Incident Command System

HAZARDOUS Managing The Incident: ICS
Managing The Incident

MATERIALS
Chapter 3
Managing The
Incident:
Incident Command
System
Textbook Page
87
Chapter 3 - 1 © Hazardous Materials - Managing the Incident 2005
MATERIALS
Objectives
• List The Categories Of Players And Participants At A
Hazardous Materials Incident.
• Identify The Key Organizational Elements Of The Incident
Command System.
• Describe The Concept Of Unified Command, And Its
Application And Use At A Hazardous Materials Incident.
• Identify The Key Elements Of The Incident Command System
Necessary To Coordinate Response Activities At A Hazardous
Materials Incident.

MATERIALS
Objectives
• Identify The Duties And Responsibilities Of The
Following Hazmat Group Functions Within The
Incident Command System: [NFPA 472 - 6.4.1.2]
• Backup
• Decontamination
• Entry
• Hazmat Group Management
• Hazmat Group Safety
• Information/Research
• Reconnaissance
• Resources

MATERIALS
Introduction
• Direct, Effective Command And Control Operations
Are Essential At Every Type Of Incident.
• This Chapter Will Review The Fundamental
Concepts Of Incident Management And Its
Application At A Hazmat Incident.
• Primary Topics Will Include:
• The Various Players Who Characteristically Appear At A
Hazmat Incident
• The Elements Of The Incident Command System (ICS)
• The Functions And Responsibilities Of The Hazmat Group
• “Street Smart” Tips

MATERIALS
Managing The Incident: The Players

• A Hazmat Incident Often
Attracts An Interesting
Collection Of Participants.
• The Key To Success Is To Have
A Coordinated Incident
Command Structure Where All
Of The Players Integrate Their
Resources To Make The
Problem Go Away In A Safe And
Effective Manner.

MATERIALS
Managing The Incident: The Players

• The Basic ICS Organization That Must Be Created
To Bridge These Potential Gaps And Problems
Includes The Following:
• The Incident Commander
(Command Or IC)
• Unified Commanders (UC)
• ICS General Staff
• ICS Command Staff

MATERIALS
The Players
• Fire/Rescue/EMS Companies
• Police Officers And Law
Enforcement Personnel
• Emergency Response Team (ERT)
• Hazardous Materials Response Teams (HMRT).
• Special Operations Teams
• Communications Personnel
• Responsible Party
• Facility Managers
• Support Personnel

MATERIALS
The Players
• Technical Information Specialist
• Environmental Clean-up
Contractors
• Government Officials
• News Media
• Investigators
• Victims
• Spectators
• The Bad Guy
• The Hazardous Material

MATERIALS
Managing The Incident: ICS
• The OSHA 1910.120(q) Is A Requirement That Both

Public Safety And Industrial Emergency Response
Organizations Use “Nationally Recognized Incident
Command System For Emergencies Involving
Hazardous Materials.”
• Experience Has Shown That The Normal, Day-to-
day Business Organization Is Not Well-suited To
Meeting The Broad Demands Created By “Working”
Hazmat Incidents.
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MATERIALS
Managing The Incident: ICS

• National Incident Management System (NIMS) Is A
“Baseline” Incident Management Organization That
Is Utilized By Federal, State, And Local
Governments, As Well As Many Private Sector
Organizations Throughout North America.
• The Incident Command System Is An Organized
System Of Roles, Responsibilities, And Procedures
For The Command And Control Of Emergency
Operations.

MATERIALS
Incident Management Vs. Crisis Management

• Crisis Management Is An Integral Element Of Most
Corporate And Industrial Organizations.
• There Is A Direct Relationship Between Incident
Management And Crisis Management
• An Incident Can Be Defined As An Occurrence Or Event,
Either Natural Or Man-made, Which Requires Action By
Emergency Response Personnel To Prevent Or Minimize Loss
Of Life Or Damage To Property And/Or Natural Resources.
• A Crisis Is An Unplanned Event That Can Exceed The Level Of
Available Resources, And Has The Potential To Significantly
Impact An Organization’s Operability, Credibility And
Reputation, Or Pose A Significant Environmental, Economic,
Or Legal Liability.

MATERIALS
ICS Lessons Learned

• A Variety Of Different “Players” Will Respond To A
“Working” Hazmat Incident.
• What Occurs During The Planning And Preparedness
Phase Will Establish The Framework For How The
Emergency Response Effort Will Operate.
• There Is No Single Agency That Can Effectively
Manage A Major Emergency Alone.
• Many Special Operations Teams, Including HMRT,
Tend To Be “People-dependent” Programs.

