Cypress California StakeCypress California Stake

Emergency Emergency

Response Response

PlanPlanEffective January 2006Effective January 2006

Cypress California StakeCypress California Stake

Emergency Emergency

Response Response

PlanPlanEffective January 2006Effective January 2006

Presented by:Presented by:

Kory MikesellKory Mikesell

Cypress , CA Stake Emergency Preparedness ChairmanCypress , CA Stake Emergency Preparedness Chairman

ObjectivesObjectivesObjectivesObjectives

Identify who will be involved in the Stake’s Identify who will be involved in the Stake’s emergency response plan.emergency response plan.

Develop the considerations on which the Develop the considerations on which the response will be based.response will be based.

Practice this plan so in the time of crises we Practice this plan so in the time of crises we will be will be PREPARED!PREPARED!

FireFire

Possible Major EmergenciesPossible Major EmergenciesPossible Major EmergenciesPossible Major Emergencies EarthquakeEarthquake

FloodFlood Chemical spill / Terrorist incidentChemical spill / Terrorist incident

Long term Disruption of Services Long term Disruption of Services [Water, Electricity][Water, Electricity]

The Stake Emergency Plan The Stake Emergency Plan Has Four Major SectionsHas Four Major Sections

The Stake Emergency Plan The Stake Emergency Plan Has Four Major SectionsHas Four Major Sections

MitigationMitigationMinimizing the impact of an emergencyMinimizing the impact of an emergency

PreparationPreparationAssembling needed supplies in advanceAssembling needed supplies in advance

ReactionReactionAn operational planAn operational plan

RecoveryRecoveryLong term physical, spiritual and emotional Long term physical, spiritual and emotional

supportsupport

MitigationMitigationMitigationMitigation

Hazards and probability of impactHazards and probability of impact Church buildings potentially affectedChurch buildings potentially affected Locations of special populationsLocations of special populations Critical resource needsCritical resource needs Ward / Stake and area mapsWard / Stake and area maps

PreparationPreparationPreparationPreparationBy being prepared we free up resources and By being prepared we free up resources and

personnel to help in time of trouble. personnel to help in time of trouble.

We need to:We need to: Teach members self reliance & safetyTeach members self reliance & safety Provide information and resources for 72 hour kits.Provide information and resources for 72 hour kits. Provide opportunities for CPR / First Aid instruction.Provide opportunities for CPR / First Aid instruction. CERT Training CERT Training (Search and Rescue, Light Fire fighting, Emergency First Aid, Triage)(Search and Rescue, Light Fire fighting, Emergency First Aid, Triage)

But What Will Be Your But What Will Be Your Response?Response?

But What Will Be Your But What Will Be Your Response?Response?

What action should you take… When… At whose direction...

What kind of needs will there be in What kind of needs will there be in a severe emergency or disaster?a severe emergency or disaster?

What kind of needs will there be in What kind of needs will there be in a severe emergency or disaster?a severe emergency or disaster?

Search and rescueSearch and rescue

Member statusMember status

Medical / First AidMedical / First Aid

Care of the elderly Care of the elderly

Crisis ResponseCrisis Response Distribution of resourcesDistribution of resources

HousingHousing

The person in charge and their chain of command.The person in charge and their chain of command. Ward and Stake leadership.Ward and Stake leadership. Trained Ward members.Trained Ward members. Volunteers.Volunteers.

We should have an organizational We should have an organizational system in place that can incorporate:system in place that can incorporate:

We should have an organizational We should have an organizational system in place that can incorporate:system in place that can incorporate:

The reality is, that as a Church leader, in The reality is, that as a Church leader, in a truly disastrous situation you may a truly disastrous situation you may have …..have …..

Few or no resourcesFew or no resources Hundreds of people in need.Hundreds of people in need. Hundreds of volunteers.Hundreds of volunteers.

OROR ……. …….

The reality is, that as a Church leader, in The reality is, that as a Church leader, in a truly disastrous situation you may a truly disastrous situation you may have …..have …..

Few or no resourcesFew or no resources Hundreds of people in need.Hundreds of people in need. Hundreds of volunteers.Hundreds of volunteers.

OROR ……. …….

ALL OF THE ALL OF THE ABOVE!ABOVE!

ALL OF THE ALL OF THE ABOVE!ABOVE!

How will youHow will you How will youHow will you

Handle all Handle all of this?of this?

