
COORDINATED WITH OVERALL INCIDENT MANAGE-
MENT ACTIVITIES. THIS FUNCTION MAY ALSO BE UN-
DER THE COMMAND STAFF OR PSC. TASKS INCLUDE:
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a. Review Common Responsibilities (page 3-1);
b. Provide the IC/UC with open-source, sensitive, and
classified information;
c. Allow the IC/UC to integrate Intelligence/Investiga-
tions with current response activities;
d. Assist the IC/UC in determining whether the incident
is a result of criminal acts;
e. Provide IC/UC with direct links to the Federal Bu-
reau of Investigation (FBI), Joint Operations Center
(JOC), or other Multiagency Coordination (MAC)
centers;
f. Ensure the IC/UC has access to technical special-
ists to conduct Intelligence/Investigations operations;
and
g. Maintain Unit/Activity Log (ICS 214 form).
STAGING AREA MANAGER (STAM) - THE STAM MAN-
AGES ALL ACTIVITIES WITHIN A STAGING AREA. THE
MAJOR RESPONSIBILITIES OF THE STAM ARE:
a. Review Common Responsibilities (page 3-1);
b. Establish Staging Area layout;
c. Determine any support needs for equipment, feed-
ing, sanitation, and security;
d. Establish check-in function as appropriate;
e. Ensure security of staged resources;
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f. Post areas for identification and traffic control;
g. Request maintenance service for equipment at Stag-
ing Area as appropriate (Note: As established by
OPS, this may also include environmental monitor-
ing equipment);
h. Respond to requests for resource assignments as
directed by OPS;
i. Obtain and issue receipts for radio equipment and
other supplies distributed and received at Staging
Area;
j. Determine required resource levels from OPS;
k. Advise OPS when reserve levels reach minimums or
recommend potential demobilization as necessary;
I. Maintain and provide status to Resource Unit of all
resources in Staging Area;
m. Maintain Staging Area in an orderly condition;
n. Demobilize Staging Area in accordance with the Inci-
dent Demobilization Plan; and
o. Maintain Unit/Activity Log (ICS 214 form).
AIR OPERATIONS BRANCH DIRECTOR (AOBD) - The
AOBD is ground-based and is primarily responsible for pre-
paring the air operations portion (ICS 220 form) of the IAP
and for providing logistical support to incident aircraft. The
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ICS 220 form serves the same purpose that the ICS 204-
EPAform does for other operational resources, by assigning
and managing aviation resources on the incident. The AOBD
will ensure that agency directives will not be violated by inci-
dent aircraft (e.g., flight hours, hoist limitations, night flying).
Individual aircrews retain primary responsibility to ensure
their aircrafts are operated in accordance with their respec-
tive agencies' restrictions and directives. Further, individual
aircrews inform the AOBD of their agencies' restrictions and
directives that may affect their ability to execute incident as-
signments. After the IAP is approved, the AOBD oversees
the tactical and logistical assignments of the Air Operations
Branch. In coordination with the Logistics Section, the AOBD
provides logistical support to aircraft operating on the inci-
dent. The major responsibilities of the AOBD are:
a. Review Common Responsibilities (page 3-1);
b. Organize preliminary air operations;
c. Develop, implement, and supervise Air Operations
Safety Plan;
d. Prepare, brief, and post an Air Operations Safety
Plan (which is approved by the SO in the Command
Staff and the IC) and the certification of the aircraft;
e. Request declaration (or cancellation) of temporarily
restricted air space area (Federal Aviation Adminis-
tration (FAA) Regulation 91.137);
f. Participate in preparation of the IAP through the
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OPS. Ensure that the air operations portion of the
IAP takes into consideration the Air Traffic Control
requirements of assigned aircraft;
g. Perform operational planning for air operations;
h. Prepare and provide Air Operations Summary Work-
sheet (ICS 220 form) to the Air Support Group and
Fixed-Wing Bases;
i. Determine coordination procedures for use by air
organization with ground Branches, Divisions, or
Groups;
j. Coordinate with appropriate Operations Section per-
sonnel;
k. Supervise all air operations activities associated with
the incident;
I. Evaluate helibase locations;
m. Establish procedures for emergency reassignment of
aircraft;
n. Schedule approved flights of non-incident aircraft in
the restricted air space area;
o. Consider requests for non-tactical use of incident air-
craft;
p. Resolve conflicts concerning non-incident aircraft;
q. Coordinate with the FAA;
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r. Update air operations plans;
s. Report to the OPS on air operations activities;
t. Report special incidents/accidents;
u. Arrange for an Accident Investigation Team when
warranted; and
v. Maintain Unit/Activity Log (ICS 214 form).
OPERATIONS BRANCH DIRECTOR (OPBD) - When acti-
vated, each OPBD is under the direction of the OPS and im-
plements the portion of the IAP appropriate to the Branches.
The major responsibilities of the OPBD are:
a. Review Common Responsibilities (page 3-1);
b. Conduct operational briefings with operational staff;
c. Ensure that Division/Group Supervisors have a copy
of the IAP;
d. Attend Planning Meetings at the request of the OPS;
e. Assign specific work tasks to Division/Group Super-
visors;
f. Supervise Branch operations;
g. Identify the need for additional resources and coordi-
nates with OPS/DOPS on the request;
h. Communicate with OPS and RESL when: the IAP is
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to be modified, additional resources are needed, sur-
plus resources are available, or hazardous situations
or significant events occur;
i. Review and approve ICS 210 form to document
changes to personnel and/or equipment;
j. Resolve logistics problems within the Branch;
k. Prepare Branch ICS 215 form, as requested by
OPS;
I. Review and approve ICS 210 form to document
changes to personnel and/or equipment;
m. Approve accident and medical reports (home agency
forms) originating within the Branch;
n. Communicate/coordinate with SO;
o. Plan for demobilization well in advance;
p. Debrief with OPS/DOPS as directed, or at the end of
each shift; and
q. Maintain Unit/Activity Log (ICS 214 form).
DIVISION/GROUP SUPERVISOR-The Division/Group Su-
pervisor reports to the OPS (or Branch Director when acti-
vated). The Supervisor implements the assigned portion of
the IAP (as identified in ICS 204-EPA form), assignment of
resources within the Division/Group, and reporting on the
progress of control operations and status of resources within
the Division/Group. The major responsibilities of the Division/
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Group Supervisor are:
a. Review Common Responsibilities (page 3-1);
b. Review Division/Group Assignment Lists (ICS 204-
EPAform) for Divisions/Groups within the Branch.
Modify lists based on effectiveness of current opera-
tions;
c. Provide the IAP to staff, when available;
d. Identify resources assigned to the Division/Group;
e. Submit resource requests through OPS or Branch
Director;
f. Review Division/Group assignments and incident ac-
tivities with staff and assign tasks;
g. Utilize/complete ICS 210 form, or provide informa-
tion for OPS, to document changes to personnel and
equipment;
h. Ensure that the OPS and/or Resource Unit is ad-
vised of all changes in the status of resources as-
signed to the Division/Group;
i. Coordinate activities with other Division(s)/Group(s)
as appropriate;
j. Determine need for assistance on assigned tasks;
k. Submit situation and resources status information to
the Branch Director or the OPS as directed;
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I. Report hazardous situations, special occurrences, or
significant incidents (e.g., accidents, sickness, dis-
covery of unanticipated sensitive resources) to the
immediate supervisor;
m. Develop and approve accident reports;
n. Ensure that assigned personnel and equipment get
to and from assignments in a timely and orderly
manner;
o. Evaluate on-scene operations and make adjust-
ments to organization, strategies, tactics, and re-
sources as necessary;
p. Resolve logistics problems within the Division/
Group;
q. Participate in developing plans for the next opera-
tional period; and
r. Maintain Unit/Activity Log (ICS 214 form). The Unit
Log should include contractor sign-in log and equip-
ment onsite and/or changes to the ICS 204 form for
purposes of documenting contractor activities.
STRIKE TEAM/TASK FORCE LEADER (STLD/TFLD) -
The STLD/TFLD reports to a Division/Group Supervisor and
performs tactical assignments assigned to the Strike Team
or Task Force. The Leader reports work progress, resources
status, and other important information to a Division/Group
Supervisor, and maintains records (e.g., ICS 214 form) from
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assigned personnel. The major responsibilities of the STLD/
TFLD are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Review assignments with staff and assign tasks;
c. Monitor work progress and make changes when
necessary;
d. Coordinate activities with appropriate Strike Teams,
Task Forces, and single resources;
e. Travel to and from active assignment area with as-
signed resources;
f. Retain responsibility for assigned resources while in
available or out-of-service status;
g. Submit situation and resource status information to
Division/Group Supervisor; and
h. Maintain Unit/Activity Log (ICS 214 form).
OPERATIONS TASK MONITOR (OPTM) - This position
may be activated to assist EPA supervisors (e.g., STLD/
TFLD) in monitoring the activities of contractors in a field re-
sponse. Only Federal Government officials may monitor Fed-
eral contracts. The major responsibilities of the OPTM are:
a. Review Common Responsibilities (page 3-1);
b. Represent the Federal Government at the scene of
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contractor operations;
c. Report to the assigned supervisor regarding any de-
viations from the lAP-assigned tasks or other issues,
as identified;
d. Report hazardous situations, special occurrences, or
significant incidents (e.g., accidents, sickness, dis-
covery of unanticipated sensitive resources) to the
immediate supervisor;
e. Develop and approve accident reports; and
f. Maintain Unit/Activity Log (ICS 214 form).
Only OPTMs who are Contracting Officer Representatives
(CORs) with specifically delegated authority may direct con-
tractor operations.
SINGLE RESOURCE LEADER-This person is in charge
of a single tactical resource. The major responsibilities of the
Single Resource Leader are:
a. Review Common Responsibilities (page 3-1);
a. Review assignments;
b. Obtain necessary equipment and supplies;
c. Review weather/environmental conditions for assign-
ment area;
d. Brief staff on safety measures;
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e. Monitor work progress;
f. Ensure adequate communications with supervisor and
staff;
g. Keep supervisor informed of progress and any changes;
h. Brief relief personnel, and advise them of any change in
conditions;
i. Return equipment and supplies to appropriate Unit;
j. Complete and turn in all time and use records on per-
sonnel and equipment; and
k. Maintain Unit/Activity Log (ICS 214 form).
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CHAPTER 9
PLANNING SECTION
PLANNING SECTION CHIEF
Resource Unit Leader
Status/Check-In Recorder
Situation Unit Leader
Field Observer
Data Management Specialist
GIS Specialist
Display Processor
Documentation Unit Leader
Demobilization Unit Leader
Environmental Unit Leader'
Intelligence/Investigations Function
Technical Specialists**
FIGURE 9-1: PLANNING SECTION ORGANIZATION CHART
*Environmental Unit Data Management is discussed in detail in
Chapter 6.
**May be assigned wherever their services are required.
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PLANNING SECTION CHIEF (PSC) - THE PSC, A MEM-
BER OF THE GENERAL STAFF, COLLECTS, EVALUATES,
DISSEMINATES, AND USES INFORMATION ABOUT THE
DEVELOPMENT OF THE INCIDENT AND STATUS OF RE-
SOURCES. INFORMATION IS NEEDED TO:
¦ Understand the current situation;
¦ Predict probable course of incident events;
¦ Prepare alternative strategies and control operations for
the incident; and
¦ Submit required incident status report.
The major responsibilities of the PSC are:
a. Review Common Responsibilities (page 3-1);
b. Collect, process, and display situation information
about the incident;
c. Continually communicate and share information with
the Operations Section;
d. Supervise preparation of the Incident Action Plan
(IAP);
e. Provide input to the Incident Commander (IC) and
Operations Section Chief (OPS) in preparing the
IAP;
f. Reassign out-of-service personnel already onsite to
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Incident Command System (ICS) organizational po-
sitions as appropriate;
g. Establish information requirements and reporting
schedules for Planning Section units (e.g., Resourc-
es, Situation Units);
h. Determine need for any specialized resources in
support of the incident;
i. If requested, assemble and disassemble Strike
Teams and Task Forces not assigned to the Opera-
tions Section;
j. Establish special information collection activities as
necessary (e.g., weather, environmental, toxics);
k. Assemble information on alternative strategies;
I. Provide periodic predictions on incident potential;
m. Report any significant changes in incident status;
n. Compile and display incident status information;
o. Oversee preparation and implementation of Incident
Demobilization Plan;
p. Incorporate plans, (e.g., Traffic, Medical, Communi-
cations, Site Safety) into the IAP; and
q. Maintain Unit/Activity Log (ICS 214 form).
RESOURCE UNIT LEADER (RESL) - The RESL maintains
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the status of all assigned resources (primary and support) at
an incident. This is achieved by overseeing the check-in of
all resources, maintaining a status-keeping system indicating
current location and status of all resources, and maintaining
a master list of all resources (e.g., key supervisory person-
nel, primary and support resources). The major responsibili-
ties of the RESL are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Establish check-in function at incident locations and
provide identification cards;
c. Prepare Organization Assignment List (ICS 203
form) and Organization Chart (ICS 207 form);
d. Prepare appropriate parts of Division Assignment
Lists (ICS 204 form);
e. Prepare and maintain the Incident Communications
Plan (ICS 205a form) with current phone numbers;
f. Maintain and post the current status and location of
all resources;
g. Maintain master roster of all resources checked in at
the incident;
h. A Status/Check-In Recorder (SCKN) reports to the
RESL and assists with the accounting of all incident
assigned resources;
i. Work with OPS to complete Operational Planning
Worksheet (ICS 215 form);
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j. Attend Planning and Tactics Meeting if invited;
k. Provide personnel information to Situation Unit
Leader (SITL) for completion of Incident Status Sum-
mary (ICS 209 form);
I. Work with the Logistics Section Chief (LSC) to deter-
mine resources ordered;
m. Collect important documentation for and aid PSC in
the preparation of the IAP as required; and
n. Maintain Unit/Activity Log (ICS 214 form).
STATUS/CHECK-IN RECORDER (SCKN) - SCKNs are
needed at each check-in location to ensure that all resources
assigned to an incident are accounted for. The major respon-
sibilities of the SCKN are:
a. Review Common Responsibilities (page 3-1);
b. Obtain required work materials, including Check-
In Lists (ICS 211 form), Resource Status Cards
(ICS 219 form), and status display boards or T-card
racks;
c. Post signs to ensure arriving resources can easily
find incident check-in location(s);
d. Record check-in information on Check-In Lists (ICS
211 form);
e. Transmit check-in information to the Resources,
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Communications, and Ground Support Units on a
regular prearranged schedule or as needed;
f. Forward completed Check-In Lists (ICS 211 form)
and Status Change Cards (ICS 210 form) to the Re-
source Unit;
g. Receive, record, and maintain resource status infor-
mation on Resource Status Cards (ICS 219 form) for
incident-assigned single resources, Strike Teams,
Task Forces, and overhead personnel;
h. Maintain files of Check-In Lists (ICS 211 form); and
i. Maintain Unit/Activity Log (ICS 214 form).
SITUATION UNIT LEADER (SITL) - THE SITL REPORTS
TO THE PSC AND SUPERVISES FIELD OBSERVERS,
DATA MANAGEMENT SPECIALISTS, GEOGRAPHIC IN-
FORMATION SYSTEMS (GIS) SPECIALISTS, DISPLAY
PROCESSORS, AND OTHER TECHNICAL SPECIALISTS
(E.G., WEATHER OBSERVERS, REPORT WRITER).
The SITL collects, processes, organizes, displays, and dis-
seminates all incident information. The major responsibilities
of the SITL are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Collect, compile, and manage overall incident data,
establish data quality objectives, implement the qual-
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ity assurance/quality control (QA/QC) process for
incident data;
c. Prepare the Incident Status Summary Form (ICS
209 form)/Situation Report (SitRep);
d. Prepare, display, and disseminate resource and sit-
uation status information as required, including spe-
cial requests;
e. Prepare other reports (e.g., periodic predictions,
closeout reports, status reports);
f. Provide photographic services and maps;
g. Acquire, distribute, and provide analysis of weather
forecasts;
h. Report procedures and schedules for field opera-
tions;
i. Provide overflight maps and trajectory analysis;
j. Provide weather, tidal/flow, and water current infor-
mation;
k. Coordinate with the Environmental Unit, if activated,
regarding monitoring, analytical, and environmental
data; and
I. Maintain Unit/Activity Log (ICS 214 form).
FIELD OBSERVER (FOBS) - The FOBS reports to the SITL
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and observes the overall response and provides information
to the SITL. The major responsibilities of the FOBS are:
a. Review Common Responsibilities (page 3-1);
b. Take photos, ground truth maps, and coordinate po-
sitions;
c. Verify response asset location, road conditions, and
access routes;
d. Report information to the SITL by established proce-
dure;
e. Report immediately any condition observed that may
cause danger and a safety hazard to personnel; and
f. Maintain Unit/Activity Log (ICS 214 form).
DATA MANAGEMENT SPECIALIST (DMTS) - The DMTS
reports to the SITL and coordinates with the Environmental
Unit, GIS, and information technology (IT) Specialists. The
DMTS also coordinates with the Logistics Section for hard-
ware issues. The DMTS manages and administrates the inci-
dent database. The major responsibilities of the DMTS are:
a. Review Common Responsibilities (page 3-1);
b. Create, maintain, and update the incident database;
c. Coordinate with Headquarters (HQ) on daily reports;
d. Implement database security controls and quality
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assurance;
e. Coordinate with the Environmental Unit to develop
data collection standards and methods according to
the Data Quality Objectives (DQO);
f. Provide appropriate information for situational report-
ing (e.g. SitRep, IAP); and
g. Maintain Unit/Activity Log (ICS 214 form).
GEOGRAPHIC INFORMATION SYSTEMS (GIS) SPECIAL-
IST - The GIS Specialist reports to the SITL and gathers
and compiles updated information and provides various map
products to the incident. The major responsibilities of the GIS
Specialist are:
a. Review Common Responsibilities (page 3-1);
b. Participate in Planning Meetings as required;
c. Gather, compile, and fulfill map requests as priori-
tized by the SITL;
d. Provide status reports to appropriate requesters;
e. Manage and catalog archival maps and data; and
f. Maintain Unit/Activity Log (ICS 214 form).
DISPLAY PROCESSOR (DPRO) - The DPRO reports to the
SITL and coordinates with GIS and DMTS. The DPRO dis-
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plays incident status information. The major responsibilities
of the DPRO are:
a. Review Common Responsibilities (page 3-1);
b. Create, maintain, and update incident displays (e.g.,
electronic and wall displays);
c. Provide appropriate information for the IAP;
d. Develop briefing materials (e.g., presentations); and
e. Maintain Unit/Activity Log (ICS 214 form).
DOCUMENTATION UNIT LEADER (DOCL) - The DOCL
maintains accurate, up-to-date incident files. Examples of in-
cident documentation include: IAP, incident reports, commu-
nication logs, injury claims, and situation status reports. This
Unit 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, analyti-
cal, and historical purposes. The major responsibilities of the
DOCL are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Set up work area; begin organization of incident
files;
c. Establish duplication service; respond to requests;
d. File all official forms and reports;
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e. Review records for accuracy and completeness; in-
form appropriate units of errors or omissions;
f. Provide incident documentation as requested;
g. Store files for post-incident use; and
h. Maintain Unit/Activity Log (ICS 214 form).
DEMOBILIZATION UNIT LEADER (DMOB) - The DMOB
develops the Incident Demobilization Plan. The major re-
sponsibilities of the DMOB are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Participate in Planning Meetings as required;
c. Review incident resource records to determine the
likely size and extent of demobilization effort;
d. Based on the above analysis, add additional person-
nel, work space, and supplies as needed;
e. Coordinate demobilization with Agency Representa-
tives;
f. Identify surplus resources and probable release
time;
g. Develop incident check-out function for all units;
h. Evaluate logistics and transportation capabilities to
support demobilization when directed;
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i. Establish communications with off-incident facilities,
as necessary;
j. Develop an Incident Demobilization Plan detailing
specific responsibilities and release priorities and
procedures;
k. Prepare appropriate directories (e.g., maps and in-
structions) for inclusion in the demobilization plan;
I. Distribute demobilization plan (on and offsite);
m. Provide status reports to appropriate requestors;
n. Ensure that all Sections/Units understand their spe-
cific demobilization responsibilities;
o. Supervise execution of the Incident Demobilization
Plan;
p. Brief the PSC on demobilization progress; and
q. Maintain Unit/Activity Log (ICS 214 form).
ENVIRONMENTAL UNIT LEADER (ENVL) - The ENVL is
responsible for environmental matters associated with the
response, including assessment, environmental monitoring,
site characterization, waste characterization, sample data,
site clearance, and coordinating with the EPA Office of Wa-
ter (OW) and Office of Air and Radiation (OAR) on permit-
ting. (Note that some of these functions may be assigned to
Technical Working Groups (TWGs) or the Scientific Support
Coordinator (SSC) in Command Staff.) These functions may
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be an example of a possible Environmental Unit structure
as depicted in Figure 6-1 on page 6-11. The ENVL prepares
environmental data for the Situation Unit. Technical special-
ists frequently assigned to the Environmental Unit may in-
clude Sampling, Response Technologies, Risk Assessment,
Cleanup Assessment, Historical/Cultural Resources, and
Waste Management Technical Specialists. The Environmen-
tal Unit Leader's tasks are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Obtain a briefing and special instructions from the
PSC;
c. Review and attend ongoing daily and weekly meet-
ings as appropriate;
d. Determine staffing requirements and the need for
technical specialists, and establish an internal Envi-
ronmental Unit organization chart;
e. Conduct Environmental Unit Staff meetings to assign
tasks, set priorities, assess personnel needs, identify
issues, etc.;
f. Use the appropriate technical approach to make
recommendations regarding the protection of public
health, welfare, and the environment;
g. Coordinate with HQ Environmental Unit during a Na-
tionally Significant Incident;
h. Coordinate with a regional Environmental Unit at the
Regional Emergency Operations Center (REOC) if
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applicable;
i. Coordinate with and support the SSC when one is
assigned to the incident. If an SSC is not assigned,
the ENVL may serve as an advisor to the IC for sci-
entific issues;
j. Coordinate with and support TWGs when applicable;
k. Coordinate with Liaison Officer (LNO) with regard to
natural, cultural, and historical resources protection
(e.g., mitigating incident impacts) and identification
of sensitive areas;
I. Provide appropriate technical advice and consul-
tation to the Planning Section, Operations Section,
and the IC in support of the decision making pro-
cess, which may include the following areas:
¦ Sampling Planning, Analysis, and Environmental
Monitoring;
¦ Quality Assurance;
¦ Decontamination;
¦ Waste Characterization;
¦ Data Evaluation and Interpretation;
¦ Environmental Modeling;
¦ Ecological Assessments;
¦ Human Health Assessments; and
¦ Response and Cleanup Approaches.
m. Prepare Environmental Data and Information pre-
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sentations and packages; and
n. Maintain daily, weekly, monthly, and response Unit/
Activity Log (ICS 214 form).
ANALYTICAL COORDINATOR (In some responses this
could be incorporated into the Operations Section)
a. Review Common Responsibilities (page 3-1);
b. Schedule all environmental sample analyses, utiliz-
ing EPA and other Federal, academic, and private
laboratories as necessary;
c. Coordinate with regional representatives for the En-
vironmental Response Laboratory Network (ERLN);
d. Ensure laboratories have capabilities to meet data
delivery requirements of Scribe and Staged Elec-
tronic Data Deliverable (SEDD);
e. Maintain lists of laboratory contacts available to as-
sist with analyses of environmental samples during
an emergency. Arrange for procurement of contract
analytical resources, as necessary, including coor-
dination with Superfund Technical Assessment and
Response Team (START) on laboratory issues when
START is prime contractor;
f. Ensure maintenance of chain-of-custody for samples
and data throughout project;
g. Receive all analytical data regardless of laboratory.
Data will be checked for completeness and appropri-
ate level of validation before submittal to the Quality
Assurance Coordinator (QAC) for QA review. En-
sure analysis of samples by requested methods and
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delivery of data in requested format (hard copy and
electronic copy as appropriate);
h. Receive all monitoring data (including field measure-
ments, continuous instrument data, and laboratory
reports) from the Situation Unit whether the moni-
toring was conducted by EPA field or laboratory per-
sonnel, or others. This includes data from the EPA
Trace Atmospheric Gas Analyzer (TAGA), the EPA
Airborne Spectral Photometric Environmental Col-
lection Technology (ASPECT), and the EPA Portable
High-throughput Integrated Laboratory Identification
System (PHILIS), if deployed to the incident;
i. In cooperation with the QAC, ensure that all monitor-
ing data are reviewed for usability;
j. Approve and provide the Incident/Unified Command
and all Environmental Unit Teams with electronic
and paper analytical reports. The original is provided
to Situation Unit;
k. Provide Sampling and Monitoring Plans as request-
ed, and review and approve of the procedures devel-
oped by the Operations Section;
I. Oversee Sample Planning Team to provide Sam-
pling and Monitoring Plans as requested, and review
and approve procedures developed by the Opera-
tions Section. Report the plans and procedures to
the Incident/Unified Command staff;
m. Ensure adequate download of all data to proper da-
tabases;
n. Coordinate all activities with HQ Environmental Unit,
if established and provide support to the HQ EU in
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working with the HQ PIO on data messaging;
o. Ensure security and archival of all data; and
p. Maintain Unit/Activity Log (ICS 214 form).
QUALITY ASSURANCE COORDINATOR
a. Review Common Responsibilities (page 3-1);
b. Review and approve all QA project plans and stan-
dard operating procedures (SOPs). Provide guid-
ance, as necessary;
c. Supervise QA review of all analytical data;
d. Advise Unit Leaders, Division/Group Supervisors
and the Incident/Unified Command on quality assur-
ance issues and limitations on the use of data;
e. Coordinate with the HQ Environmental Unit, if estab-
lished;
f. Mediate and resolve QA issues with outside labora-
tories and outside sampling teams, including START
or similar contractors on laboratory issues;
g. Provide means for third party full data validation
analyses, as appropriate;
h. Review third party data validation reports, as appro-
priate; and
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i. Maintain Unit/Activity Log (ICS 214 form).
LABORATORY COORDINATOR
a. Review Common Responsibilities (page 3-1);
b. Provide outreach to available laboratory resources;
c. Coordinate with the regional representative for the
ERLN and assist in brokering laboratory resources;
d. Set priorities for laboratory analysis;
e. Coordinate lab resources with other agencies and
organizations;
f. Coordinate with the Environmental Unit, if estab-
lished;
g. Work with available lab resources to facilitate sam-
ple processing (e.g., data formatting, sample trans-
portation issues, chain-of-custody);
h. Assist in identifying lab resources, both fixed and
mobile to meet needs of the incident; and
i. Maintain Unit/Activity Log (ICS 214 form).
SAMPLING AND MONITORING PLAN COORDINATOR
a. Review Common Responsibilities (page 3-1);
b. Develop and review sampling plans for all phases of
the incident as requested by the IC and/or Opera-
tions Section Chief (OPS);
c. Develop initial sampling procedures;
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d. Develop and review Initial Sampling Plan;
e. Develop and review Quality Assurance Project Plan
(QAPP);
f. Design long-term monitoring plans, if required by the
incident;
g. Coordinate with the HQ Environmental Unit, if estab-
lished;
h. Ensure that sampling teams are trained in use of
Scribe and use it during sampling activities; and
i. Maintain Unit/Activity Log (ICS 214 form).
MODELING ANALYSIS COORDINATOR
a. Review Common Responsibilities (page 3-1);
b. Provide expertise in air dispersion plume modeling;
c. Provide expertise in environmental statistical sam-
pling models;
d. Provide expertise in developing oil spill trajectories;
e. Provide expertise in groundwater and vadose zone
modeling;
f. Report findings through the ENVL and PSC to the
Incident Commander and the Incident Management
Team (IMT); and
g. Maintain Unit/Activity Log (ICS 214 form).
DATA ASSESSMENT AND INTERPRETATION COORDI-
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NATOR
a. Review Common Responsibilities (page 3-1);
b. Assemble Assessment Team(s) with technical ex-
pertise appropriate to the project (fate and transport,
risk assessment, etc.);
c. Provide preliminary assessments of environmental
data regarding implications to human health and the
environment;
d. Compare environmental data, internal and external
to EPA, to appropriate benchmarks and background
data;
e. Consult with experts in other agencies and outside
of government when appropriate;
f. Assist the IC/UC in interpreting environmental data,
noting areas where data gaps exist;
g. Prepare data for internal use and for public con-
sumption; and
h. Maintain Unit/Activity Log (ICS 214 form).
DATA ASSESSMENT INTERPRETER
a. Review Common Responsibilities (page 3-1);
b. Provide the IC/UC via the Assistant ENVL with in-
dustry-appropriate Federal, state, or local bench-
marks/criteria for approval;
c. Inform all Environmental Unit Teams of any correc-
tions to analytical data;
d. Provide interpretive discussion of data based upon
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comparison with benchmarks, standards, or appro-
priate background levels;
e. Consult with appropriate regional and national ex-
perts, as necessary, in coordination with the HQ
Emergency Operations Center (EOC), if established;
f. Provide the IC/UC with electronic and paper data
assessment reports. The original is provided to the
Situation Unit; and
g. Maintain Unit/Activity Log (ICS 214 form).
ECOLOGICAL ASSESSMENT COORDINATOR
a. Review Common Responsibilities (page 3-1);
b. Evaluate the effects of hazardous substances on fish
and wildlife;
c. Provide Resources at Risk information to IC/UC;
d. Determine the potential mitigation measures to pro-
tect fish and wildlife;
e. Provide expertise in ecological risk assessment;
f. Provide technical assistance and develop response
to Endangered Species Act (ESA) consultation pro-
cess;
g. Provide technical assistance and response to Histor-
ical/Cultural Resource issues;
h. Address groundwater, surface water, air, and other
related media issues; and
i. Maintain Unit/Activity Log (ICS 214 form).
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HEALTH ASSESSMENT COORDINATOR
a. Review Common Responsibilities (page 3-1);
b. Coordinate human health risk assessments and con-
sultations (e.g., Agency for Toxic Substances and
Disease Registry (ATSDR) Superfund Public Health
Risk Assessment Program);
c. Provide assistance in communicating health risk in-
formation to the public;
d. Liaise with Public Health officials and coordinate re-
lease of health bulletins and other outreach through
the Public Information Officer (PIO); and
e. Maintain Unit/Activity Log (ICS 214 form).
The Environmental Unit should include functional positions
involved with planning emergency removal and remedial
cleanup activities including sampling plan development, de-
contamination plan development, site clearance planning,
etc. Many of these planning tasks can be grouped together
in one position. Agency emergency response and cleanup
contractor personnel may provide position Team Leaders
and staff for many of these planning functions.
INTELLIGENCE/INVESTIGATIONS FUNCTION - The In-
telligence/Investigations Function ensures law enforcement
investigation activities are coordinated with overall incident
management activities. This function may also be under the
Command Staff or PSC. Tasks include:
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a. Review Common Responsibilities (page 3-1);
b. Provide the IC/UC with open-source, sensitive, and
classified information;
c. Allow IC/UC to integrate Intelligence/Investigations
with current response activities;
d. Assist the IC/UC in determining whether the incident
is a result of criminal acts;
e. Provide IC/UC with direct links to the EPA National
Counterterrorism Evident Response Team (NCERT),
the Federal Bureau of Investigation (FBI), Joint Op-
erations Center (JOC), or other Multiagency Coordi-
nation (MAC) centers;
f. Ensure the IC/UC has access to technical special-
ists to conduct Intelligence/Investigations operations;
and
g. Maintain Unit/Activity Log (ICS 214 form).
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 Sec-
tion, or be assigned wherever their services are required.
The following are examples of technical specialists:
WEATHER OBSERVER - The Weather Observer collects
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current incident weather information and provides the infor-
mation to an assigned meteorologist or to the SITL. The ma-
jor responsibilities of the Weather Observer are:
a. Review Common Responsibilities (page 3-1);
b. Determine:
Nature and location of work assignments
Weather data collection methods to be used
Priorities for collection
Specific types of information required
Frequency of reports
Method of reporting
Source of equipment;
a. Obtain weather data collection equipment;
b. Obtain appropriate transportation to collection
site(s);
c. Record and report weather observations at assigned
locations on schedule;
d. Turn in equipment at completion of assignment;
e. Demobilize according to Incident Demobilization
Plan;
f. Support special requirements for development of in-
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cident maps; and
g. Maintain Unit/Activity Log (ICS 214 form).
PUBLIC HEALTH TECHNICAL SPECIALIST - Public
Health Technical Specialists may be needed to provide pub-
lic health/worker health and safety technical knowledge and
expertise in events involving oil, hazardous substances/ma-
terials, radiation, or health and medical issues. Personnel
from the Department of Health and Human Services' (HHS)
Centers for Disease Control and Prevention (CDC) can pro-
vide technical assistance in the following areas:
¦ Human health threat assessment
¦ Environmental health threat assessment
¦ Exposure prevention
¦ Worker health and safety
¦ Toxicology and health physics
¦ Epidemiology
¦ Public health communications
LEGAL SPECIALIST - The Legal Specialist acts in an advi-
sory capacity and has the following responsibilities:
a. Review Common Responsibilities (page 3-1);
b. Participate in Planning Meetings, if requested;
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c. Advise on legal issues relating to the use of re-
sponse technologies, permitting, and strategies;
d. Advise on legal issues relating to Natural Resource
Damage Assessment (NRDA);
e. Advise on legal issues relating to investigations;
f. Advise on legal issues relating to finance and claims;
g. Advise on legal issues relating to response; and
h. Maintain Unit/Activity Log (ICS 214 form).
DOCUMENTATION SPECIALIST - The Documentation
Specialist acts in an advisory capacity to the IC/UC. This
position can be established when the normal incident/event
documentation requirements exceed the capability of the
DOCL and/or the complexity of the incident/event dictates
the need for more experienced oversight of the documenta-
tion process. The Documentation Specialist should perform
the following functions:
a. Review Common Responsibilities (page 3-1);
b. Conduct an overall incident assessment to deter-
mine if documentation efforts will be satisfactory to
meet incident/event requirements;
c. Advise the IC/UC on the adequacy of the incident/
event documentation efforts and suggest improve-
ments;
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d. Advise the DOCL on the development of a single,
central, comprehensive incident/event archive;
e. Coordinate an effective documentation system to
support demobilization efforts and ensure all linger-
ing documentation is captured by the system; and
f. Maintain Unit/Activity Log (ICS 214 form).
OIL SPILL TECHNOLOGIES SPECIALIST(S)
a. Review Common Responsibilities (page 3-1);
b. Identify suitable response technologies that may
be considered for use to mitigate the environmental
threat or impact;
c. Provide recommendations to IC/UC;
d. Provide expertise for the implementation and use of
the Selection Guide for Oil Spill Applied Technolo-
gies; and
e. Maintain Unit/Activity Log (ICS 214 form).