MATERIALS
ICS Lessons Learned

• In Those Cases Where ICS Has Not Resulted In
The Operational Improvements Expected, The
Problems Are Typically Associated With Planning,
Training, And The Organization “Buying Into” The
ICS Program, As Compared To The ICS System
Itself.
• The Management And Control Of Routine, Day-to-
day Incidents Establishes The Framework For How
The Larger, More Significant Events Will Be
Managed.

MATERIALS
ICS Elements
• Division Of Labor
• Lines Of Authority Are
Clearly Defined
• Unity Of Command
• Optimum Span Of Control
• Establishment Of Both Line
And Staff Functions

MATERIALS
Common Terminology of ICS

• Incident Commander (IC)
• Sections
• Operations Section
• Planning Section
• Logistics Section
• Administration / Finance Section
• Branch
• Division/Group/Sectors
• Command Staff Officers
• Safety Officer / Liaison Officer / Information Officer

MATERIALS
Modular Organization
• The ICS Organizational Structure Develops In A
Modular Fashion Based Upon The Size And Nature
Of The Incident.
• The System Builds From The Top Down, With Initial
Responsibility And Performance Placed Upon The
IC.
• At The Very Least, An IC Must Be Identified On All
Incidents, Regardless Of Their Size.
• The Specific ICS Organizational Structure Will Be
Based Upon The Management Needs Of The
Incident.

MATERIALS
Pre-designated Incident Facilities
• Emergencies Require A Central

Point For Communications And
Coordination.
• There Can Be
Two Central Points
• Incident Command ICP
Post (ICP) EOC
• Emergency Operations
Center (EOC)

MATERIALS
Pre-designated Incident Facilities - ICP

• Incident Command Post (ICP)
• The “On-scene” Location Where The IC Develops Goals
And Objectives, Communicates With Subordinates, And
Coordinates Activities Between Various Agencies And
Organizations.
• An ICP Should Provide Command With The Following:
• A Place Safe From The Hazardous Material(s) Or Problem.
• A Quiet (Relatively) Place Where You Can Think, Discuss,
And Decide.
• A Vantage Point From Which To See (When Possible).
• Inside Lighting and A Place To Write And Record.
• Protection From The Weather and the Media
• Staff Space

MATERIALS
Pre-designated Incident Facilities - ICP

• Incident Command Post (ICP)
• Minimum Equipment Should Include:
• Radio Capability To Communicate With Responders, Mutual
Aid Units, And Facility Maintenance/Operations Personnel
• Cellular Telephone Capability
• Copies Of Appropriate Emergency Response Guidebooks
And Other Reference Sources
• Technical And Administrative Support, Including The Possible
Use Of Laptop Computers, Personal Data Assistants (PDA),
And Related Electronic Equipment
• ICS Command Vests
• Tactical Command Chart
• Pair Of Binoculars

MATERIALS
Pre-designated Incident Facilities - EOC

• Emergency Operations Center (EOC)
• Where The ICP Is The Nerve Center Of On-scene Operations And
Is Usually Located Near The Scene Of The Emergency.
• The EOC Is Located Based Upon Physical Needs And Safety
Requirements, The EOC Is Normally Remote From The
Emergency Scene.
• It Is Important To Understand The Differences And
Relationship Between The ICP And The EOC.
• The ICP Is Primarily Oriented Towards Tactical Control Issues
Pertaining To The “On-scene” Response.
• The EOC Deals With Both Strategic And External World Issues,
And Coordinates All Logistical And Resource Support For On-
scene Operations.

MATERIALS

• An EOC Should Be Equipped With The Following:
• Radio, Phone And Fax Communications.
• Detailed Copies Of Area And Facility Maps, Site Plot
Plans, Emergency Pre-plans, Hazard Analysis
Documentation, And Other Related Information.
• Copies Of Appropriate Emergency Response Guidebooks
And Other Reference Sources.
• General Administrative Support, Including Writing Boards,
Incident Status And Documentation Boards, Telefax And
Copying Machines.

MATERIALS

• An EOC Should Be Equipped With The Following:
• Electronic Communication Capabilities, Including The Use
Of Computers And Email, The Internet And Intranet, And
The Development Of Incident Or Agency-specific
Websites. Always Consider The Security Of Your
Electronic Communication System.
• Television Sets And Am/Fm Radios To Monitor Local And
National News Coverage.
• Back-up Emergency Power Capability To Support EOC
Lighting, Telephone, And Radio Base Stations

MATERIALS
Pre-Designated Incident Facilities - Staging Area

• Staging Area is The Designated Location Where
Emergency Response Equipment And Personnel
Are Assigned On An Immediately Available Basis
Until They Are Needed.
• The Staging Area Should Be Clearly Identified Through
The Use Of Signs, Color-coded Flags Or Lights, Or Other
Suitable Means.
• Staging Becomes An Element Within The Operations
Section.