Leadership Emergency Decision Tree

EEmmeerrggeennccyy

No Effects observed in the area 1. Ensure personal and family safety 2. Check for damage to your home 3. Check for damage locally 4. Await further direction

All members Accounted for and OK 1. Await further direction from leadership 2. Prepare to support effected area’s 3. Prepare to receive and shelter refugees.

Some members affected 1. Determine member needs 2. Determine local resources 3. Develop response plan 4. Provide needed support

Many members affected 1. Establish a command center 2. Set up communications network 3. Establish scope of damage 4. List priorities 5. Determine local resources 6. Develop a response plan 7. Relay member condition to Area Authority 8. Control fires 9. Provide first aid 10. Evacuate if necessary

Distant, No effects possible in area

In Vicinity Damage possible

In local area

FFiirrsstt

RReeppoorrttss RReecceeiivveedd

AAllll

MMeemmbbeerrss OOKK && aaccccoouunntteedd

ffoorr??

Check With

Members

Continue checking. Estimate

situation of members

not reporting

No Damage

Yes

No

Local Damage

IImmpplleemmeenntt IICCSS SSyysstteemm

Continue checking. Determine situation of members

not reporting

INCIDENT COMMAND INCIDENT COMMAND SYSTEM 101SYSTEM 101

INCIDENT COMMAND INCIDENT COMMAND SYSTEM 101SYSTEM 101

Information gathered from Information gathered from

FEMA & the California Office of Emergency ServicesFEMA & the California Office of Emergency Services

Edited and adapted byEdited and adapted by

DEFINITIONDEFINITIONA nationally used standardized on-scene A nationally used standardized on-scene emergency management system specifically emergency management system specifically designed to allow its user(s) to adopt an designed to allow its user(s) to adopt an integrated organizational structure.integrated organizational structure.

After the Oakland fires, it was recognized that a After the Oakland fires, it was recognized that a unified system of communications, command unified system of communications, command and control was needed. Started by the Forest and control was needed. Started by the Forest Service and quickly accepted by other Service and quickly accepted by other government branches, it had become the government branches, it had become the platform for all first responding agencies.platform for all first responding agencies.

Incident Command SystemIncident Command System(ICS)(ICS)

Incident Command SystemIncident Command System(ICS)(ICS)

ICS PrinciplesICS PrinciplesICS PrinciplesICS PrinciplesThis will ensure that Church and Emergency This will ensure that Church and Emergency Response personnel are “speaking the same Response personnel are “speaking the same language”language”

The same command structure.The same command structure. Eliminate “Mormonism’s”Eliminate “Mormonism’s” Allow us to be an asset to the community Allow us to be an asset to the community rather than a liability.rather than a liability.

ICS PrinciplesICS PrinciplesICS PrinciplesICS Principles

Everyone should:Everyone should: Know common terminology before an Know common terminology before an

emergency.emergency. Make use of common terminology to refer to the Make use of common terminology to refer to the

situation.situation. Work from the same set of achievable objectives.Work from the same set of achievable objectives.

ICS PrinciplesICS PrinciplesICS PrinciplesICS Principles

Emergencies require certain tasks or functions Emergencies require certain tasks or functions to be performed.to be performed.

Every incident needs a person in charge.Every incident needs a person in charge. No one should direct more than 7 others.No one should direct more than 7 others. No one should report to more than 1 person.No one should report to more than 1 person.

Incident Command SystemIncident Command SystemIncident Command SystemIncident Command System

Method for managing emergenciesMethod for managing emergencies Most commonly used by:Most commonly used by:

– First-response agencies [Police, Fire]First-response agencies [Police, Fire]

– Emergency medical services [EMS]Emergency medical services [EMS]– Emergency management personnelEmergency management personnel [FEMA, Red Cross][FEMA, Red Cross]

ICS InteractionICS InteractionICS InteractionICS Interaction

CypressCypress

StakeStake

IICCSS

FIREFIRE

POLICEPOLICE

EMSEMS

FEMAFEMA

RED RED CROSSCROSS

Etc.Etc.

ObjectivesObjectivesObjectivesObjectives

1. Explain how the incident organization expands or contracts to 1. Explain how the incident organization expands or contracts to meet operational needs of the incident or event.meet operational needs of the incident or event.

2. Describe the use of Branches, Divisions, and Groups within 2. Describe the use of Branches, Divisions, and Groups within the Operations Section and provide supervisory titles associated the Operations Section and provide supervisory titles associated with each level.with each level.