TECHNICAL SPECIALISTS FOR CHEMICAL, BIOLOGI-
CAL AND RADIOLOGICAL AGENTS
a. Review Common Responsibilities (page 3-1);
b. Coordinate the use of specialized equipment;
c. Assess chemical, biological, or radiological hazards;
d. Recommend mitigation or decontamination strate-
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gies;
e. Recommend sampling strategies;
f. Assist in waste management planning;
g. Evaluate cleanup levels and goals;
h. Coordinate with other relevant agencies and organi-
zations; and
i. Maintain Unit/Activity Log (ICS 214 form).
VOLUNTEER COORDINATOR (VOLC) - The VOLC is a
technical specialist. The VOLC initially reports to the LNO
and can be reassigned as a technical specialist, normally
in the Planning Section or where needed. The VOLC works
with volunteer organizations and individuals to ensure that
they are appropriately and safely incorporated into the re-
sponse structure.
a. Review Common Responsibilities (page 3-1);
b. Ensure that volunteers are effectively utilized and
tracked in the response structure and meet all of the
health and safety training requirements; and
c. Maintain Unit/Activity Log (ICS 214 form).
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CHAPTER 10
LOGISTICS SECTION
LOGISTICS SECTION CHIEF
Support Branch Director I
Ordering Manager
Receiving & Distribution Manager
Facilities Unit Leader
Ground Support Unit Leader
Service Branch Director
Food Unit Leader
Medical Unit Leader
Communications Unit Leader
FIGURE 10-1: LOGISTICS SECTION ORGANIZATION CHART
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LOGISTICS SECTION CHIEF (LSC) - The LSC, a member
of the General Staff, provides facilities, services, and materi-
al in support of the incident response. The LSC participates
in developing and implementing the Incident Action Plan
(IAP), and activates and supervises Branches and Units
within the Logistics Section. The major responsibilities of the
LSC are:
a. Review Common Responsibilities (page 3-1);
b. Plan the organization of Logistics Section;
c. Assign work locations and preliminary work tasks to
Section personnel;
d. Notify Resource Unit of activated Logistics Section
units, including names and locations of assigned
personnel;
e. Assemble and brief Logistics Branch Directors and
Unit Leaders;
f. Participate in IAP preparation;
g. Identify service and support requirements for
planned and expected operations;
h. Provide input to, and review, Communications Plan,
Medical Plan, and Traffic Plan;
i. Coordinate and process requests for additional re-
sources;
j. Review IAP and estimate Section needs for next op-
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erational period;
k. Advise on current service and support capabilities;
I. Prepare service and support elements of the IAP;
m. Estimate future service and support requirements;
n. Provide input to Demobilization Plan as required by
Planning Section;
o. Recommend release of Unit resources in confor-
mance with Demobilization Plan;
p. Ensure general welfare and safety of Logistics Sec-
tion personnel; and
q. Maintain Unit/Activity Log (ICS 214 form).
SUPPORT BRANCH DIRECTOR (SUBD) - The SUBD,
when activated, is under the direction of the LSC, and de-
velops and implements logistics plans in support of the IAP,
including providing personnel, equipment, facilities, and sup-
plies to support incident operations. The SUBD supervises
the operation of the Supply, Facilities, and Ground Support.
The major responsibilities of the SUBD are:
a. Review Common Responsibilities (page 3-1);
b. Obtain work materials;
c. Identify Support Branch personnel dispatched to the
incident;
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d. Determine initial support operations in coordination
with LSC and Service Branch Director (SVBD);
e. Prepare initial organization and assignments for sup-
port operations;
f. Determine logistical resource needs and coordinate
with the Operations Section and the Resource Unit;
g. Maintain surveillance of assigned Unit work progress
and inform LSC of activities;
h. Resolve problems associated with requests from the
Operations Section;
i. Support LSC in management of service and support
contracts such as Blanket Purchase Agreements
(BPAs); and
j. Maintain Unit/Activity Log (ICS 214 form).
SUPPLY UNIT LEADER (SPUL) - The SPUL is primarily
responsible for ordering personnel, equipment, and supplies;
receiving and storing all supplies for the incident; maintaining
an inventory of supplies; and servicing non-expendable sup-
plies and equipment. The major responsibilities of the SPUL
are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Obtain a briefing from the SUBD or LSC;
c. Participate in Logistics Section/Support Branch plan-
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ning activities;
d. Provide supplies to Planning, Logistics, and Finance/
Administration Sections;
e. Determine the type and amount of supplies in route;
f. Arrange for receiving ordered supplies;
g. Review IAP for information on operations of the Sup-
ply Unit;
h. Develop and implement safety and security require-
ments;
i. Order, receive, distribute, and store supplies and
equipment, and coordinate contracts and resource
orders with the Finance/Administration Section;
j. Receive and respond to requests (e.g., via ICS 215
form) for personnel, supplies, and equipment;
k. Maintain inventory of supplies and equipment;
I. Coordinate service of reusable equipment;
m. Submit reports to the SUBD;
n. Support LSC in management of service and support
contracts such as BPAs; and
o. Maintain Unit/Activity Log (ICS 214 form).
ORDERING MANAGER (ORDM) - The ORDM places all or-
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ders for supplies and equipment for the incident. The ORDM
reports to the SPUL. The major responsibilities of the ORDM
are:
a. Review Common Responsibilities (page 3-1);
b. Obtain necessary agency order forms;
c. Establish ordering procedures;
d. Determine name and telephone numbers of agency
personnel who are receiving orders;
e. Set up a filing system;
f. Obtain names of incident personnel who have order-
ing authority;
g. Check on what has already been ordered;
h. Ensure order forms are filled out correctly;
i. Place orders expeditiously;
j. Consolidate orders when possible;
k. Identify times and locations for delivery of supplies
and equipment;
I. Keep Receiving and Distribution Manager (RCDM)
informed of orders placed;
m. Submit all ordering documents to Documentation
Unit through SPUL before demobilization;
n. Support LSC in management of service and support
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contracts such as BPAs; and
0. Maintain Unit/Activity Log (ICS 214 form).
RECEIVING AND DISTRIBUTION MANAGER (RCDM) -
The RCDM receives and distributes all supplies and equip-
ment (other than primary resources) and the service and re-
pair of tools and equipment. The RCDM reports to the SPUL
and has the following responsibilities:
a. Review Common Responsibilities (page 3-1);
b. Order required personnel to operate supply area;
c. Organize physical layout of the supply area;
d. Establish procedures for operating supply area;
e. Set up filing system for receiving and distributing
supplies and equipment;
f. Maintain inventory of supplies and equipment;
g. Develop security requirement for supply area;
h. Submit reports to SPUL;
1. Notify ORDM of supplies and equipment received;
j. Provide necessary supply records to the SPUL;
k. Support LSC in management of service and support
contracts such as BPAs; and
I. Maintain Unit/Activity Log (ICS 214 form).
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FACILITIES UNIT LEADER (FACL) - The FACL is primarily
responsible for the layout and activation of incident facilities
(e.g., Base, Camp(s) and Incident Command Post (ICP)).
The Facilities Unit provides sleeping and sanitation facilities
for incident personnel and manages base and camp oper-
ations. Each facility (base or camp) is assigned a manag-
er who reports to the FACL and manages the operation of
the facility. The basic functions or activities of the Base and
Camp Manager are to provide security service and general
maintenance. The FACL reports to the SUBD. The major re-
sponsibilities of the FACL are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Obtain briefing from the SUBD or LSC;
c. Receive a copy of IAP;
d. Participate in Logistics Section/Support Branch plan-
ning activities;
e. Determine requirements for each planned facility;
f. Determine requirements for the ICP;
g. Prepare layouts of incident facilities;
h. Notify Unit Leaders of facility layout;
i. Activate incident facilities;
j. Provide Base and Camp Managers;
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k. Obtain personnel to operate facilities;
I. Provide sleeping facilities;
m. Provide security services;
n. Provide facility maintenance services (e.g., sanita-
tion, lighting, and cleanup);
o. Mobilize and demobilize base and camp facilities;
p. Maintain Facilities Unit records; Support LSC in
management of service and support contracts such
as BPAs; and
q. Maintain Unit/Activity Log (ICS 214 form).
SECURITY MANAGER (SECM) - The SECM provides safe-
guards needed to protect personnel and property from loss
or damage. The major responsibilities of the SECM are:
a. Review Common Responsibilities (page 3-1);
b. Establish contacts with local law enforcement agen-
cies, as required;
c. Contact Agency Representatives to discuss any spe-
cial custodial requirements that may affect opera-
tions;
d. Request required personnel support to accomplish
work assignments;
e. Ensure that support personnel are qualified to man-
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age security problems;
f. Develop Security Plan for incident facilities;
g. Adjust Security Plan for personnel and equipment
changes and releases;
h. Coordinate security activities with appropriate inci-
dent personnel;
i. Document all complaints and suspicious occurrenc-
es;
j. Support LSC in management of service and support
contracts such as BPAs; and
k. Maintain Unit/Activity Log (ICS 214 form).
GROUND SUPPORT UNIT LEADER (GSUL) - The GSUL
is primarily responsible for coordinating transportation of per-
sonnel, supplies, food, and equipment on land; fueling, ser-
vicing, maintaining and repairing vehicles and other ground
support equipment; implementing the Incident Traffic Plan;
and supporting out-of-service resources. The major respon-
sibilities of the GSUL are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Obtain briefing from SUBD or LSC;
c. Participate in Support Branch/Logistics Section plan-
ning activities;
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d. Coordinate development of the Incident Traffic Plan
with the Planning Section;
e. Support out-of-service resources;
f. Notify Resource Unit of all status changes on sup-
port and transportation vehicles;
g. Arrange for fueling, maintenance, and repair of
ground transportation resources;
h. Maintain inventory of support and transportation ve-
hicles (ICS 218 form);
i. Coordinate transportation services;
j. Maintain usage information on rented equipment;
k. Requisition maintenance and repair supplies (e.g.,
fuel, spare parts);
I. Coordinate road work for site access;
m. Submit reports to SUBD, as directed;
n. Support LSC in management of service and support
contracts such as BPAs; and
o. Maintain Unit/Activity Log (ICS 214 form).
SERVICE BRANCH DIRECTOR (SVBD) - The SVBD, when
activated, is under the supervision of the LSC and manages
all service activities at the incident. The SVBD supervises
the operations of the Communications, Medical, and Food
Units. The major responsibilities of the SVBD are:
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a. Review Common Responsibilities (page 3-1);
b. Obtain working materials;
c. Determine level of service required to support opera-
tions;
d. Confirm dispatch of Branch personnel;
e. Participate in Planning Meetings of Logistics Section
personnel;
f. Review IAP;
g. Coordinate activities of Service Branch Units;
h. Inform LSC of activities;
i. Resolve Service Branch problems;
j. Support LSC in management of service and support
contracts such as BPAs; and
k. Maintain Unit/Activity Log (ICS 214 form).
FOOD UNIT LEADER (FDUL) - The FDUL supplies the food
needs for the entire incident, including all remote locations
(e.g., Staging Areas) as well as providing food for personnel
unable to leave tactical field assignments. The major respon-
sibilities of the FDUL are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Obtain briefing from SVBD or LSC;
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c. Determine location of working assignment, and num-
ber and location of personnel to be fed;
d. Determine method of feeding to best fit each situa-
tion;
e. Obtain necessary equipment and supplies to operate
food service facilities;
f. Set up Food Unit equipment;
g. Prepare menus to ensure incident personnel receive
well-balanced meals;
h. Ensure that sufficient potable water is available to
meet all incident needs;
i. Ensure that all appropriate health and safety mea-
sures are taken;
j. Supervise caterers and other Food Unit personnel;
k. Keep inventory of food on hand and receive food or-
ders;
I. Provide SPUL with food supply orders;
m. Be able to cater to special needs (e.g., vegetarian
and kosher meals);
n. Support LSC in management of service and support
contracts such as BPAs; and
o. Maintain Unit/Activity Log (ICS 214 form).
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MEDICAL UNIT LEADER (MEDL) - The MEDL, under the
direction of the SVBD or LSC, is primarily responsible for de-
veloping the Medical Emergency Plan, obtaining medical aid
and transportation for injured and ill incident personnel, and
preparing reports and records. The Medical Unit may also
assist the Operations Section in supplying medical care and
assistance to civilian casualties at the incident, but is not in-
tended to provide medical services to the public. The major
responsibilities of the MEDL are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Obtain briefing from SVBD or LSC;
c. Participate in Logistics Section/Service Branch plan-
ning activities;
d. Determine level of emergency medical activities per-
formed prior to activation of Medical Unit;
e. Activate Medical Unit;
f. Prepare the Medical Plan (ICS 206 form);
g. Prepare procedures for major medical emergency;
h. Declare major medical emergency, as appropriate;
i. Respond to requests for medical aid;
j. Respond to requests for medical transportation;
k. Respond to requests for medical supplies;
I. Prepare medical reports and submit, as directed;
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m. Ensure close coordination with Safety Officer (SO);
n. Support LSC in management of service and support
contracts such as BPAs; and
0. Maintain Unit/Activity Log (ICS 214 form).
COMMUNICATIONS UNIT LEADER (COML) - The COML,
under the direction of the SVBD or LSC, develops 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 com-
munications equipment maintenance and repair. The major
responsibilities of the COML are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Obtain briefing from SVBD or LSC;
c. Determine Unit personnel needs;
d. Advise on communications capabilities/limitations;
e. Prepare and implement the incident Radio Commu
nications Plan (ICS 205 form);
f. Ensure the communications systems are installed
and established;
g. Set up telephone and public address systems;
h. Establish appropriate communications distribution/
maintenance locations;
1. Ensure an equipment accountability system is estab
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lished;
j. Ensure personal portable radio equipment from
cache is distributed per radio plan;
k. As required, provide technical information on:
Adequacy of communications systems currently
in operation
Geographic limitation on communications sys
terns
Equipment capabilities
Amount and types of equipment available
Anticipated problems in the use of communica
tions equipment
I. Supervise Communications Unit activities;
m. Maintain records on all communications equipment,
as appropriate;
n. Ensure equipment is tested and repaired;
o. Recover equipment from relieved or released units;
p. Support LSC in management of service and support
contracts such as BPAs; and
q. Maintain Unit/Activity Log (ICS 214 form).
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CHAPTER 11
FINANCE/ADMINISTRATION SECTION
FIN AN CE/ AD MINISTR ATI
SECTION CHIEF
Cost Unit Leader
Field Accountant !
Fi #*#*'¦ ¦ I
unds Certifying Official
Compensation/Claims Unit Leader
Time Unit Leader
Procurement Unit Leader
FIGURE 11-1: FINANCE/ADMINISTRATION
SECTION ORGANIZATION CHART
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FINANCE/ADMINISTRATION SECTION CHIEF (FSC) -
The FSC, a member of the General Staff, is responsible for
all financial and cost analysis aspects of the incident and for
supervising members of the Finance/Administration Section.
The major responsibilities of the FSC are:
a. Review Common Responsibilities (page 3-1);
b. Attend briefing with responsible agency to gather
information;
c. Attend Planning Meetings to gather information on
overall strategy;
d. Manage all financial aspects of an incident (e.g.,
Mission Assignment coordination, Interagency
Agreement (IAG) coordination, National Pollution
Funds Center (NPFC) coordination*);
e. Secure funding source according to appropriations
and authorities;
f. Track funds received and obligated;
g. Develop an operating plan for Finance/Administra-
tion function on incident;
h. Prepare work objectives for FSC staff, brief staff, and
make assignments;
i. Inform members of the Incident/Unified Command
(UC) and General Staff when Section is fully opera-
tional;
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j. Meet with assisting and cooperating company/Agen-
cy Representatives, as required;
k. Provide input in all planning sessions on financial
and cost analysis matters including burn rate;
I. Maintain daily contact with region on finance mat-
ters;
m. Ensure that all personnel time records are transmit-
ted to home company/agency according to policy;
n. Participate in all demobilization planning;
o. Review all funding documents (e.g., ICS 213 form,
or other specific documents) initiated at the incident
to ensure that they are properly prepared and com-
pleted;
p. Coordinate with the Funds Certifying Official
(FUND);
q. Brief agency administration personnel on all inci-
dent-related business management issues needing
attention and follow-up prior to leaving incident;
r. Coordinate as needed on any claims/ compensation
issues with affected staff in the region (e.g., Safety
Officer, Human Resources Officer);
s. Ensure that all documents are up to date and routed
to the proper office;
t. Provide finance updates for the Situation Report (Si-
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tRep);
u. Ensure Coordination with Emergency Support Func-
tion (ESF) representative at the Joint Field Office
(JFO); and
v. Maintain Unit/Activity Log (ICS 214 form).
* The U.S. Coast Guard (USCG) National Pollution
Funds Center (NPFC) manages the Oil Spill Liabili-
ty Trust Fund (OSLTF). EPA has a Memorandum of
Understanding (MOU) agreement with the NPFC for
reimbursement of costs associated with its oil spill
response work. EPA can also access reimbursable
funds through a Pollution Removal Funding Authoriza-
tion (PRFA) with USCG. The USCG determines if a
PRFAor MOU can be opened for a response. Some of
the costs that are reimbursable under a PRFA include,
but are not necessarily limited to:
¦ Personnel salary costs, including overtime;
¦ Travel and per diem expenses;
¦ Actual expenses for contractor or vendor supplied
goods and services obtained by the other govern-
ment agency, through its own purchasing process;
and
¦ Agreed upon/appropriate charges for the utilization
of government agency owned equipment or facili-
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ties.
The Cincinnati Finance Center (CFC) is the Agency
contact point with NPFC on oil cost reimbursement.
Regions provide approval of invoices and ensure that
they provide all appropriate cost documentation to the
CFC. All documentation for oil contractor work per-
formed during a spill must be provided to CFC within
five business days following approval of the invoice.
CFC will seek reimbursement with NPFC once the
cost package is complete.
COST UNIT LEADER (COST) - The COST collects all cost
data, performs cost-effectiveness analyses, and provides
cost estimates and cost-saving recommendations for the in-
cident. The major responsibilities of the COST are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Obtain briefing from FSC;
c. Coordinate with company/agency headquarters on
cost-reporting procedures;
d. Obtain and record all cost data;
e. Prepare incident cost summaries;
f. Prepare resource-use cost estimates for the Plan-
ning Section (e.g., burn rate/forecast);
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g. Make recommendations for cost-savings to FSC;
h. Maintain cumulative incident cost records;
i. Ensure that all cost documents are accurately pre-
pared;
j. Complete all cost/financial logs/records prior to de-
mobilization (e.g., purchase card logs);
k. Provide reports to FSC; and
I. Maintain Unit/Activity Log (ICS 214 form).
FIELD ACCOUNTANT (FACC) - The FACC performs con-
tractor cost oversight and site administrative and logistical
support to the Incident Management Team (IMT). The major
responsibilities of the FACC are:
a. Review Common Responsibilities (page 3-1);
b. Obtain briefing from COST;
c. Coordinate with Cost Unit on cost-reporting proce-
dures;
d. Coordinate with the Funds Certifying Official (FUND)
as needed;
e. Review documents for validity, budget, capacity, and
ceiling limitations;
f. Establish site file and administrative record;
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g. Review contractor daily cost reports (EPA Form
1900-55)
h. Ensure all documents are accurately prepared;
i. Ensure all records are current or complete prior to
demobilization;
j. Brief COST on current problems, recommendations,
outstanding issues, and follow-up requirements; and
k. Maintain Unit/Activity Log (ICS 214 form).
FUNDS CERTIFYING OFFICIAL (FUND) - The FUND is re-
sponsible for funding travel authorizations and procurements
in support of the response. The major responsibilities of the
FUND are:
a. Review Common Responsibilities (page 3-1);
b. Obtain briefing from COST;
c. Coordinate with Cost Unit on cost-reporting proce-
dures;
d. Coordinate with Resource Unit Leader (RESL) as
needed;
e. Maintain incident cost records for travel funding if
requested to do so by the region;
f. Ensure all documents are accurately prepared;
g. Ensure all records are current or complete prior to
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demobilization;
h. Brief COST on current problems, recommendations,
outstanding issues, and follow-up requirements; and
i. Maintain Unit/Activity Log (ICS 214 form).
COMPENSATION/CLAIMS UNIT LEADER (COMPS) -
The COMPS coordinates the processing of all claims that
require payment. The major responsibilities of COMPS are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Obtain briefing from FSC;
c. Coordinate invoice payment with Procurement Unit
Leader (PROC);
d. Coordinate with Cost Unit on cost-reporting proce-
dures;
e. Coordinate coding of pay documents with Time Unit
Leader (TIME);
f. Prepare incident claim summaries;
g. Provide for records security;
h. Ensure all records are current or complete prior to
demobilization;
i. Brief FSC on current problems, recommendations,
outstanding issues, and follow-up requirements; and
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j. Maintain Unit/Activity Log (ICS 214 form).
TIME UNIT LEADER (TIME) - The TIME is responsible for
time records associated with equipment and personnel. The
major responsibilities of the TIME are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Obtain briefing from FSC;
c. Determine resource needs within the Unit;
d. Establish contact with all incoming personnel to ver-
ify or input accurate accounts for payroll and travel
authorization;
e. Establish time and attendance reporting procedures
for the incident;
f. For each operational period, initiate, gather, or up-
date a time report (e.g., sign-in/sign-out sheets) from
all applicable personnel assigned to the incident. En-
sure that the time report is signed by the designated
field supervisor;
g. Collect all personnel charges associated with the
response;
h. Ensure that daily personnel time recording docu-
ments are prepared in compliance with time report-
ing policies;
i. If appropriate, ensure that information from the daily
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sign-in logs are entered into Removal Cost Manage-
ment System (RCMS);
j. Collect and distribute all time documents according
to Agency policy;
k. Submit personnel cost estimate data to Cost Unit, as
required;
I. Provide for records security;
m. Ensure that all records are current or complete prior
to demobilization;
n. Brief FSC on current problems, recommendations,
outstanding issues, and follow-up requirements; and
o. Maintain Unit/Activity Log (ICS 214 form).
PROCUREMENT UNIT LEADER (PROC) - The PROC is
responsible for administering all financial matters pertaining
to contracts. The major responsibilities of the PROC are:
a. Review Unit Leader Responsibilities (page 3-3);
b. Obtain briefing from FSC;
c. Coordinate appropriate Unit Leaders on incident
needs and any special procedures;
d. Facilitate land use agreements, as needed;
e. Establish contracts with supply vendors, as required;
f. Interpret contracts/agreements and resolve claims or
disputes within delegated authority;
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g. Facilitate/coordinate invoice payment;
h. Finalize/close out all agreements and contracts;
i. Coordinate cost data in contracts with COST; and
j. Maintain Unit/Activity Log (ICS 214 form).
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CHAPTER 12
UNIFIED COMMAND
While a single Incident Commander (IC) normally handles
the command function, an Incident Command System (ICS)
organization may be expanded into a Unified Command
(UC). As a component of ICS, the UC is a structure that
brings together the "Incident Commanders" of all major or-
ganizations involved in the incident to coordinate an effec-
tive response, while at the same time carrying out their own
jurisdictional responsibilities. The UC links the organizations
responding to the incident and provides a forum for these
agencies to make consensus decisions. Under the UC, the
various jurisdictions and/or agencies and non-government
responders may blend together throughout the organization
to create an integrated response team.
The UC may be used whenever multiple jurisdictions are in-
volved in a response effort. These jurisdictions could be rep-
resented by:
¦ Geographic boundaries (e.g., two states, Indian tribal
land);
¦ Governmental levels (e.g., Federal, state, local, tribal);
¦ Functional responsibilities (e.g., fire, oil spill, Emergency
Medical Services (EMS));
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¦ Statutory responsibilities (e.g., Federal Land Managers,
Responsible Party (RP)); or
¦ Some combination of the above.
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Actual UC makeup for a specific incident will be determined
on a case-by-case basis taking into account: (1) the spe-
cifics of the incident; (2) determinations outlined in existing
response plans; or (3) decisions reached during the initial
meeting of the UC. The makeup of the UC may change as
an incident progresses to account for changes in the situa-
tion.
To be effective, the number of personnel should be kept as
small as possible. The UC is responsible for overall man-
agement of the incident; ICs retain the responsibilities listed
in Chapter 7 - Command Staff. A well-defined process re-
quires the UC to set clear objectives to guide the on-scene
response resources. The UC is not a "decision by commit-
tee." The principals are there to command the response to
an incident. Time is of the essence. The UC should develop
synergy based on the significant capabilities that are brought
by the various representatives. There should be personal
acknowledgement of each representative's unique capabili-
ties, a shared understanding of the situation, and agreement
on the common objectives. With the different perspectives
on the UC comes the risk of disagreements, most of which
can be resolved through the understanding of the underlying
issues. Contentious issues may arise, but the UC framework
provides a forum and a process to resolve problems and find
solutions.
A cooperative attitude is essential. Nevertheless, situations
may arise where consensus agreement may not be reach-
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able. In such instances, the UC member representing the
agency with primary jurisdiction over the issue would normal-
ly be deferred to for the final decision.
The bottom line is that UC has certain responsibilities as
noted above. Failure to provide clear objectives for the next
operational period means that the Command function has
failed. While the UC structure is an excellent vehicle (and the
only nationally recognized vehicle) for coordination, coop-
eration, and communication, the duly authorized represen-
tatives must make the system work successfully. A strong
Command—a single IC or UC—is essential to an effective
response.
Each UC member may assign Deputy Incident Command-
ers) to assist in carrying out IC responsibilities. UC mem-
bers may also be assigned individual legal and administra-
tive support from their own organizations.
To be considered for inclusion as a UC representative,
your organization must:
¦ Have jurisdictional authority or functional responsibility
under a law or ordinance for the incident;
¦ Be significantly impacted by the incident or response op-
erations; and
¦ Be specifically charged with commanding, coordinating,
or managing a major aspect of the response.
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Representatives to the UC should:
¦ Have the capability to sustain an appropriate time com-
mitment to the incident;
¦ Have the authority to commit agency or company re-
sources to the incident; and
¦ Have the authority to spend agency or company funds.
UC representatives must be able to:
¦ Agree on common incident objectives and priorities;
¦ Agree on an incident response organization;
¦ Agree on which agency will take the lead as the IC
(based on jurisdictional responsibilities) and the appro-
priate position assignments in General Staff to ensure
clear direction for on-scene tactical resources;
¦ Commit to speak with "one voice" through the Public In-
formation Officer (PIO) or Joint Information Center (JIC),
if established;
¦ Agree on logistical support procedures; and
¦ Agree on cost-sharing procedures, as appropriate.
It is important to note that participation in a UC occurs with-
out any agency abdicating authority, responsibility, or ac-
countability.
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What if your agency is not a part of the UC? Here is how
to ensure your organization's concerns or issues are ad-
dressed:
¦ Serve as an agency or company representative;
¦ Provide input to your agency or company representative
who has direct contact with the Liaison Officer (LNO);
¦ Provide stakeholder input to the LNO (for environmental,
economic, or political issues); or
¦ Serve as a technical specialist in the Planning Section
(reassigned, as appropriate).
For additional information on Unified Command, reference
the National Response Team's ICS/UC Technical Assistance
Document (TAD) at www.nrt org.
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CHAPTER 13
AREA COMMAND
Area Command (AC) is an expansion of the incident com-
mand function primarily designed to manage a very large in-
cident or area that has multiple Incident Management Teams
(IMTs) assigned. An AC can be established any time inci-
dents are close enough that oversight direction is required
among IMTs to ensure conflicts do not arise.
The function of the AC is to develop broad objectives for the
impacted area and coordinate the development of individual
incident objectives and strategies. Additionally the AC will set
priorities for the use of critical resources allocated to the inci-
dents assigned to the area.
The organization is normally small with personnel assigned
to Command, Planning, Logistics, and Finance/Administra-
tion functions. Depending on the complexity of the interface
between incidents, specialists in other areas such as avia-
tion, environmental fate and transport, and occupational and/
or public health may also be assigned to the AC.
An AC should not be confused with the functions performed
by a local or state Emergency Operations Center (EOC) or
a Departmental/Agency Operations Center (DOC), such as
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an EPA Regional Emergency Operations Center (REOC). An
AC oversees management and resource allocation of the in-
cidents), while an EOC/DOC coordinates support functions.
When incidents do not have similar resource demands, they
are usually handled separately and coordinated through an
EOC. This organization does not supplant the Incident Com-
manders (ICs), but rather supports and provides strategic
direction. Execution of tactical operations and coordination
remains the responsibility of the on-scene incident command
structure.
AREA COMMAND CONCEPT OF OPERATIONS
ACTIVATION CRITERIA - For situations that warrant an
AC, it is likely in most cases that the impacted area would be
subject to a multiagency response and require a Unified Area
Command. Appropriate jurisdictions decide jointly, and the
Unified Area Command Post would be located in the vicinity
of the impacted area. For establishment of a single-agency
(EPA) Area Command, the EPA Regional Incident Coordina-
tor (RIC) or Incident Commander (IC) can determine when
an incident(s) is of such magnitude, complexity, or operation-
al intensity that it would benefit from the activation of an AC.
Factors to consider when deciding to activate an AC include
but are not limited to:
¦ A complex incident that overwhelms regional assets;
¦ An incident that impacts more than one EPA region;
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¦ An incident that crosses international borders; and
¦ More than one active incident where incidents are com-
peting for the same resources or an incident spread over
a wide geographic area.
ACTIVATION GUIDANCE - When the decision is made to
activate an AC, the following actions should occur:
¦ An Area Commander is designated by the EPA RIC(s);
¦ Designated Area Commander and Deputy will be dele-
gated clear succession of command authority;
¦ If an incident(s) is multijurisdictional, the AC shall be es-
tablished using Unified Command (UC) concepts and
principles. When UC is established, representatives will
typically consist of executives possessing the highest
level of response authority as possible; and
¦ Determine appropriate location for the Area Command
Post.
AREA COMMANDER RESPONSIBILITIES - The Area
Commander has the overall responsibility for strategic man-
agement of the incident and will:
a. Establish AC strategic objectives;
b. Establish overall response priorities;
c. Rank incidents in order of priority;
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d. Identify and allocate critical resources based on inci-
dent needs;
e. Ensure that the incident(s) is properly managed;
f. Ensure that the on-scene incident(s) objectives are
met;
g. Minimize conflict with supporting agencies/ stake-
holder and public concerns;
h. Coordinate acquisition of critical or specialized re-
sources; and
i. In the event that a Joint Field Office (JFO) is activat-
ed, coordinate acquisition of national assets to sup-
port the incident(s) between AC and the JFO.
The AC organization should be kept as small as possible.
The size of the AC organization will be determined by the au-
thorities and support requirements of the incident(s). Under
normal circumstances, AC staffing will consist of the follow-
ing positions:
¦ Area Commander(s) and Deputy;
¦ Liaison Officer (LNO);
¦ Public Information Officer (PIO);
¦ Area Planning Section Chief (PSC);
¦ Area Logistics Section Chief (LSC);
¦ Area Finance/Administration Section Chief (FSC);
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¦ Situation Unit Leader (SITL);
¦ Resource Unit Leader (RESL);
¦ Environmental Unit Leader (ENVL);and
¦ Intelligence/Investigations Officer (110).
The AC organization does not, in any way, replace the on-
scene incident organization or functions. The above posi-
tions, if established, are strictly related to supporting the AC
functional responsibilities. Tactical operations continue to be
directed at the on-scene command level.
AC REPORTING RELATIONSHIPS
It is envisioned that the role of Area Commander will be filled
by an appropriately trained IC with the ability to set priorities
and objectives on behalf of the U.S. Environmental Protec-
tion Agency (EPA). When established, the Area Command-
er reports through normal EPA management chain-of-com-
mand. If a JFO or other Multiagency Coordination (MAC)
entity is established, the AC will need to determine the ap-
propriate level of coordination and liaison required to support
the incident(s).
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FIGURE 13-1: AREA COMMAND ORGANIZATION
An organization chart showing the basic Regional Area Command is:
Area Commander, State, or Other
Agency Responsible Party
Deputy Area Commander
Liaison Officer
Area Planning Section Chief
Situation Unit Leader
Resource Unit Leader
Environmental Unit Leader
Public Information Officer
]
Area Logistics
Section Chief
J
Area
Finance/Admin
Section Chief
Intelligence/
Investigations Officer
On-Scene Incident Commander
Operations
Planning
Logistics
Finance/Admin
On-Scene Incident Commander
Operations
Planning
! ^Istirs [
Finance/ Admin
Note: An agreement must be reached with the Area Commander on where
the Intelligence/Investigations Officer position will be located within the AC
organization.
Note: The National Incident Management System (NIMS) AC includes an
Aviation Coordinator position. This position was intentionally left out. The
Area Commander can add the position anytime he/she determines a need
for special aviation coordination.
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POSITION CHECKLISTS
AREA COMMANDER (SINGLE/UNIFIED AREA COM-
MAND) -The Agency's Area Commander is responsible
for providing the overall strategic direction and support to
the on-scene Incident Commander/Unified Command (IC/
UC). This responsibility includes ensuring that conflicts are
resolved, incident objectives are established, and strategies
are selected for the use of critical resources. The Area Com-
mander coordinates with the Regional Emergency Opera-
tions Center (REOC) and EPA Headquarters (HQ) Emergen-
cy Operations Center (EOC) as follows:
a. Review Common Responsibilities (page 3-1);
b. Provide briefings to EPA HQ through the HQ EOC,
and obtain feedback regarding Agency expectations,
concerns, and constraints;
c. If operating within a Unified Area Command, devel-
op a working agreement with all participants to em-
ploy the NIMS Incident Command System (ICS) as
the response management system (if possible, this
should be worked out well in advance);
d. Assess the incident potential and ensure the Agency
infrastructure is capable of meeting incident objec-
tives;
e. Provide clear understanding of Agency expectations,
intentions, and constraints;
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f. Provide strategic and overarching logistical manage-
ment of the incident(s), including setting of overall
strategic objectives;
g. Ensure that the response addresses the manage-
ment objectives set by the RIC;
h. Establish priorities for assignment and demobiliza-
tion of critical resources;
i. Assign and approve demobilization of critical re-
sources;
j. Approve procedures for release of information to the
media and the public in coordination with the field
PIO and the HQ PIO Unit, which will be led by Office
of Public Affairs (OPA) personnel;
k. With the assistance of the IC/UC and in coordination
with the region and HQ as necessary, determine the
Agency's public spokesperson for the overall crisis
response;
I. Manage the AC organization to ensure the on-scene
IC/UC is appropriately supported;
m. Identify location and establish an appropriate com-
mand post, if necessary;
n. Ensure that an AC Occupant Emergency Plan is de-
veloped and monitor for compliance;
o. Ensure that the strategic objectives address the di-
rection set by the RIC; and
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p. Maintain Unit/Activity Log (ICS 214 form).