MATERIALS
Integrated Communications
• Communications Are Critical To The Safe And
Efficient Incident Management.
• Communications Are Managed Most Effectively
Through The Use Of A Common Communications
Center And Network.
• Whenever A Situation Is Encountered Which Could
Immediately Cause Injuries The Term “Emergency
Traffic” Should Precede The Radio Transmission.
• Communications Of A Sensitive Nature Should Not
Be Given Over Non-secure Cellular Telephones Or
Radios Which Can Be Monitored.

MATERIALS
Unified Command Structure

• A Unified Command Structure Simply
Means That The Key Agencies That
Have Statutory Or Jurisdictional
Responsibility Jointly Contribute To
The Process Of:
• Determining Overall Incident Priorities And Strategic Goals.
• Selection Of Tactics For Achieving Those Incident Priorities And
Strategic Goals.
• Ensuring Joint Planning For Tactical Activities.
• Ensuring That Integrated Tactical Operations Are Conducted.
• Maximizing Use Of All Assigned Resources.
• Resolving Conflicts Between The Players.
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MATERIALS
Unified Command Structure …

• The Sooner A Unified Command
Structure Is Established, The Better.
• Unified Command Is Not
Management By Committee
• There Will Always Be A Lead Agency Or One Agency
Which Has 51% Of The Vote As Compared To The Other
Players.
• When Multiple Agencies Are Involved In The
Response, The Selection Of The Operations
Section Chief Must Be Made By The Mutual
Agreement Of The Unified Command Team.

MATERIALS
Consolidated Plan Of Action

• Every Emergency Incident Needs Some Form Of
An Integrated Action Plan (IAP).
• The IAP Consists Of Incident Priorities, Strategic
Goals, Tactical Objectives, And Resource
Requirements.
• Emergencies Involving Multiple Organizations Or
Jurisdictions Working Within A Unified Command
Structure Require Consolidated Action Planning.
• As More Organizations Arrive At The Emergency
Scene, They Bring With Them Individual Agendas
And Objectives.

MATERIALS
Consolidated Plan Of Action …

• These Agendas And Objectives May Be Driven By:
• Facility Responsibilities
• Legally Mandated Requirements
• Financial Interests
• Contractual Responsibilities
• Specific Mission Goals And Charters.
• A Consolidated Action Plan Is Used To Ensure That:
• Everyone Works Together Toward A Common Emergency
Response Goal; That Is, Protecting Life Safety, The
Environment, And Property.

MATERIALS
Consolidated Plan Of Action …

• Individual Response Agendas Are Coordinated So That
Personnel And Equipment Are Used Effectively And In A
Spirit Of Cooperation And Mutual Respect.
• Everyone Works Safely At The Scene Of The Emergency.
• The Most Effective Way To Ensure That A Consolidated
Plan Of Action Is Implemented Is To Have The Senior
Representative Of Each “Major Player” At The Incident
Present At The Icp And/Or EOC At All Times.

MATERIALS
Comprehensive Resource Management

• The Incident Commander Must Analyze Overall
Incident Resource Requirements And Deploy
Available Resources In A Well-coordinated Manner
• Logistics And Resource Management Have Been
The Achilles Heel Of Many A Response.
• Among The Resource Management Lessons
Learned As A Result Of Previous Incidents And
Exercises Are:
• Get It Done Rather Than Argue About Whose Problem It
Is.

MATERIALS
Comprehensive Resource Management ...

• It Is Easier To “Gear Down” Operations Than It Is To Play “Catch
Up.” If You Think You Will Need It, Call For It!
• Overreact Until The Emergency Situation Is Fully Assessed And
Completely Understood.
• React To The Incident Potential, Not The Existing Situation.
• Don’t Pay For Stuff You Don’t Need - Downsize Once The
Emergency Has Been Stabilized And It Is Safe To Do So.
• Accept Help From Others.
• Demobilization Is As Important As The Initial Ramp Up And
Mobilization.

MATERIALS
Managing The Incident: Hazmat Group Operations
• Depending Upon The Scope And Complexity Of An

Incident, Special Operations May Be Managed As
Either A Branch Or Group Within The ICS
Organization.
• The Hazardous Materials Group Is Normally Under
The Command Of A Senior Hazmat Officer
• Known As The Hazardous Materials Group Supervisor
Who, In Turn, Reports To The Operations Section Chief Or
The Incident Commander.
• The Scope And Nature Of The Problem Will
Determine Which Roles Are Staffed.