3. List the essential elements of information involved in transfer 3. List the essential elements of information involved in transfer of command.of command.

4. Match organizational positions with appropriate ICS sections.4. Match organizational positions with appropriate ICS sections.

5. List the individuals you may / may not be able to count on.5. List the individuals you may / may not be able to count on.

1. Explain how the incident organization expands or contracts to 1. Explain how the incident organization expands or contracts to meet operational needs of the incident or event.meet operational needs of the incident or event.

2. Describe the use of Branches, Divisions, and Groups within 2. Describe the use of Branches, Divisions, and Groups within the Operations Section and provide supervisory titles associated the Operations Section and provide supervisory titles associated with each level.with each level.

3. List the essential elements of information involved in transfer 3. List the essential elements of information involved in transfer of command.of command.

4. Match organizational positions with appropriate ICS sections.4. Match organizational positions with appropriate ICS sections.

5. List the individuals you may / may not be able to count on.5. List the individuals you may / may not be able to count on.

Five Primary Five Primary Management AreasManagement Areas

Five Primary Five Primary Management AreasManagement Areas

Stake Stake CenterCenter

Stake Stake CenterCenter Add’l Location?Add’l Location?Add’l Location?Add’l Location?

Orange Ave.Orange Ave.Orange Ave.Orange Ave. Crescent Ave.Crescent Ave.Crescent Ave.Crescent Ave.

UnifiedUnifiedCommand Command

CenterCenterInstitute ofInstitute of

ReligionReligion

UnifiedUnifiedCommand Command

CenterCenterInstitute ofInstitute of

ReligionReligion

Cypress StakeCypress Stake Cypress StakeCypress Stake

Cypress Stake’s Cypress Stake’s designated Base of designated Base of operations will be operations will be the Institute of the Institute of ReligionReligion

We may need to We may need to establish a location establish a location North of the 91 or 5 North of the 91 or 5 freeways.freeways.

?

Why use the Institute of Why use the Institute of Religion as the Stake Religion as the Stake Command Center? Command Center?

More centrally locatedMore centrally located Apt to be less affectedApt to be less affected Away from chaosAway from chaos Large greenbeltsLarge greenbelts

?

Two Ways to Organize Incident Command

Two Ways to Organize Incident Command

Incident Command

A A

C

B

Single CommandWard

Single CommandWard

Unified CommandStake

Unified CommandStake

Managing an Incident Using Managing an Incident Using Unified CommandUnified Command

Managing an Incident Using Managing an Incident Using Unified CommandUnified Command

HazardousHazardousMaterialsMaterialsIncidentIncident

HazardousHazardousMaterialsMaterialsIncidentIncident

Unified commandUnified commandUnified commandUnified command

AAAA BBBB CCCC

Objectives and StrategyObjectives and StrategyIncident Action PlanIncident Action Plan

Objectives and StrategyObjectives and StrategyIncident Action PlanIncident Action Plan

OperationsOperationsSection ChiefSection ChiefOperationsOperations

Section ChiefSection Chief

Div.ADiv.ADiv.ADiv.A Div.BDiv.BDiv.BDiv.B Div.CDiv.CDiv.CDiv.C

A

B

C

Five Primary ICSFive Primary ICSManagement FunctionsManagement Functions

Five Primary ICSFive Primary ICSManagement FunctionsManagement Functions

OperationsOperationsOperationsOperations

PlanningPlanningPlanningPlanning

LogisticsLogisticsLogisticsLogistics

Finance/Finance/AdministrationAdministration

Finance/Finance/AdministrationAdministration

CommandCommandCommandCommand

OperationsOperationsOperationsOperations

PlanningPlanningPlanningPlanning

LogisticsLogisticsLogisticsLogistics

Finance/AdministrationFinance/AdministrationFinance/AdministrationFinance/Administration

CommandCommandCommandCommand

Functional ResponsibilitiesFunctional ResponsibilitiesFunctional ResponsibilitiesFunctional Responsibilities

FunctionFunctionFunctionFunction ResponsibilityResponsibilityResponsibilityResponsibility

=Overall responsibility=Overall responsibility=Overall responsibility=Overall responsibility

=Direct tactical actions=Direct tactical actions=Direct tactical actions=Direct tactical actions

=Prepare action plan- maintain=Prepare action plan- maintainresource & situation statusresource & situation status=Prepare action plan- maintain=Prepare action plan- maintainresource & situation statusresource & situation status