DEPUTY AREA COMMANDER
a. Review Common Responsibilities (page 3-1);
b. Assist the Area Commander in executing his/her re-
sponsibilities;
c. Oversee and facilitate the overall operation of the AC
staff;
d. Perform Area Commander duties in the absence of
designated Area Commander; and
e. Maintain Unit/Activity Log (ICS 214 form).
AREA COMMAND LIAISON OFFICER (LNO)
a. Review LNO Responsibilities (page 7-6);
b. Establish liaison, as needed, with representatives of
assisting and cooperating agencies. This will often
be with the same agencies represented at the IC lev-
el, but will typically be a link to a more senior organi-
zational level than that represented on-scene;
c. Establish liaison, as needed, with stakeholders (en-
vironmental, economic, and political) and coordinate
with the PIO as needed on outreach. There may be
some stakeholders that, because of their wide area
of influence, organization, and interest, will desire
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representation at both the IC level and at the AC lev-
el. It is expected, however, that the majority of stake-
holder service and support will be handled at the IC
level;
d. Monitor and support as requested, the IC's LNO(s)
efforts to establish strong ties to assisting/ cooperat-
ing agencies and stakeholders;
e. Monitor and measure stakeholders' and assisting
and cooperating agencies' perception of the effec-
tiveness of the response, and keep the Area Com-
mander and staff advised;
f. Liaise with all investigating agencies, supporting
their activities to provide the best possible progress
without interference with the incident response. As
much as possible, the Area Commander will deal
with all investigating agencies in an effort to reduce/
minimize impact on field operations; and
g. Maintain Unit/Activity Log (ICS 214 form).
AREA COMMAND PUBLIC INFORMATION OFFICER (PIO)
a. Review PIO Responsibilities (page 7-4);
b. In coordination with the field PIO and the HQ PIO
Unit (led by OPA personnel), the AC PIO will gener-
ally provide information on overall progress and sta-
tus of the response from a regional or national per-
spective;
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c. Identify and communicate to AC staff the AC policy
and procedures for release of information;
d. Ensure that the Crisis Communications Plan is fol-
lowed;
e. If appropriate, establish the AC Joint Information
Center (JIC), as directed by the Area Commander;
f. Coordinate with the IC's PIO(s) to obtain information
and to ensure consistency;
g. Observe and support as requested the IC's PIO(s)'
efforts to establish strong and effective public infor-
mation services;
h. Monitor and measure public and media perception
of response effectiveness and keep the Area Com-
mander and staff advised;
i. Schedule and keep the Area Commander and staff
informed of news releases, press conferences,
town meetings, etc. to be conducted at the regional/
national level;
j. Prepare material and coordinate the conduct of
press conferences, town meetings, etc. Provide
speaker preparation and coaching to members of
the AC staff;
k. Carry out the protocol function for visiting dignitar-
ies, including coordination and conduct of briefs and
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site visits. As much as possible, the AC will deal with
VIPs in an effort to reduce staff load at the IC(s) lev-
el; and
I. Maintain Unit/Activity Log (ICS 214 form).
AREA COMMAND PLANNING SECTION CHIEF (PSC) -
The AC PSC collects information from the field to assess and
evaluate potential conflicts in establishing strategic objec-
tives, and the priority of critical resources, as follows:
a. Review PSC Responsibilities (page 9-2);
b. Review for consistency, the IC(s) Incident Action
Plans (IAP). Ensure that the IC(s) are adequately
and appropriately anticipating and preparing for fu-
ture response needs as well as the next operational
period. Brief IAP(s) to Area Commander and staff;
c. Under the direction of the Area Commander, facili-
tate/conduct AC staff meetings;
d. In consultation with the AC Logistics Section Chief
(AC LSC), the AC Resource Unit Leader (AC RESL)
(if assigned), and the AC Situation Unit Leader (AC
SITL), recommend to Area Commander the incident
priorities;
e. In consultation with the AC LSC, AC RESL (if as-
signed), and AC SITL, recommend to the Area Com-
mander the assignment and demobilization of critical
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resources;
f. Prepare and distribute the AC policies, procedures,
and decisions to the AC staff and the on-scene ICs.
Maintain a record of all these documents;
g. Develop/assemble the AC Action Plan. The AC Ac-
tion Plan should address the following:
¦ AC strategic objectives;
¦ Critical Resources (Critical Resources are any
piece of equipment or personnel with technical
or subject matter expertise, or other capabilities
requested by the IC(s) that are in high demand
or short supply and essential for the proper exe-
cution of tactical actions at the incident as appli-
cable);
¦ Incident Priorities (as applicable to critical re-
sources);
¦ AC Staff Organization Chart, showing names
and assigned positions of all participants;
¦ AC Staff Meeting and Briefing Schedule; includ-
ing the schedule for phone calls and the meeting
of the Area Commander with the IC(s);
¦ AC Communication Plan should identify how the
AC staff is able to communicate with the IC(s)
and others;
¦ AC Information Plan;
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¦ Unusual situation and emergency procedure re-
porting;
¦ 24-hour watch procedures; and
¦ As needed, AC policy, procedures and deci-
sions.
h. As needed, develop briefing paper(s) on inci-
dent-specific issues and concerns. Issues and con-
cerns are matters raised in the course of the re-
sponse that the Area Commander desires to have
researched or discussed as an aid to fully under-
standing the issue;
i. Ensure that the IC(s) are adequately anticipating and
developing contingencies for addressing future re-
sponse needs; and
j. Maintain Unit/Activity Log (ICS 214 form).
AREA COMMAND SITUATION UNIT LEADER (SITL)
a. Review SITL Responsibilities (page 9-5);
b. Develop and implement procedures for establishing
and maintaining current the "common operational
picture" for the AC and staff. This includes proactive
intelligence gathering from all AC staff elements and
the IC(s) SITLs;
c. Maintain current situation status displays;
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d. Prepare incident situation information for support of,
and use in, briefing documents and presentations;
e. Support/assist the AC Planning Section with devel-
oping recommendations for establishing priorities
and assigning/demobilizing critical resources;
f. As required by the Area Commander, provide fre-
quent/timely incident status updates to the Region,
EPA HQ, and other agencies and entities; and
g. Maintain Unit/Activity Log (ICS 214 form).
AREA COMMAND RESOURCE UNIT LEADER (RESL)
a. Review RESL Responsibilities (page 9-3);
b. Maintain resource status for all critical resourc-
es. This will require regular contact with on-scene
RESLs to ensure that resource status is current.
Also, track AC staff and resources that directly sup-
port the staff;
c. Support/assist the AC Planning Section in develop-
ing recommendations for establishing priorities and
for assigning and demobilizing critical resources;
d. Working with the ICs, submit critical resource needs
to the AC Logistics Section;
e. Coordinate with the AC Finance/Administration Sec-
tion to track overhead/costs for AC; and
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f. Maintain Unit/Activity Log (ICS 214 form).
AREA COMMAND ENVIRONMENTAL UNIT LEADER
(ENVL) - In the event an AC is activated, the AC Environ-
mental Unit is established to provide cross-incident data
management, analysis, strategic assessment, waste man-
agement planning, and other cross-incident environmental
issues. The AC Environmental Unit will coordinate closely
with any Environmental Units at the incident level, which will
retain responsibility for providing operational support to the
ICs, including management of incident-specific data. Specific
responsibilities of the AC ENVL include, but are not limited
to:
a. Review ENVL Responsibilities (page 9-10);
b. Evaluate the opportunities to use various response
technologies;
c. Work with AC SITL to present data;
d. Ensure that quality assurance is fully integrated into
the entire response;
e. Ensure validation of sampling data;
f. Ensure oversight of data assessment and interpreta-
tion;
g. Provide summary reports for media/public affairs in
coordination with the HQ PIO Unit led by OPA per-
sonnel;
h. Recommend benchmarks/criteria; and
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i. Maintain Unit/Activity Log (ICS 214 form).
AREA COMMAND LOGISTICS SECTION CHIEF (LSC)
a. Review LSC Responsibilities (page 10-2);
b. Provide facilities, services, communications capabili-
ties, and administrative supplies for the AC organiza-
tion;
c. Obtain specialists and AC staff support, as request-
ed;
d. Establish liaison with IC(s) Logistics Section(s) so as
to identify critical resources;
e. Support/assist AC Planning Section in developing
recommendations for establishing priorities to gov-
ern the assignment of critical resources and to de-
velop recommended assignment/demobilization of
critical resources;
f. As necessary, provide for identification and acquisi-
tion of national level response resources needed by
the IC(s). Track critical resources from time ordered
to check-in;
g. When directed by the Area Commander, take charge
of expanded supply network to support the IC(s);
h. Develop the AC Communications Plan (should iden-
tify how the AC staff is able to communicate with the
IC(s) and others);
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i. Track national/international resources until they ar-
rive at the scene and are turned over to the cogni-
zant incident RESL;
Coordinate directly with AC Finance/Administration
Section for procurement and accounting purposes;
and
j. Maintain Unit/Activity Log (ICS 214 form).
AREA COMMAND FINANCE/ADMINISTRATION SECTION
CHIEF (FSC) - In addition to reviewing FSC Responsibilities
(page 11-2), work with Field Accountants (FACCs) at the inci-
dent level to:
a. Track and document total response costs;
b. Ensure that response costs are managed within the
established financial ceilings and guidelines; coordi-
nate ceiling adjustments;
c. For oil and hazardous materials incidents, keep the
Area Commander advised as to the impact on the
Oil Spill Liability Trust Fund (OSLTF) or Comprehen-
sive Environmental Response, Compensation, and
Liability Act (CERCLA) Fund and potential/projected
time for reaching liability limits of the Responsible
Party (RP);
d. Establish a funding conduit through use of Pollution
Removal Funding Authorization (PRFA) or other in-
teragency agreements and ensure compliance with
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all costs;
e. Coordinate the overall processing of claims with the
RP and IC(s); and
f. Maintain Unit/Activity Log (ICS 214 form).
AREA COMMAND INTELLIGENCE/INVESTIGATIONS OF-
FICER (NO)
a. Review NO Responsibilities (page 15-3);
b. Working with AC, determine the level and complexity
of intelligence needed to support their efforts;
c. Reach agreement with AC on where the Intelligence
position will be located within the AC organization;
d. Determine intelligence gaps and requirements need-
ed to support AC'S decision making process and the
development of the Operations Briefing;
e. Analyze and share intelligence among AC organiza-
tion, involved partners, and the on-scene IC;
f. Manage and process classified and unclassified re-
quests for intelligence;
g. Ensure that intelligence is properly used and filed;
h. Coordinate intelligence gathering activities with other
external agencies and organizations (e.g., Federal
Bureau of Investigation (FBI), state, and local law
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enforcement); and
i. Maintain Unit/Activity Log (ICS 214 form).
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AREA COMMAND PLANNING CYCLE
MEETINGS, BRIEFINGS, AND THE ACTION PLAN
PROCESS
AC Approve
Action Plan
Develop
Action Plan
AC Staff
Brief Action
Plan
AC/UC
Meeting
Meeting
with ICs
Monitor Mission
Progress
New Ops
Cycle
Begins
Briefing, &
Establish
AC Post
Executive
Briefing
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The period of initial activation of the AC organization is when
a determination is made to establish an AC organization to
support on-scene Incident Management Teams (IMTs). The
RIC determines and designates who will represent EPA and
other appropriate organizations within the AC structure.
EXECUTIVE BRIEFING - This is the first activity where the
RIC briefs representatives in Area Command on the overall
situation, which includes:
1. Establish any constraints on authorities;
2. Receive policy guidance and management objectives;
3. Reach agreement on the scope of the job; and
4. Identify AC Post location.
When: Selected Area Commander(s) gather for the first
time.
Facilitator: RIC or designee.
Attendees: Selected Area Commanders and deputies.
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General Tasks
Senior Agency Eiecutives
~ Provide situation briefing;
o Establish any constraints on
authorities:
Review agency policies:
Discuss scope of effort:
n
onvey reporting
n
requirements and
relationships: and
Reach agreement on
Command Post location.
Area Commander
d Obtain briefing:
n Clarify scope of effort and
issues:
~ Agree on critical information
reporting;
~ Define any social, political,
environmental and economic
issues:
o Identify any cost constraints;
and
d Identify ICs.
AC Staff
Meeting
Develop
Action Plan
AC
Approve
Action Plan
AC/UC
Meeting
Brief
Action
Plan
Meeting
with ICs
! Check-in, AC
' Briefing, &
Establish
AC Post
Monitor
Mission
Progress
New Ops
Begins
Activate AC
Organization
Executive
Briefing
«
:i
>
O
<
"ra
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Agenda:
1. Brief on the need and requirements for AC organization.
2. Discuss prior communications between executives and
ICs.
3. Brief on current situation.
4. Brief on AC authorities, duties, responsibilities, and man-
agement objectives.
5. Discuss overarching political, social, economic, and envi-
ronmental issues affecting the response.
6. Clarify reporting and briefing requirements and lines of
authority.
7. Discuss and reach agreement on overall AC staffing and
AC Post location.
8. Discuss plans and agreements that may be in place.
9. Close out meeting with concurrence from Area Com-
manders that their concerns have been addressed.
ACTIVATE AC ORGANIZATION - Provides Area Command-
ers) the opportunity to determine the size of the AC organi-
zation based on the scope of effort and agreements reached
at the Executive Briefing. This time block could also be used
to evaluate the suitability of the proposed AC Post location to
meet AC organizational needs.
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When: Shortly after the Executive Briefing.
Facilitator: Area Commander(s) come to agreement on AC
staffing.
Attendees: Area Commanders.
General Tasks
Area Commanders
u Identify and agree on AC
staffing requirements:
i. Agree on who will fill key AC
positions:
l Agree on support needs (e.g.
computers: printers,
communications systems);
and
~ Develop initial operating
procedures
AC Staff
Meeting
Develop
Action Plan
AC
Approve
Action Plan
AC/UC
Meeting
Brief
Action
Plan
Meeting
with ICs
Check-in, AC
Briefing, &
Establish
AC Post
Monitor
Mission
Proaress
New Ops
Begins
i Activate AC
< Organization
Executive
Briefing
tt
O
<
re
4->
C
Chapter 13. AREA COMMAND
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CHECK-IN, AC BRIEFING, & ESTABLISH AREA COM-
MAND POST - Area Commanders will conduct an initial
briefing with AC personnel. Briefing will include expectations
from Area Commanders and any limitations or issues that
the AC will be expected to address. Establishment of the AC
Post may also be addressed at this time.
When: At the time AC staff positions are established.
Facilitator: Area Commander(s) with participation from AC
PSC and AC LSC.
Attendees: All AC personnel.
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General Tasks
Area Commanders
Provide guidance to AC staff
on scope of assignment
~ Convey agency executives'
expectations, policy
guidance, authorities, etc.;
o Convey AC decisions on
staffing and support needs of
AC: and
n Assign tasks, if necessary
{e.g., preparing for the on-
scene IC/UC meeting).
Planning Section Chief
o Facilitate briefing: and
o Document open actions.
AC Staff
n Clarify individual roles and
responsibilities: and
o Confirm individual support
needs.
AC Staff
Meeting
Develop
Action Plan
AC/UC
Meeting
AC
Approve
Action rlan
Brief
Action
Plan
with ICs
Check-in, AC
Briefing, &
Establish
AC Post
Monitor
Mission
Progress
New Ops
Begins
Activate AC
Organization
Executive
Brieftng
W
GJ
U
<
"3
MEETING WITH INCIDENT COMMANDERS - Provides
Area Commander(s) the opportunity to meet with on-scene
IC/UC and discuss on-scene ICs' current situation, strate-
gies, and issues.
When:
As soon as possible after AC becomes opera-
tional.
Facilitator: AC PSC.
Attendees: Area Commanders, AC PSC, AC LSC, AC FSC,
and On-scene ICs and their PSCs.
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General Tasks
Area Commanders
a Clarify AC roles and expectations;
a Provide management objectives;
~ Cover AC operating procedures;
o Provide ground rules or
procedures for ICs to follow; and
d Area Commanders arid ICs reach
agreement on division of
responsibility (e.g., media
relations and stakeholder
meetings).
Planning Section Chief
o Provide reporting requirements,
formats and time frames; and
:i Collect lAPs and/or 201s from
each of the incidents.
Logistics Section Chief
n Provide procedures for ordering
specialized or critical resources;
~ Explain process for sharing or re-
assigning specialized and critical
resources; and
~ Explain demobilization of
specialized arid critical resources,
Finance/Admin Section Chief
n Explain process for cost tracking,
incident Commanders
a Provide overall Situation Report
for their individual incident;
n Identify resources at risk;
u Specify current incident
objectives;
Li Provide response priorities;
n Provide long-term projections and
existing and anticipated problems;
n Provide list of resource
requirements and shortfalls;
identify probability of success if
resource needs aie met;
a Identify consequences If resource
requirements are not met; arid
o Identify areas that AC can provide
assistance to them {political
contacts, VIP visits, etc.).
AC Staff
Meeting
Develop
Action Plan
AC
Approve
Action Plan
AC/UC
Meeting
Brief
Action
Plan
Meeting
with ICs
Check-in, AC
Briefing &
Establish
AC Post
Monitor
Mission
New Ops
Begins
Activate AC
Organization
Executive
Briefing
o
<
Chapter 13. AREA COMMAND
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JANUARY 2016
Agenda:
1. AC PSC brings meeting to order, conducts roll call, and
reviews agenda.
2. Area Commander(s) provide opening remarks along with
providing policy direction, Executives' expectations, AC
interim operating procedures, expectations, and ground
rules.
3. AC PSC provides guidance on information reporting to
include timeframes, units of measure, and formats along
with critical information reporting.
4. AC LSC provides guidance on ordering and sharing of
specialized and critical resources, including demobiliza-
tion of these resources.
5. AC FSC provides guidance on cost accounting.
6. ICs report out on their individual situation to include re-
sources at risk, incident objectives, incident priorities, re-
source requirements, and consequences if resource re-
quirements are not met.
7. Resolve any issues or concerns.
8. AC PSC solicits final comments and adjourns the meet-
ing.
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AREA COMMANDERS MEETING - During this one-hour
meeting, the Area Commander(s) will use the information
derived from the IC meeting and develop overall strategies,
objectives, and priorities, and identify any critical resource
needs or issues that the AC will have to address. As needed,
Area Commander(s) will establish priorities amongst inci-
dents. Area Commander(s) will also finalize the AC operating
procedures.
When: As soon as possible after adjournment of IC
meeting.
Facilitator: AC PSC.
Attendees: Area Commanders, AC PSC, other staff upon
Area Commander(s)' request.
General Tasks
Area Commanders
~ Reach agreement on what
are critical resources,
u Discuss limitations and
constraints.
~ Prioritize incidents.
~ Develop overall priorities,,
objectives, and strategies*
~ Finalize the AC operating
procedures, (e.g.. core hours
of operation, night watch,
staffing requirements,
meeting schedules, reporting
timeframes).
~ Identify any specific tasks for
AC staff.
Planning Section Chief
n Set up meeting room using
meeting room layout.
o Facilitate meeting.
u Ensure meeting
documentation.
AC Staff
Meeting
Develop
Action Plan
AC
Approve
Action Plan i
AC/UC
Meeting
Meeting
with fCs
Check-in, AC '
Monitor
Mission
Progress
Brief
Action
Plan
New Ops
Begins
| Briefing &
! Establish
J AC Post
! Activate AC
>
y
j Organization
<
J
| Executive
m
S
! Briefing
c
Chapter 13. AREA COMMAND
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JANUARY 2016
Agenda:
1. AC PSC brings meeting to order.
2. Area Commander(s) reaches agreement on criteria for
identifying critical resources.
3. Area Commander(s) discusses and prioritizes incidents.
4. Area Commander(s) addresses any limitations and con-
straints.
5. AC PSC facilitates discussion and develops overall re-
sponse priorities.
6. AC PSC leads discussion on development of strategic
objectives.
7. Area Commander(s) finalizes the AC operating proce-
dures (e.g., core hours of operation, night watch, staffing
requirements, meeting schedules, and reporting time-
frames).
8. Area Commander(s) identifies any specific tasks for AC
staff.
9. Area Commander(s) addresses any critical issues derived
from the IC Meeting or Agency Executive Briefing.
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AC STAFF MEETING/BRIEFING - During this one-hour
meeting, the Area Commander(s) will present their decisions
and management direction to the AC staff. This meeting
should clarify and help to ensure understanding among the
core AC staff on the decisions, objectives, priorities, pro-
cedures, and functional assignments (tasks) that the Area
Commander(s) has discussed and agreed upon.
When: Following AC meeting.
Facilitator: AC PSC.
Attendees: Area Commanders and AC staff to include Unit
Leaders and technical specialists, if needed.
Area Commanders
o Present AC operating
procedures:
~ Present AC decisions
directions, and priorith
General
ating
Develop
Action Pian
AC
Approve
Action Plan
~ Discuss overall response
emphasis including any
limitations and constraints;
and
AC/UC
Meeting
Brief
Action
Plan
a Present functional work
assignments (tasks).
Planning Section Chief
Set-up meeting/briefing area;
and
l Facilitate and document
meeting.
Monitor
Mission
Progress
Meeting
with ICs
New Ops
Cycle
Begins
Check-in, AC
z Provide updates on the
overall current situation and
projections if available.
Situation Unit Leader
\ Briefing &
[ Establish
J AC Post
Activate AC j '¦«=
Organization j <
AC Staff
:: Review and clarify functlona
work assignments (tasks).
Executive
Briefing
Chapter 13. AREA COMMAND
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JANUARY 2016
Agenda:
1. AC PSC brings meeting to order, conducts roll call, cov-
ers ground rules, and reviews agenda.
2. AC SITL conducts situation status briefing.
3. Area Commander(s) provides comments.
4. Area Commander(s) presents:
a. Decisions, directions, and priorities;
b. Operating procedures;
c. Overall response emphasis, including any limitations
and constraints; and
d. Functional work assignments (tasks) to staff mem-
bers.
5. AC PSC facilitates a short discussion on issues and con-
cerns and adjourns meeting.
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DEVELOP ACTION PLAN - During this block of time, AC
staff develops components that are needed to be included
in the Action Plan. These components must meet the dead-
lines set by the AC PSC to ensure the Planning Section can
assemble the Action Plan. Deadline must be early enough to
permit timely AC review, approval, and duplication.
When: Following AC staff meeting.
Facilitator: AC PSC facilitates process.
Attendees: None. This is not a meeting but a period of time.
General Tasks
Area Command Staff
o Develop components of the
Action Plan.
AC Staff
Meeti
AC/UC
Meeting
Meeting
with ICs
Develop
Action Plan
Briefing &
Establish
AC Post
Activate AC |
Organization !
Executive
Briefing
prove
n Plan
Action
Plan
Monitor
Mission
Progress
New Ops
Begins
! Check-in, AC 11
I «
I .9!
O
<
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ACTION PLAN COMPONENTS PRIMARY RESPONSIBILITY
l. Priorities & Objectives
(ICS AC202)
AC RESL
2. Organization List/Chart
(ICS AC207)
AC RESL
3. Critical Resource Summary (ICS
AC215)
AC RESL
4. Meeting & Briefing Schedule
(ICS AC230)
AC SITL
5. Communications Plan
(ICS AC205)
AC COML
6. Information Management Plan
AC PIO
7. Critical Information Reporting
AC SITL
8. Staffing Schedule
AC RESL
9. Policies, Procedures, & Deci-
sions
AC PSC
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ACs APPROVE ACTION PLAN - During this block of time,
the Planning Section assembles Action Plan, reviews con-
tent, makes adjustments if necessary, and provides to Area
Commander(s) for review and approval. Following approval,
required copies should be duplicated for distribution.
When: Following Action Plan Development.
Facilitator: AC PSC and Area Commanders facilitate pro-
cess.
Attendees: None. This is a block of time.
AC Staff
Meeting
Develop
Action Plan
AC/UC
Meeting
Meeting
with ICs
Check-in, AC
Briefing, & j
Establish ¦
AC Post
Activate AC
Organization
Executive
Briefing
Approve
Action Plan
Brief
Action
Plan
Rfl •<* i # mfc *»
monitor
Mission
Progress
New Ops
Begins
&
o
o
<
General Tasks
Area Commanders
~ Review and approve AUiun
Plan.
Planning Section Chief
~ Assemble Action Plan.
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JANUARY 2016
BRIEF ACTION PLAN - This 30-minute or less briefing
presents the Action Plan to the AC staff and ICs. Briefing
to on-scene ICs may be accomplished by teleconferencing
or some other mechanism. Copies are either faxed or sent
electronically to ICs and Agency Executives.
When: At or as near as possible to AC shift change.
Facilitator: AC PSC.
Attendees: All AC staff and if possible ICs, and Agency Ex-
ecutives.
AC Staff
Meeting
Develop
Action Pla
AC
Approve
Action Plan
AC/UC
Meeting
Brief
Action
Plan
¦111 1 Cr 11.1 f tjj;
with ICs
Monitor
Mission
Progress
I 1 "nilIIIi I' I "III lUMMHUiaWMMW m
1 Check-in, AC a
J Briefing, &
J Establish AC
! Post
Begins
[ Activate AC
i Organization
J Executive
[ Briefing
®
Q>
O
<
General Tasks
Area Commanders
~ Provide guidance/clarification.
Planning Section Chief
o Set up briefing area;
Prepare briefing materials;
Facilitate Briefing: and
0 Provide status on critical
resources.
Situation Unit Leader
1 Provide situation briefing; and
o Review status of open
actions/tasks.
Logistics Section Chief
~ Address logistical
support/service issues.
Finance/Admin Section Chief
a Address finance/admin
issues.
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JANUARY 2016
Agenda:
1. AC PSC opens meeting, conducts roll call, and reviews
agenda.
2. AC SITL conducts situation status briefing and provides
projections as needed.
3. Area Commander(s) provides opening remarks.
4. AC PSC presents Action Plan.
5. AC LSC presents status of specialized and critical re-
sources.
6. AC FSC presents status of cost tracking and other cost
accounting issues.
7. AC PSC conducts round robin to clarify and resolve any
open issues with participants.
8. AC PSC adjourns briefing.
MONITOR MISSION PROGRESS
The Area Commander(s) should continuously monitor ongo-
ing operations via the ICs/IMTs to help adjust planning for
future operations. The Area Commander(s) should communi-
cate with the ICs and assist as needed with support from AC
staff.
Chapter 13. AREA COMMAND
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General Tasks
Finance/Admin Section Chief
o
Continue to address
finance/admin issues;
o
Investigate any unusual claims
and brief Command:
D
Develop cost sharing
agreements as needed;
0
Monitor AC procurement
procedures; and
o
Brief Command on any unusual
high cost item's being
requested.
General Tasks
Area Commanders
~ Keep REOC informed of
progress and issues;
o Evaluate overall AC
effectiveness;
o Resolve problems as they
occur;
o Follow up on staff work
assignments / open actions;
~ Communicate with ICs and
assists as needed;
o Attend planned meetings and
briefings;
o Evaluate staff effectiveness and
order additional resources as
needed; and
n Provide guidance/clarification.
Planning Section Chief
o Evaluate AC Planning Section
* effectiveness;
o Evaluate staffing requirements
for next operational period;
~ Prepare briefing materials;
o Conduct a Planning Section
meeting;
o Ensure that document control
system is functioning properly;
and
o Provide status on critical
resources.
Logistics Section Chief
d Address ongoing logistical
support/service issues;
~ Ensure appropriate
communication is in place;
o Evaluate space requirements
and make adjustments as
needed;
~ Monitor Area Command Post
security;
o Source critical and specialized
resources; and
~ Evaluate logistics staffing needs
and order as needed.
Chapter 13. AREA COMMAND
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CHAPTER 14
HAZARDOUS SUBSTANCES RESPONSE
The U.S. Environmental Protection Agency (EPA) routine-
ly responds to releases of hazardous substances. Typical-
ly these responses are small and are easily handled by a
Federal On-Scene Coordinator (OSC) with the support of
response contractors, Special Teams, and/or other EPA per-
sonnel. In many cases, state and/or local resources assist
with direct or indirect response support. In other instances,
EPA may provide technical support to other Federal, state,
local, or tribal agencies in response to releases of hazardous
substances. EPA may also serve as either the Incident Com-
mander (IC) or, more frequently, within the Unified Command
(UC) when needed due to the magnitude of the situation, its
technical complexity, or the unavailability of other response
resources.
The majority of hazardous substance releases are small
events that will not and should not result in a response be-
yond that of an initial or reinforced response organization.
The OSC should have knowledge of the local government
response capabilities and/or be familiar with local respond-
ers, as this will affect the degree of leadership and control
that the OSC will be expected to take in hazardous sub-
stance/material events. Some first responders may only be
trained to the awareness level, which will allow them to rec-
ognize the presence of hazards, protect themselves, secure
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 217
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the site, and to call for specialized personnel. Do not assume
that first responders have adequately assessed, contained,
or completely controlled the release.
In areas where the state and local government have a strong
hazardous substance/materials response program, EPA may
be primarily in a support role during the emergency phases.
In areas where there is less hazardous substance response
capability, EPA will be expected to take a much stronger
leadership role.
In this regard, there may also be reasons to expand the UC
beyond the Federal OSC, state/tribal OSC, Responsible
Party (RP) participation, and local jurisdiction. The UC rep-
resented in this chapter reflects the possible levels of partici-
pation that may be seen in some locations and situations for
hazardous substance incidents. Area and regional planning
allow OSCs to meet with other responders in their jurisdic-
tions. These opportunities should be used to determine the
response capabilities and personalities that may be involved
in responses in your region.
There are different terms used to describe hazardous mate-
rials throughout the transportation, response, and regulatory
communities. Throughout this Incident Management Hand-
book (IMH), the term "hazardous substances" is intended to
refer to "hazardous substances, pollutants, or contaminants"
as defined under the National Oil and Hazardous Substanc-
es Pollution Contingency Plan (NCP).
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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The term "OSC" is used to refer to the Federal On-Scene
Coordinator, in accordance with the NCP. EPA uses the des-
ignation "OPS" to refer to the Operations Section Chief posi-
tion to avoid confusion with the Federal OSC designation in
regulation.
Finally, the designation "RP" is used for consistency with the
U.S. Coast Guard (USCG) IMH, and includes both Responsi-
ble Parties under the Oil Pollution Act (OPA) and Potentially
Responsible Parties (PRP) under the Comprehensive Envi-
ronmental Response, Compensation, and Liability Act (CER-
CLA).
It is impossible to address the full range of possible Inci-
dent Command System (ICS) organizations that may be
used by EPA in responding to hazardous substance/materi-
al (hazmat) releases. Therefore, this chapter will use three
possible scenarios to present the modular development of
the ICS organization. The organization charts presented in
this chapter highlight the positions/units that are critical for
a hazmat response; empty boxes are shown to indicate that
the complete ICS org chart may include additional positions.
The first scenario, with an ICS organizational chart depict-
ed in Figure 14-1: EPA-Led Response (Basic Structure),
involves an EPA-led response to a fairly simple hazardous
substances incident (for example, one in which only an EPA
OSC and his/her contractors respond). The second, with
an ICS organizational chart depicted in Figure 14-2: EPA-
Led Response (Complex Structure), involves an EPA-led
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 219
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response to a fairly complex hazardous substance release,
but without significant non-hazardous substance issues (i.e.,
all response activities are geared towards the hazardous
substances incident). Finally, the third scenario, with an ICS
organization chart depicted in Figure 14-3: Multiagency Re-
sponse to a Multi-Hazard Incident, involves a complex inci-
dent in which the hazardous substance response represents
just a fraction of the ongoing activities (for example, a train
derailment involving a chlorine release impacting a nearby
community). In such an incident, it is expected that a Haz-
ardous Substance/Material (Hazmat) Branch or Group will
be created to provide the necessary supervision and control
for the essential functions required at virtually all hazardous
substances incidents. The Hazmat Branch Director, if acti-
vated, or Group Supervisor will direct the primary functions
and supervise all resources that have a direct involvement
with hazardous substances. The presented organizational
structures also reflect the modular development of a hazard-
ous substances release ICS organization. The organization
expands and contracts to accommodate the increasing com-
plexity and response resources associated with the three re-
sponses, maintaining the span of control of each supervisor
within the acceptable range.
While not shown in any of the presented ICS organizations, it
should be noted that, in some especially complex incidents,
a modified planning structure can be adopted under the Na-
tional Incident Management System (NIMS), with detailed
action planning done within the Hazmat Branch. If an inci-
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
220
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dent becomes so large that there is no logical set of objec-
tives that pertain to the entire incident, or if the preparation
and/or distribution of the Incident Action Plan (IAP) cannot
be feasibly accomplished within the required timeframe, then
Branch tactical planning may be appropriate. In such a case,
the Environmental Unit would likely be moved to the Hazmat
Branch. In such a case, the Planning Section would have to
ensure that inter-Branch coordination takes place whenever
necessary. When a hazardous substance incident is large
enough in scope and/or complexity, both the Operations and
Planning Sections will be fully engaged. The Operations
Section will coordinate and carry out tactics for the current
operational period while the Planning Section will work on
plans for the next operational period and beyond.
Due to the presence of hazardous substances/materials
in a typical EPA response, the Agency expects to typically
create an Environmental Unit within the Planning Section,
as described in NIMS, to properly support the decision
making capability of the ICS structure during a major
incident. Planning, research, analytical data management,
assessment, and other science or technical functions may
not be able to be addressed by the responders as they
focus on their field activities. The Environmental Unit would
assemble and coordinate environmental stakeholders and
needed technical specialists to provide scientific advice
on various environmental and health issues and provide
technical expertise, work products, plans, or deliverables.
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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Since the Logistics Section and Finance/Administration Sec-
tion, if formed during a hazardous substance response, will
reflect the same functional requirements as in the generic
ICS organization, they have not been included in the organi-
zational charts for this chapter.
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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UNIFIED COMMAND (UC)
Hazardous materials incidents will usually be managed un-
der UC principles. Thus—in addition to EPA and state/tribal
and/or local environmental agencies—fire, law enforcement,
and public health agencies will also have some statutory ju-
risdiction and functional responsibility to respond. Most haz-
ardous substance emergencies will involve both environmen-
tal and public safety components.
The best method of ensuring effective information flow and
coordination among the responding agencies at the scene of
a multiagency incident is to establish an Incident Command
Post (ICP) and the use of a UC. Each key response agency
should provide a representative to remain at the ICP who will
have authority to speak for and commit agency resources.
The RP may participate in the UC if they have resources in-
volved in the response or specific information needed to fa-
cilitate response activities.
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
223
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FIGURE 14-1: EPA-LED RESPONSE (BASIC STRUCTURE)
Unified Command.