MATERIALS
Managing The Incident: Hazmat Group Operations
• Primary Functions And Tasks Assigned To The

Hazardous Materials Group Include:
• Safety Function
• Entry / Back-up Function
• Decontamination Function
• Site Access Control Function
• Information / Research Function
• Secondary Functions And Tasks Assigned To The
Hazardous Materials Group Include:
• Medical Function
• Resource Function

MATERIALS
Hazardous Materials Group Organizational Chart
110
MATERIALS
Hazardous Materials Group Staffing

• Hazardous Materials Group Supervisor
• The Hazardous Materials Group Supervisor Will Be
Trained To The Hazardous Materials Technician Level And
Will Normally Be Filled By Either The HMRT Team Leader
Or HMRT Officer.
• Based Upon The IC's Strategic Goals, The Hazardous
Materials Group Supervisor Develops The Tactical Options
To Fulfill The Hazmat Portion Of The IAP

MATERIALS

• Hazardous Materials Group Supervisor
• Responsible For Ensuring That The Following Tasks Are
Completed, Including:
• Hazard Control Zones Are Established And Monitored.
• Site Monitoring Is Conducted To Determine The Presence And
Concentration Of Contaminants.
• Site Safety Plan Is Developed And Implemented.
• Establish Tactical Objectives For The Hazardous Materials Entry
Team Within The Limits Of The Team's Training And Equipment
Limitations.
• Ensure That All Hot Zone Operations Are Coordinated With The
Operations Section Chief Or Incident Commander To Ensure
Tactical Goals Are Being Met.

MATERIALS

• Hazardous Materials Group Safety Officer
(Assistant Safety Officer – Hazmat)
• The Hazardous Materials Group Safety Officer Reports To The
Hazardous Materials Group Supervisor And Is Subordinate To
The Incident Safety Officer.
• The Hazardous Materials Group Safety Officer Must Have A
High Level Of Technical Knowledge To Anticipate A Wide
Range Of Safety Hazards.
• While It Is Not The Hazardous Materials Group Safety Officer's
Job To Make Tactical Decisions Or To Set Goals And
Objectives, It Is Their Responsibility To Ensure That
Operations Are Implemented In A Safe Manner.

MATERIALS

• Hazardous Materials Group Safety Officer
(Assistant Safety Officer – Hazmat)
• Specific Functions And Responsibilities Of The Hazardous
Materials Group Safety Officer Include:
• Advise The Hazardous Materials Group Supervisor Of All
Aspects Of Health And Safety, Including Work/Rest Cycles
For The Entry Team.
• Coordinate Site Safety Activities With The Incident Safety
Officer, As Appropriate.
• Possess The Authority To Alter, Suspend, Or Terminate Any
Activity That May Be Judged To Be Unsafe.
• Participate In The Development And Implementation Of The
Site Safety Plan.

MATERIALS

• Specific Functions And Responsibilities Of The
Hazardous Materials Group Safety Officer Also Include:
• Ensure The Protection Of All Hazardous Materials Group
Personnel From Physical, Chemical And/Or Environmental
Hazards And Exposures.
• Identify And Monitor Personnel Operating Within The Hot
Zone, Including Documenting And Confirming Both "Stay
Times" And "Work Times" For All Entry And DECON
Personnel.
• Ensure That EMS Personnel And/Or Units Are Provided,
And Coordinate With The Hazardous Materials Medical
Leader.
• Ensure That Health Exposure Logs And Records Are
Maintained For All Hazardous Materials Group Personnel,
As Necessary.

MATERIALS

• Entry Team / The Entry Leader (Entry Officer)
• The Entry Leader Is Responsible For The Following:
• Recommend Actions To The Hazardous Materials Group
Supervisor To Control The Emergency Situation Within The
Hot Zone.
• Implement All Offensive And Defensive Actions, As Directed
By The Hazardous Materials Group Supervisor, To Control
And Mitigate The Actual Or Potential Hazmat Release.
• Direct Rescue Operations Within The Hot Zone, As
Necessary.
• To Coordinate All Entry Operations With The DECON,
Hazmat Information, Site Access, And Hazardous Materials
Medical Units.

MATERIALS

• Entry Team
• Personnel Assigned To The Entry Team Will Include The
Entry And Back-up Teams, And Personnel Assigned For
Entry Support.
• The Back-up Team Is The Safety Team That Will Extract
The Entry Team In The Event Of An Emergency.

MATERIALS

• Decontamination Team / DECON Leader
• Are Responsible For The Following:
• Determine The Appropriate Level Of Decontamination To Be
Provided.
• Ensure That Proper DECON Procedures Are Used By The
DECON Team, Including DECON Area Set-up, DECON
Methods And Procedures, Staffing, And Protective Clothing
Requirements.
• Coordinate DECON Operations With The Entry Leader, Site
Access Control And Other Personnel Within The Hazardous
Materials Group.