=Provide support=Provide support=Provide support=Provide support

=Cost accounting & =Cost accounting & procurementsprocurements

=Cost accounting & =Cost accounting & procurementsprocurements

Span of ControlSpan of ControlSpan of ControlSpan of Control

Ineffective andIneffective andpossibly dangerouspossibly dangerous

Ineffective andIneffective andpossibly dangerouspossibly dangerous

Effective spanEffective spanof controlof control

Effective spanEffective spanof controlof control

Supervisor

1 2 3 4 5

Optimum Span of Control is Optimum Span of Control is One to FiveOne to Five

Optimum Span of Control is Optimum Span of Control is One to FiveOne to Five

PlanningPlanningSection ChiefSection Chief

PlanningPlanningSection ChiefSection Chief

Resources andResources andSituation UnitSituation Unit

J. SmithJ. Smith

Resources andResources andSituation UnitSituation Unit

J. SmithJ. Smith

ResourcesResourcesUnitUnit

J. SmithJ. Smith

ResourcesResourcesUnitUnit

J. SmithJ. Smith

Situation Situation UnitUnit

J. SmithJ. Smith

Situation Situation UnitUnit

J. SmithJ. Smith

General Guideline: Do not combine organizational units. General Guideline: Do not combine organizational units. One person may supervise more than one unit.One person may supervise more than one unit.

General Guideline: Do not combine organizational units. General Guideline: Do not combine organizational units. One person may supervise more than one unit.One person may supervise more than one unit.

Higher Ranking PersonsHigher Ranking PersonsArriving at an Incident will:Arriving at an Incident will:Higher Ranking PersonsHigher Ranking Persons

Arriving at an Incident will:Arriving at an Incident will:

Assume CommandAssume Command

Maintain CommandMaintain Command

Reassign Command to a Third PartyReassign Command to a Third Party

Assume CommandAssume Command

Maintain CommandMaintain Command

Reassign Command to a Third PartyReassign Command to a Third Party

Incident Operations OrganizationIncident Operations OrganizationIncident Operations OrganizationIncident Operations OrganizationSmall Incident

OrganizationSmall Incident

Organization

CommandCommand

SingleResource

SingleResource

Large Incident Organization Large Incident Organization

CommandCommand

SectionsSections

BranchesBranches

Divisions/GroupsDivisions/Groups

ResourcesResources

Multiple layers as needed for span of controlMultiple layers as needed for span of control

SingleResource

SingleResource

Guidelines in Developing the ICS Guidelines in Developing the ICS OrganizationOrganization

Guidelines in Developing the ICS Guidelines in Developing the ICS OrganizationOrganization

Establish the Incident Command PostEstablish the Incident Command Post

Determine organization needsDetermine organization needs

Consider needs for Command StaffConsider needs for Command Staff

Monitor and maintain span of controlMonitor and maintain span of control

Demobilize organizational elements when possibleDemobilize organizational elements when possible

Avoid combining organizational positionsAvoid combining organizational positions

Establish the Incident Command PostEstablish the Incident Command Post

Determine organization needsDetermine organization needs

Consider needs for Command StaffConsider needs for Command Staff

Monitor and maintain span of controlMonitor and maintain span of control

Demobilize organizational elements when possibleDemobilize organizational elements when possible

Avoid combining organizational positionsAvoid combining organizational positions

In ICS, common terminologyIn ICS, common terminologyis applied to:is applied to:

In ICS, common terminologyIn ICS, common terminologyis applied to:is applied to:

Organizational elementsOrganizational elements

Position titlesPosition titles

ResourcesResources

FacilitiesFacilities

Organizational elementsOrganizational elements

Position titlesPosition titles

ResourcesResources

FacilitiesFacilities

ICS Terminology is Used For:ICS Terminology is Used For:ICS Terminology is Used For:ICS Terminology is Used For:

Organizational ElementsOrganizational Elements - e.g., Division, - e.g., Division, Branch, Unit, etc.Branch, Unit, etc.

Position TitlesPosition Titles - e.g., Officer, Director, Leader, - e.g., Officer, Director, Leader, etc.etc.

FacilitiesFacilities - e.g., Incident command Post, - e.g., Incident command Post, Staging Area, etc.Staging Area, etc.

ResourcesResources - e.g., Task forces, Strike teams, - e.g., Task forces, Strike teams, etc.etc.