EPA OSC, State OSC,
Local Authorities
Safety Officer
Public Information Officer
Scientific Support Coorcinator
Liaison Officer
>
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to
o
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Sampling/
Monitoring
Group
Environmental
Unit Leader
Planning Section
Chief
Operations Section
Chief
Logistics Section
Chief
Finance/Admin
Section Chief
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JANUARY 2016
FIGURE 14-2: ERA-LED RESPONSE (COMPLEX STRUCTURE)
Assistant Safety Officer
Sampling Group
Supervisor
Sample Documentation
Team Leader
Entry Group Supervisor
(Strike Team Leader)
Waste Management
Group Supervisor
Decontamination Group
Supervisor
Sample Dissemination
Team Leader
Sample Tracking
Team Leader
Environmenta
Unit Leader
Hazmat Branch
Director
Operations
Section Chief
Logistics
Section Chief
Finance/Admin
Section Chief
Planning
Section Chief
Site Security Group
Supervisor
Sampling Protocol
Team Leader
Cleanup Technical
Team Leader
Waste Management
Specialist
Public Information Officer
Safety Officer
Liaison Officer
Scientific Support Coordinator
Environmental
Characterization
Branch Director
EPA Unified Command/
Incident Commander
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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FIGURE 14-3: MULTIAGENCY RESPONSE TO A
MULTI-HAZARD INCIDENT
EPA may be expected
Safety Officer
Assistant Safety Officer
Liaison Officer
Hazmat Branch
Director1
Monitoring Team Leader1
Environmental
Unit Leader1
Sampling Team Leader1
Entry Team Leader1
Finance/Admin
Section Chief
Operations
Section Chief
Logistics
Section Chief
Planning
Section Chief
Site Security
Group Supervisor
Public Information Officer1
Environmental
Characterization
Group Supervisor
Unified Command1
to support this function.
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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HAZARDOUS SUBSTANCE/MATERIAL (HAZMAT) RE-
LEASE-SPECIFIC ICS POSITIONS AND TASK DESCRIP-
TIONS
Only those positions and tasks specific and unique to
hazmat release response missions will be described in this
section. Persons assigned to positions common and con-
sistent with the NIMS organization should refer to Chapters
7 through 11 of this IMH for their position/task description
checklists.
SAFETY OFFICER (SO) - In addition to the specific tasks
assigned to the SO, the SO for a hazmat incident will use the
following guidance when preparing the Site Safety Plan:
a. Review SO Responsibilities (page 7-9);
b. Assign site safety responsibility;
c. Establish perimeter and restrict access;
d. Characterize site hazards;
e. Establish control zones;
f. Assess site-specific training requirements for re-
sponders;
g. Ensure safety briefings;
h. Select personal protective equipment (PPE);
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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i. Establish decontamination stations;
j. Establish Emergency Medical Plan; and
k. Maintain Unit/Activity Log (ICS 214 form).
ASSISTANT SAFETY OFFICER (ASO) -The ASO coor-
dinates with the Hazmat Branch Director. The ASO coordi-
nates safety-related activities directly relating to the Hazmat
Branch operations as mandated by 29 Code of Federal Reg-
ulations (CFR) Part 1910.120 and applicable state and local
laws. The person in this position advises the Hazmat Branch
Director on all aspects of health and safety and has the au-
thority to stop or prevent unsafe acts. In a multi-activity inci-
dent, the ASO does not act as the SO for the overall incident.
ASO tasks include:
a. Review SO Responsibilities (page 7-9);
b. Obtain a briefing from the Hazmat Branch Director;
c. Participate in the preparation and implementation of
a Site Safety and Control Plan;
d. Advise the Hazmat Branch Director of deviations
from the 1910.120-compliant Health and Safety Plan
(HASP) and/or Site Safety and Control Plan (ICS
208-HM form) or any dangerous situations;
e. Alter, suspend, or terminate any activity that is
judged to be unsafe;
f. Ensure the protection of personnel from physical,
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 228
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environmental, and chemical hazards/exposures;
g. Ensure the provision of required emergency medical
services for assigned personnel and coordinate with
the Medical Unit Leader (MEDL);
h. Ensure that medical related records for the Hazmat
Branch personnel are maintained; and
i. Maintain Unit/Activity Log (ICS 214 form).
WASTE MANAGEMENT SPECIALIST - The Waste Man-
agement Specialist is responsible for providing the OPS with
a Waste Management Plan that details the collection, sam-
pling, monitoring, temporary storage, transportation, recy-
cling, and disposal of all anticipated response wastes. Addi-
tional tasks include:
a. Review Common Responsibilities (page 3-1);
b. Determine resource needs;
c. Participate in Planning Meetings as required;
d. Develop a Pre-Cleanup Plan and monitor pre-clean-
up operations, if appropriate;
e. Develop a detailed Waste Management Plan;
f. Calculate and verify the volume of waste collected;
g. Provide status reports to appropriate requesters; and
h. Maintain Unit/Activity Log (ICS 214 form).
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 229
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HAZMAT BRANCH DIRECTOR - The Hazmat Branch Di-
rector is responsible for the implementation of the phases
of the IAP dealing with the Hazmat Branch operations.
The Hazmat Branch Director assigns resources within the
Hazmat Branch, and reports on the progress of control op-
erations and the status of resources within the Branch. The
Hazmat Branch Director directs the overall operations of the
Hazmat Branch; additional tasks include:
a. Review Branch Director Responsibilities (page 8-9);
b. Ensure the development of Control Zones and Ac-
cess Control Points and the placement of appropri-
ate control lines;
c. Evaluate and recommend public protection action
options to the OPS;
d. Ensure that current weather data and future weather
predictions are obtained;
e. Establish environmental monitoring of the hazard
site for contaminants;
f. Ensure that a 1910.120-compliant HASP and/or Site
Safety and Control Plan (ICS 208-HM form) is devel-
oped by the SO/ASO and implemented;
g. Ensure safety meetings are conducted with the
Hazmat Branch;
h. Participate, when requested, in the development of
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 230
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the IAP;
i. Ensure that recommended safe operational proce-
dures are followed;
j. Coordinate with the SO to ensure that the proper
PPE is selected and used;
k. Coordinate with the IC to ensure that the appropriate
notifications are made; and
I. Maintain Unit/Activity Log (ICS 214 form).
WASTE MANAGEMENT GROUP SUPERVISOR-The
Waste Management Group Supervisor coordinates the on-
site activities of personnel engaged in collecting, storing,
transporting, and disposing of waste materials. Depending
on the size and location of the spill, the Waste Management
Group may be further divided into Teams, Task Forces, and
Single Resources. The Group Supervisor's tasks include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Implement the waste management portion of the
IAP;
c. Ensure compliance with all hazardous waste laws
and regulations;
d. Maintain accurate records of recovered material; and
e. Maintain Unit/Activity Log (ICS 214 form).
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 231
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DECONTAMINATION GROUP SUPERVISOR - The De-
contamination Group Supervisor is responsible for the op-
erations of the decontamination element and for providing
decontamination, as required by the IAP; additional tasks
include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Establish the Contamination Reduction Zone(s);
c. Identify contaminated people and equipment;
d. Supervise the operations of the decontamination el-
ement in the process of decontaminating people and
equipment;
e. Establish decontamination procedures for all site ar-
eas (may include indoor and outdoor decontamina-
tion) consistent with the IAP incident objectives;
f. Maintain control of movement of people and equip-
ment within the Contamination Reduction Zone;
g. Maintain communications and coordinate operations
with the Entry Team Leader;
h. Coordinate handling, storage, and transfer of con-
taminants within the Contamination Reduction Zone;
and
i. Maintain Unit/Activity Log (ICS 214 form).
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 232
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SITE SECURITY GROUP SUPERVISOR - The Site Security
Group Supervisor controls the movement of all people and
equipment through appropriate access routes at the hazard
site, and ensures that contaminants are controlled and re-
cords are maintained. Additional tasks include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Organize and supervise assigned personnel to con-
trol access to the hazard site;
c. Oversee the placement of the Exclusion Control Line
and the Contamination Control Line;
d. Ensure that appropriate action is taken to prevent
the spread of contamination;
e. Track the movement of persons passing through the
Contamination Control Line to ensure that long-term
observations are provided;
f. Coordinate with the Medical Group for proper sepa-
ration and tracking of potentially contaminated indi-
viduals needing medical attention;
g. Maintain observations of any changes in climatic
conditions or other circumstances external to the
hazard site;
h. Maintain communications and coordinate operations
with the Entry Team Leader;
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 233
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JANUARY 2016
i. Maintain communications and coordinate operations
with the Decontamination Group Supervisor; and
j. Maintain Unit/Activity Log (ICS 214 form).
ENVIRONMENTAL CHARACTERIZATION BRANCH DI-
RECTOR/GROUP SUPERVISOR - This Branch reports to
the OPS. In a multiagency response, the Branch may be or-
ganized as a Group reporting to the Hazmat Branch under
the Operations Section. Overall responsibilities will remain
consistent whether organized as a Branch or Group. The
Branch is responsible for the phases of the IAP dealing with
characterization and identification of site hazards and extent
of contamination. The Branch/Group will typically consist of
supporting Groups and Teams capable of conducting or sup-
porting multimedia monitoring and sampling in all areas of
the incident. Additional tasks include:
a. Review Branch Director Responsibilities (page 8-9)
or Division/Group Supervisor Responsibilities (page
8-11);
b. Participate, when requested, in the development of
the IAP;
c. Ensure the development of Control Zones and Ac-
cess Control Points and the placement of appropri-
ate control lines;
d. Establish environmental monitoring and sampling
of contaminants for all site areas consistent with the
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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IAP incident objectives;
e. Communicate data required for immediate opera-
tions to onsite operational and safety personnel;
f. Coordinate all monitoring and sampling activities
with Entry Group, Field Analytical Team, Monitoring
Group, and Sampling Group;
g. Provide analytical support and coordination for all
environmental sampling, monitoring, and analyses;
h. Coordinate all sampling, monitoring, and analyses,
and associated data, with the Environmental Unit
Analytical Coordinator, if established;
i. Maintain communications and coordinate operations
with the Resource Protection Group, Waste Man-
agement Group, Decontamination Group, and Site
Security Group to ensure ongoing operations mesh
with overall incident objectives;
j. Maintain communications with the Environmental
Unit, if established, and other technical specialists
involved with evaluation or utilization of data and in-
formation generated by Branch operations;
k. Coordinate with the SO to ensure proper PPE is se-
lected and used; and
I. Maintain Unit/Activity Log (ICS 214 form or equiva-
lent).
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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ENTRY GROUP SUPERVISOR/STRIKE TEAM LEADER
This Group/Team, led by a Group Supervisor or Strike Team
Leader, typically reports to the Environmental Characteriza-
tion Branch Director. The Entry Group/Strike Team is respon-
sible for the overall entry operations of assigned personnel
within the Exclusion Zone; additional tasks include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11) or Strike Team/Task Force Leader Re-
sponsibilities (page 8-12);
b. Supervise entry operations;
c. Recommend actions to mitigate the situation within
the Exclusion Zone;
d. Carry out actions, as directed by the Environmental
Characterization Branch Director;
e. Maintain communications and coordinate operations
with the Decontamination Group Supervisor;
f. Maintain communications and coordinate operations
with the Site Access Control Team Leader;
g. Maintain communications and coordinate operations
with any technical specialists supporting the Branch
operations as specified in the IAP;
h. Maintain control of the movement of people and
equipment within the Exclusion Zone;
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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i. Direct rescue operations, as needed, in the Exclu-
sion Zone; and
j. Maintain Unit/Activity Log (ICS 214 form).
SAMPLING GROUP SUPERVISOR (SGS)-The Sampling
Group is assigned to the Operations Section because of the
immediate communication and coordination they must have
with the other field Groups. The Field Sampling Group will
normally include an Air Monitoring Strike Team, Water Sam-
pling Strike Team, and a Soil Sampling Strike Team. They
will normally be responsible for perimeter monitoring and
sampling, and will either coordinate sampling within the hot
zone and warm zones with the Entry Group, or if properly
trained and outfitted with PPE, they may take samples within
the hot/warm zones themselves. Other responsibilities in-
clude:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Conduct all sampling required for immediate opera-
tion activity and communicate sampling data, such
as results of routine air monitoring, to onsite opera-
tional and safety personnel;
c. Conduct air, water, and soil sampling as directed by
the regulatory agencies and other interested parties
through the Sampling Protocol Team;
d. Ensure that all samples are obtained following ap-
propriate sample protocol and other special instruc-
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 237
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tions they may obtain;
e. Ensure that all samples taken are properly docu-
mented and follow the chain-of-custody procedures;
f. Ensure that the samples are properly transferred to
the Sample Documentation and Tracking Teams for
proper documentation, analysis, and final dissemina-
tion; and
g. Maintaining Unit/Activity Log (ICS 214 form).
ENTRY TEAM LEADER -The Entry Team Leader is respon-
sible for the overall entry operations of assigned personnel
within the Exclusion Zone. Additional tasks include:
a. Review Strike Team/Task Force Leader Responsibili-
ties (page 8-12);
b. Supervise entry operations;
c. Recommend actions to mitigate the situation within
the Exclusion Zone;
d. Carry out actions as directed by the Hazmat Branch
Director;
e. Maintain communications and coordinate operations
with the Decontamination Group Supervisor;
f. Maintain communications and coordinate operations
with the Site Access Control Team Leader;
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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g. Maintain communications and coordinate operations
with the appropriate technical specialist;
h. Maintain control of the movement of people and
equipment within the Exclusion Zone;
i. Direct rescue operations, as needed, in the Exclu-
sion Zone; and
j. Maintain Unit/Activity Log (ICS 214 form).
MONITORING TEAM LEADER - The Monitoring Team is
assigned to the Environmental Characterization Group under
the Operations Section. The Team is established to ensure
the equipment used to monitor the released hazardous ma-
terial is functioning correctly and the information is relayed
to the Environmental Characterization Group in accordance
with objectives. Additional tasks include:
a. Review Strike Team/Task Force Leader Responsibili-
ties (page 8-12);
b. Ensure any readings that indicate an immediate
health risk to responders are reported immediately
to the Entry Team, the SO, and the Environmental
Characterization Group Supervisor;
c. Ensure equipment is calibrated and operating within
the manufacturer's parameters;
d. Ensure that the equipment used to monitor the haz-
ardous material is appropriate and the information
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
239
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adequately characterizes the material regardless of
the impacted medium;
e. If the equipment readings are not available using a
remote monitor, obtain direct readings as needed;
f. Report equipment problems immediately to the Envi-
ronmental Characterization Group Supervisor;
g. Relay requests for additional equipment to the RESL
following approval from the Environmental Charac-
terization Group Supervisor and the OPS;
h. Recover, decontaminate, and return equipment to
inventory following the incident; and
i. Maintain Unit/Activity Log (ICS 214 form).
SAMPLING TEAM LEADER-The Sampling Team Leader
reports to the Environmental Characterization Group Super-
visor in a multiagency response to a multi-hazard incident.
The Sampling Team Leader will conduct perimeter sampling
and coordinate on additional sampling locations with the En-
try Team and Monitoring Team Leaders. Other responsibili-
ties include:
a. Review Strike Team/Task Force Leader Responsibilities
(page 8-12);
a. Conduct sampling required for immediate operational
activities;
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
240
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JANUARY 2016
b. Communicate sampling data results with Group Super-
visor;
c. Ensure all samples are obtained using appropriate pro-
tocol;
d. Ensure samples are properly documented and follow
the chain-of-custody procedures;
e. Ensure that the samples are properly documented; and
f. Maintain Unit/Activity Log (ICS 214 form).
ENVIRONMENTAL UNIT LEADER (ENVL) - In addition to
the responsibilities outlined in Chapter 9, this position pro-
vides technical information and assistance to the Hazmat
Branch using various reference sources such as computer
databases, technical journals, and phone contact with facility
representatives. Tasks include:
a. Review ENVL Responsibilities (page 9-10);
b. Obtain a briefing from the Planning Section Chief
(PSC);
c. Provide technical support to the Hazmat Branch Di-
rector;
d. Maintain communications and coordinate operations
with the Entry Team Leader, Scientific Support Coor-
dinator (SSC), and Environmental Characterization
Branch;
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e. Provide and interpret environmental monitoring infor-
mation;
f. Provide for analysis of hazardous material samples.
Determine PPE compatibility to hazardous material;
g. Provide technical information on the incident for doc-
umentation;
h. Coordinate the release of technical information with
public and private agencies (e.g., Agency for Toxic
Substances and Disease Registry (ATSDR), state
Public Health Department, state Department of Food
and Agriculture, National Response Team (NRT));
i. Assist the Planning Section with projecting the po-
tential environmental effects of the release;
j. Coordinate the release of information with the IC, the
SSC, the Headquarters (HQ) Environmental Unit,
and the HQ PIO Unit led by Office of External Affairs
and Environmental Education (OPA) personnel; and
k. Maintain Unit/Activity Log (ICS 214 form).
The following Teams may be organized under the Environ-
mental Unit.
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SAMPLING PROTOCOL TEAM LEADER- During a sig-
nificant hazmat release incident, there will be numerous re-
quirements for sampling under the ICS UC umbrella. Unless
control is taken immediately, there is the possibility for each
entity with regulatory or legal interest to begin a sampling
regimen independent of each other. The Sampling Protocol
Team under the Planning Section would be responsible for:
a. Review Strike Team/Task Force Leader Responsibili-
ties (page 8-12);
b. Determine the overall sampling protocol for the inci-
dent;
c. Coordinate with the interested parties on what analy-
sis is required for overall samples;
d. Coordinate procedures for split samples between all
parties;
e. Provide special instructions to the field sampling
Teams operating under the Operations Section;
f. Coordinate with appropriate agencies and the RP,
determine independent laboratories to be used for
analysis, and coordinate the contracting of their ser-
vices with the Logistics Section and Finance/Admin-
istration Section;
g. Provide specific special instructions to the laborato-
ries for analytical work; and
h. Maintain Unit/Activity Log (ICS 214 form).
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SAMPLE DOCUMENTATION TEAM LEADER- During a
significant hazardous substance/material release incident
there is the potential for thousands of samples to be taken
and analyzed. The Sample Documentation Team will coor-
dinate with the Documentation Unit and will assist that Unit
with ensuring that sample analyses are maintained as part of
the historical record.
SAMPLE TRACKING TEAM LEADER - As indicated above
for sample documentation, there is the possibility of thou-
sands of samples to be taken for analysis during a significant
hazmat release incident. The Sample Tracking Team will be
responsible for:
a. Review Strike Team/Task Force Leader Responsibili-
ties (page 8-12);
b. Ensure that all samples are collected from Field
Sampling Teams;
c. Coordinate preferred turnaround times for specific
samples being analyzed;
d. Coordinate with OPS to ensure that proper
chain-of-custody documents are prepared and
logged for all samples;
e. Assign control numbers to all samples;
f. Ensure samples are properly transferred to the ap-
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propriate laboratory, and documented;
g. Track samples to ensure that sample analysis is
completed according to requested schedule, and de-
termine reasons for delays; and
h. Maintain Unit/Activity Log (ICS 214 form).
SAMPLE DISSEMINATION TEAM LEADER- During a sig-
nificant hazmat release, there are many occasions when
several parties will need the information obtained from a
sample analysis. It is the responsibility of this Team to en-
sure that all parties with a legitimate need for a copy of an
analysis obtain it as soon as the information is available.
They will coordinate this activity with the Sample Documen-
tation Team and the Sample Tracking Team. The original
analysis document is retained in the Sample Documentation
Team.
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CLEANUP TECHNICAL TEAM LEADER - During the emer-
gency phase of the release incident, the primary goal for the
operation will be to secure the source of the release and to
minimize effects of the release on the public and environ-
ment. These efforts will usually involve firefighting, plug-
ging and patching tanks, evacuation of threatened persons,
search and rescue, etc. However, it is important that while
these efforts are in progress, work begins on determining ap-
propriate cleanup methods for the affected areas. This Team
will:
a. Review Strike Team/Task Force Leader Responsibili-
ties (page 8-12);
b. Research the state-of-the-art approaches for mitigat-
ing the hazardous substance product released;
c. Determine the most reasonable and economical ap-
proach for remediation of the effects of the release;
d. Develop a removal work plan for approval by the
UC;
e. Review information obtained throughout the emer-
gency phase and modify the removal work plan as
required so it is up to date at the time of implementa-
tion; and
f. Maintain Unit/Activity Log (ICS 214 form).
NCP SPECIAL TEAMS AND OTHER ASSETS
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The phone numbers for the most commonly used NCP Spe-
cial Teams and other Response Teams are included in the
inside cover of this handbook. A brief description of their ca-
pabilities are provided below. These teams can be accessed
by contacting your REOC or Headquarters EOC.
The EPA Radiological Emergency Response Team
(RERT) responds to emergencies involving releases of ra-
dioactive materials, including accidents at nuclear power
plants, transportation accidents involving shipments of ra-
dioactive materials, or deliberate acts of nuclear terrorism.
There are approximately 45 field-deployable members of the
RERT stationed at EPA's facilities in Montgomery, AL and
Las Vegas, NV. Additional support personnel are located in
Washington, DC. RERT can provide advice on protective
measures to ensure public health and safety; assessments
of any release for dose and impact to public health and the
environment; monitoring, sampling, laboratory analyses, and
data assessments to assess and characterize environmental
impact; and technical assistance for containment, cleanup,
restoration, and recovery following a radiological incident.
Assets include:
¦ Alpha, beta, gamma, and neutron survey instruments
¦ Air sampling equipment
¦ Exposure rate and dose instruments
¦ Field gamma spectroscopy
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¦ Protective equipment and personal dosimeters
¦ A mobile radiation laboratory
¦ A sample preparation laboratory
¦ A van equipped to scan for gamma radiation
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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The EPA Chemical, Biological, Radiological, and Nucle-
ar Consequence Management Advisory Team (CBRN
CMAT) Provides scientific support and technical expertise
for all phases of consequence management, including char-
acterization, decontamination, clearance, and waste man-
agement of buildings, building contents, public infrastructure,
agriculture, and associated environmental media. Addition-
ally, CMAT provides specialized expertise, in areas such as
biochemistry, microbiology and medicine, health physics,
chemistry, HVAC engineering, and industrial hygiene. CMAT
is available to assist local, national, and international agen-
cies supporting a CBRN response and/or removal opera-
tions. Specialized expertise and assets include:
¦ Airborne Spectral Photometric Environmental Collection
Technology (ASPECT), which is an airborne chemical
and radiological detection, infrared and photographic
imagery platform.
¦ Portable High Throughput Integrated Laboratory Identi-
fication Systems (PHILIS), which are designed to detect
chemical warfare agents and toxic industrial chemicals.
¦ ASPECT ASPHALT, which is a ground-based radiolog-
ical characterization asset providing radiation detection
technology for very low-level contamination.
¦ Biological analytical capability and capacity specific to
Bacillus anthracis.
* Environmental Response Laboratory Network (ERLN),
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 249
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established to provide laboratory analytical capability
and capacity support to chemical, biological, and radio-
logical incidents.
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The EPA Environmental Response Team (ERT) compris-
es a group of EPA technical specialists who can provide ex-
perienced technical and logistical assistance in responding
to environmental emergencies, such as oil or hazmat spills,
in addition to the characterization and cleanup of hazard-
ous waste sites. Their offices in Edison, NJ, Cincinnati, OH,
Washington, DC, and Las Vegas, NV, maintain around-the-
clock readiness to provide expertise in such areas including,
but not limited to: rapid assessment techniques, cleanup
and treatment technologies, field analytics and method de-
velopment, toxicology, health and safety protocols, radiation
health physics, and ecological risk assessment.
The EPA National Counterterrorism Evidence Response
Team (NCERT), which is located at EPA HQ Office of En-
forcement and Compliance Assurance (OECA), comprises
Criminal Investigative Division (CID) Special Agents and staff
from EPA HQ and regional offices. Team members include
expert technical and investigative personnel, engineers, an-
alysts, computer specialists, and environmental specialists,
who participate in the detection of terrorist activities, evalua-
tion of terrorist and counterterrorism activities, and investiga-
tion of and safe operations at crime scenes involving chemi-
cals, toxic substances, and hazardous wastes.
The Environmental Response Laboratory Network
(ERLN), maintained by EPA's Office of Emergency Man-
agement (OEM), provides national environmental laboratory
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 251
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analytical capabilities and capacities necessary for effective
and timely response to environmental contamination result-
ing from a natural disaster, a terrorist attack, a national threat
event associated with chemical, biological, radiological, and
nuclear (CBRN) releases, or other Nationally Significant In-
cidents. The ERLN builds upon existing networks and infra-
structure and is developing testing capability and capacity
to meet EPA's responsibilities for surveillance, response,
and recovery from incidents involving CBRN agents. OEM
coordinates with other EPA programs and laboratories, and
works with other Federal or state agencies to leverage re-
sources and develop necessary laboratory capacity to meet
the nation's needs for environmental analyses associated
with a Nationally Significant Incident or a CBRN incident. As
such, OEM should be contacted prior to contacting or obtain-
ing laboratory services from these other providers such as
the Laboratory Response Network (LRN) or the Food Emer-
gency Response Network (FERN). The ERLN will be inte-
grated into the HQ Environmental Unit when activated.
The USCG National Strike Force (NSF) comprises USCG
technical specialists who deploy with specialized equipment
and expertise, in addition to NIMS ICS incident manage-
ment skills. They assist Federal OSCs and USCG ICs during
an incident and in their preparedness activities. The Strike
Teams provide rapid response support in incident man-
agement, site safety, contractor performance monitoring,
resource documentation, response strategies, hazard as-
sessment, oil spill dispersant and operational effectiveness
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE
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monitoring, high capacity lightering, and offshore skimming
capabilities.
The Interagency Modeling and Atmospheric Assessment
Center (IMAAC) is a Department of Homeland Security
(DHS)-led interagency center that coordinates and delivers
consequence predictions for major chemical, biological, or
radiological airborne hazmat releases. IMAAC rapidly gen-
erates real-time consequence prediction maps nationwide
and distributes them electronically including via a controlled
website. IMAAC provides a single point for the coordination
and dissemination of Federal atmospheric dispersion model-
ing and hazard prediction products that represent the Feder-
al position during an incident requiring Federal coordination.
IMAAC also responds to major releases when state or local
response assets are overwhelmed. Under the 2010 Memo-
randum of Understanding (MOU), the Department of Ener-
gy's (DOE) National Atmospheric Release Advisory Center
(NARAC) serves as the operations hub of the IMAAC. Spe-
cialties include source term analysis, meteorology, disper-
sion modeling, event reconstruction, and urban dispersion.
Occupational Safety and Health Administration (OSHA)
has established four specialized response teams to support
the responder in the area of safety and health: the Chemical
Team (toxic industrial chemicals and materials, and chemical
warfare agents), the Biological Team, the Radiological Team,
and the Structural Collapse Team. The teams comprise cer-
tified industrial hygienists, professional engineers, occupa-
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 253
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tional physicians, and specialized safety experts. The OSHA
teams are available to assist the OSCs in their preparedness
and response duties. Requests for support should be made
to OSHA's Specialized Response Team Coordinator, located
at OSHA's Salt Lake Technical Center (SLTC) in Sandy, Utah
or OSHA's Director, Directorate of Science, Technology, and
Medicine located in OSHA's national office.
Department of Health & Human Services (HHS), Centers
for Disease Control and Prevention (CDC), Agency for
Toxic Substances and Disease Registry (ATSDR) Emer-
gency Response Teams
The ATSDR is an agency of the U.S. Department of Health
and Human Services (HHS). The mission of ATSDR is to
serve the public by using the best science, taking respon-
sive public health actions, and providing trusted health infor-
mation to prevent harmful exposures and disease related to
toxic substances. ATSDR is directed by Congressional man-
date to perform specific functions concerning the effect on
public health of hazardous substances in the environment.
Some of these functions include public health assessments
of hazardous waste sites, health consultations concerning
specific hazardous substances, publication of toxicologi-
cal profiles on hazardous substances, health surveillance
and registries, and response to emergency releases of haz-
ardous substances. The ATSDR has easy access to other
health and medical specialists within HHS. ATSDR Emergen-
cy Response Teams are available 24/7, and comprise toxi-
cologists, physicians, and other scientists available to assist
Chapter 14. HAZARDOUS SUBSTANCES RESPONSE 254
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during an emergency. Team members have special expertise
in environmental health assessment, air monitoring, health
risk communication, industrial hygiene, and bioterrorism.
Most human health advice is provided by telephone to re-
sponse professionals on the scene, but onsite assistance is
available upon request by the OSC.
The Federal Bureau of Investigation's (FBI) Hazardous
Materials Response Unit (HMRU) responds to criminal
acts and incidents involving the use of hazardous materials,
and develops the FBI's technical proficiency and readiness
for crime scene and evidence-related operations in cases
involving chemical, biological, and radiological agents and
hazardous waste materials. The HMRU staff includes a wide
range of personnel including supervisory special agents,
hazardous materials officers, specialists, and scientists. The
HMRU interfaces with the Laboratory Response Network
(LRN) for assistance with bio-agent sample analysis and
data interpretation. The HMRU is based in Quantico, VA.
The FBI's Hazardous Material Response Teams (HMRTs)
are teams of generally eight to 32 people outfitted with ap-
propriate equipment for the collection of evidence at a po-
tential crime scene. There are currently 28 teams located
throughout the country.
Additional assets are available through the Department of
Defense (DoD) and can be accessed through the Response
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National Response Center (NRC), the National Response
Team (NRT), or Regional Response Teams (RRTs). These
assets are discussed in detail in Chapter 19 - Biological Inci-
dents and include the following:
¦ U.S. Army's Chemical Biological Rapid Response Team
(CB-RRT);
¦ U.S. Army's Medical Research Institute of Infectious Dis-
eases (USAMRIID);
¦ U.S. Army's Edgewood Chemical Biological Center
(ECBC);
¦ U.S. Marine Corps Chemical Biological Incident Re-
sponse Force (CBRIF);
¦ U.S. Army Soldier Biological Chemical Command (SBC-
COM);
¦ U.S. Army's Technical Escort Unit (TEU); and
¦ HHS CDC, National Center for Environmental Health
(NCEH).
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CHAPTER 15
INTELLIGENCE
The analysis and sharing of information and intelligence are
important elements of the Incident Command System (ICS).
Under the National Incident Management System (NIMS), in-
telligence includes not only national security and other types
of classified information, but also other operational informa-
tion, such as risk assessments that include law enforcement
safety assessments, medical intelligence (e.g., surveillance),
toxic contaminant levels, and other data that may come from
a variety of different sources. Traditionally, the Intelligence/
Investigations Function is located in the Planning Section.
However, the Incident Commander (IC) may assign the Intel-
ligence/ Investigation Function to other parts of the ICS orga-
nization. Law enforcement-sensitive information and intelli-
gence must be appropriately analyzed and shared only with
personnel designated by the IC. Those designated individu-
als who have proper clearance and a "need-to-know" use the
information ultimately to ensure the safety of all EPA person-
nel and support decision making in a dynamic environment.
The Intelligence/Investigations Function may be divided into
two separate functional areas or maintained as a single func-
tion, based on the mission and the IC's preference. The In-
telligence/Investigations Function, for example, may be orga-
nized in any one of the following ways:
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A. Within the Command Staff-This option may be most
appropriate in incidents with little need for classified
intelligence and in which incident-related intelligence
is provided by supporting Agency Representatives,
through real-time reach-back capabilities.
B. As a Unit within the Planning Section - This option may
be most appropriate in an incident with some need for
tactical intelligence and when no law enforcement enti-
ty is a member of the Unified Command (UC).
C. As a Branch within the Operations Section - This op-
tion may be most appropriate in incidents with a high
need for tactical classified intelligence and when law
enforcement is a member of the UC.
D. As a separate General Staff Section - This option may
be most appropriate when an incident is heavily influ-
enced by intelligence factors or when there is a need
to manage and/or analyze a large volume of classified
and/or highly sensitive intelligence. This option is par-
ticularly relevant to a terrorism incident, for which intel-
ligence plays a critical role throughout the incident life
cycle.
However it is organized, the Intelligence/Investigations Func-
tion develops, conducts, and manages information-related
security plans and operations, to include mission-specific,
critical investigations. These can include information securi-
ty and operational security activities, as well as the complex
task of ensuring that sensitive information of all types (e.g.,
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classified information, sensitive law enforcement information,
proprietary and personal information, and export-controlled
information) is handled in a way that not only safeguards the
information, but also ensures that it gets to those who need
access to it so that they can effectively and safely conduct
their missions. The Intelligence/ Investigations Function also
has the responsibility for coordinating information and oper-
ational-security matters with the Public Information Officer
(PIO), particularly where public awareness activities may af-
fect information or operational security.
INTELLIGENCE/INVESTIGATIONS OFFICER (110) - Based
on the need/vision of the IC, and as previously stated, the
110 may be located within the Command or General Staff
sections. The major responsibilities of the 110 are:
a. Review Common Responsibilities (page 3-1);
b. Collect and analyze incoming intelligence informa-
tion from all sources;
c. Determine the applicability, significance, and reliabili-
ty of incoming intelligence;
d. As requested, provide intelligence briefings to the IC/
UC;
e. Coordinate with PIO and Office of External Affairs
and Environmental Education (OPAas needed);
f. Provide intelligence briefings in support of the Oper-
ational Planning Cycle;
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g. Provide Situation Unit with periodic updates of intelli-
gence issues that impact consequence management
operations;
h. Answer intelligence questions and advise Command
and General Staff as appropriate;
i. Supervise, coordinate, and participate in the collec-
tion, analysis, processing, and dissemination of intel-
ligence and investigative functions;
j. Assist in establishing and maintaining systematic,
cross-referenced intelligence records and files;
k. Establish liaison with all participating law enforce-
ment agencies including the Federal Bureau of In-
vestigation (FBI)/Joint Terrorism Task Force (JTTF),
and state, local, and tribal police departments;
I. Conduct first-order analysis on all incoming intelli-
gence, and fuse all applicable incoming intelligence
with current intelligence holdings in preparation for
briefings;
m. Prepare all required intelligence reports and plans;
n. As the incident dictates, determine need to implant
Intelligence Specialists in the Planning and Opera-
tions Sections; and
o. Maintain Unit/Activity Log (ICS 214 form).
CRITICAL POSITIONS TO EPA'S INTELLIGENCE COOR-
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DINATION
For access to these positions, contact the EPA Headquar-
ters (HQ) Emergency Operations Center (EOC) at the phone
number listed on the inside cover.
SENIOR INTELLIGENCE ADVISOR (SIA) TO U.S. Envi-
ronmental Protection Agency (EPA) OFFICE OF HOME-
LAND SECURITY (OHS) - The SIA EPA OHS is responsible
for intelligence (classified) in all situations (e.g., terrorism,
natural disasters) to the Administrator and his/her staff.
SIA TO EPA OFFICE OF CRIMINAL ENFORCEMENT, FO-
RENSICS, AND TRAINING/FIELD OPERATIONS PRO-
GRAM (OCEFT/FOP) - The SIA EPA OCEFT/FOP is re-
sponsible for all intelligence (classified) involving all law
enforcement operations for EPA, and reports to the HQ EOC
and OCEFT senior management.