MATERIALS

• The DECON Team Is Responsible For The Following:
• Coordinate The Transfer Of Decontaminated Patients
Requiring Medical Treatment And Transportation With The
Hazardous Materials Medical Group.
• Ensure That The DECON Area Is Established Before Any
Entry Personnel Are Allowed To Enter The Hot Zone.
• If Rapid Rescue Operations Are Required, Establish An
Emergency DECON Capability Until A Formal DECON Area
Can Be Set-up.
• Monitor The Effectiveness Of DECON Operations.
• Control All Personnel Entering And Operating Within The
DECON Area.

MATERIALS

• Site Access Control / Site Access
Control Leader
• Are Responsible For The Following:
• Monitor The Control And Movement Of All People And
Equipment Through Appropriate Access Routes At The
Incident Scene To Ensure That The Spread Of Contaminants
Is Controlled.
• Based Upon Recommendations From The Entry, DECON,
And Info / Research Units, Oversee The Placement Of The
Hazard Control Zone Lines.
• Establish A Safe Refuge Area And Appoint A Safe Refuge
Area Manager.
• Ensure That Injured Or Exposed Individuals Are
Decontaminated Prior To Departure From The Incident
Scene.

MATERIALS

• Hazardous Materials Information /
Research Team
• The Hazardous Materials Information Team Are Responsible For
The Following:
• Provide Technical Support To The Hazardous Materials Group.
• Research, Gather And Compile Technical Information And
Assistance From Both Public And Private Agencies.
• Provide And Interpret Environmental Monitoring Information,
Including The Analysis Of Hazardous Materials Samples.
• Provide Recommendations For The Selection And Use Of Protective
Clothing And Equipment.
• Project The Potential Environmental Impacts Of The Hazardous
Materials Release.

MATERIALS

• Hazardous Materials Medical Unit
• The Hazardous Materials Medical Unit And Hazardous
Materials Medical Leader Are Responsible For The
Following:
• Provide Pre-entry And Post-entry Medical Monitoring Of All
Entry And Back-up Personnel.
• Provide Technical Assistance For All EMS-related Activities
During The Course Of The Incident.
• Provide Emergency Medical Treatment And
Recommendations For Ill, Injured Or Chemically-
contaminated Civilians Or Emergency Response Personnel.
• Provide EMS Support For The Rehab Area.

MATERIALS

• Hazardous Materials Resource Unit
• Directed By The Hazardous Materials Resource Leader
• At Some “Working” Incidents, A Hazardous Materials
Resource Function May Be Established To Support
Hazardous Materials Group Activities.
• This Unit Will Be Located In The Cold Zone And Will Be
Responsible For Acquiring All Supplies And Equipment
Required For Hazardous Materials Group Operations,
Including Protective Clothing, Monitoring Instruments,
Leak Control Kits, Etc.
• Also Responsible For Documenting All Supplies And
Equipment Expended As Part Of The Emergency
Response Effort.

MATERIALS
Managing The Incident: Street Smarts

• Emergency Response Operations Are Increasingly
Being Judged In How Responders Perform In Two
Similar Areas. Performance and Perception
• Consider The Following “Figure Skating” Analogy
Comparison:
• Technical Merit – In Simple Terms Did Responders Make
The “Problem” Go Away.
• Artistic Impression – Our Version Of Artistic Impression Is
How Well We Manage The “External World Impacts” Of
The Problem.
114
MATERIALS
Managing The Incident: Street Smarts

• The Overall Performance Of A Hazmat Response
Program Will Be Based Upon Two Interrelated
Factors:
• The Implementation Of A Timely, Well-trained And
Equipped Emergency Response Effort
• The Effective Management Of The Interpersonal And
Organizational Dynamics Created By The Event,
Particularly Those Dealing With External Groups And
Audiences (E.G., The Media, Government Agencies, And
The Public-at-large).
• Remember - Perceptions Are Reality.

MATERIALS
Command And Control

• Experienced Officers Often Regard The Problem In
Enemy-oriented, Pessimistic Terms.
• Confident IC's And Hazmat Officers Refuse To Be
Overwhelmed As They Assume Command.
• Effective IC's Recognize That A Few Minutes Spent
Establishing Effective Command And Control At
The Beginning May Save Hours In The Course Of A
Long-term Incident.
• “Command Presence.” Must be Strong, If Not, Both
Individual And Organizational Free-lancing Can
Result.