Organizational ElementsOrganizational Elements - e.g., Division, - e.g., Division, Branch, Unit, etc.Branch, Unit, etc.

Position TitlesPosition Titles - e.g., Officer, Director, Leader, - e.g., Officer, Director, Leader, etc.etc.

FacilitiesFacilities - e.g., Incident command Post, - e.g., Incident command Post, Staging Area, etc.Staging Area, etc.

ResourcesResources - e.g., Task forces, Strike teams, - e.g., Task forces, Strike teams, etc.etc.

IncidentCommand

Operations Planning LogisticsFinance/

Administration

Branch Branch Branch Branch

Division Group

Single ResourcesTask ForcesStrike Teams

Units within PlanningLogistics

Finance/AdministrationUnits

Organization StructureOrganization Structure ManagerialLevel

ManagerialLevel

CommandCommand

SectionChief

SectionChief

DirectorsDirectors

SupervisorsSupervisors

LeadersLeaders

Resource Management in ICSResource Management in ICSResource Management in ICSResource Management in ICS

Single ResourcesIncludes personnel and equipment

Strike TeamCombination of same kind and type

Task ForcesCombination of

single resources

Resource StatusResource StatusConditions in ICSConditions in ICSResource StatusResource StatusConditions in ICSConditions in ICS

AvailableAvailable

AssignedAssigned Out of Service Out of Service

The Use of Task Forces and The Use of Task Forces and Strike Teams:Strike Teams:

The Use of Task Forces and The Use of Task Forces and Strike Teams:Strike Teams:

Maximizes effective use of resources.Maximizes effective use of resources.

Reduces span of control.Reduces span of control.

Reduces communications traffic.Reduces communications traffic.

Maximizes effective use of resources.Maximizes effective use of resources.

Reduces span of control.Reduces span of control.

Reduces communications traffic.Reduces communications traffic.

Unity and Chain of Unity and Chain of CommandCommandUnity and Chain of Unity and Chain of CommandCommand

Unity of Command - Unity of Command - Have a Have a clear line of supervisionline of supervision

Unity of Command - Unity of Command - Have a Have a clear line of supervisionline of supervision

Chain of Command - Orderly ranking of management positions in line of authority

Chain of Command - Orderly ranking of management positions in line of authority

ICS Organization FlexibilityICS Organization FlexibilityICS Organization FlexibilityICS Organization Flexibility

Functions will determine the required Functions will determine the required organization.organization.

Functions will determine the required Functions will determine the required organization.organization.

Incident CommanderIncident Commander(Stake President, Bishop, First on Scene)(Stake President, Bishop, First on Scene)

Operations

Safety OfficerSafety Officer

Liaison OfficerLiaison Officer

Information OfficerInformation Officer

Planning Logistics Finance/Admin

ICS Command OrganizationICS Command OrganizationICS Command OrganizationICS Command Organization

Expanded OrganizationExpanded OrganizationExpanded OrganizationExpanded OrganizationIncident Commander

OperationsOperations

Safety Officer

Liaison Officer

Public Information Officer

PlanningPlanning LogisticsLogistics Finance/AdminFinance/Admin

Situation AnalysisSituation Analysis

DocumentationDocumentationSecuritySecurity

Search & RescueSearch & Rescue

Member CareMember Care

PurchasingPurchasing

StaffingStaffing

CommunicationsCommunications

SuppliesSupplies

HousingHousing

MedicalMedical

InformationInformation

Admin.Admin.

Public Public InformationInformation

SafetySafety

LogisticsLogisticsPlanningPlanning

CommandCommand

LiaisonLiaison

Functional Responsibilities of the Functional Responsibilities of the Incident CommanderIncident Commander

Functional Responsibilities of the Functional Responsibilities of the Incident CommanderIncident Commander

Incident Command SystemIncident Command SystemIncident Command SystemIncident Command System

Incident Commander responsibilities:Incident Commander responsibilities: Assess the situation.Assess the situation. Establish objectives.Establish objectives. Track resource availability.Track resource availability. Develop and monitor the action plan.Develop and monitor the action plan. Ensure proper documentation.Ensure proper documentation. Appoint additional staff as necessary.Appoint additional staff as necessary.

A Written Action Plan is A Written Action Plan is Needed When:Needed When:

A Written Action Plan is A Written Action Plan is Needed When:Needed When:

Two or more jurisdictions are involved.Two or more jurisdictions are involved.