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CHAPTER 16
NATURAL DISASTERS
U.S. Environmental Protection Agency's (EPA's) response
to a natural disaster is, at its core, a hazardous substances
response. As such it should be responded to under the Na-
tional Response System (NRS), using the guidance provided
in Chapter 14 - Hazardous Substances Response. In the
context of a response to a natural disaster, however, EPA's
activities will likely be conducted under Emergency Support
Function (ESF) #10—Oil and Hazardous Materials Response
Annex of the National Response Framework (NRF). EPA
encourages On-Scene Coordinators (OSCs) to familiarize
themselves with ESF #10 and the NRF as a whole.
Within the context of an ESF #10 response, there are two
major types of response organizations that may be estab-
lished for the response. In the first type of response struc-
ture, EPA's hazardous substances response is integrated
into the overall incident response;
this instance is essentially similar to the multiagency re-
sponse structure provided in Chapter 14, and further detailed
in Figure 14-3.
The second response structure conducts ESF #10 activities
(e.g., collection of orphan drums following a flood) indepen-
dent of other response ESF missions. In such a case, the
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JANUARY 2016
EPA-led response to a complex incident (depicted in Figure
14-2) is most applicable, in partnership with command and
operational response assets of the affected state jurisdiction.
Natural disasters such as flooding or earthquakes are chal-
lenging to EPA's response capabilities in that they often im-
pact large geographical areas, potentially involving large res-
idential/commercial centers. Any organizational structure that
is adopted will have to be expanded, usually within the Op-
erations Section, to allow for both full coverage over a large
area and coverage of potential Mission Assignments (MA)
involving the continuing protection of citizens and the envi-
ronment.
This can be seen in the accompanying organization chart
(Figure 16-1: Natural Disaster Response) where addition-
al Branches and/or Divisions are created to account for the
geographical spread, and provide for the specific tasking of
the ESF #10 mission or sub-tasking from other ESFs, such
as search and rescue operations, white goods collection,
and household hazardous waste pickup. In addition, it is cer-
tainly common for a natural disaster to cross jurisdictional
and political boundaries, in which case the creation of sepa-
rate Branches, Divisions, and/or Groups may be prudent.
Depending upon the complexity, mission scope, geography,
and other considerations associated with the disaster re-
sponse, it may also be appropriate that an Area Command
(AC) be established. In addition to the conventional role of
Chapter 16. NATURAL DISASTERS
263
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JANUARY 2016
the AC (establish priorities, broker critical resources, etc.
among multiple incident command structures), an AC may
also absorb non-tactical "overhead" responsibilities to sup-
port the field, such as assistance with check-in, resource or-
dering, timekeeping, and travel support.
NCP SPECIAL TEAMS AND OTHER ASSETS
The phone numbers for the most commonly used National
Oil and Hazardous Substances Pollution Contingency Plan
(NCP) Special Teams and other Response Teams are includ-
ed in the inside cover of this handbook. These assets include
the National Response Center (NRC), Headquarters (HQ)
Emergency Operations Center (EOC), EPA Environmental
Response Team (ERT), EPA Chemical, Biological, Radiolog-
ical and Nuclear Consequence Management Advisory Team
(CBRN CMAT), EPA Radiological Emergency Response
Team (RERT), U.S. Coast Guard (USCG) National Strike
Force Coordination Center (NSFCC), and the USCG Atlantic,
Gulf, and Pacific Strike Teams.
Chapter 16. NATURAL DISASTERS
264
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NATURAL DISASTER SPECIFIC INCIDENT COMMAND
SYSTEM (ICS) POSITIONS AND TASK DESCRIPTIONS
Only those positions and tasks specific and unique to Natural
Disaster response missions will be described in this section.
Persons assigned to positions common and consistent with
the National Incident Management System (NIMS) organi-
zation should refer to Chapters 7 through 11 of this Incident
Management Handbook (IMH) for their position/task descrip-
tion checklists.
POTABLE WATER GROUP/STRIKE TEAM - This Group/
Team, led by a Group Supervisor or Team Leader typical-
ly reports to the Environmental Assessment Branch. The
Group/Team is responsible for accomplishing Agency regula-
tory and statutory responsibilities for the water sector (public
water system and wastewater system infrastructures) under
the Safe Drinking Water Act and Clean Water Act. Depend-
ing on the specific organizational layout and the timing of
the response, this Group/Team may also provide assistance
to local and state entities in bringing potable water systems
back online. Additional tasks include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11) or Strike Team/Task Force Leader Re-
sponsibilities (page 8-12);
b. Maintain communications and coordinate operations
with any technical specialists supporting Branch op-
Chapter 16. NATURAL DISASTERS
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erations as specified within the Incident Action Plan
(IAP);
c. Maintain communications and coordinate activities
with the appropriate local and state officials regard-
ing priority systems, access issues, identity of key
personnel, etc.; and
d. Maintain Unit/Activity Log (ICS 214 form).
WASTEWATER TREATMENT PLANT (WWTP) GROUP/
STRIKE TEAM - This Group/Team, led by a Group Super-
visor or Team Leader, typically reports to the Environmental
Assessment Branch. The Group/Team obtains the status of
wastewater treatment systems and may also provide assis-
tance to local and state entities in bringing wastewater treat-
ment systems back online. Additional tasks are similar to
those described above for the Potable Water Group/Team.
SCHOOL EVALUATION GROUP/TEAM - This Group/Team
assesses schools for the presence and condition of hazard-
ous materials. This may include inspections of laboratories,
classrooms, and storage areas. Additional tasks include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11) or Strike Team/Task Force Leader Re-
sponsibilities (page 8-12);
b. Develop plans for the assessments;
c. Communicate and coordinate activities with local
Chapter 16. NATURAL DISASTERS 267
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JANUARY 2016
and state entities for general assistance, identifica-
tion of key personnel, priority sites, access issues,
etc.;
d. Communicate and coordinate activities with the site
safety officer;
e. Communicate and provide the proper documentation
to the Group/Team/Task Force identified in the IAP
that will be coordinating removal activities of haz-
ardous materials identified by the School Evaluation
Group/Team; and
f. Maintain Unit/Activity Log (ICS 214 form).
OIL/CHEMICAL FACILITY RECON GROUP, RADIATION
GROUP, ABANDONED CONTAINER RECOVERY GROUP,
NATIONAL PRIORITIES LIST (NPL) EVALUATION GROUP
- These specific Groups, led by Group Supervisors, typically
report to the Emergency Response Branch within the Oper-
ations Section. While these Groups are initially tasked with
reconnaissance, their recon can potentially lead to emergen-
cy response activities and as such, members of these teams
must have the prerequisite training and possess the appro-
priate personal protective equipment (PPE) and monitoring
equipment. Activities may include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Develop plans for reconnaissance;
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c. Communicate and coordinate activities with the site
safety officer, local and state entities for general
assistance, identification of key personnel, priority
sites, access issues, etc.;
d. Maintain communications and coordination of op-
erations with any technical specialists supporting
Branch operations as specified within the IAP;
e. Ensure that all samples are obtained following ap-
propriate sample protocol and that all samples taken
are properly documented and follow chain-of-custo-
dy procedures;
f. Communicate and coordinate regarding the removal
of hazardous constituents, if applicable, with appro-
priate personnel, (e.g., contractors, technical spe-
cialists, site safety officer, hazardous waste collec-
tion/Staging Area personnel);
g. Provide full documentation of addresses where re-
connaissance work has been conducted, approxi-
mate quantities and descriptions of hazardous waste
removed, and any interaction with private property/
homeowners or state/local officials; and
h. Maintain Unit/Activity Log (ICS 214 form).
DEBRIS COLLECTION TEAM/TASK FORCE - This Team/
Task Force, led by a Team Leader or Task Force Leader,
typically reports to a Division or Group Supervisor within a
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Branch of the Operations Section. The Team/Task Force re-
trieves hazardous debris, drums, cylinders, totes, and larger
containers from impacted areas. They may also be tasked
with air or product monitoring/sampling prior to movement
and offloading the product into transportable containers. The
Team/Task Force per the specific IAP may also transport the
containers to a pre-determined Staging Area. Additional ac-
tivities may include:
a. Review Strike Team/Task Force Leader Responsibili-
ties (page 8-12);
b. Assist in developing plans for the collection and
transportation of hazardous debris;
c. Communicate and coordinate activities with the site
safety officer, air monitoring teams, local entities
and/or Agency legal staff regarding access issues,
hazardous waste collection/Staging Areas, and other
similarly tasked collection teams;
d. Document fully the debris inspected, handled, sam-
pled, and transported; and
e. Maintain Unit/Activity Log (ICS 214 form).
HOUSEHOLD HAZARDOUS WASTE TEAM/TASK FORCE
- This Team/Task Force, led by a Team Leader or Task
Force Leader, typically reports to a Division or Group Super-
visor within a Branch of the Operations Section. The Team/
Task Force retrieves hazardous substances normally found
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in small containers in a home or small business setting.
Examples of household hazardous waste (HHW) include:
bleach, car batteries, barbeque-sized propane cylinders,
pesticides/herbicides, some paints, degreasers, and sol-
vents. This Team/Task Force may also transport these items
to a pre-determined Staging Area. Since entering homes af-
ter they have been impacted by a natural disaster may have
serious safety implications due to the lack of structural integ-
rity, much of the retrieval of HHW may be conducted from
the curbside after items have been moved there by home-
owners or contractors. Additional activities may include:
a. Review Strike Team/Task Force Leader Responsibili-
ties (page 8-12);
b. Assist in developing plans for the collection and
transportation of HHW;
c. Communicate and coordinate activities with the site
safety officer, local entities and/or Agency legal staff
regarding access issues, hazardous waste collec-
tion/Staging Areas, and other similarly tasked collec-
tion teams;
d. Provide full documentation of addresses where work
has been conducted, approximate quantities and de-
scriptions of HHW removed, and any interaction with
private property/ homeowners; and
e. Maintain Unit/Activity Log (ICS 214 form).
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CHAPTER 17
INLAND OIL SPILLS
The Inland Oil Spills Chapter of the U.S. Environmental Pro-
tection Agency (EPA) Incident Management Handbook (IMH)
is intended to be consistent with the U.S. Coast Guard's
(USCG) IMH. This chapter has been developed from the per-
spective of EPA responding to an oil spill occurring in the in-
land zone and/or in EPA's response jurisdiction.
This chapter is designed to provide the organizational struc-
ture that will provide supervision and control for the essential
functions required at inland oil spill incidents. The organiza-
tional structure will have much in common with the structure
used for managing a hazardous substances response. As
applicable, consult Chapter 14 - Hazardous Substances Re-
sponse, regarding relevant aspects of those organizational
structures. Only the organization and task descriptions that
are pertinent to oil spill Incident Command System (ICS) po-
sitions, functions, and tasks are presented in this chapter.
For a full description of a specific ICS position assignment
or task, refer to the appropriate task assignment provided in
Chapters 7 through 11 of this IMH.
The typical incident objectives for an oil spill response are:
¦ Ensure the safety of citizens and response personnel;
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¦ Control the source of the spill;
¦ Manage a coordinated response effort;
¦ Maximize protection of environmentally sensitive areas
including wildlife and historic properties;
¦ Contain and recover spilled material;
¦ Recover and rehabilitate injured wildlife;
¦ Remove oil from impacted areas;
¦ Minimize economic impacts;
¦ Keep stakeholders informed of response activities; and
¦ Keep the public informed of response activities.
Two scenarios are presented in this chapter, presenting
unique concerns for incident management. The first scenar-
io, with an ICS organization chart depicted in Figure 17-1:
Non-Geographically Divided (Localized), involves an EPA-
led response to an inland oil spill that impacts areas in close
proximity (for example, a release from a facility that impacts
a localized area along a single shore of a navigable water-
way). The second, with an ICS organization chart depicted
in Figure 17-2: Geographically Dispersed Inland Oil Spill,
involves an EPA-led response to an inland oil spill that in-
volves locations which are geographically separate (for ex-
ample, a pipeline break or vessel rupture in which oil impacts
both shores of a wide river, with no bridge located nearby).
It should be noted that there is no one "correct" approach to
Chapter 17. INLAND OIL SPILLS 273
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managing either type of incident; in the latter case especially,
a number of approaches are available for dealing with what
could be a major incident including dividing the incident into
two or more incidents, expanding the ICS planning capacity
for the incident, or expanding the ICS organization to accom-
modate a second Operations or Logistics Section. For the
purposes of this IMH, however, the organizational structure
presented depicts a fairly straightforward response in which
the Operations Section is divided and the Staging Areas are
developed along the lines of the geographic division of the
river.
Chapter 17. INLAND OIL SPILLS
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FIGURE 17-1: NON-GEOGRAPHICALLY DIVIDED (LOCALIZED)
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FIGURE 17-2; GEOGRAPHICALLY DISPERSED INLAND OIL SPILL
Safety Officer
Planning
Operations
Logistics
Liaison Officer
Public Information Otficer
Division B
Division A
On-Water
Response
Branch
Air
Operations
Branch
Finance/
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Unified Command
Waste
Management
Branch
-------
JANUARY 2016
UNIFIED COMMAND (UC) - WHENEVER POSSIBLE AND
PRACTICAL, AN OIL SPILL RESPONSE SHOULD BE OR-
GANIZED UNDER A UC STRUCTURE THAT INCLUDES,
BUT IS NOT LIMITED TO:
¦ The lead On-Scene Coordinator (OSC)
¦ The state/tribal On-Scene Incident Commander (IC)
¦ The representative of the Responsible Party (RP) IC
¦ Appropriate local authorities
The UC is responsible for the overall management of the in-
cident; however, regulatory authority cannot be delegated or
shared with other agencies. The UC oversees the incident
activities, including the development and implementation of
strategic decisions, and approves the ordering and releas-
ing of resources. The UC may assign a Deputy IC to assist
in carrying out IC responsibilities. Tasks specific to oil spill
events are:
a. Review IC Responsibilities (page 7-2);
b. Review incident objectives found on page 17-1;
c. Be cognizant of oil spill response activities;
d. Ensure control of the source of the spill;
e. Manage a coordinated response effort;
f. Maximize protection of environmentally sensitive ar-
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eas;
g. Ensure containment and recovery of spilled materi-
al;
h. Ensure recovery and rehabilitation of injured wildlife;
i. Ensure removal of oil from impacted areas;
j. Ensure minimal economic impacts;
k. Keep stakeholders informed of response activities;
I. Keep the public informed of response activities;
m. Ensure that the source of a discharge is designat-
ed and that the RP advertises procedures by which
claims may be presented or that the National Pollu-
tion Funds Center (NPFC) assumes this role;
n. Inform the NPFC regarding the source of the dis-
charge. NPFC will issue the required Notice of Des-
ignation;
o. Refer all removal and damage claims to the RP or, if
no identifiable RP, to the NPFC Claims Adjudication
Division; and
p. Maintain Unit/Activity Log (ICS 214 form).
SCIENTIFIC SUPPORT COORDINATOR (SSC) - The SSC
is a technical specialist and is defined in the National Oil and
Hazardous Substances Pollution Contingency Plan (NCP)
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as the principal advisor to the OSC for scientific issues. The
SSC provides expertise on chemical hazards, field obser-
vations, trajectory analysis, resources at risk, environmental
tradeoffs of countermeasures and cleanup methods, and in-
formation management. The SSC is also charged with gain-
ing consensus on scientific issues affecting the response,
and ensuring that differing opinions within the scientific com-
munity are communicated to the incident command. Addi-
tionally, the SSC provides data on weather, tides, currents,
and other applicable environmental conditions. The SSC
may serve as the Environmental Unit Leader (ENVL). Tasks
specific to the SSC include:
a. Review SSC Responsibilities (page 7-13);
b. Attend Planning Meetings;
c. Determine resource needs;
d. Obtain consensus on scientific issues affecting the
response and present differing opinions to the IC;
e. Provide information on chemical hazards;
f. Evaluate environmental tradeoffs of countermea-
sures and cleanup methods, and response end-
points; and
g. Maintain Unit/Activity Log (ICS 214 form).
NATURAL RESOURCE DAMAGE ASSESSMENT (NRDA)
REPRESENTATIVE - The NRDA Representatives are re-
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sponsible for coordinating NRDA needs and activities of the
trustee team. NRDA activities generally do not occur within
the structure, processes, and control of the ICS. However,
particularly in the early phases of a spill response, many
NRDA activities overlap with the environmental assessment
performed for spill response. Therefore, NRDA Representa-
tives should remain coordinated with the spill response or-
ganization through the Liaison Officer (LNO), and they may
need to work directly with the UC, Planning Section, Oper-
ations Section, and the SSC to resolve any problems or ad-
dress areas of overlap. This includes close coordination with
the LNO for obtaining timely information on the spill and inju-
ries to natural resources.
While NRDA resource requirements and costs may fall out-
side the responsibility of the Logistics and Finance/Admin-
istration Sections, coordination is important. The NRDA
Representative will coordinate NRDA or injury determination
activities. Tasks specific to the NRDA Representative in-
clude:
a. Review Agency Representative Responsibilities
(page 7-8);
b. Attend appropriate meetings to facilitate communica-
tion of NRDA issues to the IC;
c. Provide status reports;
d. Coordinate with the Operations Section Chief (OPS)
to assure that NRDA field activities do not conflict
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with response activities;
e. Coordinate with Logistics Section Chief (LSC) to re-
quest logistical support for NRDA field activities;
f. Within the Environmental Unit, coordinate with OPS
in acquiring response-related samples or results of
sample analysis applicable to NRDA (e.g., spilled
petroleum product from source, oil from contaminat-
ed wildlife);
g. Obtain necessary safety briefings for access to sam-
pling sites;
h. Coordinate with other organizations and identify per-
sonnel available for NRDA; and
i. Maintain Unit/Activity Log (ICS 214 form).
The following positions, if established, would normally be as-
signed to the Operations Section.
WILDLIFE BRANCH DIRECTOR - The Wildlife Branch Di-
rector is responsible for: minimizing wildlife injuries during
spill responses; coordinating early aerial and ground recon-
naissance of the wildlife at the spill site and reporting results
to the Situation Unit Leader (SITL); advising on wildlife pro-
tection strategies, including diversionary booming place-
ments, in situ burning, and chemical countermeasures; re-
moving oiled carcasses, employing wildlife hazing measures
as authorized in the Incident Action Plan (IAP); and recover-
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ing and rehabilitating impacted wildlife. A central Wildlife Pro-
cessing Center should be identified and maintained for evi-
dence tagging, transportation, veterinary services, treatment
and rehabilitation storage, and other support needs. The
Wildlife Branch Director will oversee and coordinate activities
of private wildlife care groups, including those employed by
the RP. Tasks specific to the Wildlife Branch Director include:
a. Review Branch Director Responsibilities (page 8-9);
b. Develop the Wildlife Branch portion of the IAP;
c. Supervise Wildlife Branch operations;
d. Determine resource needs;
e. Review the suggested list of resources to be re-
leased and initiate recommendation for release of
resources;
f. Assemble and disassemble Teams/Task Forces as-
signed to the Wildlife Branch;
g. Report information about special activities, events,
and occurrences to the OPS;
h. Assist in determining training needs of wildlife recov-
ery volunteers; and
i. Maintain Unit/Activity Log (ICS 214 form).
WILDLIFE RECOVERY GROUP SUPERVISOR - The Wild-
life Recovery Group Supervisor coordinates the search for,
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collection of, and field tagging of dead and live impacted
wildlife, and transports them to the processing center(s). This
Group should coordinate with the Planning Section's Situ-
ation Unit in conducting aerial and group surveys of wildlife
populations in the vicinity of the spill. They should also de-
ploy acoustic and visual wildlife hazing equipment, as need-
ed. Tasks specific to the Wildlife Recovery Group Supervisor
include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Determine resource needs;
c. Establish and implement protocols for collection and
logging of impacted wildlife;
d. Coordinate with the LSC on the transportation of
wildlife to processing stations(s); and
e. Maintain Unit/Activity Log (ICS 214 form).
CHEMICAL COUNTERMEASURES GROUP SUPERVISOR
- The Chemical Countermeasures Group Supervisor coordi-
nates all aspects of a chemical countermeasure application
operation, once approval for their use has been obtained
through the network established in Subpart J of the NCP.
For aerial applications, the Group works closely with the Air
Tactical Group Supervisor. Tasks specific to the Chemical
Countermeasures Group Supervisor include:
a. Review Division/Group Supervisor responsibilities
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(page 8-11);
b. Ensure consistency with the 2013 National Re-
sponse Team (NRT) Environmental Monitoring for
Atypical Dispersant Application Guidance and Spe-
cial Monitoring of Applied Response Technologies
(SMART) protocol (or an updated version if avail-
able) for sampling;
c. Determine resource needs;
d. Assist the Planning Section and Environmental Unit
in the development of dispersant operations and en-
vironmental monitoring plans;
e. Implement approved dispersant operations and
monitoring plans;
f. Manage dedicated dispersant resources and coordi-
nate required monitoring; and
g. Maintain Unit/Activity Log (ICS 214 form).
IN SITU BURN OPERATIONS GROUP SUPERVISOR -
The In Situ Burn Operations Group Supervisor coordinates
all aspects of an in situ burning (ISB) operation, once ap-
proval for their use has been obtained through the network
established in Subpart J of the NCP. For aerial ignition, the
Group works closely with the Air Tactical Group Supervisor.
Tasks specific to the In Situ Burn Operations Group Supervi-
sor include:
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a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Determine resource needs;
c. Assist the Planning Section in the development of
ISB operations and monitoring plans;
d. Implement approved in ISB operations and monitor-
ing plans;
e. Manage dedicated ISB resources;
f. Coordinate required monitoring; and
g. Maintain Unit/Activity Log (ICS 214 form).
WILDLIFE REHABILITATION CENTER MANAGER - The
Wildlife Rehabilitation Center Manager oversees facility op-
erations, including: receiving oiled wildlife at the processing
center, recording essential information, collecting necessary
samples, and conducting triage, stabilization, treatment,
transport, and rehabilitation of oiled wildlife. The Wildlife Re-
habilitation Center Manager assures transportation to appro-
priate treatment centers for oiled animals requiring extended
care and treatment. Tasks specific to the Wildlife Rehabilita-
tion Center Manager include:
a. Review Common Responsibilities (page 3-1);
b. Determine resource needs and establish a process-
ing station for impacted wildlife;
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c. Advise the Wildlife Branch Director on the feasibility
of surface washing agents;
d. Process impacted wildlife and maintain logs;
e. Collect numbers/types/status of impacted wildlife
and brief the Wildlife Branch Operations Director;
f. Coordinate with the LSC on the transportation of
wildlife to other facilities;
g. Coordinate release of recovered wildlife with the
Natural Resource trustee;
h. Implement Incident Demobilization Plan; and
i. Maintain Unit/Activity Log (ICS 214 form).
RECOVERY AND PROTECTION BRANCH DIRECTOR-
The Recovery and Protection Branch Director oversees and
implements the protection, containment, and cleanup activ-
ities established in the IAP. Tasks specific to the Recovery
and Protection Branch Director include:
a. Review Branch Director Responsibilities (page 8-9);
b. Obtain and review Area Contingency Plans (ACPs) if
developed;
c. Advise OPS on feasible recovery methods, Staging
Areas, and access areas;
d. Advise OPS on equipment usage and availability for
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proposed recovery actions;
e. In conjunction with Natural Resources Trustee Rep-
resentative and the Historical/Cultural Resources
Specialist, develop a prioritized list of sensitive areas
or species that may be impacted by recovery ac-
tions;
f. Develop a protection strategy for resources at risk;
g. Coordinate with the SSC; and
h. Maintain Unit/Activity Log (ICS 214 form).
PROTECTION GROUP SUPERVISOR - The Protection
Group Supervisor deploys containment, diversion, and ad-
sorbent/absorbent materials in designated locations. De-
pending on the size of the incident, the Protection Group
may be further divided into Teams, Task Forces, and Single
Resources. Tasks specific to the Protection Group Supervi-
sor include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Implement Protection Strategies in the IAP;
c. Direct, coordinate, and assess the effectiveness of
protective actions;
d. Modify protective actions, as needed; and
e. Maintain Unit/Activity Log (ICS 214 form).
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ON-WATER RECOVERY GROUP SUPERVISOR - The
On-Water Recovery Group Supervisor manages on-water
recovery operations in compliance with the IAP. The Group
may be further divided into Teams, Task Forces, and Single
Resources. Tasks specific to the On-Water Recovery Group
Supervisor include:
a. Review Division/Group Supervisor Responsibilities
(page 8-10);
b. Implement Recovery Strategies in the IAP;
c. Direct, coordinate, and assess the effectiveness of
on-water recovery actions;
d. Modify recovery actions as needed;
e. Coordinate with Shoreline Recovery Group Supervi-
sor; and
f. Maintain Unit/Activity Log (ICS 214 form).
SHORELINE RECOVERY GROUP SUPERVISOR - The
Shoreline Recovery Group Supervisor manages shoreline
cleanup operations in compliance with the IAP. The Group
may be further divided into Strike Teams, Task Forces, and
Single Resources. Tasks specific to the Shoreline Recovery
Group Supervisor include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
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b. Implement Recovery Strategies in the IAP;
c. Direct, coordinate, and assess effectiveness of
shoreline recovery actions;
d. Modify protective actions, as needed;
e. Coordinate with the On-Water Recovery Group Su-
pervisor; and
f. Maintain Unit/Activity Log (ICS 214 form).
WASTE MANAGEMENT GROUP SUPERVISOR - The
Waste Management Group Supervisor coordinates the on-
site activities of personnel engaged in collecting, storing,
transporting, and disposing of waste materials. Depending
on the size and location of the spill, the Waste Management
Group may be further divided into Teams, Task Forces, and
Single Resources. Tasks specific to the Waste Management
Group Supervisor include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Implement the Waste Management portion of the
IAP;
c. Ensure compliance with all hazardous waste laws
and regulations;
d. Maintain accurate records of recovered material; and
e. Maintain Unit/Activity Log (ICS 214 form).
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DECONTAMINATION GROUP SUPERVISOR - The Decon-
tamination Group Supervisor decontaminates personnel and
response equipment in compliance with approved statutes.
Tasks specific to the Decontamination Group Supervisor in-
clude:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Develop and implement Decontamination Plan;
c. Determine resource needs;
d. Direct and coordinate decontamination activities;
e. Brief site safety officer on conditions; and
f. Maintain Unit/Activity Log (ICS 214 form).
SALVAGE/SOURCE CONTROL GROUP SUPERVISOR -
Under the direction of the Recovery and Protection Branch
Director, the Salvage/Source Control Group Supervisor coor-
dinates and directs all salvage/source control activities relat-
ed to the incident. Tasks specific to the Salvage/Source Con-
trol Group Supervisor include:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Coordinate the development of Salvage/Source
Control Plan;
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c. Determine Salvage/Source Control resource needs;
d. Direct and coordinate implementation of the Sal-
vage/Source Control Plan;
e. Manage dedicated Salvage/Source Control resourc-
es; and
f. Maintain Unit/Activity Log (ICS 214 form).
The following positions may be organized under the Environ-
mental Unit.
SAMPLING/DISPERSANT MONITORING SPECIALIST -
The Sampling/Dispersant Monitoring Specialist provides a
sampling plan for the coordinated collection, documentation,
storage, transportation, and submittal to appropriate labora-
tories for analysis or storage. Tasks specific to the Sampling/
Dispersant Monitoring Specialist include:
a. Review Common Responsibilities (page 3-1);
b. Determine resource needs;
c. Participate in Planning Meetings as required;
d. Identify and alert appropriate laboratories;
e. Meet with Team to develop an initial sampling plan
and strategy, and review sampling and labeling pro-
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cedures;
f. Ensure consistency with SMART protocols;
g. Set up site map to monitor the location of samples
collected and coordinate with geographic information
systems (GIS) staff;
h. Coordinate sampling activities with the NRDA Repre-
sentative, Investigation Team, and legal advisors;
i. Provide status reports to appropriate requesters; and
j. Maintain Unit/Activity Log (ICS 214 form).
RESPONSE TECHNOLOGIES SPECIALIST - The Re-
sponse Technologies Specialist evaluates the opportunities
to use various response technologies, including mechani-
cal containment and recovery, dispersant or other chemical
countermeasures, ISB, and bioremediation. The Specialist
will conduct the consultation and planning required by de-
ploying a specific response technology, and by articulating
the environmental tradeoffs of using or not using a specific
response technique. Tasks specific to the Response Tech-
nologies Specialist include:
a. Review Common Responsibilities (page 3-1);
b. Participate in Planning Meetings, as required;
c. Determine resource needs;
d. Gather data pertaining to the spill, including spill lo-
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cation, type and amount of petroleum spilled, physi-
cal and chemical properties, weather and inland wa-
ter conditions, and resources at risk;
e. Identify the available response technologies that
may be effective on the specific spilled petroleum;
f. Make initial notification to all agencies that have au-
thority over the use of response technologies;
g. Keep the Planning Section Chief (PSC) advised of
response technologies issues;
h. Provide status reports to appropriate requesters;
i. Establish communications with the Regional Re-
sponse Team (RRT) to coordinate response technol-
ogies activities; and
j. Maintain Unit/Activity Log (ICS 214 form).
TRAJECTORY ANALYSIS SPECIALIST - The Trajectory
Analysis Specialist provides projections and estimates of the
movement and behavior of the spill to the UC. The Specialist
combines visual observations, remote sensing information,
and computer modeling, as well as observed and predicted
tidal, current, flow, and weather data to form these analyses.
Additionally, the Specialist interfaces with local experts
(e.g., weather service, academia, researchers) in formulat-
ing these analyses. The Specialist supplies trajectory maps,
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overflight maps, tides and current data, and weather fore-
casts to the Situation Unit for dissemination throughout the
Incident Command Post (ICP). Tasks specific to the Trajecto-
ry Analysis Specialist include:
a. Review Common Responsibilities (page 3-1);
b. Schedule and conduct spill observations/overflights,
as needed;
c. Gather pertinent information on tides, flow, currents,
and weather from all available sources;
d. Provide a trajectory and overflight maps, weather
forecasts, and tidal and current information to SITL
and OPS;
e. Provide briefing on observations and analyses to the
OPS and the appropriate personnel; and
f. Maintain Unit/Activity Log (ICS 214 form).
WEATHER FORECAST SPECIALIST - The Weather Fore-
cast Specialist acquires and reports incident-specific weath-
er forecasts. The Specialist interprets and analyzes data
from the National Oceanic and Atmospheric Administration's
(NOAA) National Weather Service and other sources. This
person is available to answer specific weather-related ques-
tions and coordinate with the SSC and Trajectory Analysis
Specialist in coordination with the Operations Section. The
specialist provides weather forecasts to the Situation Unit
for dissemination throughout the ICP. Tasks specific to the
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Weather Forecast Specialist include:
a. Review Common Responsibilities (page 3-1);
b. Gather pertinent weather information from all appro-
priate sources;
c. Provide incident-specific weather forecasts on an as-
signed schedule;
d. Provide briefings on weather observations and fore-
casts to the proper personnel; and
e. Maintain Unit/Activity Log (ICS 214 form).
RESOURCES AT RISK TECHNICAL SPECIALIST
The Resources at Risk Technical Specialist identifies re-
sources thought to be at risk from exposure to the spilled oil
through the analysis of known and anticipated oil movement,
and the location of natural, economic resources, and historic
properties. The Resources at Risk Technical Specialist con-
siders the relative importance of the resources and the rela-
tive risk to develop a priority list for protection. Tasks specific
to the Resources at Risk Technical Specialist include:
a. Review Common Responsibilities (page 3-1);
b. Participate in Planning Meetings as required;
c. Determine resource needs;
d. Obtain current and forecasted status information
from the Situation Unit;
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e. Identify natural resources at risk, including threat-
ened and endangered species, and their critical
habitat following consultation with Natural Resource
Trustee Representatives;
f. Identify historic properties at risk following consulta-
tion with the Historical/Cultural Resources Specialist;
g. Identify socioeconomic resources at risk;
h. Develop a prioritized list of the resources at risk for
use by the Planning Section in consultation with Nat-
ural Resource Trustee Representatives, Land Man-
agement Agency Representatives, and the Histori-
cal/Cultural Resources Specialist;
i. Provide status reports to appropriate requesters; and
j. Maintain Unit/Activity Log (ICS 214 form).
SHORELINE CLEANUP ASSESSMENT SPECIALIST -
The Shoreline Cleanup Assessment Specialist provides ap-
propriate cleanup recommendations for the impacted shore-
line. This Specialist recommends the need for, and the num-
bers of, Shoreline Cleanup Assessment Teams (SCATs) and
is responsible for making cleanup recommendations to the
ENVL. Tasks specific to the Shoreline Cleanup Assessment
Specialist include:
a. Review Common Responsibilities (page 3-1);
b. Obtain a briefing and special instructions from the
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ENVL;
c. Participate in Planning Section meetings;
d. Recommend the need for and number of SCATs;
e. Describe shoreline types and oiling conditions;
f. Identify sensitive resources (e.g., ecological, recre-
ational, historical properties, economic);
g. Recommend the need for cleanup in consultation
with Natural Resource Trustee Representatives,
Land Management Agency Representatives, and the
OSC's Historical/Cultural Resources Specialist;
h. Recommend cleanup priorities in consultation with
Natural Resource Trustee Representatives, Land
Management Agency Representatives, and the
OSC's Historical/Cultural Resources Specialist;
i. Monitor cleanup effectiveness;
j. Recommend shoreline cleanup methods and end-
points; and
k. Maintain Unit/Activity Log (ICS 214 form).
HISTORICAL/CULTURAL RESOURCES SPECIALIST
(HCRS) - The HCRS identifies and resolves issues related
to any historical or cultural sites that are threatened or im-
pacted during an incident. The Specialist must understand
and be able to implement a "Programmatic Agreement on
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Protection of Historic Properties" (Consult NRT's document
"Programmatic Agreement on the Protection of Historic Prop-
erties During Emergency Response under the NCP" for guid-
ance) as well as consulting with State Historic Preservation
Offices (SHPO), land management agencies, appropriate
native tribes and organizations, and other concerned parties.
The Specialist must identify historical/cultural sites and de-
velop strategies for protection and cleanup of those sites to
minimize damage. Tasks specific to the HCRS include:
a. Review Agency Representative Responsibilities
(page 7-8);
b. Implement the Programmatic Agreement (PA) for the
IC; If a PA is not used, coordinate National Historic
Preservation Act (NHPA) Section 106 consultations
with the SHPO;
c. Consult and reach consensus with the concerned
parties on affected historical/cultural sites;
d. Identify and prioritize threatened or impacted histori-
cal/cultural sites;
e. Develop response strategies to protect historical/cul-
tural sites;
f. Participate in the testing and evaluation of cleanup
techniques used on historical/cultural sites;
g. Ensure compliance with applicable Federal, state,
and tribal regulations; and
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h. Maintain Unit/Activity Log (ICS 214 form).