MATERIALS
Command And Control

• Constant Reassessment And Possible
Revision Of Tactical Operations Are
Needed To Maximize Response
Effectiveness.
• Constantly Asking Questions Such As:
• Where Will The Incident Be In 30 Minutes?
• 60 Minutes?
• Given The Problem, What Is Our Worst-case Scenario?
• What Is Plan B And Plan C If Plan A Doesn’t Work?
• Don’t Accept A Bad Situation; On The Emergency
Scene, Things Go Right And Things Go Wrong.

MATERIALS
Incident Potential
• The Development Of Strategies And Tactics To
Defeat The Enemy Must Be Based Upon The
Assessment Of Incident Potential.
• Elements Of Incident Potential Can Include:
• Incident Severity
• Magnitude And Duration Of The Event
• The Nature Of the Incident
• The Degree Of the Incident Impact

MATERIALS
Incident Potential
• What Are Some Of The Causes Of A Delayed
Assessment Of Incident Potential?
• Responders Get So Focused Upon The Tactical Problem
That They Fail To Consider The “Big Picture” Or Strategic
Aspects Of The Incident.
• Response Agencies That Think They Can Do It All.
• Belief That A Request For Mutual Aid Or Assistance Might
Involve Acknowledging A Mistake.
• Defining A Problem Down To A Manageable Level.
• Inexperience.
• Lack Of Information

MATERIALS
Decision-Making
• The Decision-Making Process Begins With Both
Command And The Hazmat Group Leader
Recognizing The Need To Avoid “Dead-end”
Decisions.
• Whenever Possible, Decisions Must Be Open-
ended, Allowing For Expansion Or Reversal.
• Distinguish Between Assumptions And Facts.
• Maintain A Flexible Approach To Decision-making.
• Shift To A Management Role After Initiating Action.

MATERIALS
Information Is Power
• Emergency Scene "Intelligence" Can Rapidly
Supply Command And The Hazmat Group With
Random Data And Information.
• Tactical Worksheets Can Facilitate This Process
• But Information Quality And Quantity During The Initial
Stages Of An Incident Are Sometimes Incomplete.
• Fog of War = Fog of The Emergency
• Equally Critical Is The Ability To Manage And
Disseminate Information In A Timely Manner.
• Most Information Has A “Half-life,” In That It Is Valuable For
A Limited Period Of Time.

MATERIALS
Information Is Power
• There Is Often A Reluctance For On-scene
Personnel To Provide Regular And Timely Updates
To The ICP Or EOC.
• In The Heat Of Battle, The Operations Section May
Start To Reduce The Flow Of Information To The
Remainder Of The ICS Organization.
• This Creates a “Black Hole”
• Whoever Controls the Flow of Information Controls
the Incident

MATERIALS
The Rules Of Engagement

• HMRT's Are Often Requested To
Respond On A Mutual Aid Basis Into
Other Areas Or Jurisdictions To Provide
Technician-level Response Services.
• Law Enforcement, Special Ops And Military Operations
Typically Lay Out “Rules Of Engagement (ROE)” For All
Of The Players Prior To Initiating Actions.
• In A Similar Manner, Roe May Need To Be Established
For Both Hazmat And Special Operations Events,
Particularly Those Where The Special Ops Unit Is
Playing In Someone Else’s Sandbox.

MATERIALS

• The Best Scenario Is One Where
The ROE Are Outlined And
Agreed Upon As Part Of The Planning Process.
• What Should ROE Look Like?
• At A Minimum, The Roe Should Include:
• Relationship Between The IC And The HMRT.
• In Simple Terms, Hazmat Should Always Work For The IC.
• Don’t Allow A Well-meaning And Well-intentioned IC To
Saddle You With Command And Control Of The Entire
Operation!
• Clearly Identify What Objectives, Tasks Or Areas Are The
Responsibility Of Hazmat?

MATERIALS

• HMRT's Are Often Reliant Upon
Other Response Units For Various
Personnel And Resources, Such As
People, Water, Supplies, Etc.
• In Other Cases, Unusual Or Specialized Resources May Be
Required, Including Heavy Equipment. Command Must Understand
That If You Ask For It, You Need It.
• Finally, Always Have A “Get Out Of Jail” Card When Playing At
An Away Game.
• Be Prepared For Those Occasions Where The Local IC May Reject
The Recommendations Of The HMRT And Pursue Tactical Options
With Unacceptable Risks To Hazmat Responders.

MATERIALS
Liaison Officer
• Hazmat Incidents Pose A Multitude Of Technical,
Managerial, And Political Issues.
• ICS Is An Effective And Necessary Tool For
Ensuring That The Internal, Technical, And
External/Political Aspects Of An Emergency Are
Addressed.
• The Liaison Officer Is Sometimes Viewed As The
“Political Officer” Who Serves As The Point Of
Contact For All Assisting And Cooperating External
And Governmental Representatives.