The incident will overlap an operational The incident will overlap an operational period change.period change.

Partial or full activation of the ICS Partial or full activation of the ICS organization.organization.

Two or more jurisdictions are involved.Two or more jurisdictions are involved.

The incident will overlap an operational The incident will overlap an operational period change.period change.

Partial or full activation of the ICS Partial or full activation of the ICS organization.organization.

Incident Management by ObjectivesIncident Management by ObjectivesIncident Management by ObjectivesIncident Management by Objectives

Achieving the Achieving the

tactical goalstactical goals

Understand Stake policy, plan and directionUnderstand Stake policy, plan and directionUnderstand Stake policy, plan and directionUnderstand Stake policy, plan and direction

Establish achievable incident objectivesEstablish achievable incident objectivesEstablish achievable incident objectivesEstablish achievable incident objectives

Select an appropriate strategySelect an appropriate strategySelect an appropriate strategySelect an appropriate strategy

Perform tactical actionsPerform tactical actionsPerform tactical actionsPerform tactical actions

AchieveAchieveTheTheGoalGoal

AchieveAchieveTheTheGoalGoal

The Command StaffThe Command Staff

Information Officer

Information Officer

Liaison Officer

Liaison Officer

Safety Officer

Safety Officer

Information OfficerInformation OfficerInformation OfficerInformation Officer

One per incidentOne per incident

Central point for information Central point for information dissemination to Stake / Area dissemination to Stake / Area Authorities, Church HQ, media Authorities, Church HQ, media etc.etc.

One per incidentOne per incident

Central point for information Central point for information dissemination to Stake / Area dissemination to Stake / Area Authorities, Church HQ, media Authorities, Church HQ, media etc.etc.

One per incidentOne per incident

Anticipate, detect, and correct Anticipate, detect, and correct unsafe situationsunsafe situations

Has emergency authority to Has emergency authority to stop unsafe actsstop unsafe acts

One per incidentOne per incident

Anticipate, detect, and correct Anticipate, detect, and correct unsafe situationsunsafe situations

Has emergency authority to Has emergency authority to stop unsafe actsstop unsafe acts

Safety OfficerSafety OfficerSafety OfficerSafety Officer

Liaison OfficerLiaison OfficerLiaison OfficerLiaison Officer

Contact point for representatives of Contact point for representatives of assisting and cooperating agenciesassisting and cooperating agencies

Contact point for representatives of Contact point for representatives of assisting and cooperating agenciesassisting and cooperating agencies

Assisting agency - provides tactical or Assisting agency - provides tactical or service resources (Police, Fire, EMS)service resources (Police, Fire, EMS)

Assisting agency - provides tactical or Assisting agency - provides tactical or service resources (Police, Fire, EMS)service resources (Police, Fire, EMS)

Cooperating agency - provides support Cooperating agency - provides support other than tactical or service resources, other than tactical or service resources, e.g., Red Cross, Bishops Storehouse, other e.g., Red Cross, Bishops Storehouse, other Stakes. Etc.Stakes. Etc.

Cooperating agency - provides support Cooperating agency - provides support other than tactical or service resources, other than tactical or service resources, e.g., Red Cross, Bishops Storehouse, other e.g., Red Cross, Bishops Storehouse, other Stakes. Etc.Stakes. Etc.

Reasons to Transfer CommandReasons to Transfer CommandReasons to Transfer CommandReasons to Transfer Command

A more qualified person assumes A more qualified person assumes command.command.

A jurisdictional or agency change in A jurisdictional or agency change in command is legally required or makes good command is legally required or makes good management sense.management sense.

Normal turnover of personnel on long or Normal turnover of personnel on long or extended incidents.extended incidents.

A more qualified person assumes A more qualified person assumes command.command.

A jurisdictional or agency change in A jurisdictional or agency change in command is legally required or makes good command is legally required or makes good management sense.management sense.

Normal turnover of personnel on long or Normal turnover of personnel on long or extended incidents.extended incidents.