FINANCE/ADMINISTRATION SECTION CHIEF (FSC) -
Refer to page 11-2 for the FSC position responsibilities. In
addition, consult the NPFC's User Reference Guide (Tech-
nical Operating Procedures (TOPS)) and the Finance and
Resource Management Field Guide (FFARM) for guidance
on oil spill financial issues. Both of these guides can be ac-
cessed at www.uscg.mil/hq/npfc/response/index.htm. Ensure
that EPA cost accounting directives are fulfilled, including en-
try of contractor data into Removal Cost Management Sys-
tem (RCMS).
For inland oil spills where the EPA Emergency and Rapid
Response Services (ERRS) contractor either cannot provide
the required support in a timely manner or it is not cost effi-
cient to do so, the Incident Management Team (IMT) should
consider utilizing the USCG Basic Ordering Agreements
(BOA) to obtain contractor support to assist in cleanup ef-
forts. A Federal Project Number (FPN) and funding ceiling
must be established, and the IMT must work through the US-
CG-designated EPA Contracting Officer to obtain an Authori-
zation to Proceed with Disposal of Oil or Hazardous Material
Spill (ATP) to be issued to the selected BOA vendor.
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CHAPTER 18
RADIOLOGICAL/NUCLEAR INCIDENTS
INTRODUCTION
A radiological or nuclear incident is inherently a hazardous
substance incident. As such it should be responded to under
the National Response System (NRS). This chapter discuss-
es only those organizational and task descriptions pertinent
to radiological/nuclear incident functions, tasks, and posi-
tions within an Incident Command System (ICS) structure.
As applicable, consult Chapter 14 - Hazardous Substances
Response and Chapter 20 - Chemical Agent Incidents of this
Incident Management Handbook (IMH) regarding the estab-
lishment and use of ICS in hazardous substances incidents
and chemical agent incidents.
U.S. Environmental Protection Agency (EPA) response per-
sonnel should review the National Response Framework
(NRF) Nuclear/Radiological Incident Annex (NRIA) and the
latest version of the EPA Radiological Emergency Response
Plan for further details regarding these issues. In addition,
EPA's On-Scene Coordinator (OSC) Radiological Response
Guidelines provides additional information about responding
to radiological emergencies. Responders should also refer
to the "PAG Manual: Protective Action Guides and Plan-
ning Guidance for Radiological Incidents" (2013), which can
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be found at htto://www2. epa. aov/rad iation/protective-ac-
tion-auides-paas or its latest version. Operational information
can be found in the 2015 Interim Draft EPA "National Tactical
Radioactive Response Guide" developed by the Chemical,
Biological, Radiological and Nuclear Consequence Manage-
ment Advisory Team (CBRN CMAT).
Exposure rates and total dose limits can be found in the
EPA Memorandum, dated December 07, 2006, on Turnback
Guidance for EPA Personnel Responding to Radiological
Emergencies.
In addition to the objectives established in Chapter 2 of this
IMH, a radiological incident response typically includes the
following incident objectives:
¦ Provide Protective Action Recommendations to state
and local decision makers;
¦ Implement radiation protection principles, including
maintaining exposures as low as reasonably achievable
(ALARA);
¦ Provide support on radiation instrumentation, measure-
ments, sampling, and analysis;
¦ Provide experts on radiation control and health effects to
support decision makers; and
¦ Support cleanup decision making processes.
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RADIOLOGICAL INCIDENT RESPONSE ORGANIZA-
TIONS
EPA personnel responding to a radiological/nuclear incident
should be acutely aware of the unique nature of the Federal
Government's response mechanism for these types of inci-
dents.
It is FEMA's policy to use the National Response Framework
(NRF) structures to coordinate all Federal assistance to state
and local governments for nationally significant incidents.
The NRF includes a Terrorism Incident Law Enforcement
and Investigation Annex, which in part describes potential
EPA involvement in the Federal law enforcement and inves-
tigative response phase of an incident. In a terrorist threat or
incident that may involve a chemical, biological, radiological,
nuclear, or high-yield explosive (CBRNE) material, the tra-
ditional FBI command post will transition into a Joint Oper-
ations Center (JOC). The JOC is an interagency command
and control center. EPA may be asked to provide a represen-
tative to the JOC.
At the scene of a potential or actual terrorist incident, the FBI
retains authority for criminal enforcement. EPA response per-
sonnel will likely have to work with the FBI to obtain access
to a controlled site. EPA Incident Commanders (ICs) may
wish to establish an Intelligence/Investigations Officer (110)
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position, in Command Staff, to facilitate this process.
The operations of the interagency Federal Radiological Mon-
itoring and Assessment Center (FRMAC) in a radiological/
nuclear response represent a radiation-specific addition to
typical NRS responses. A FRMAC is established in response
to a request from a Coordinating Agency or state when there
is a suspected or actual radiological or nuclear nationally sig-
nificant incident.
The FRMAC provides monitoring and assessment outside
any law enforcement-controlled area or facility boundary.
The FRMAC is responsible for the following incident objec-
tives:
a. Coordinate Federal radiological monitoring and as-
sessment activities;
b. Maintain liaisons with state, local, and other Federal
agencies;
c. Maintain radiological monitoring data;
d. Provide monitoring data and radiological assess-
ments, including dose projections and exposure rate
contours; and
e. Obtain technical assistance from other Federal,
state, and private entities.
RESPONSE WITHOUT THE FRMAC
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Figure 18-1: ICS With No FRMAC and EPA as Coordinat-
ing or Lead Agency shows a radiological incident response
structure that does not use the FRMAC (e.g., in a strictly Na-
tional Oil and Hazardous Substances Pollution Contingency
Plan (NCP) response). The Radiological Operations Branch
performs five functions: 1) monitoring the site for radioac-
tivity; 2) radioactive waste management; 3) exclusion zone
entry control; 4) infrastructure decontamination; and 5) lab-
oratory support. The Monitoring Group performs real-time
surveys and sampling of soil, water, air, and biota. The Lab-
oratory Group includes onsite and/or offsite laboratories de-
pending upon responder needs and may also include the
use of data collected by EPA's Airborne Spectral Photomet-
ric Environmental Collection Technology (ASPECT) aircraft
or ground-based system known as ASPECT ASPHALT. The
Infrastructure Decontamination Group handles decontamina-
tion of equipment and vehicles (not people). The Radioactive
Waste Management Group ensures the safe handling and
disposal of all radioactive waste generated from the incident.
It also ensures that disposal complies with Federal and local
laws. The Exclusion Zone Entry Control Group is responsible
for the overall entry operations of assigned personnel with-
in the Exclusion Zone Entry Control Group. The Health and
Safety Implementation Branch carries out the necessary ac-
tivities to ensure the health and safety of operations person-
nel.
Figure 18-1 also depicts the use of an Environmental Unit
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within the Planning Section. Within the Environmental Unit,
the Health/Environmental Assessment Team analyzes envi-
ronmental data. This Team performs dose assessments and
predictions and includes health physicists, fate and transport
modelers, risk assessors, and other technical specialists.
The Response and Cleanup Technology Team plans the ra-
diation protection strategy during the emergency phases of
the incident and the cleanup actions during recovery. The
Quality Assurance Team identifies the Data Quality Objec-
tives (DQO), writes the Quality Assurance Project Plans
(QAPPs), and functions as an auditing group. The Data Man-
agement Team handles the large amount of measurement
data and provides data output in tabular, graphic, and geo-
graphic information systems (GIS) formats. For less resource
intensive responses, the Monitoring Group within the Oper-
ations Section could also perform Data Quality Assurance
(QA) functions for field data management.
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Figure 18-1: ICS With No FRMAC and EPA as Coordinating or
Lead Agency
Exclusion Zone Entry
Control Group
Infrastructure
Decontamination Group
Health/En won mental
Assessment Team
Laboratory Group (Gnsito
and Offsite)
Response and Cleanup
Technology Team
Monitoring Group
Quality Assurance Team
Data Management Team
Environments
Unit Leader
Situation
Unit Leader
Radioactive Waste
Management Group
Resource
Unit Leader
Finance/Admin
Section Chief
Logistics
Section Chief
Demobilization
Unit Leader
Documentation
Unit Leader
Operations
Section Chief
Planning
Section Chief
Radiological
Operations Branch
Branches for Other
Operations
Liaison Officer
Advisory Team
Public Information Officer
Safety Officer
Health and Safety
Implementation
Branch
Unified Command
(OSC)
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RESPONSE WITH THE FRMAC
When a FRMAC is established and regardless of which de-
partment/agency is the Coordinating Agency or lead agency,
the Department of Energy (DOE) provides significant re-
sources to establish the FRMAC as well as staff to manage it
initially, during the emergency phase. When DOE response
assets first arrive at the site, they will hold an Advance Par-
ty meeting with key decision makers, and first responders,
to determine how the FRMAC will be integrated into the re-
sponse management structure. During this meeting, these
initial DOE response assets (which will become part of the
FRMAC once it is established) will work with the Coordinat-
ing Agency and the state(s) to determine their requirements,
define the appropriate level and composition of the FRMAC
response, and locate a suitable site to conduct operations. It
is critical that, in an EPA-led response, EPA participate in this
meeting to discuss how the FRMAC will integrate into the re-
sponse management structure. Responders should work to
ensure that open lines of communication are developed and
that radiological data are accessible to the FRMAC and all
response personnel.
Under the NRF, all Federal, state, and local radiological mon-
itoring assets are expected to coordinate radiological moni-
toring activities through and provide radiological monitoring
data to the FRMAC. During the emergency response phase,
DOE has indicated that the FRMAC will integrate into the In-
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cident Management Team (IMT) established at the incident.
Once a series of conditions listed in the NRF/NRIA have
been met, DOE will transfer control of the FRMAC to EPA to
continue long-term monitoring activities. DOE and other Fed-
eral agencies will continue to provide resources. Figure 18-2:
Potential EPA/FRMAC Organization Chart shows a potential
ICS structure during the post-emergency phase, once EPA
has assumed leadership of the FRMAC. It is anticipated that
DOE and EPA RERT and CBRN CMAT members will staff
FRMAC management positions, while other Federal, state,
and local monitoring, sampling, and assessment efforts inte-
grate into the staff positions.
The FRMAC's mission does not include incident manage-
ment, radioactive waste management, or non-FRMAC work-
er radiation safety, so separate ICS Branches, Groups, etc.,
must be established to handle these activities.
Additionally, EPA has a policy to immediately release validat-
ed data to the public after ensuring proper quality assurance
and quality control procedures. EPA is known for its trans-
parency and will continue to follow this process. The FRMAC
data review process may not be as timely, and, therefore,
EPA would release data on its own as needed.
Chapter 18. RADIOLOGICAL/NUCLEAR INCIDENTS
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RADIOLOGICAL INCIDENT-SPECIFIC ICS POSITION AND
TASK DESCRIPTIONS
DECONTAMINATION SPECIALIST - Decontamination Spe-
cialists ensure that incident responders who are identified as
having external (surface) contamination on their person are
decontaminated to the extent reasonably achievable using
appropriate methods in the field. This person works with the
health and safety implementation staff and communicates
and coordinates with identified professionals (medical facili-
ty) on referrals. Duties include the following:
a. Review Common Responsibilities (page 3-1);
b. Perform field decontamination of incident respond-
ers, as well as materials and equipment;
c. Refer those with contamination for more intensive
decontamination procedures as necessary; and
d. Maintain Unit/Activity Log (ICS 214 form).
SITE ENTRY SPECIALISTS - The Site Entry Specialists,
within the Radiological Operations Branch, implement the re-
sponse actions addressing radioactive contaminant hazards
in the hot zone as well as restricting access to the hot zone.
This position does not have "authority" over emergency re-
sponders. Appropriate training and experience is a necessity
for this position. Duties may include the following:
a. Review Common Responsibilities (page 3-1);
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b. Enter controlled contaminated areas to perform criti-
cal tasks or gather critical information consistent with
applicable health and safety guidance;
c. Assist/escort emergency response workers in the
hot zone;
d. Perform radiological monitoring and contamination
control activities;
e. Support remedial actions as necessary; and
f. Maintain Unit/Activity Log (ICS 214 form).
MONITORING MANAGER - The Monitoring Manager imple-
ments all site monitoring activities. These activities include
real-time airborne and ground-based radiation surveys and
sampling of various environmental media. The Monitoring
Manager reports to the Radiological Operations Branch Di-
rector. Duties include the following:
a. Review Common Responsibilities (page 3-1);
b. Ensure proper communication to and from the vari-
ous monitoring activities;
c. Identify resources needed;
d. Develop the various monitoring programs;
e. Assist in the development of the QAPP and identify,
report, and resolve Quality Assurance/Quality Con-
trol (QA/QC) problems;
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f. Ensure that the monitoring programs work effectively
and efficiently;
g. Ensure proper staffing and equipment;
h. Report unsafe conditions;
i. Communicate site monitoring needs to offsite labora-
tory; and
j. Maintain Unit/Activity Log (ICS 214 form).
RADNET DEPLOYABLES SPECIALISTS - The RadNet
Deployables Specialists are provided by the National Center
for Radiological Field Operations (NCRFO) to oversee the
RadNet deployable monitoring systems. They have a thor-
ough knowledge of equipment setup, QA/QC, equipment,
and data transmission. Duties include the following:
a. Review Common Responsibilities (page 3-1);
b. Oversee the loading and shipping of the stations;
c. Travel to the Staging Area;
d. Identify sites where the units should be placed, in
coordination with the RERT Commanders or others
as necessary;
e. Manage the activities of the mobilization personnel;
f. Troubleshoot in the field; and
g. Maintain Unit/Activity Log (ICS 214 form).
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DATA ACQUISITION OFFICER/RADIO NET CONTROL
SPECIALIST - Under instructions from the Monitoring Man-
ager, the Data Acquisition Officer/Radio Net Control Special-
ist records and documents all monitoring and sampling data
and information transmitted by the field monitoring teams via
the two-way radio system or telephone. Duties include the
following:
a. Review Common Responsibilities (page 3-1);
b. Relay information to the designated field monitoring
teams and receive field monitoring data in return;
c. Transmit the data to the Monitoring Manager; and
d. Maintain Unit/Activity Log (ICS 214 form).
FIELD TEAM SPECIALISTS - The Field Team Specialists
execute radiological field monitoring and environmental sam-
pling duties. Duties include the following:
a. Review Common Responsibilities (page 3-1);
b. Use all field survey instrumentation properly;
c. Use all sampling equipment properly;
d. Ensure proper sample identification, tracking, stor-
age, and shipping;
e. Perform proper QA/QC procedures;
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f. Report QA/QC and logistical problems;
g. Report unsafe conditions; and
h. Maintain Unit/Activity Log (ICS 214 form).
RADIATION TASK FORCE LEADER (RTFL) - RTFLs are
trained field team members responsible for supporting radio-
logical field monitoring and environmental sampling duties.
Duties include the following:
a. Review Strike Team/Task Force Leader Responsibili-
ties (page 8-12);
b. Perform field surveys and sampling;
c. Ensure proper sample identification, tracking, stor-
age, and shipping;
d. Perform proper QA/QC procedures;
e. Report QA/QC and logistical problems;
f. Report unsafe conditions; and
g. Maintain Unit/Activity Log (ICS 214 form).
LABORATORY TEAM LEADER - The Laboratory Team
Leader reports to the Radiological Operations Branch Direc-
tor and supervises the mobile and fixed laboratories. Specific
duties include the following:
a. Review Strike Team/Task Force Leader Responsibili-
ties (page 8-12);
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b. Coordinate the resources and activities of the sam-
ple control, sample shipping, sample preparation,
and mobile laboratory functions;
c. Establish priorities, goals, and incident objectives for
these functions;
d. Facilitate the efficient use of personnel and related
resources;
e. Interact with the Data Assessment and Quality As-
surance Specialist to ensure data quality; and
f. Maintain Unit/Activity Log (ICS 214 form).
MOBILE LABORATORY SPECIALIST - The Mobile Labora-
tory Specialist reports directly to the Laboratory Team Leader
and performs all analyses assigned to the mobile laboratory.
These analyses may include preparation, gamma spectral
analysis, alpha-beta proportional counting, or gross radioac-
tivity measurements of samples from various site media.
SAMPLE CONTROL SPECIALIST - The Sample Control
Specialist receives direction from the Laboratory Team Lead-
er and interacts with Field Team Specialists, the Radiological
Assistant to the Safety Officer, Hot Line Specialists, and the
Decontamination Specialist. Duties include the following:
a. Review Common Responsibilities (page 3-1);
b. Serve as a single point of contact for delivery of field
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radiological samples;
c. Ensure proper chain-of-custody management and
disposition of all samples; and
d. Maintain Unit/Activity Log (ICS 214 form).
SAMPLE PREPARATION SPECIALIST - The Sample
Preparation Specialist receives direction from the Laboratory
Team Leader and interacts with Field Team Specialists, the
Radiological Assistant to the Safety Officer, Hot Line Special-
ists, the Mobile Laboratory Specialist, and the Decontamina-
tion Specialist on the number and type of samples that will
need to be sent to the lab. Duties include the following:
a. Review Common Responsibilities (page 3-1);
b. Serve as a single point of contact for delivery of field
radiological samples;
c. Ensure proper management and disposition of all
samples; and
d. Maintain Unit/Activity Log (ICS 214 form).
SAMPLE SHIPPING SPECIALIST - The Sample Shipping
Specialist also reports to the Laboratory Team Leader and
is responsible for packaging and shipping samples requiring
analysis offsite. Duties include the following:
a. Review Common Responsibilities (page 3-1);
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b. Assure that necessary tracking materials and safety
packaging are completed;
c. Assume responsibility for temporary onsite storage
of counted samples, including safe radioactive con-
trols and observation of chain-of-custody require-
ments; and
d. Maintain Unit/Activity Log (ICS 214 form).
EVENT CONTROL SPECIALISTS - The Event Control Spe-
cialists report to the Documentation Unit Leader (DOCL). Du-
ties include the following:
a. Review Common Responsibilities (page 3-1);
b. Document the entire field action;
c. Maintain a complete collection of reports and prod-
ucts distributed;
d. Track staff at the site of the incident;
e. Track health and safety compliance;
f. Maintain a complete record of actions and the event
timeline; and
g. Maintain Unit/Activity Log (ICS 214 form).
REPORTS/PRODUCT SUPPORT SPECIALISTS - The Re-
ports/Product Support Specialists also report to the DOCL.
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Duties include the following:
a. Review Common Responsibilities (page 3-1);
b. Document and track the status of all requests, priori-
ties, and activities;
c. Compile data products, calculations, and other infor-
mation generated;
d. Ensure that all documentation on activities, corre-
spondence, Situation Reports (SitReps), action re-
quests, lessons learned, and other pertinent informa-
tion are complete and archived in an accountable,
secure, and retrievable form;
e. Prepare data products and site reports in the best
format for distribution; and
f. Maintain Unit/Activity Log (ICS 214 form).
DATA ASSESSMENT AND QUALITY ASSURANCE SPE-
CIALIST -The Data Assessment and Quality Assurance
Specialist, who reports to the ENVL, writes the QAPPs, and
functions as an auditor. Duties include the following:
a. Review Common Responsibilities (page 3-1);
b. Verify that the data produced during laboratory anal-
ysis (at either a fixed or mobile laboratory) meet the
QA requirements for that particular analysis;
c. Verify that data are free of transcription errors if any
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hand entry of data is involved;
d. Verify that data meet the DQO for the radiological
emergency;
e. Identify and report QA/QC problems;
f. Assist in the resolution of data quality problems;
g. Report QA problem resolutions to upper manage-
ment; and
h. Maintain Unit/Activity Log (ICS 214 form).
REMEDIAL SUPPORT SPECIALIST - As a member of the
Environmental Unit, the Remedial Support Specialist assists
in developing the protective emergency actions and interim/
final cleanup remedies. Duties include the following:
a. Review Common Responsibilities (page 3-1);
b. Plan response actions;
c. Design remedial measures;
d. Assist in the development of the lAPs;
e. Work with the Advisory Team; and
f. Maintain Unit/Activity Log (ICS 214 form).
RADIOLOGICAL ASSESSMENT SPECIALIST - As a mem-
ber of the Environmental Unit, the Radiological Assessment
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Specialist performs all dose projections and radiological risk
assessments that form the basis of the lAPs dealing with mit-
igating radiation risk during emergency and recovery phases.
Duties include the following:
a. Review Common Responsibilities (page 3-1);
b. Model fate and transport;
c. Estimate dose and health/environmental impacts;
d. Interpret monitoring data;
e. Develop DQOs for monitoring;
f. Assist in the development of the lAPs;
g. Work with the Advisory Team; and
h. Maintain Unit/Activity Log (ICS 214 form).
DOSE ASSESSOR - The Dose Assessor position, which
may have both HQ and field components, calculates radio-
logical exposures. Duties may include the following:
a. Review Common Responsibilities (page 3-1);
b. Assess radiation doses (incurred or projected) to in-
dividuals and populations who may have been or are
projected to be exposed to radioactive material;
c. Perform prospective or retrospective radiation dose
assessments; and
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d. Maintain Unit/Activity Log (ICS 214 form).
LOGISTICS SPECIALIST - The Logistics Specialist, report-
ing to the Logistics Section Chief (LSC), provides facilities,
logistical services, and materials in support of a radiological
incident. This person participates in the development of the
IAP and Recovery Plan. Duties include the following:
a. Review Common Responsibilities (page 3-1);
b. Handle initial logistics for the response;
c. Provide administrative, logistical, security, facilities,
and mechanical systems support to deployed per-
sonnel;
d. Establish facilities and communications systems,
and arrange food and shelter for responders;
e. Prepare for the arrival of follow-on emergency re-
sponse assets; and
f. Maintain Unit/Activity Log (ICS 214 form).
EQUIPMENT MANAGER - The Equipment Manager, also
reporting to the LSC, assures that the vehicles for transpor-
tation and deployment of the emergency response equip-
ment are maintained and ready for use in a timely and safe
manner. Duties include the following:
a. Review Common Responsibilities (page 3-1);
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b. Keep instruments, equipment, and vehicles opera-
tional;
c. Maintain the facility used during emergency re-
sponse;
d. Ensure that instruments, government vehicles, and
rental vehicles have been decontaminated, as nec-
essary; and
e. Maintain Unit/Activity Log (ICS 214 form).
REGIONAL RADIATION ADVISOR - A Regional Radiation
Advisor(s) provides in-office radiological technical advice to
response personnel as needed. Duties for this regional pro-
grammatic position include the following:
a. Review Common Responsibilities (page 3-1);
b. Provide Regional Radiation Program functions in the
context of the response;
c. Provide radiological technical assistance to regional
management;
d. Coordinate with Federal, state, and local radiation
programs;
e. Coordinate regional radiation resources, if applica-
ble;
f. Work directly with the Regional Response Center
during emergencies to provide radiation advice and
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assistance; and
g. Maintain Unit/Activity Log (ICS 214 form).
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RADIOLOGICAL INCIDENT RESPONSE ASSETS/ SPE-
CIAL TEAMS
In addition to the EPA Special Teams and other assets iden-
tified in Chapter 14 - Hazardous Substances Response, the
following resources are also available. For access to any
Department of Defense (DoD) assets or teams, contact the
EPA HQ Emergency Operations Center (EOC) at the phone
number listed on the inside cover, or by contacting the Na-
tional Response Center (NRC) or Regional Response Team
(RRT)/National Response Team (NRT) representatives for
DoD.
The EPA Radiological Emergency Response Team
(RERT) responds to emergencies involving releases of ra-
dioactive materials, including accidents at nuclear power
plants, transportation accidents involving shipments of ra-
dioactive materials, or deliberate acts of nuclear terrorism.
There are approximately 45 field-deployable members of the
RERT stationed at EPA's facilities in Montgomery, AL and
Las Vegas, NV. Additional support personnel are located in
Washington, DC. RERT can provide advice on protective
measures to ensure public health and safety; assessments
of any release for dose and impact to public health and the
environment; monitoring, sampling, laboratory analyses, and
data assessments to assess and characterize environmental
impact; and technical assistance for containment, cleanup,
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restoration, and recovery following a radiological incident.
Assets include:
¦ Alpha, beta, gamma, and neutron survey instruments
¦ Air sampling equipment
¦ Exposure rate and dose instruments
¦ Field gamma spectroscopy
¦ Protective equipment and personal dosimeters
¦ A mobile radiation laboratory
¦ A sample preparation laboratory
¦ A van equipped to scan for gamma radiation
The EPA Chemical, Biological, Radiological, and Nucle-
ar Consequence Management Advisory Team (CBRN
CMAT) Provides scientific support and technical expertise
for all phases of consequence management, including char-
acterization, decontamination, clearance, and waste man-
agement of buildings, building contents, public infrastructure,
agriculture, and associated environmental media. Addition-
ally, CMAT provides specialized expertise, in areas such as
biochemistry, microbiology and medicine, health physics,
chemistry, HVAC engineering, and industrial hygiene. CMAT
is available to assist local, national, and international agen-
cies supporting a CBRN response and/or removal opera-
tions. Specialized expertise and assets include:
Chapter 18. RADIOLOGICAL/NUCLEAR INCIDENTS 325
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¦ Airborne Spectral Photometric Environmental Collection
Technology (ASPECT), which is an airborne chemical
and radiological detection, infrared and photographic im-
agery platform.
¦ Portable High Throughput Integrated Laboratory Identi-
fication Systems (PHILIS), which are designed to detect
chemical warfare agents and toxic industrial chemicals.
¦ ASPECT ASPHALT, which is a ground-based radiolog-
ical characterization asset providing radiation detection
technology for very low-level contamination.
¦ Biological analytical capability and capacity specific to
Bacillus anthracis.
¦ Environmental Response Laboratory Network (ERLN),
established to provide laboratory analytical capability
and capacity support to chemical, biological, and radio-
logical incidents.
The EPA Environmental Response Team (ERT) compris-
es a group of EPA technical specialists who can provide ex-
perienced technical and logistical assistance in responding
to environmental emergencies, such as oil or hazmat spills,
in addition to the characterization and cleanup of hazard-
ous waste sites. Their offices in Edison, NJ, Cincinnati, OH,
Washington, DC, and Las Vegas, NV, maintain around-the-
clock readiness to provide expertise in such areas including,
but not limited to: rapid assessment techniques, cleanup
and treatment technologies, field analytics and method de-
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velopment, toxicology, health and safety protocols, radiation
health physics, and ecological risk assessment.
U.S. Department of Energy/National Nuclear Security
Agency (DOE/NNSA) Assets
. FRMAC - The FRMAC coordinates the radiological
monitoring and assessment activities of 17 Federal
agencies with those of state and local agencies. DOE/
NNSA establishes and manages the FRMAC in the
emergency phase of a response.
. Aerial Measuring System - DOE/NNSA maintains air-
craft at bases in Nevada and Maryland that can monitor
and make plume maps of radiological dispersals. These
planes can generally deploy within four hours of notifica-
tion.
• Radiological Assistance Program Team - This team
comprises 27 groups of health physicists and support
personnel. Usually the first NNSA team to deploy to the
scene of an incident, the Radiological Assistance Pro-
gram Team performs radiological assessment and moni-
toring.
. Radiological Assistance Center/Training Site (REACI
TS) - REAC/TS, located adjacent to the Oak Ridge Na-
tional Laboratory, provides medical consultation for treat-
Chapter 18. RADIOLOGICAL/NUCLEAR INCIDENTS
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ment of injuries from radiological exposure.
• Department of Homeland Security Interagency Mod-
eling and Atmospheric Assessment Center (IMAAC)
- assist in real-time assessments of the transport and
dispersion of hazardous materials released into the at-
mosphere and can predict or map the behavior of radio-
logical and other contaminants on a global, regional, or
local scale.
. Accident Response Group - This group responds
to incidents involving U.S. nuclear weapons. Working
closely with the Radiological Assistance Program Team,
the Accident Response Group helps coordinate DOE or
DoD response efforts within restricted areas with those
of other responders.
. Nuclear Emergency Support Team - This interagency
team encompasses all of the DOE/NNSA nuclear emer-
gency response assets, and works to search for, identify,
assess, disable, and dispose of any nuclear weapon di-
rected against the United States. After coordinating with
other concerned agencies, DOE HQ directs all response
team activations and deployments.
U.S. Department of Defense (DoD) Assets
• U.S. Army Corps of Engineers (USACE), Kansas City
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District, Nationwide Low-Level Radioactive Waste
Disposal Program - This program maintains nationwide
disposal contracts that can also be used for the disposal
of waste generated from remediation activities associat-
ed with a radiological incident.
• U.S. Army Field Support Command, Safety/Radioac-
tive Waste Directorate - This entity provides another
source of assistance for handling radioactive waste gen-
erated as a result of a radiological incident.
. U.S. Army 20th Support Command (CBRNE Com-
mand) - The CBRNE Command provides a single point-
of-contact within the Army when a coordinated response
to the threat of or use of CBRNE agents or materials is
needed anywhere in the world.
• U.S. Marine Corps, Chemical Biological Incident
Response Force (CBIRF) - The CBIRF can respond
nationally for domestic consequence management op-
erations to deal with a chemical, biological, radiological,
or nuclear threat. It coordinates initial relief efforts and
provides security, detection, identification, expert medi-
cal advice, and limited decontamination of personnel and
equipment.
• U.S. National Guard Weapons of Mass Destruction
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(WMD) Civil Support Team (CST) - This unit supports
local, state, and Federal agencies responding to an at-
tack involving CBRNE weapons. The teams can provide
advice on event mitigation, medical treatment, reach-
back capabilities, and other response concerns and can
use a wide range of detection, monitoring, and sampling
devices.
. Defense Threat Reduction Agency (DTRA) CBRN
Consequence Management Advisory Team (CMAT)
This team helps DoD lead responders in assessing and
predicting contamination after a nuclear accident. It ad-
vises on overall Federal response procedures and re-
quirements associated with a nuclear weapon accident.
. Medical Radiobiology Advisory Team - This team pro-
vides expertise in radiation risk communication, person-
nel dose estimation, handheld nuclide identification, and
radiation medicine. It may deploy with the CMAT.
. Air Force Radiation Assessment Team - This team of
deployable health physicists, industrial hygienists, and
laboratory technicians provides a full range of equip-
ment, force protection dosimetry, and consultation about
health physics, industrial hygiene, and environmental
quality.
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• Radiological Advisory Medical Team - This U.S.
Army rapid-response team provides guidance to the Co-
ordinating Agency and/or local medical authorities on
potential health effects to personnel, as well as limited
medical support to response teams in controlled areas.
It evaluates survey data to guide responsible officials
using contaminated areas and monitors medical facilities
and equipment where contaminated patients have been
evacuated.
U.S. Department of Justice (DOJ) Assets
• Federal Bureau of Investigation (FBI) Hazardous Ma-
terials Response Unit (HMRU) - This entity responds
to criminal acts and incidents involving the use of haz-
ardous materials and supports crime scene and evi-
dence-related operations in cases involving chemical,
biological, and radiological agents and hazardous waste
materials.
U.S. Department of Labor (DOL) Assets
• Occupational Safety and Health Administration
(OSHA) Health Response Team (HRT) - Based in Salt
Lake City, UT, this team responds to occupation-related
emergencies that may involve potentially catastrophic
releases of hazardous materials. It also coordinates the
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four Specialized Response Teams (SRTs) (including the
radiological team), which are designed to help protect re-
sponder safety and health for incidents involving chemi-
cal, biological, and radiological emergencies, as well as
structural collapses.
U.S. Department of Health and Human Services (HHS)
Assets
. The Advisory Team for the Environment, Food, and
Health, chaired by HHS, is an interagency team that de-
velops Federal Protective Action Recommendations and
provides them to the Coordinating Agency; for Nationally
Significant Incidents it provides them to DHS. The team,
which typically co-locates with the FRMAC, is chaired by
FDA and includes members from EPA(ORIA), USDA,
and CDC.
REFERENCES
¦ National Response Framework, Nuclear/Radiological In-
cident Annex, DHS, June 2008. http://www.fema.aov/odf/
emeraencv/nrf/nrf nuclearradioloaicalincidentannex.pdf
¦ OSC Radiological Response Guidelines, EPA, October
2006.
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¦ Turnback Guidance for EPA Personnel Responding to
Radiological Emergencies, EPA Memorandum, Decem-
ber?, 2006.
¦ PAG Manual: Protective Action Guides and Planning
Guidance for Radiological Incidents" (2013). http://www.
epa.aov/radiation/protective-action-auides-paas
¦ Compendium of Special Teams, Capabilities, and As-
sets, EPA, February 4, 2006.
¦ FRMAC Operations Manual, DOE/NV/25946-980, May
2010.
¦ Planning Guidance for Response to a Nuclear Detona-
tion, June 2010.
httD://www.remm.nlm aov/PlanninaGuidanceNuclearDet-
onation.ru*
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CHAPTER 19
BIOLOGICAL INCIDENTS
As applicable, consult Chapter 14 - Hazardous Substances
Response and Chapter 20 - Chemical Warfare Agent Inci-
dents of this Incident Management Handbook (IMH) regard-
ing establishment and use of ICS.
A biological incident will likely be responded to under the Na-
tional Response System (NRS). Only the organization and
task descriptions pertinent to biological Incident Command
System (ICS) positions, functions, and tasks are discussed
in this chapter.
A biological agent is not a hazardous substance as defined
by the Comprehensive Environmental Response, Compen-
sation and Liability Act (CERCLA), but may be a "pollutant
or contaminant." CERCLA provides authority for EPA to re-
spond to "a release or substantial threat of release... of any
pollutant or contaminant which may present an imminent and
substantial danger to public health or welfare..." Under CER-
CLA the term "pollutants or contaminants" encompasses
just about anything. By definition, such substances include
compounds that upon exposure "will or may reasonably be
anticipated to cause" certain specified harmful health effects.
While EPA can respond to and clean up a site polluted by
either a hazardous substance or a pollutant or contaminant,
Chapter 19. BIOLOGICAL INCIDENTS
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the statute does not authorize EPA to recover its cleanup
costs from private parties or to issue an order directing the
parties to perform a cleanup when the substance involved is
only a pollutant or contaminant. In addition, many releases
of pollutants or contaminants do not meet the requirement
that there be an "imminent and substantial danger," which is
a higher threshold than that for hazardous substances. Al-
though, authorities exist under CERCLAto respond, the re-
sponse will likely be conducted with the interagency structure
under the Stafford Act.
EPA can also respond under the National Response Frame-
work (NRF), as the lead for the response under ESF #10 and
the Biological Incident Annex.
Federal On-Scene Coordinators (OSCs) are encouraged to
consult the Chemical, Biological, Radiological, and Nuclear
Consequence Management Advisory Team (CBRN CMAT),
prior to responding to a biological incident for the latest tech-
nical, scientific, and operational information.
EPA personnel responding to a biological terrorism incident
should be acutely aware of the unique nature of the Federal
Government's response mechanism for these types of inci-
dents.