MATERIALS
“What You See Is Not Necessarily What You Get”
• Human Tendency Is To Downplay The Potential Of

“Minor” Emergencies
• However, There Have Been Instances Where Some
Individuals Have Not Acted On Early Warnings For
Fear Of “Screwing Up” Or Because They Were Not
Sure If They Had The Authority To Take Action.
• The Absence Of Physical Indicators Of A Hazard
(I.E., Smoke, Vapors, Odors, Etc.) Can Influence
Both Public And Political Perception Of An
Emergency.

MATERIALS
“What You See Is Not Necessarily What You Get”
• Of Course, The Opposite Can Be True When There

Is Not An Emergency But Physical Indicators Are
Present Which May Be Perceived As A Problem.
• The Duration Of The Incident Can Also Be An
Influencing Factor, Even In The Presence Of A
Physical Indicator.
• Hazmat Releases Often Create Significant
Operational And Community Disruptions Until The
Incident Is Controlled And Terminated.

MATERIALS
Public Perception Can Lead to Intolerance
119
MATERIALS
Working With Technical Specialists

• A Likely Source Of Hazard Information Will Be Product
Or Container Specialists
• Other Individuals Who Have Specific Knowledge
Needed By Responders.
• When Evaluating These Sources And The Information
They Provide, Consider The Following Observations:
• Individuals Who Are Specialists In A Narrow, Specific Technical
Area May Not Have An Understanding Of The Broad, Multi-
disciplined Nature Of Emergency Response.
• Some Technical Specialists Have Knowledge That Is Totally
Based Upon Dealing With A Chemical Or Process In A
Structured And Controlled Environment.

MATERIALS

• There Are No Experts, But Only Information Sources!
• Sometimes Responders Interact With Individuals With Whom
They Have Had No Previous Contact.
• Technical Smarts Is Not Equivalent To Street Smarts!
• Questioning Information Sources Is An Art And Requires The
Skills Of Both A Detective And A Diplomat.
• A Time-tested Rule For Minimizing Political Vulnerability Is The
“Rule Of Threes.”
• Everybody Brings Their Own Agenda And Scorecard To A
Hazmat Incident.
• Don’t Assume: That Your Concerns Are The Most Important
• Or Your Concerns Are Always Going To Be The Same As “Their”
Concerns.

MATERIALS

• Everybody Has The Answer For Your Problem
• Haz Mat Events Bring A Number Of Entrepreneurs, Salespeople,
Managers, And “Do Gooders” To The Attention Of The IC.
• Everyone Has A Boss
• If The Bosses Don’t Have A Clearly Defined Role, Organization
And Structure, You May Have As Much Trouble With Your Own
Management And Its Dynamic As Well As The Incident.
• The Eternal Optimists
• Command Should Always Be Prepared To Implement An
Alternative Action Plan If The Current Plan Fails.

MATERIALS
Long-Term Incidents And Planning

• The Majority Of Hazmat Incidents Are “High
Intensity – Short Duration” Events That Are
Terminated In 8 Hours Or Less.
• Campaign Incidents Extending Over A Period Of
Days Or Weeks Create Different Challenges For
Emergency Responders.
• Issues Such As Developing A Shift Schedule,
Determining Short-term And Long-term Logistical
Requirements, And Establishing A Formal IAP
Development Flow And Process Are Foreign To
Many Responders.

MATERIALS
Random Thoughts
• Command Must Be Aware Of All Major Decisions
And Operations Made Under His/Her Jurisdiction.
• From The Time Of Arrival On Scene, The IC Must
Prioritize Problems And Develop Solutions By
Collecting Information
• The Effective IC Will:
• Seek Out Data That Is Current, Accurate, And Specific
• Delegate Information Retrieval
• Know How To Find Reference Data And How To Use It
• Collect The Right Information In The Right Order
• Use A Wide Variety Of Sources

MATERIALS
Random Thoughts
• Managing A Major Hazmat Incident Is No Different
Than Taking An Army To War
• Solicit Opinions And Ideas—they Foster Both
Individual And Organizational “Buy-in” Into The
Decision-making Process
• Emergency Responders Often Seek Direction On
How To Handle A Decision-making Situation Where
The IC Or A Senior Officer Does Not Agree With A
Subordinate’s Recommendation.