SearchSearch&&

RescueRescue

OperationsOperations

MemberMemberCareCare

SecuritySecurity

MedicalMedical

Functional Responsibilities of the Operations Chief

Functional Responsibilities of the Operations Chief

StagingStaging

Functional GroupsFunctional Groups

Operations Section ChiefOperations

Section Chief

SecurityGroup

SecurityGroup

SearchGroupSearchGroup

MedicalGroup

MedicalGroup

Operations SectionOperations SectionOperations SectionOperations Section Directs and coordinates all incident tactical operationsDirects and coordinates all incident tactical operations

Organization develops as requiredOrganization develops as required

Organization can consist of:Organization can consist of:

Directs and coordinates all incident tactical operationsDirects and coordinates all incident tactical operations

Organization develops as requiredOrganization develops as required

Organization can consist of:Organization can consist of:

Single Resources, Task Forces, and Strike teamsSingle Resources, Task Forces, and Strike teams Staging AreasStaging Areas Divisions, Groups, BranchesDivisions, Groups, Branches

Single Resources, Task Forces, and Strike teamsSingle Resources, Task Forces, and Strike teams Staging AreasStaging Areas Divisions, Groups, BranchesDivisions, Groups, Branches

Staging AreaStaging Area

Locations to place available resources

Several staging areas may be used

Manager reports to IC or Operations Section Chief

Resources are available on 3-minute notice

May be relocated

Locations to place available resources

Several staging areas may be used

Manager reports to IC or Operations Section Chief

Resources are available on 3-minute notice

May be relocated

PlanningPlanning

AnalysisAnalysisDocumentationDocumentation

Functional Responsibilities of Functional Responsibilities of Planning ChiefPlanning Chief

Functional Responsibilities of Functional Responsibilities of Planning ChiefPlanning Chief

Action Action PlansPlans

RecoveryRecoveryIntelligenceIntelligence

Planning SectionPlanning Section

Maintain resource status

Maintain situation status

Prepare Incident Action Plan

Provide documentation service

Prepare Demobilization plan

Provide technical specialists

Maintain resource status

Maintain situation status

Prepare Incident Action Plan

Provide documentation service

Prepare Demobilization plan

Provide technical specialists

Planning Section...Planning Section...Planning Section...Planning Section...

Resources Unit Resources Unit What items are neededWhat items are needed Situation Unit Situation Unit

Where we areWhere we are Documentation Unit Documentation Unit

What resources we have in useWhat resources we have in use Demobilization Unit Demobilization Unit

Normalization and Clean upNormalization and Clean up

Resources Unit Resources Unit What items are neededWhat items are needed Situation Unit Situation Unit

Where we areWhere we are Documentation Unit Documentation Unit

What resources we have in useWhat resources we have in use Demobilization Unit Demobilization Unit

Normalization and Clean upNormalization and Clean up

may be organized into four positions:may be organized into four positions:may be organized into four positions:may be organized into four positions:

LogisticsLogistics

SuppliesSuppliesTransportationTransportation

Functional Responsibilities of the Functional Responsibilities of the Logistics ChiefLogistics Chief

Functional Responsibilities of the Functional Responsibilities of the Logistics ChiefLogistics Chief

StaffingStaffing

ShelterShelterCommunicationsCommunications

PrimaryLogisticsSection

Units

PrimaryLogisticsSection

Units

Communications Unit

Medical Unit

Food Unit Unit

Supply Unit

Facilities Unit

Ground Support Unit

Communications Unit

Medical Unit

Food Unit Unit

Supply Unit

Facilities Unit

Ground Support Unit

Logistics SectionLogistics Section

Provides services and support to the incident or event

Six principal activities

Two-branch structure if needed

Provides services and support to the incident or event

Six principal activities

Two-branch structure if needed

Logistics Branch StructureLogistics Branch Structure

LogisticsSection

Service Branch

SupportBranch

Communications Medical Food

Communications Medical Food

Supply Facilities Ground Support

Supply Facilities Ground Support

Communications Networks ThatCommunications Networks ThatMay be RequiredMay be Required

Communications Networks ThatCommunications Networks ThatMay be RequiredMay be Required

Within each WardWithin each Ward Between buildingsBetween buildings Stake wideStake wide Stake to StakeStake to Stake Stake to Bishops StorehouseStake to Bishops Storehouse Stake to Area AuthoritiesStake to Area Authorities

Within each WardWithin each Ward Between buildingsBetween buildings Stake wideStake wide Stake to StakeStake to Stake Stake to Bishops StorehouseStake to Bishops Storehouse Stake to Area AuthoritiesStake to Area Authorities

PlanningPlanning

FundingFunding

PurchasingPurchasing

Functional Responsibilities of Functional Responsibilities of Administration ChiefAdministration Chief