The NRF includes a Terrorism Incident Law Enforcement
Chapter 19. BIOLOGICAL INCIDENTS 335
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and Investigation Annex, which in part describes potential
EPA involvement in the Federal law enforcement and inves-
tigative response phase of an incident. In a terrorist threat or
incident that may involve a chemical, biological, radiological,
nuclear, or high-yield explosive (CBRNE) material, the tra-
ditional FBI command post will transition into a Joint Oper-
ations Center (JOC). The JOC is an interagency command
and control center. EPA may be asked to provide a represen-
tative to the JOC.
At the scene of a potential or actual terrorist incident, the FBI
retains authority for criminal enforcement. EPA response per-
sonnel will likely have to work with the FBI to obtain access
to a controlled site. EPA Incident Commanders (ICs) may
wish to establish an Intelligence/Investigations Officer (110)
position, in Command Staff, to facilitate this process.
The Department of Health and Human Services (HHS) is
designated the Primary Agency for Emergency Support
Function (ESF) #8 - Public Health and Medical Services An-
nex and serves as the Federal Government's lead agency
for the public health and medical preparation and planning
for and response to a biological terrorism attack or naturally
occurring outbreak that results from either a known or novel
pathogen, including an emerging infectious disease. If ani-
mal issues are involved, ESF #11 may be activated (refer to
Chapter 21 - Animal Emergency Response). For both ESF
#8 and ESF #11, EPA is a supporting agency.
Chapter 19. BIOLOGICAL INCIDENTS
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ICS ORGANIZATION
The ICS organization charts presented in this chapter high-
light key functional positions/units that may be established
for a biological response. These charts depict examples of
organizational structures that can be utilized in a potential bi-
ological response. Figure 19-1: Initial Response Phase/Crisis
Management Phase shows an organization chart for a Uni-
fied Command (UC) during an emergency response phase,
while Figure 19-2: Consequence Management Phase shows
a UC during the cleanup phase of a biological incident.
Chapter 19. BIOLOGICAL INCIDENTS
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FIGURE 19-1: INITIAL RESPONSE PHASE/CRISIS
MANAGEMENT PHASE
Environmenta
Unit Leader
Planning
Section Chief
Finance/Admin
Section Chief
Operations
Section Chief
Logistics
Section Chief
Liaison Officer
Public Information Officer
Safety Officer
Unified Command
Law Enforcement (FBI*)
Fire and Rescue
Facility/Site Manager
Unified Command
* FBI is the lead Federal agency for criminal investigations of terrorist acts and intelli-
gence collection activities within the United States.
Chapter 19. BIOLOGICAL INCIDENTS
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FIGURE 19-2: CONSEQUENCE MANAGEMENT PHASE
Environmental Clearance Committee**
Environmental
Clearance Committee**
Finance/Admin
Section Chief
Operations
Section Chief
Planning
Section Chief
Logistics
Section Chief
Public Information Officer
Safety Officer
Liaison Officer
Environmental
Unit Leader
Environmental
Branch Director
Waste Management
Group Supervisor
Sampling Group
Supervisor
Decontamination
Group Supervisor
Technical Working
Group Supervisor
Scientific Support Coordinator
Unified Command
HHS/CDC*
EPA
Facility/Site Manager
State Public Health Officer
Local Public Health Officer
Unified Command
* HHS is the Federal lead agency, under ESF #8, for the public health/medical re-
sponse to a biological incident. EPA, under ESF #10, is the Federal lead for the envi-
ronmental response.
**At the discretion of the IC, the Environmental Clearance Committee (ECC) may ei-
ther report directly to the IC or the ENVL. The ECC will likely function under the direc-
tion of the lead local public health agency.
Chapter 19. BIOLOGICAL INCIDENTS
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These organizational charts depict examples of hypothetical
ICS organizations developed for different phases of a biolog-
ical incident response scenario.
Initially, EPA will need to establish an Environmental Unit
under the Planning Section. In this type of incident, the Envi-
ronmental Unit is responsible for planning and strategy (e.g.,
site characterization strategies, sampling and analysis plan,
quality assurance, laboratory networking, facility decontami-
nation plan, containment/barrier strategies, decontamination
options, decontamination verification methods, environmen-
tal clearance, re-occupancy plans), and coordination with
Headquarters (HQ) Environmental Unit. The Environmental
Unit may also establish Technical Working Groups (TWGs)
as needed to support operations. As the response moves
into consequence management, EPA will establish an En-
vironmental Branch in the Operations Section to carry out
environmental characterization and restoration activities in-
cluding decontamination of buildings, semi-enclosed struc-
tures, outdoor areas, and sensitive items. The Environmental
Branch is responsible for environmental sampling, air mon-
itoring, waste management/disposal and decontamination
methods inside and outside the hot zone.
BIOLOGICAL INCIDENT ICS POSITIONS AND TASK
DESCRIPTIONS
ENVIRONMENTAL BRANCH DIRECTOR (EBD) - Under
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the direction of the Operations Section Chief (OPS), the EBD
is responsible for, but not limited to, environmental sampling,
air monitoring, decontamination of structures, building con-
tents and outdoor spaces, waste management, and con-
struction and engineering activities inside and outside the
hot zone. Other tasks may include the following:
a. Review Branch Director Responsibilities (page 8-9);
b. If requested during initial phases of consequence
management, collaborate with law enforcement's
efforts to collect forensic evidence samples to en-
hance response sampling efficiency and effective-
ness (e.g., dual purpose sampling) and offer EPA's
environmental sampling expertise to assist them in
assessing and collecting of forensic evidence;
c. Secure potentially contaminated areas, prior to char-
acterization activities, to prevent cross-contamina-
tion and dispersal of bio-agents;
d. Ensure initial characterization and decontamination
activities focus on critical areas; and
e. Maintain Unit/Activity Log (ICS 214 form).
SAMPLING GROUP SUPERVISOR (SGS) - Under the di-
rection of the EBD, the SGS assists in the development of
sampling strategies, as well as selection of appropriate sam-
ple collection and analytical methods. Other tasks and con-
siderations may include the following:
Chapter 19. BIOLOGICAL INCIDENTS
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a. Review SGS Responsibilities (page 14-18);
b. Assist in the development and implementation of
sampling strategies and plans;
c. Implement Quality Assurance/Quality Control (QA/
QC) Plans developed by the Environmental Unit
Data Management Team; and
d. Maintain Unit/Activity Log (ICS 214 form).
DECONTAMINATION GROUP SUPERVISOR (DGS) - Un-
der the supervision of the EBD, the DGS implements the re-
mediation action. Tasks for the DGS include the following:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Working with a Technical Working Group (TWG) (if
established), review the clearinghouse of information
on decontamination technologies; review TWG rec-
ommendation on appropriate technology and appli-
cation parameters; and
c. Maintain Unit/Activity Log (ICS 214 form).
WASTE MANAGEMENT GROUP SUPERVISOR (WMGS)
Under the direction of the EBD, the WMGS' primary respon-
sibility is waste management, including treatment and dis-
posal. Specific tasks for the WMGS include the following:
Chapter 19. BIOLOGICAL INCIDENTS
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a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Estimate the quantity of waste to be generated;
c. Identify waste management and disposal options;
d. Develop a waste management plan that includes:
waste classification, removal, labeling, staging and
storage, onsite and offsite treatment and disposal
options, transportation, shipping papers, and "offsite"
permits required by Federal, state, and/or local regu-
lations; and
e. Maintain Unit/Activity Log (ICS 214 form).
ENVIRONMENTAL UNIT LEADER (ENVL) - Under the di-
rection of the Planning Section Chief (PSC), the ENVL may
be responsible for the following tasks during a biological inci-
dent:
a.
b.
c.
d.
e.
Review Environmental Unit Leader Responsibilities
(page 9-10);
Provide information and data to the IC/UC and lead
local public health organization to assist in establish-
ing a clearance goal;
Coordinate with Headquarters (HQ) Environmental
Unit if established;
Coordinate with the Operations Section;
Utilize roster of Subject Matter Experts (SMEs)
Chapter 19. BIOLOGICAL INCIDENTS
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maintained by CBRN CMAT for biological respons-
es, or other sources, to establish TWGs early on in
the response;
f. Identify laboratories;
g. Establish Data Management Team to develop QA/
QC procedures;
h. Work with local public health agency, in establish-
ment of an interdisciplinary ECC to assist in deter-
mining whether site-specific cleanup goals have
been met;
i. Coordinate and submit requests for Federal Insecti-
cide, Fungicide, and Rodenticide Act (FIFRA) crises
exemptions (or quarantine exemption) that may be
required for use of selected decontamination chemi-
cals;
j. Obtain any necessary permits; and
k. Maintain Unit/Activity Log (ICS 214 form).
TECHNICAL WORKING GROUP SUPERVISOR (TWGS)
Numerous TWGs may be established during a response to
address sampling, decontamination, waste management,
etc. Reporting directly to the ENVL, the TWGS may:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Develop an incident-specific Environmental Charac-
terization and/or Clearance Sampling and Analysis
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plan;
c. Recommend a clearance goal to the Incident Com-
mander (IC) using a risk-based decision making
framework;
d. Determine appropriate decontamination strategy,
technology, and necessary application parameters;
e. Develop a waste management strategy and/or plan;
and
f. Maintain Unit/Activity Log (ICS 214 form).
ENVIRONMENTAL CLEARANCE COMMITTEE LEADER
(ECCL) - An ECC may be established to serve as an in-
dependent body of SMEs that may include representatives
from other Federal agencies, state/local officials, industry,
academia, and building owners/operators. The ECC provides
recommendations to the IC/UC on whether or not sampling
data supports achievement of site clearance goals. Under
the direction of the local public health agency, the ECCL will:
a. Review Common Responsibilities (page 3-1);
b. Conduct a comprehensive review of the overall re-
mediation process and associated data to make
recommendations to the IC/UC on whether the clear-
ance goals have been met; and
c. Maintain Unit/Activity Log (ICS 214 form).
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SPECIAL TEAMS AND ASSETS
In addition to the Special Teams and other assets identified
in Chapter 14 - Hazardous Substances Response, the fol-
lowing resources and phone numbers are also available.
For access to any Department of Defense (DoD) assets or
teams, contact the EPA HQ Emergency Operations Center
(EOC) at the phone number listed on the inside cover.
The EPA Chemical, Biological, Radiological, and Nucle-
ar Consequence Management Advisory Team (CBRN
CMAT) Provides scientific support and technical expertise
for all phases of consequence management, including char-
acterization, decontamination, clearance, and waste man-
agement of buildings, building contents, public infrastructure,
agriculture, and associated environmental media. Addition-
ally, CMAT provides specialized expertise, in areas such as
biochemistry, microbiology and medicine, health physics,
chemistry, HVAC engineering, and industrial hygiene. CMAT
is available to assist local, national, and international agen-
cies supporting a CBRN response and/or removal opera-
tions. Specialized expertise and assets include:
¦ Airborne Spectral Photometric Environmental Collection
Technology (ASPECT), which is an airborne chemical
and radiological detection, infrared and photographic im-
agery platform.
¦ Portable High Throughput Integrated Laboratory Identi-
fication Systems (PHILIS), which are designed to detect
Chapter 19. BIOLOGICAL INCIDENTS 346
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chemical warfare agents and toxic industrial chemicals.
¦ ASPECT ASPHALT, which is a ground-based radiolog-
ical characterization asset providing radiation detection
technology for very low-level contamination.
¦ Biological analytical capability and capacity specific to
Bacillus anthracis.
* Environmental Response Laboratory Network (ERLN),
established to provide laboratory analytical capability
and capacity support to chemical, biological, and radio-
logical incidents.
Environmental Response Laboratory Network (ERLN) -
Refer to page 6-9 (Environmental Data Management) and
page 14-29 (Hazardous Substances Response) for a de-
scription of the ERLN.
Occupational Safety and Health Administration (OSHA),
Specialized Response Teams (SRTs) - To enhance their
response capabilities for incidents involving chemical, bio-
logical, and radiological emergencies, as well as structural
collapses, OSHA created four Specialized Response Teams
(SRTs) to support the IC/UC in the areas of responder safety
and health: 1) the chemical team (e.g., toxic industrial chem-
icals and materials, and chemical warfare agents), 2) the bi-
ological team, 3) the radiological team, and 4) the structural
collapse team. OSHA's Health Response Team coordinates
the SRTs. The SRTs consist of seven to eight experts that
Chapter 19. BIOLOGICAL INCIDENTS
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can deploy rapidly when an emergency occurs. The SRTs
comprise certified industrial hygienists, professional engi-
neers, occupational physicians, and specialized safety ex-
perts.
U.S. Army's Chemical Biological Rapid Response Team
(CB-RRT) - The CB-RRT can provide technical advice and
assessment support to the IC/UC on biological and chemical
warfare agents. However, CB-RRT personnel are not trained
to make entry into the hot zone. The CB-RRT can assist in
the detection, neutralization, containment, and disposal of
CBRNE materials.
U.S. Army's Medical Research Institute of Infectious Dis-
eases (USAMRIID) - The USAMRIID, located at Fort Det-
rick, MD, serves as the lead DoD laboratory and research
center for medical aspects of biological warfare defense. The
Institute plays a key role in the study of highly hazardous
infectious agents requiring maximum containment. The pro-
gram also includes a deployable team for investigation and
treatment during actual biological events.
U.S. Army's Edgewood Chemical Biological Center
(ECBC) - The ECBC, located in Edgewood, MD, is the na-
tion's principal research and development center for chem-
ical and biological defense. ECBC develops technology in
the areas of detection, protection, and decontamination. The
ECBC, in partnership with EPA's National Homeland Securi-
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ty Research Center (NHSRC) has developed the Homeland
Defense Chemical/Biological (C/B) Helpline Database to pro-
vide responders with extensive data for use in responding to
a chemical or biological terrorist event.
U.S. Marine Corps, Chemical Biological Incident Re-
sponse Force (CBIRF) - The Marine Corps created CBIRF
to provide a rapid response force to counter a chemical/bio-
logical terrorist threat. Although CBIRF is primarily dedicated
to the National Capital Region, they are a national response
asset that can be tasked by Northern Command (NORTH-
COM) for domestic consequence management operations
to deal with a CBRNE threat. CBIRF can provide a number
of significant capabilities to include coordinating initial relief
efforts, security, detection, identification, expert medical ad-
vice, and limited decontamination of personnel and equip-
ment. The CBIRF team can make initial entry into the exclu-
sion zone in Level "A" personal protective equipment (PPE)
to identify and sample unknown chemical/biological agent(s),
locate casualties, and perform initial medical assessments,
and stabilize and evacuate casualties to the decontamination
area.
U.S. Army Soldier Biological Chemical Command (SB-
CCOM) - SBCCOM maintains the ECBC and Homeland
Defense and Security Information Analysis Center (HDIAC)
to assist military and civilian organizations in planning for
and responding to a CBRNE event. SBCCOM conducts re-
search, concept exploration, demonstration, validation, en-
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gineering, manufacturing, and development for production
of chemical and biological defense systems. SBCCOM has
SMEs in nuclear, biological, and chemical agent recognition;
decontamination methods, sample collection, and detection
methods; PPE selection and use and practical exercises;
near real-time monitoring; onsite analysis; demolition of for-
mer chemical/biological process facilities; site remediation;
and environmental investigation.
U.S. Army's Technical Escort Unit (TEU) - The TEU can
assist in transporting and escorting unconventional muni-
tions and material—nuclear, biological, and chemical. Its
core capabilities involve chemical, biological, and explosive
ordinance disposal, reconnaissance, recovery, sampling, de-
tection, monitoring, limited decontamination, Department of
Transportation (DOT) packaging, transportation, disposal,
and performing or recommending final disposition of weap-
onized and non-weaponized chemical and biological materi-
als and hazards encountered.
Department of Health & Human Services (HHS), Centers
for Disease Control and Prevention (CDC), National Cen-
ter for Environmental Health (NCEH) -
The NCEH identifies potential health hazards, recommends
and evaluates methods of preventing injuries, and studies
the aftermath of disasters and other major emergencies to
learn new ways of mitigating the effects of future disasters.
The Emergency and Environmental Health Services (EEHS)
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is a division of CDC's NCEH. The EEHS can respond to na-
tional and international emergencies, and provide technical
support for public health activities during environmental di-
sasters, disease outbreak investigations, food safety, water
quality, and sanitation issues. The EEHS maintains a Labo-
ratory Response Team that can respond 24/7 to a chemical
terrorism or other emergency event anywhere in the country,
within two hours. The Environmental Public Health Readi-
ness Branch (EPHRB) serves as CDC's primary all-hazards
response unit.
HHS CDC ATSDR Emergency Response Teams - The
ATSDR is an agency of the HHS. The mission of ATSDR is
to serve the public by using the best science, taking respon-
sive public health actions, and providing trusted health in-
formation to prevent harmful exposures and disease related
to toxic substances. ATSDR Emergency Response Teams
are available 24/7, and comprise toxicologists, physicians,
and other scientists available to assist during an emergency.
Most human health advice is provided by telephone to re-
sponse professionals on the scene, but onsite assistance is
available upon request of the IC.
HHS CDC Laboratory Response Network (LRN) - The
LRN mission is to maintain an integrated national and in-
ternational network of laboratories that are fully equipped,
employ advanced technologies, and increase capacity to
respond to biological or chemical terrorism, emerging infec-
tious diseases, and other public health threats and emergen-
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cies.
The Integrated Consortium of Laboratory Networks
(ICLN) - ICLN is a system of laboratory networks capable of
integrated and coordinated response to and consequence
management of acts of terrorism and other major incidents
requiring laboratory response capabilities. Integrated agen-
cies include the Department of Agriculture, Department of
Commerce, Department of Energy, Department of Health
and Human Services, Department of Homeland Security, De-
partment of Interior, Department of Justice, Department of
State, and EPA.
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CHAPTER 20
CHEMICAL WARFARE AGENT INCIDENTS
Chemical warfare agent releases will result in a response
under the National Response System (NRS). As applicable,
consult Chapter 14 - Hazardous Substances Response,
Chapter 18 - Radiological/Nuclear Incidents, and Chapter
19 - Biological Incidents of this Incident Management Hand-
book (IMH) regarding establishment and use of the Incident
Command System (ICS) when a chemical warfare agent re-
lease occurs.
U.S. Environmental Protection Agency (EPA) personnel re-
sponding to an incident where a chemical agent is involved
should be acutely aware of the unique nature of the Federal
Government's response mechanism for these types of inci-
dents.
It is the Federal Emergency Management Agency's (FEMA)
policy to use the National Response Framework (NRF) struc-
tures to coordinate all Federal assistance to state and local
governments for nationally significant incidents. The NRF
includes a Terrorism Incident Law Enforcement and Investi-
gation Annex, which in part describes potential EPA involve-
ment in the Federal law enforcement and investigative re-
sponse phase of an incident. In a terrorist threat or incident
that may involve a chemical, biological, radiological, nuclear,
Chapter 20. CHEMICAL WARFARE AGENT INCIDENTS 353
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or high-yield explosive (CBRNE) material, the traditional FBI
command post will transition into a Joint Operations Cen-
ter (JOC). The JOC is an interagency command and control
center. EPA may be asked to provide a representative to the
JOC.
The FBI, along with all other Federal departments and agen-
cies, has been directed to adopt the National Incident Man-
agement System (NIMS). At the scene of a potential or ac-
tual terrorist incident, the FBI retains authority for criminal
enforcement. EPA response personnel will likely work with
the FBI to obtain access to a controlled site. Regardless of
how the FBI establishes a command structure, EPA ICs will
likely carry out their response operations using a standard
hazardous substances ICS structure. EPA Incident Com-
manders (ICs) working with the FBI may wish to establish an
Intelligence/Investigations Officer (110) position, in Command
Staff, to facilitate this process.
ICS ORGANIZATION CHARTS FOR CHEMICAL WAR-
FARE AGENT SCENARIO
The ICS organization charts presented in this chapter high-
light key functional positions/units that may be established
for a chemical agent response. These charts depict exam-
ples of hypothetical ICS organizations developed for two
phases of a chemical agent response scenario at a facility.
They include ICS organizations for a Unified Command (UC)
during the initial response phase and a UC during the clean-
Chapter 20. CHEMICAL WARFARE AGENT INCIDENTS
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up/restoration phase. In the initial response phase, the local
fire and hazardous substance/material (hazmat) personnel,
police, and health departments respond to the emergency
and are responsible for establishing an ICS or UC structure
to manage on-scene resources, conduct life safety opera-
tions (e.g., victim evacuation, rescue, decontamination, med-
ical treatment), conduct chemical warfare agent, biological
agent or radiological identification, and initiate the criminal
investigation and evidence collection activities. During this
phase, three Groups (Hazmat, Law Enforcement, and Mass
Casualty) may be established in the Operations Section. In
the cleanup/restoration (consequence management) phase,
four Branches (Hazmat, Environmental, Law Enforcement,
and Medical) may be established in the Operations Sec-
tion to increase management span-of-control of additional
functions. The Hazmat Branch continues to manage the hot
zone, contamination reduction zone, decontamination line,
rest and shelter areas, entry and egress points, care and
maintenance of monitoring equipment, immediate support
functions, health and safety, and security. In addition, the
Hazmat Branch assists entry teams in donning and doffing
PPE, and performs medical monitoring of personnel in the
hot zone.
Upon arrival onsite, EPA establishes an Environmental
Branch in the Operations Section to carry out environmental
characterization and restoration activities including decon-
tamination of buildings, semi-enclosed structures, outdoor
areas, and sensitive items. The Environmental Branch is re-
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sponsible for environmental sampling, air monitoring, waste
management/disposal, and decontamination methods inside
and outside the hot zone. EPA establishes an Environmen-
tal Unit in the Planning Section. The Environmental Unit is
responsible for planning and strategy (e.g., site characteri-
zation strategies, sampling and analysis plan, quality assur-
ance, laboratory networking, facility decontamination plan,
containment/barrier strategies, decontamination options,
decontamination verification methods, environmental clear-
ance, re-occupancy plans), and will coordinate with Head-
quarters (HQ) Environmental Unit for a Nationally Significant
Incident. The Environmental Unit may also establish Tech-
nical Working Groups (TWGs) as needed to support oper-
ations. The Environmental Unit maintains very close liaison
with the Operations Section in the development of tactical
plans and coordinates with the Scientific Support Coordina-
tor (SSC) in Command Staff. The Operations Section has
overall responsibility for developing and implementing tac-
tical operations designed to achieve the incident objectives
established by the UC. An Environmental Clearance Com-
mittee (ECC) may be established to serve as an indepen-
dent body of subject matter experts (SMEs) that may include
representatives from other Federal agencies, state/local of-
ficials, industry, academia, and building owners/operators.
The ECC provides recommendations to the IC/UC on wheth-
er or not sampling data supports achievement of site clear-
ance goals.
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FIGURE 20-1: INITIAL RESPONSE PHASE - CHEMICAL
AGENT SCENARIO
Liaison Officer
Finance/Admin
Section Chief
Operations
Section Chief
Planning
Section Chief
Logistics
Section Chief
Law Enforcement
Branch
Medical Branch
Environmental
Branch
Environmenta
Unit Leader
Sampling Protocol Team
Leader
Hazmat Branch
Decontamination Group
Supervisor
Sample Documentation
Team Leader
Disposal Group
Supervisor
Entry Group Supervisor
(Strike ream Leader)
Site Security Group
Supervisor
Safety Officer
Public Information Officer
Unified Command
HHS/CDC
EPA
Facility/Site Manager
State Public Health Officer
Local Public Health Officer
Unified Command
* FBI is the lead Federal agency for criminal investigations of terrorist acts and intelli-
gence collection activities within the United States.
Chapter 20. CHEMICAL WARFARE AGENT INCIDENTS
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Figure 20-2: CONSEQUENCE MANAGEMENT PHASE -
CHEMICAL AGENT SCENARIO
NOTE: If established, the ECC would act in an
advisory capacity to the IC/UC and be located
in Command Staff.
Finance/Admin
Section Chief
Planning
Section Chief
Operations
Section Chief
Logistics
Section Chief
Law Enforcement
Branch
Medical Branch
Environmental
Branch
Sample Documentation
Team Leader
Disposal Group
Supervisor
Decontamination Group
Supervisor
Site Security Group
Supervisor
Sampling Protocol Team
Leader
Hazmat Branch
Environmenta
Unit Leader
Entry Group Supervisor
(Strike Team Leader)
Safety Officer
Liaison Officer
Public Information Officer
Unified Command
HHS/CDC
EPA
Facility/Site Manager
State Public Health Officer
Local Public Health Officer
Unified Command
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CHEMICAL WARFARE AGENT SPECIFIC ICS POSITIONS
AND TASK DESCRIPTIONS
Only those ICS positions that have the potential to be staffed
by EPA personnel and tasks specific and unique to chemi-
cal agent incident missions will be described in this section.
Persons assigned the common positions consistent with the
NIMS organization should refer to Chapters 7 through 11 of
this Handbook for their position/task descriptions and check-
lists. In addition to the Special Teams and other assets iden-
tified in Chapter 14 - Hazardous Substances Response, the
following resources and phone numbers are also available.
For access to any Department of Defense (DoD) assets or
teams, contact the EPA HQ Emergency Operations Center
(EOC) at the phone number listed on the inside cover.
HAZARDOUS SUBSTANCE/MATERIAL (HAZMAT)
GROUP SUPERVISOR - Tasks specific to chemical agent
incidents, in support of responders, are:
a. Review Division/Group Supervisor Responsibilities
(page 8-11);
b. Review the Hazmat Group tasks in Chapter 14 of
this Handbook;
c. Coordinate support and integration into the ICS
structure, of EPA Special Teams and other Federal
assets;
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d. Ensure that information regarding the agent(s) and
patient symptoms are relayed to the Medical Group;
e. Determine hazards presented by the incident;
f. Ensure availability and determine type of emergency
responder decontamination;
g. Coordinate with the Safety Officer (SO) on Health
and Safety Plan (HASP);
h. Recommend best protective actions (e.g., evacua-
tion, shelter-in-place);
i. Assist in the development of reentry procedures if
applicable; and
j. Maintain Unit/Activity Log (ICS 214 form).
CHEMICAL WARFARE AGENT INCIDENT TECHNICAL
ASSETS
Many resources for a chemical agent incident response are
similar to those required for a hazardous substance incident
response. In addition to the Special Teams and other assets
identified in Chapter 14, the following resources are also
available. For access to any DoD assets or teams, contact
the EPA HQ EOC at the phone number listed on the inside
cover.
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The EPA Chemical, Biological, Radiological, and Nucle-
ar Consequence Management Advisory Team (CBRN
CMAT) Provides scientific support and technical expertise for
all phases of consequence management, including charac-
terization, decontamination, clearance, and waste manage-
ment of buildings, building contents, public infrastructure, ag-
riculture, and associated environmental media. Additionally,
CMAT provides specialized expertise, in areas such as bio-
chemistry, microbiology and medicine, health physics, chem-
istry, HVAC engineering, and industrial hygiene. CMAT is
available to assist local, national, and international agencies
supporting a CBRN response and/or removal operations.
Specialized expertise and assets include:
¦ Airborne Spectral Photometric Environmental Collection
Technology (ASPECT), which is an airborne chemical
and radiological detection, infrared and photographic im-
agery platform.
¦ Portable High Throughput Integrated Laboratory Identi-
fication Systems (PHILIS), which are designed to detect
chemical warfare agents and toxic industrial chemicals.
¦ ASPECT ASPHALT, which is a ground-based radiolog-
ical characterization asset providing radiation detection
technology for very low-level contamination.
¦ Biological analytical capability and capacity specific to
Bacillus anthracis.
* Environmental Response Laboratory Network (ERLN),
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established to provide laboratory analytical capability
and capacity support to chemical, biological, and radio-
logical incidents.
The EPA Environmental Response Team (ERT) compris-
es a group of EPA technical specialists who can provide ex-
perienced technical and logistical assistance in responding
to environmental emergencies, such as oil or hazmat spills,
in addition to the characterization and cleanup of hazard-
ous waste sites. Their offices in Edison, NJ, Cincinnati, OH,
Washington, DC, and Las Vegas, NV, maintain around-the-
clock readiness to provide expertise in such areas including,
but not limited to: rapid assessment techniques, cleanup and
treatment technologies, field
analytics and method development, toxicology, health and
safety protocols, radiation health physics, and ecological risk
assessment.
Chemical Biological Incident Response Force (CBIRF)
CBIRF is a U.S. Marine Corps response unit located at
Camp Lejeune, NC. It provides a highly trained rapid re-
sponse force capable of providing consequence manage-
ment (threat identification, casualty extraction, personnel
decontamination and medical triage/treatment/ stabilization)
for terrorist-initiated attacks to mitigate the effects of multi-
ple/mass casualty incidents. It also maintains an information
"reach-back" capability that allows quick access to a cadre of
CBRNE subject matter and response experts for consulting
Chapter 20. CHEMICAL WARFARE AGENT INCIDENTS 362
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purposes.
U.S. Army Technical Escort Unit (TEU) - TEU provides a
worldwide, quick response capability to conduct field sam-
pling, identification and verification, monitoring, recovery, de-
contamination, escort, and mitigation of hazards associated
with WMD materials. The operational component of TEU is
the Chemical/Biological Response Team (CBRT). CBRTs are
available from Aberdeen Proving Ground, MD, Dugway Prov-
ing Ground, UT, and Pine Bluff Arsenal, AR.
Army Material Command Treaty Laboratory, Soldier Bi-
ological Chemical Command (SBCCOM) - The Army
Material Command Treaty Laboratory provides an onsite
analytical laboratory capability. The laboratory is capable of
analyzing chemical surety materials and foreign chemical
warfare agents. The laboratory also maintains an analytical
spectra database that provides the capability for analyzing
other hazardous industrial chemicals. The laboratory com-
prises a series of transportable modules that contain analyt-
ical instruments such as flame photometric/ mass selective
detectors, fume hood, and all supporting equipment such as
electrical generators for short-term power requirements. The
laboratory is located at Aberdeen Proving Ground, MD.
Weapons of Mass Destruction (WMD) Civil Support Team
(CSTs) - CSTs are Army National Guard WMD response
units. There are a total of 32 active CSTs in the nation, orga-
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nized under the 10 FEMA regions. The mission of the CST is
to rapidly deploy to an incident to assess a suspected CBR-
NE incident in support of a local IC. Using specialized equip-
ment and protective gear, the CST can verily the exclusion
zone, and then send entry teams into the contaminated area
or "hot zone" to conduct reconnaissance, survey, detection,
and sampling. The Analytical Laboratory System (ALS) pro-
vides onsite analysis of suspected CBRNE agents, and pre-
pares samples for further analysis by state and Federal labs
or law enforcement agencies. The Unified Command Suite
(UCS) integrates CST radios with local responders, and fa-
cilitates wide-bandwidth data "reach-back". When respond-
ing to a domestic support request, the CST will remain under
state control unless federalized. Assets include:
¦ Multi-gas monitors with photoionization detector, oxygen,
lower explosive limit (LEL), and toxic vapor sensors.
¦ Improved Chemical Agent Monitor (ICAM) - point-detec-
tion of nerve and blister agents.
¦ Chemical agent detector and alarm for remote detector
of nerve and blister agents.
¦ M8 Paper and M9 Paper for detection of nerve and blis-
ter agents in liquid.
¦ "Wet chemistry" detection of nerve, blister, and blood
agents.
¦ Portable gas chromatograph/mass spectrometer - iden-
tification of over 150,000 volatile organic compounds
Chapter 20. CHEMICAL WARFARE AGENT INCIDENTS
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and most military chemical agent vapors.
¦ Gamma spectrometer for detection and measurement of
alpha, beta, gamma, and x-ray radiation sources.
¦ Handheld immunoassay tickets for presumptive identifi-
cation of eight biological agents.
¦ Geographic information systems (GlS)-based hazard
plume modeling.
¦ Satellite communications (SATCOM) capability -
wide-bandwidth for data and voice reach-back; se-
cure-capable.
WEBSITE REFERENCES:
Centers for Disease Control and Prevention:
http://emeraencvcdc.aov/aaent/aaentlistchem. asp
http://www. bt.cdc.aov/chemical/factsheets.asp
Federation of American Scientists:
http://www. fas. ora/cw/cwta ble. htm
U.S. Food and Drug Administration:
http://www.fda.aov/Druas/EmeraencvPreparedness/Bioter-
rorismandDruaPreparedness/ucm063809 htm
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CHAPTER 21
ANIMAL EMERGENCY RESPONSE
Animal emergency response issues may be addressed uti-
lizing the National Incident Management System (NIMS) and
National Response Framework (NRF). U.S. Environmental
Protection Agency (EPA) plays a lead role in responding to
hazardous substance/material (hazmat) spills in residential
or agricultural settings under Emergency Support Function
(ESF) #10. EPA plays a support role in responding to decon-
tamination and disposal issues associated with a Foreign An-
imal Disease (FAD) outbreak (ESF #11) or avian/pandemic
flu (ESF #8). Utilizing the Incident Command System (ICS),
these issues may be addressed within the Environmental
Unit of the Planning Section or within the Cleaning and Dis-
infection Group, Decontamination Group, or Waste Manage-
ment Group of the Operations Section. A Veterinary Hazmat
Unit may be utilized in the Operations Section for activities
within the hot zone. Awareness of these issues at the begin-
ning of a response is important in establishing an ICS struc-
ture where they will be properly addressed and logistically
integrated with other response activities.
The animal health community may not understand the au-
thority of emergency response managers, such as Federal
On-Scene Coordinators (OSCs). In addition, EPA emergen-
cy responders may overlook or underestimate the size and
complexity of animal care industries and their relevance to
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communities. It is essential for the animal/agricultural and
emergency management communities to work together to
deal with animal and public health emergencies. Whether
responding in a lead or support role to an incident that is
accidental or purposeful, responders will benefit from un-
derstanding the importance of animal emergency response
issues and the resources available to address them. Re-
sponders have the capacity to play an important role in unit-
ing the traditional animal health community with the emer-
gency response community.
In the last five years, infectious diseases such as West Nile
Virus, porcine epidemic diarrhea, novel influenza viruses,
and monkeypox have appeared in North America, and se-
vere acute respiratory syndrome, Burkholderia pseudomallei,
Schmallenberg virus, and avian influenza have emerged on
a global scale.
Strikingly, 75% of emerging infectious diseases have been
identified as zoonotic (transmissible between species) in
origin. These trends underscore the importance of animal
health in protection of human health and the environment.
This chapter summarizes animal emergency response is-
sues for responders, identifies opportunities within ICS for
addressing these issues, and provides contact information
for the Emergency Response "tool kit."
Chapter 21. ANIMAL EMERGENCY RESPONSE
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EPA's role in animal emergency response varies. Primarily
EPA will be responding to releases of hazardous materials.
The animal emergency response issues that arise vary de-
pending upon the type of contaminant and the location of the
release. Resources required to address animal issues may
be minimal but the impact may be substantial. In fact, a com-
munity may well judge the entire response by how well their
animal issues were addressed.
In the urban setting, pets may be considered family mem-
bers and residents may refuse evacuation without them.