MATERIALS
Random Thoughts
• Never Say Never When Dealing With A Long-term,
Campaign Operation.
• Consider The Art Of Communications. Effective
Communications Is One Part Talking And Ten Parts
Listening.
• When An Incident Goes Bad Or Is Particularly
Politically Sensitive, Anticipate Being The
Scapegoat.
• Consult And Build A Consensus On The IAP
• Document Everything
• Not Assume Anything

MATERIALS
Summary
• The Successful Management Of A Hazmat Incident
Is Directly Linked To The Rapid Development Of An
Effective Incident Management Process And
Organization
• A Functional Hazmat Command System Must Allow
The Incident Commander To Use The Standard
Elements Present At Every Hazmat Incident To
Establish And Maintain Control
• Apply The Same ICS System And Process To Every
Incident, Regardless Of Its Nature And Size.

MATERIALS
Summary
• Your Emergency Response Performance Will Be
Evaluated On Two Interrelated Factors:
• The Implementation Of A Timely, Well-trained And
Equipped Emergency Response Effort In The Field
• The Effective Management Of The Interpersonal,
Organizational, And External Impacts Created By The
Incident.
• An Effective Response Effort Can Be Compromised
Or Completely Negated By Poor Management Of
The Political And External Issues.

MATERIALS
O.T. and The Kid

Incident Command System

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HAZARDOUS Managing The Incident: ICS

Managing The Incident

Chapter 3 - 2 © Hazardous Materials - Managing the Incident 2005

Chapter 3 - 3 © Hazardous Materials - Managing the Incident 2005

Chapter 3 - 4 © Hazardous Materials - Managing the Incident 2005

Managing The Incident: The Players

Chapter 3 - 5 © Hazardous Materials - Managing the Incident 2005

Managing The Incident: The Players

Chapter 3 - 6 © Hazardous Materials - Managing the Incident 2005

Chapter 3 - 7 © Hazardous Materials - Managing the Incident 2005

Chapter 3 - 8 © Hazardous Materials - Managing the Incident 2005

Managing The Incident: ICS

• The OSHA 1910.120(q) Is A Requirement That Both

Managing The Incident: ICS

Chapter 3 - 10 © Hazardous Materials - Managing the Incident 2005

Incident Management Vs. Crisis Management

Chapter 3 - 11 © Hazardous Materials - Managing the Incident 2005

ICS Lessons Learned

Chapter 3 - 12 © Hazardous Materials - Managing the Incident 2005

ICS Lessons Learned

Chapter 3 - 13 © Hazardous Materials - Managing the Incident 2005

Chapter 3 - 14 © Hazardous Materials - Managing the Incident 2005

Common Terminology of ICS

Chapter 3 - 15 © Hazardous Materials - Managing the Incident 2005

Chapter 3 - 16 © Hazardous Materials - Managing the Incident 2005

Pre-designated Incident Facilities

• Emergencies Require A Central

Chapter 3 - 17 © Hazardous Materials - Managing the Incident 2005

Pre-designated Incident Facilities - ICP

Chapter 3 - 18 © Hazardous Materials - Managing the Incident 2005

Pre-designated Incident Facilities - ICP

Chapter 3 - 19 © Hazardous Materials - Managing the Incident 2005

Pre-designated Incident Facilities - EOC

Chapter 3 - 20 © Hazardous Materials - Managing the Incident 2005

Pre-designated Incident Facilities - EOC

Chapter 3 - 21 © Hazardous Materials - Managing the Incident 2005

Pre-designated Incident Facilities - EOC

Chapter 3 - 22 © Hazardous Materials - Managing the Incident 2005

Pre-Designated Incident Facilities - Staging Area

Chapter 3 - 23 © Hazardous Materials - Managing the Incident 2005

Chapter 3 - 24 © Hazardous Materials - Managing the Incident 2005

Unified Command Structure

Unified Command Structure …

Chapter 3 - 26 © Hazardous Materials - Managing the Incident 2005

Consolidated Plan Of Action

Chapter 3 - 27 © Hazardous Materials - Managing the Incident 2005

Consolidated Plan Of Action …

Chapter 3 - 28 © Hazardous Materials - Managing the Incident 2005

Consolidated Plan Of Action …

Chapter 3 - 29 © Hazardous Materials - Managing the Incident 2005

Comprehensive Resource Management

Chapter 3 - 30 © Hazardous Materials - Managing the Incident 2005

Comprehensive Resource Management ...

Chapter 3 - 31 © Hazardous Materials - Managing the Incident 2005

Managing The Incident: Hazmat Group Operations

• Depending Upon The Scope And Complexity Of An

Chapter 3 - 32 © Hazardous Materials - Managing the Incident 2005

Managing The Incident: Hazmat Group Operations

• Primary Functions And Tasks Assigned To The

Chapter 3 - 33 © Hazardous Materials - Managing the Incident 2005

Hazardous Materials Group Organizational Chart

Hazardous Materials Group Staffing

Chapter 3 - 35 © Hazardous Materials - Managing the Incident 2005

Hazardous Materials Group Staffing