Functional Responsibilities of Functional Responsibilities of Administration ChiefAdministration Chief

Action Action PlansPlans

ShelterShelterCostsCosts

AdministrationSectionAdministrationSection $

Procurement Unit Equipment and supplies Housing On-sight, temporary, long term relocation Cost Unit Collect cost information, provide cost estimates

Procurement Unit Equipment and supplies Housing On-sight, temporary, long term relocation Cost Unit Collect cost information, provide cost estimates

Finance/AdministrationSection

Finance/AdministrationSection

$

Monitors incident costs

Maintains Financial records

Administers procurement contracts

Performs time recording

Monitors incident costs

Maintains Financial records

Administers procurement contracts

Performs time recording

What do you have?What do you have? What do you have?What do you have?What resources would you need to be What resources would you need to be self-sufficient for 72 hours?self-sufficient for 72 hours? ToolsTools Medical suppliesMedical supplies Food / WaterFood / Water Tarps and blanketsTarps and blankets

What do you need?What do you need?

Where will you get these supplies?Where will you get these supplies? Stockpile in advance?Stockpile in advance? Member donations?Member donations? Procure from local stores?Procure from local stores? Bishops Storehouse?Bishops Storehouse?

In An Emergency, Who In An Emergency, Who Should We Count On?Should We Count On?

In An Emergency, Who In An Emergency, Who Should We Count On?Should We Count On?

Stake PresidencyStake Presidency Stake LeadershipStake Leadership [[High Council, YM/YW Presidencies, Stake Radio Response team, etc.High Council, YM/YW Presidencies, Stake Radio Response team, etc.]]

Ward BishopricsWard Bishoprics Ward LeadershipWard Leadership [Ward Council, and their Presidencies][Ward Council, and their Presidencies]

Ward Emergency Preparation SpecialistsWard Emergency Preparation Specialists

Who Should We Count On? Who Should We Count On? Cont.Cont.

Who Should We Count On? Who Should We Count On? Cont.Cont.

Who else in our Stake / Ward, has special talents / skills that should be included? Who else in our Stake / Ward, has special talents / skills that should be included?

Health Care PractitionersHealth Care Practitioners Logistics specialistsLogistics specialists Communications specialistsCommunications specialists Individuals trained in Emergency Response Individuals trained in Emergency Response Individuals trained in CPR / First AidIndividuals trained in CPR / First Aid CERT Team membersCERT Team members

Who you may Who you may notnot be be able to count on.able to count on.

Who you may Who you may notnot be be able to count on.able to count on.

Who in our Stake / Ward has special responsibilities that may not be available to you? Who in our Stake / Ward has special responsibilities that may not be available to you?

Doctors, NursesDoctors, Nurses Police PersonnelPolice Personnel School Teachers, Aides and SupervisorsSchool Teachers, Aides and Supervisors Public Safety officersPublic Safety officers Anyone who may be more than 10 miles from home at the time of the incident!Anyone who may be more than 10 miles from home at the time of the incident!

Activity: ICS Wedding Activity: ICS Wedding PlanningPlanning

Activity: ICS Wedding Activity: ICS Wedding PlanningPlanning

1.1. Brainstorm about all the activities Brainstorm about all the activities that occur around a wedding.that occur around a wedding.

2.2. Use ICS to make personnel Use ICS to make personnel assignments for the activities.assignments for the activities.

3.3. Fill out blank ICS structureFill out blank ICS structure

Each member of the Stake leadership & Each member of the Stake leadership & Ward council should study this plan Ward council should study this plan

and thoroughly understand it. and thoroughly understand it.

You may have to rely on your memory You may have to rely on your memory of its details, if in an emergency if you of its details, if in an emergency if you are required to place it into operation!are required to place it into operation!

Dates To RememberDates To RememberDates To RememberDates To RememberMarch 4March 4thth – Stake Conference – Stake Conference

• Preparation DisplaysPreparation Displays

March 11March 11thth – Table Top Disaster – Table Top Disaster

May 20May 20thth – Community Disaster Exercise – Community Disaster Exercise

• CSC 9:00 amCSC 9:00 am

• Full implementation of the Stake planFull implementation of the Stake plan• Each Building 9:00 amEach Building 9:00 am

Questions ?Questions ?

Closing Remarks Closing Remarks &&

PrayerPrayer

Thank Thank YouYou for for

AttendingAttending