Temporary animal shelters may be required during an evac-
uation, provisions may be necessary for pets isolated in a
hot zone, and animal retrieval from the hot zone may be re-
quired. Another consideration is stray animal populations,
which may interfere with response operations. Pets may
carry contamination to handlers, owners, or responders.
Pets may require decontamination to be safely handled and
removed from the site. Pets may exhibit toxicological signs/
symptoms of exposure to a contaminant and require treat-
ment. In some cases, animals may be sentinels of disease.
For example, dancing cat disease diagnosed by veterinari-
ans in Minamata, Japan was the first warning of mercury tox-
icity in the human population. Another sensitive and import-
ant consideration is the diagnosis and disposal of animals
that may have been killed by exposure to the contaminant.
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An agricultural or rural setting presents additional animal is-
sues. Livestock contamination may cause adverse impacts
to animal health, resulting in decreased productivity and prof-
it, or human health, resulting in disease or loss of confidence
in the food supply. Livestock or wildlife may be contaminat-
ed or destroyed and require appropriate decontamination
and disposal. A thorough evaluation of contaminant fate and
transport both within animals and the environment is neces-
sary to assess risk.
In addition to releases of hazardous materials, EPA may be
asked to provide a response support role in other types of
emergencies. In responding to biological, radiological, or
chemical weapons release, decontamination and disposal
may include wildlife, livestock, service (search and rescue
canines), or companion animals. Safe and effective decon-
tamination agents and systems may be required. The col-
lection, sampling, and disposal of runoff water may be nec-
essary. Lastly, disposal capacity for large numbers of animal
carcasses and the technologies available may greatly impact
the cost of the response and resulting environmental im-
pacts.
In addition to the Special Teams and other assets identified
in Chapter 14 - Hazardous Substances Response, the fol-
lowing resources and phone numbers are also available:
¦ National Pesticide Information Center (Oregon State Uni-
versity in cooperation with EPA) 1-800-858-7378.
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¦ American Society for the Prevention of Cruelty to Animals
(ASPCA) Animal Poison Control Center
1-888-426-4435.
¦ Veterinary Medical Assistance Teams part of National Di-
saster Medical Services (NDMS) with Federal Emergency
Management Agency/Department of Homeland Security
(FEMA/DHS) are available for National deployment.
¦ Area Emergency Coordinators - part of the U.S. Depart-
ment of Agriculture/Animal and Plant Health Inspection
Service (USDA/APHIS) Veterinary Services are regional
contacts providing veterinary medical and agricultural sup-
port.
¦ U.S. Geological Survey (USGS) National Wildlife Center in
Madison, Wl.
¦ State Veterinary Diagnostic Labs at http://www.aavld.ora/
aavld-3/accredlabs.is
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CHAPTER 22
GLOSSARY AND ACRONYMS
GLOSSARY
ACCESS CONTROL POINT - The point of entry and exit
from control zones at a hazardous substance incident. Regu-
lates access to and from work areas.
AGENCY REPRESENTATIVE - Individual assigned to an
incident from an assisting or cooperating agency that has
been delegated full authority to make decisions on all mat-
ters affecting their agency's participation at the incident.
AREA COMMAND - An organization established (1) to over-
see the management of multiple incidents that are each be-
ing handled by an Incident Command System organization
or (2) to oversee the management of large or multiple inci-
dents to which several Incident Management Teams have
been assigned. Area Command has the responsibility to set
overall strategy and priorities, allocate critical resources ac-
cording to priorities, and ensure that incidents are properly
managed.
ASSIGNED RESOURCES - Resources checked-in and as-
signed work tasks on an incident.
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ASSIGNMENTS - Tasks given to resources to perform with-
in a given operational period, based upon incident objectives
in the Incident Action Plan.
ASSISTANT - Title for staff of the Command Staff positions
assigned to help the Command Staff person manage their
workload.
ASSISTING AGENCY-An agency directly contributing tac-
tical or service resources to another agency.
BASE - The location at which the primary logistics functions
are coordinated and administered. (Incident name or other
designator will be added to the term "Base.") The Incident
Command Post may be collocated with the Base. There is
only one Base per incident.
BRANCH - The organizational level having functional/ geo-
graphic responsibility for major incident operations. The
Branch level is organizationally between Section and Divi-
sion/Group in the Operations Section and between Section
and Units in the Logistics Section.
CACHE - A pre-determined complement of tools, equipment,
and/or supplies stored in a designated location, and avail-
Chapter 22. GLOSSARY AND ACRONYMS
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able for incident use.
CHECK-IN - Process whereby resources first report to in-
cident response. Check-in locations include: Incident Com-
mand Post (Resource Unit), Incident Base, Camps, Staging
Areas, Helibases, Helispots, and Division/Group Supervisors
(for direct line assignments).
CHIEF - The Incident Command System title for individuals
responsible for the command of functional Sections: Opera-
tions, Planning, Logistics, and Finance/Administration.
CLEAR TEXT - The use of plain English in radio communi-
cations transmission. Neither 10 Codes nor agency-specific
codes are used when using Clear Text.
COMMAND - The act of directing, ordering, and/or con-
trolling resources by virtue of explicit legal, agency, or dele-
gated authority. May also refer to an Incident Commander or
to the Unified Command.
COMMAND POST - See Incident Command Post.
COMMAND STAFF - The Command Staff consists of the
Public Information Officer, Safety Officer, and Liaison Offi-
cer, who report directly to an Incident Commander. They may
have an assistant or assistants, as needed.
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COMPLEX - Two or more individual incidents located in the
same general proximity, which are assigned to a single Inci-
dent Commander or Unified Command to facilitate manage-
ment.
CONTROL ZONES - The geographical areas within the con-
trol lines set up at a hazardous substance incident. The three
zones most commonly used are the Exclusion Zone, Con-
tamination Reduction Zone, and Support Zone.
COOPERATING AGENCY -An agency supplying assis-
tance other than direct tactical or support functions or re-
sources to the incident control effort (e.g., Red Cross, law
enforcement agency, telephone company).
CORPORATION FOR NATIONAL AND COMMUNITY SER-
VICE (CNCS) - A wholly owned U.S. government corpora-
tion that has specific responsibilities as a support agency
under the National Response Framework to develop and
support an unaffiliated volunteer management program (if
implemented) following an oil or hazardous substance pollu-
tion incident.
COST SHARING AGREEMENTS - Agreements between
agencies or jurisdictions to share designated costs related to
incidents. Cost sharing agreements are normally written but
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may also be verbal between an authorized agency and juris-
dictional representatives at the incident.
DEPUTY -A fully qualified individual who, in the absence
of a superior, could be delegated the authority to manage
a functional operation or perform a specific task. In some
cases, a Deputy could act as relief for a superior and, there-
fore, must be fully qualified in the position. Deputies can be
assigned to the Incident Commander, General Staff, and
Branch Directors.
DESIGNATED FIELD SUPERVISOR - Direct line supervisor
(e.g., Unit Leader, Branch Director, Section Chief). May be
asked to provide sign in/sign out sheets to FSC for assigned
personnel.
DIRECTOR - Incident Command System title for individuals
responsible for supervision of a Branch.
DIVISION - The organizational level having responsibility for
operation within a defined geographic area. The Division lev-
el is organizationally between the Task Force/Team and the
Branch. (See "Group" also.)
EMERGENCY OPERATIONS CENTER (EOC) - The
pre-designated physical location at which the coordination of
information and resources to support domestic incident man-
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agement activities normally takes place.
EMERGENCY SUPPORT FUNCTIONS (ESF) - The Na-
tional Response Framework details 14 Emergency Support
Functions in place to coordinate operations during Federal
involvement in an incident.
ENVIRONMENTAL CLEARANCE COMMITTEE (ECC) -
Independent body of subject matter experts that provide
recommendations to the Incident Commander/Unified Com-
mand on whether or not sampling data supports achieve-
ment of site clearance goals.
EXCLUSION ZONE - The area immediately around a spill or
release. That area where contamination does or could occur.
The innermost of the three zones of a hazardous substance/
material incident. Special protection is required for all per-
sonnel while in this zone.
FEDERAL ON-SCENE COORDINATOR (OSC) - See On-
Scene Coordinator.
GENERAL STAFF - The group of incident management per-
sonnel comprising: Operations Section Chief, Planning Sec-
tion Chief, Logistics Section Chief, and Finance/Administra-
tion Section Chief.
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GEOGRAPHIC INFORMATION SYSTEM(S) (GIS) - An
electronic information system, which provides a georefer-
enced database to support management decision making.
GROUP - Groups are established to divide the incident into
functional areas of operation. Groups are composed of re-
sources assembled to perform a special function not nec-
essarily within a single geographic division. (See "Division"
also.) Groups are located between Branches (when activat-
ed) and Resources in the Operations Section.
HAZARDOUS MATERIAL - For the purposes of Emergency
Support Function #10, hazardous material is a substance or
material, including a hazardous substance, that has been de-
termined by the Secretary of Transportation to be capable of
posing an unreasonable risk to health, safety, and property
when transported in commerce, and which has been so des-
ignated (see 49 CFR 171.8). For the purposes of Emergency
Support Function #10 and the Oil and Hazardous Materials
Incident Annex, the term is intended to mean hazardous sub-
stances, pollutants, and contaminants as defined by the Na-
tional Oil and Hazardous Substances Pollution Contingency
Plan.
HAZARDOUS SUBSTANCE - As defined by the National
Oil and Hazardous Substances Pollution Contingency Plan,
any substance designated pursuant to section 311(b)(2)(A)
Chapter 22. GLOSSARY AND ACRONYMS 377
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of the Clean Water Act; any element, compound, mixture,
solution, or substance designated pursuant to section 102 of
the Comprehensive Environmental Response, Compensa-
tion, and Liability Act (CERCLA); any hazardous waste hav-
ing the characteristics identified under or listed pursuant to
section 3001 of the Solid Waste Disposal Act (but not includ-
ing any waste the regulation of which under the Solid Waste
Disposal Act (42 U.S.C. § 6901 et seq.) has been suspended
by act of Congress); any toxic pollutant listed under section
307(a) of the Clean Water Act; any hazardous air pollutant
listed under section 112 of the Clean Air Act (42 U.S.C. §
7521 et seq.); and any imminently hazardous chemical sub-
stance or mixture with respect to which the EPA Administra-
tor has taken action pursuant to section 7 of the Toxic Sub-
stances Control Act (15 U.S.C. § 2601 et seq.).
HELIBASE - A location within the general incident area for
parking, fueling, maintenance, and loading of helicopters.
INCIDENT ACTION PLAN (IAP) - An oral or written plan
containing incident objectives reflecting the overall strategy
for managing an incident. It may include the identification of
operational resources and assignments. It may also include
attachments that provide direction and important information
for management of the incident during one or more opera-
tional periods.
INCIDENT COMMANDER (IC) - The individual responsible
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for all incident activities, including the development of strat-
egies and tactics and the ordering and release of resources.
The Incident Commander has overall authority and respon-
sibility for conducting incident operations and is responsible
for the management of all incident operations at the incident
site.
INCIDENT COMMAND POST (ICP) - The field location at
which the primary tactical-level, on-scene incident command
functions are performed. The Incident Command Post may
be collocated with the incident base or other incident facili-
ties.
INCIDENT COMMAND SYSTEM (ICS) - A standardized
on-scene emergency management concept specifically de-
signed to allow its user(s) to adopt an integrated organi-
zational structure equal to the complexity and demands of
single or multiple incidents, without being hindered by juris-
dictional boundaries.
INCIDENT MANAGEMENT TEAM (IMT) - The Incident
Commander and appropriate Command and General Staff
personnel assigned to an incident.
INCIDENT OBJECTIVES - Statements of guidance and di-
rection necessary for the selection of appropriate strategies
and the tactical direction of resources. Incident objectives
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are based on realistic expectations of what can be accom-
plished when all allocated resources have been effectively
deployed. Incident objectives must be achievable and mea-
surable, yet flexible enough to allow for strategic and tactical
alternatives. Incident Objectives are developed from higher
level objectives (i.e., strategic or management objectives)
typically determined by the Agency's senior officials and pro-
vided to the IC. The higher level objectives usually stem from
statute, Agency policy, and existing plans, and do not often
change during the course of the incident response.
¦ Strategic Objectives - overarching Agency objectives
based on policy.
¦ Management Objectives - general direction and/or pri-
orities provided by management in the impacted re-
gions^) and relayed to the IC by the RIC.
INCIDENT SITUATION DISPLAY-The Situation Unit is re-
sponsible for maintaining a display of status boards, which
communicate critical incident information vital to establishing
an effective command and control environment.
INITIAL RESPONSE - Resources initially committed to an
incident.
INTELLIGENCE/INVESTIGATIONS - National security,
classified information, or other operational information nec-
essary for incident decision making. Traditionally, this func-
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tion is located in the Planning Section but may be moved to
other parts of the Incident Command System organization
based on Command needs.
JOINT FIELD OFFICE (JFO) - A temporary Federal facili-
ty established locally to provide a central point for Federal,
state, local, and tribal executives with responsibility for in-
cident oversight, direction, and/or assistance to effectively
coordinate protection, prevention, preparedness, response,
and recovery actions. The JFO will combine the traditional
functions of the Joint Operations Center, the Federal Emer-
gency Management Agency Disaster Field Office, and the
Joint Information Center within a single Federal facility.
JOINT INFORMATION CENTER (JIC) - A facility estab-
lished within or near the Incident Command Post where the
Public Information Officer and staff can coordinate and pro-
vide information on the incident to the public, media, and
other agencies.
JOINT OPERATIONS CENTER (JOC) - The JOC is the fo-
cal point for all Federal investigative law enforcement activi-
ties during a terrorist or potential terrorist incident or any oth-
er significant criminal incident, and is managed by the Senior
Federal Law Enforcement Official. The JOC becomes a com-
ponent of the Joint Field Office when the National Response
Plan is activated.
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JURISDICTION - The range or sphere of authority. Public
agencies have jurisdiction at an incident related to their legal
responsibilities and authority for incident mitigation. Jurisdic-
tional authority at an incident can be political/geographical
(e.g., city, county, state, or Federal boundary lines) or func-
tional (e.g., police department, health department, etc.). (See
Multijurisdictional Incident.)
LEADER - The Incident Command System title for an indi-
vidual responsible for a Task Force/Strike Team or functional
Unit.
LOGISTICS SECTION - The Logistics Section is responsi-
ble for providing facilities, services, and materials for the inci-
dent.
MANAGERS - Individuals within Incident Command System
organizational units that are assigned specific managerial
responsibilities (e.g., Staging Area Manager).
MISSION ASSIGNMENT - The vehicle used by the Depart-
ment of Homeland Security's Emergency Preparedness and
Response Directorate, which includes the Federal Emergen-
cy Management Agency (DHS/EPR/FEMA) to support Fed-
eral operations in a Stafford Act major disaster or emergency
declaration. It orders immediate, short-term emergency re-
sponse assistance when an applicable state or local govern-
Chapter 22. GLOSSARY AND ACRONYMS
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ment is overwhelmed by the event and lacks the capability to
perform, or contract for, the necessary work.
MITIGATE - Any action to contain, reduce, or eliminate
the harmful effects of a spill or release of a hazardous sub-
stance/material.
MULTIAGENCY COORDINATION (MAC) - Is designed to
facilitate all levels of government and all disciplines to work
together more efficiently and effectively. MACs consist of a
combination of elements: personnel, procedures, protocols,
business practices, and communications integrated into a
common system.
MULTIAGENCY INCIDENT - Is an incident where one or
more agencies assist a jurisdictional agency or agencies.
May be single or Unified Command.
MULTIJURISDICTIONAL INCIDENT - Is an incident requir-
ing action from multiple agencies that each have jurisdiction
to manage certain aspects of an incident. In Incident Com-
mand System, these incidents will be managed under Uni-
fied Command.
NATIONAL RESPONSE CENTER (NRC) - A national com-
munications center for activities related to oil and hazardous
Chapter 22. GLOSSARY AND ACRONYMS
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substance response actions. The National Response Cen-
ter, located at Department of Homeland Security/U.S. Coast
Guard Headquarters in Washington, DC, receives and relays
notices of oil and hazardous substances releases to the ap-
propriate Federal On-Scene Coordinator.
NATIONAL RESPONSE FRAMEWORK (NRF) - A docu-
ment that describes the structure and processes compris-
ing a national approach to domestic incident management
designed to integrate the efforts and resources of Federal,
state, local, tribal, private-sector, and non-governmental or-
ganizations.
NATIONAL RESPONSE SYSTEM (NRS) - Pursuant to the
National Oil and Hazardous Substances Pollution Contin-
gency Plan, the National Response System is a mechanism
for coordinating response actions by all levels of government
(40 CFR § 300.21) for oil and hazardous substances spills
and releases.
NATIONAL RESPONSE TEAM (NRT) - The NRT, compris-
ing the 15 Federal agencies with major environmental and
public health responsibilities, is the primary vehicle for co-
ordinating Federal agency activities under the National Oil
and Hazardous Substances Pollution Contingency Plan. The
National Response Team carries out national planning and
response coordination and is the head of a highly organized
Federal oil and hazardous substance emergency response
Chapter 22. GLOSSARY AND ACRONYMS 384
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network. U.S. Environmental Protection Agency serves as
the National Response Team Chair, and the Department of
Homeland Security/U.S. Coast Guard serves as Vice Chair.
NATIONAL STRIKE FORCE (NSF) - The NSF consists of
three strike teams established by the Department of Home-
land Security/U.S. Coast Guard on the Pacific, Atlantic, and
Gulf coasts. The strike teams can provide advice and tech-
nical assistance for oil and hazardous substances removal,
communications support, special equipment, and services.
NUCLEAR INCIDENT RESPONSE TEAM (NIRT) - Creat-
ed by the Homeland Security Act to provide the Department
of Homeland Security with a nuclear/ radiological response
capability. When activated, the NIRT consists of specialized
Federal response teams drawn from Department of Energy
and/or EPA.
OFFICER - The Incident Command System title for person-
nel responsible for the Command Staff positions of Safety,
Liaison, and Public Information.
ON-SCENE COORDINATOR (OSC) - The Federal official
pre-designated by EPA to coordinate responses under sub-
part D of the National Oil and Hazardous Substances Pollu-
tion Contingency Plan or the government official designated
to coordinate and direct removal actions under subpart E of
Chapter 22. GLOSSARY AND ACRONYMS
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the National Oil and Hazardous Substances Pollution Con-
tingency Plan. An On-Scene Coordinator can also be desig-
nated as the Incident Commander.
OPERATIONAL PERIOD - The period of time scheduled for
execution of a given set of operation actions as specified in
the Incident Action Plan. Operational periods can be various
lengths, usually not over 24 hours. The operational period
coincides with the completion of one planning "P" cycle. (See
the Operational Period Planning Cycle in Chapter 4.)
OPERATIONS SECTION - This Section is responsible for
all operations directly applicable to the primary mission. Di-
rects the preparation of Branch, Division, and/or Unit oper-
ational plans, requests or releases resources, makes ex-
pedient changes to the Incident Action Plan as necessary,
and reports such to the Incident Commander. It includes
the Recovery and Protection Branch, Emergency Response
Branch, Air Operations Branch, and Wildlife Branch.
OUT-OF-SERVICE RESOURCES - Resources assigned to
an incident, but they are unable to respond for mechanical,
rest, or personnel reasons.
OVERHEAD PERSONNEL - Personnel who are assigned
to supervisory positions that includes: Incident Commander,
Command Staff, General Staff, Directors, Supervisors, and
Chapter 22. GLOSSARY AND ACRONYMS
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Unit Leaders.
PERSONAL PROTECTIVE EQUIPMENT (PPE) - That
equipment and clothing required to shield or isolate person-
nel from the chemical, physical, and biological hazards that
may be encountered at a hazardous substance/material inci-
dent.
POLLUTANT OR CONTAMINANT - As defined in the Na-
tional Oil and Hazardous Substances Pollution Contingency
Plan, includes, but is not limited to, any element, substance,
compound, or mixture, including disease-causing agents,
which after release into the environment and upon exposure,
ingestion, inhalation, or assimilation into any organism, ei-
ther directly from the environment or indirectly by ingestion
through food chains, will or may reasonably be anticipated to
cause death, disease, behavioral abnormalities, cancer, ge-
netic mutation, physiological malfunctions, or physical defor-
mations in such organisms or their offspring.
REGIONAL RESPONSE TEAMS (RRTs) - Regional coun-
terparts to the National Response Team, the Regional Re-
sponse Teams comprise regional representatives of the
Federal agencies on the National Response Team and rep-
resentatives of each state within the region. They serve as
planning and preparedness bodies before a response, and
provide coordination and advice to the Federal On-Scene
Coordinator during response actions.
Chapter 22. GLOSSARY AND ACRONYMS
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REPORTING LOCATION - Any one of six facilities/locations
where incident assigned resources may check-in. The loca-
tions are: Incident Command Post, Resource Unit, Base,
Staging Area, Helibase, or Division/Group Supervisors (for
direct line assignments). Check-in occurs at one location
only.
RESOURCES - All personnel and major items of equipment
available, or potentially available, for assignment to incident
tasks on which status is maintained.
SCRIBE - a software tool developed by the Environmental
Response Team (ERT) to assist in the process of managing
environmental data. Scribe captures sampling, observation-
al, and monitoring field data. Examples of Scribe field tasks
include Soil Sampling, Water Sampling, Air Sampling, and
Biota Sampling. Scribe can import electronic data including
Analytical Lab Result data (EDD) and Sampling Location
data such as Global Positioning System (GPS). Scribe sup-
ports handheld extensions, Scriblets, to capture and import
sampling, and monitoring data collected on handheld PDAs.
SENIOR OFFICIAL - The U.S. Environmental Protection
Agency (EPA) senior manager assigned to the Unified Co-
ordination Group in the Joint Field Office (JFO) during a
response. The Senior Official is responsible for coordina-
tion between the Joint Field Office, the Emergency Support
Chapter 22. GLOSSARY AND ACRONYMS 388
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JANUARY 2016
Function #10 desk in the Joint Field Office, the Regional In-
cident Coordinator(s) and Headquarters on issues impacting
EPA policy and resources.
SECTION - That organization level having functional re-
sponsibility for primary segments of incident operations such
as Operations, Planning, Logistics, and Finance/Administra-
tion. The Section level is organizationally between Branch
and Incident Commander.
SINGLE RESOURCE - Is an individual, a piece of equip-
ment and its personnel complement, or a crew or team of in-
dividuals with an identified work supervisor that can be used
on an incident.
SMART PROTOCOLS - Special Monitoring of Applied Re-
sponse Technologies (SMART) is a cooperatively designed
monitoring program for in situ burning and dispersants.
SMART relies on small, highly mobile teams that collect re-
al-time data using portable, rugged, and easy-to-use instru-
ments during dispersant and in situ burning operations.
SPAN OF CONTROL - A Command and Control term that
means how many organizational elements may be directly
managed by one person. Span of Control may vary from one
to seven, and a ratio of three-to-five reporting elements is
recommended.
Chapter 22. GLOSSARY AND ACRONYMS
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STAGING AREA - That location where incident personnel
and equipment are assigned awaiting tactical assignment.
STAKEHOLDERS - Any person, group, or organization af-
fected by and having a vested interest in the incident and/or
the response operation.
STRATEGY- The general plan or direction selected to ac-
complish incident objectives.
STRIKE TEAM - Are specified combinations of the same
kind and type of resources with common communications
and a leader.
SUPERVISOR - Incident Command System title for individu-
als responsible for command of a Division or Group.
TACTICS - Deploying and directing resources during an in-
cident to accomplish the objectives designated by strategy.
TASK FORCE - A group of resources with common commu-
nications and a leader assembled for a specific mission.
TECHNICAL SPECIALISTS - Personnel with special skills
who can be used anywhere within the Incident Command
Chapter 22. GLOSSARY AND ACRONYMS
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System organization.
TERRORISM - Any activity that (1) involves an act that (a)
is dangerous to human life or potentially destructive of crit-
ical infrastructure or key resources and (b) is a violation of
the criminal laws of the United States or of any state or oth-
er subdivision of the United States; and (2) appears to be
intended (a) to intimidate or coerce a civilian population, (b)
to influence the policy of a government by intimidation or co-
ercion, or (c) to affect the conduct of a government by mass
destruction, assassination, or kidnapping.
UNIFIED COMMAND (UC) - An application of Incident Com-
mand System used when there is more than one agency
with incident jurisdiction or when incidents cross political ju-
risdictions. Agencies work together through the designated
members of the Unified Command to establish their desig-
nated Incident Commanders at a single Incident Command
Post and to establish a common set of incident objectives
and a single Incident Action Plan.
UNIFIED COORDINATION GROUP - Provides strategic di-
rection to the JFO during the response.
UNIT - That organizational element having functional re-
sponsibility for a specific incident planning, logistic, or fi-
nance/administration activity.
Chapter 22. GLOSSARY AND ACRONYMS
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VOLUNTEER-Any individual accepted to perform services
by an agency that has authority to accept volunteer services
when the individual performs services without promise, ex-
pectation, or receipt of compensation for services performed.
WEAPON OF MASS DESTRUCTION (WMD) - As defined
in Title 18, U.S.C. § 2332a: (1) any explosive, incendiary,
or poison gas, bomb, grenade, rocket having a propellant
charge of more than four ounces, or missile having an explo-
sive or incendiary charge of more than one-quarter ounce,
or mine or similar device; (2) any weapon that is designed
or intended to cause death or serious bodily injury through
the release, dissemination, or impact of toxic or poisonous
chemicals or their precursors; (3) any weapon involving a
disease organism; or (4) any weapon that is designed to re-
lease radiation or radioactivity at a level dangerous to human
life.
Chapter 22. GLOSSARY AND ACRONYMS
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ACRONYMS*
AC Area Command
ACP Area Contingency Plan
ALARA As Low as is Reasonably Achievable
ALS Analytical Laboratory System
AOBD Air Operations Branch Director
APHIS Animal and Plant Health Inspection Service
ASO Assistant Safety Officer
ASPECT Airborne Spectral Photographic Environmental Col-
lection Technology
ATP Authorization to Proceed
ATSDR Agency for Toxic Substances and Disease Registry
(HHS)
BOA Basic Ordering Agreement
BPA Blanket Purchase Agreement
CB-RRT Chemical Biological Rapid Response Team (U.S.
Army)
CBIRF Chemical Biological Incident Response Force
CBR Chemical, Biological, and Radiological
CBRN Chemical, Biological, Radiological, and Nuclear
CBRN CMAT Chemical, Biological, Radiological and Nuclear Con-
sequence Management Advisory Team
Chapter 22. GLOSSARY AND ACRONYMS
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CBRNE Chemical, Biological, Radiological, Nuclear, and Ex-
plosives
CBRT Chemical/Biological Response Team (U.S. Army)
CDC Centers for Disease Control and Prevention (HHS)
CERCLA Comprehensive Environmental Response, Compen-
sation, and Liability Act
CFR Code of Federal Regulations
CID Criminal Investigative Division
CISM Critical Incident Stress Management
CMAT Consequence Management Advisory Team
COML Communication Unit Leader
COMPS Compensation/Claims Unit Leader
COR Contracting Officer Representative
COST Cost Unit Leader
CST Civil Support Team
DD Division Director
DGS Decontamination Group Supervisor
DHS Department of Homeland Security
DMOB Demobilization Unit Leader
DMTS Data Management Specialist
DOC Departmental/Agency Operations Center
DoD U.S. Department of Defense
DOE Department of Energy
DOPS Deputy Operations Section Chief
Chapter 22. GLOSSARY AND ACRONYMS 394
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DPRO Display Processor
DQO Data Quality Objectives
DOCL Documentation Unit Leader
DTRA Defense Threat Reduction Agency
EBD Environmental Branch Director
ECBC U.S. Army's Edgewood Chemical Biological Center
ECC Environmental Clearance Committee
ECCL Environmental Clearance Committee Leader
EEHS Emergency and Environmental Health Services
EMS Emergency Medical Services
ENVL Environmental Unit Leader
EOC Emergency Operations Center
EPA U.S. Environmental Protection Agency
EPHRB Environmental Public Health Readiness Branch
(CDC)
ERLN Environmental Response Laboratory Network
ERRS Emergency and Rapid Response Services
ERT Environmental Response Team
ESA Endangered Species Act
ESF Emergency Support Function
FAA Federal Aviation Administration
FACC Field Accountant
FACL Facilities Unit Leader
Chapter 22. GLOSSARY AND ACRONYMS
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FAD Foreign Animal Disease
FERN Food Emergency Response Network
FUND Funds Certifying Official
FBI Federal Bureau of Investigation
FDUL Food Unit Leader
FDA U.S. Food and Drug Administration
FEMA Federal Emergency Management Agency
FIFRA Federal Insecticide, Fungicide, and Rodenticide Act
FOBS Field Observer
FOIA Freedom of Information Act
FOP Field Operations Program
FPN Federal Project Number
FRMAC Federal Radiological Monitoring and Assessment
Center
FSC Finance/Administration Section Chief
GIS Geographic Information Systems
GPS Global Positioning System
GSUL Ground Support Unit Leader
HASP Health and Safety Plan
Hazmat Hazardous Substance/Material
HCRS Historical/Cultural Resources Specialist
HDIAC Homeland Defense and Security Information Analy-
sis Center
Chapter 22. GLOSSARY AND ACRONYMS 396
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HHS U.S. Department of Health and Human Services
HHW Household Hazardous Waste
HSPD-5 Homeland Security Presidential Directive No. 5
HSPD-8 Homeland Security Presidential Directive No. 8
HQ Headquarters
HVAC Heating, Ventilation, and Air Conditioning
IAG Interagency Agreement
IAP Incident Action Plan
IC Incident Commander
ICAM Improved Chemical Agent Monitor
ICP Incident Command Post
ICS Incident Command System
NO Intelligence/Investigations Officer
IMAAC Interagency Modeling and Atmospheric Assessment
Center
IMH Incident Management Handbook
IMT Incident Management Team
IND Improvised Nuclear Device
ISB In Situ Burning
JFO Joint Field Office
JIC Joint Information Center
JOC Joint Operations Center
JTTF Joint Terrorism Task Force
Chapter 22. GLOSSARY AND ACRONYMS 397
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LNO Liaison Officer
LRN Laboratory Response Network (HHS)
LSC Logistics Section Chief
MA Mission Assignment
MEDL Medical Unit Leader
MOU Memorandum of Understanding
NAR U.S. EPA National Approach to Response
NARAC National Atmospheric Release Advisory Center
NBC Nuclear, Biological, and Chemical
NCEH National Center for Environmental Health (HHS)
NCP National Oil and Hazardous Substances Pollution
Contingency Plan (40 CFR 300)
NHPA National Historic Preservation Act of 1966
NDMS National Disaster Medical Services
NIC National Incident Coordinator
NICT National Incident Coordination Team
NIMS National Incident Management System
NNSA National Nuclear Security Agency
NOAA National Oceanic and Atmospheric Administration
NOC National Operations Center
NPFC National Pollution Funds Center
NPL National Priorities List
Chapter 22. GLOSSARY AND ACRONYMS 398
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NRC National Response Center
NRDA Natural Resource Damage Assessment
NRF National Response Framework
NRIA Nuclear/Radiological Incident Annex
NRS National Response System
NRT National Response Team
NSFCC USCG National Strike Force Coordination Center
NWCG National Wildfire Coordinating Group
OCEFT U.S. EPA Office of Criminal Enforcement, Forensics,
and Training
OEM U.S. EPA Office of Emergency Management
OHS U.S. EPA Office of Homeland Security
OLEM U.S. EPA Office of Land and Emergency Manage-
ment
OPA U.S. EPA Office of Public Affairs
OPHEP Office of Public Health and Emergency Prepared-
ness (HHS)
OPA Oil Pollution Act
OPBD Operations Branch Director
OPS Operations Section Chief (note: the USCG uses the
designation OSC)
OPTM Operations Task Monitor
ORD Office of Research and Development
ORIA Office of Radiation and Indoor Air
Chapter 22. GLOSSARY AND ACRONYMS
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OSC Federal On-Scene Coordinator
OSHA Occupational Safety and Health Administration
OSLTF Oil Spill Liability Trust Fund
PA Programmatic Agreement
PAG Protective Action Guide
PCC Policy Coordinating Executive Committee
PIO Public Information Officer
POC Point-of-Contact
PPE Personal Protective Equipment
PROC Procurement Unit Leader
PRP Potentially Responsible Parties
PSC Planning Section Chief
QA Quality Assurance
QAC Quality Assurance Coordinator
QAPP Quality Assurance Project Plan
QC Quality Control
RA Regional Administrator
RCDM Receiving and Distribution Manager
RCMS Removal Cost Management System
RCP Regional Contingency Plan
Chapter 22. GLOSSARY AND ACRONYMS
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JANUARY 2016
RDD Radiological Dispersal Device
REAC/TS Radiological Assistance Center/Training Site
REOC Regional Emergency Operations Center
RERT Radiological Emergency Response Team
RESL Resource Unit Leader
RIC Regional Incident Coordinator
RICT Regional Incident Coordination Team
RP Responsible Party
RSC Response Support Corps
RRT Regional Response Team
RTFL Radiation Task Force Leader
SATCOM Satellite Communications
SBCCOM U.S. Army Soldier Biological Chemical Command
SCAT Shoreline Cleanup Assessment Team
SCKN Status/Check-In Recorder
SECM Security Manager
SEDD Staged Electronic Data Deliverable
SERT Secretary's Emergency Response Team (HHS)
SGS Sampling Group Supervisor
SHPO State Historic Preservation Office
SIA Senior Intelligence Advisor
SITL Situation Unit Leader
SitRep Situation Report
Chapter 22. GLOSSARY AND ACRONYMS
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JANUARY 2016
SMART Special Monitoring of Applied Response Technolo-
gies
SO Safety Officer (note: the USCG uses the designation
SOFR)
SOC Secretary's Operations Center (HHS)
SOG Standard Operating Guidance
SOP Standard Operating Procedure
SPUL Supply Unit Leader
SRT Specialized Response Team
SSC Scientific Support Coordinator
STAM Staging Area Manager
START Superfund Technical Assessment and Response
Team
STLD Strike Team Leader
SUBD Support Branch Director
SVBD Service Branch Director
TAD Technical Assistance Document
TEU U.S. Army's Technical Escort Unit
TFLD Task Force Leader
TIME Time Unit Leader
TOPS Technical Operating Procedures
TWG Technical Working Group
UC Unified Command
Chapter 22. GLOSSARY AND ACRONYMS
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JANUARY 2016
UCS Unified Command Suite
USAMRIID U.S. Army's Medical Research Institute of Infectious
Diseases
USCG U.S. Coast Guard
USDA U.S. Department of Agriculture
VOLC Volunteer Coordinator
WMD Weapons of Mass Destruction
WWTP Wastewater Treatment Plant
*Note: these acronyms are for use with the EPA IMH and may not
reflect acronyms used in the NRF or NIMS.
Chapter 22. GLOSSARY AND ACRONYMS
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