1. Basic Training
SEMS Intro - NIMS (IS 700) - ICS 100
(A Combined Course)

2. Course Objectives
• Provide an overview and comparison of
the:
 Standardized Emergency Management
System (SEMS)
 National Incident Management System (NIMS)
 Incident Command System (ICS)
• Ensure a basic knowledge
• Describe the key concepts and principles
• Understand the benefits

3. Course Objectives (2)
• Prepare participants to take
the IS 700 (NIMS) and IS 100
(ICS) tests
• Yes, there will be a test
• HOWEVER, we will review
the questions and answers
at the end of the class –
DON’T STRESS!!!!

4. Why Alphabet Soup?
• SEMS – California requirement
• NIMS – Federal requirement
• ICS – required by NIMS and SEMS

5. Standardized Emergency
Management System
(SEMS)

6. Why SEMS?
• 1991 East Bay Hills fire in Oakland
• SB 1841, Petris Bill
• State law CA Govt. Code 8607 (1993)
• Amends CA Emergency Services Act
• CalEMA is administrative agency
• SEMS is a way to manage emergencies
SEMS ─ Developed to improve the coordination of
state and local emergency response in CA

7. SEMS Requirements
• Use of ICS in field operations
• Use of Multi / Inter-
Agency Coordination
• Use of the 5 SEMS
functions at all levels
• Personnel must have
designated positions, with supervision,
and safely carry out their assignment

8. State Law Says…
STATE AGENCIES
LOCAL GOVERNMENTS
MUST USE SEMS! ARE STRONGLY ENCOURAGED
TO USE SEMS…...
… To be eligible for State
funding of RESPONSE
RELATED PERSONNEL COSTS!

9. SEMS Organizational Levels
• Field Level: at the scene
• Local Government: City or District EOC
• Operational Area: County EOC
• Regional Level: Regional EOC
• State Level: State EOC

10. Coordination
Between SEMS Levels

11. All disasters begin & end
at the local level - Field and EOC

12. Field Response Level
• Hands On Response
• MUST use Incident Command System:
 Incident Commander
 Incident Command Post (ICP)
 Unified Command or Area Command
• Request support from the Local EOC

13. Local Government Level (EOC)
Cities, counties & special districts:
• Manage and coordinate the overall
emergency response and recovery activities
• Implements local emergency plans & SOPs
• Supports field level
activity
• Requests support
from Op Area

14. EOC Organizational Structure
• At the EOC level, all incidents are being
supported
• The EOC has the big picture!!
Command/
Management
Finance/
Operations Planning Logistics
Administration
Section Section Section
Section

15. EOC Organizational
Levels & Titles
Organizational Level Title
• Management (EOC) • Director
• Command Staff • Officer
• General Staff/Section • Section Coordinator/Chief
• Branch • Coordinator
• Unit • Leader

16. EOC Staffing
• Consider skills that presently exist in your organization
• Place personnel according to their skills into each function
EOC Director City Mgr, CAO, CEO
Safety Risk Manager
Security Law or Security
Public Information PIO or Public Affairs
Liaison Emergency Management

17. EOC Staffing
Operations Law, Fire, Public Works, others
Plans/Intel Planning, Engineering, others
Logistics General Services, Purchasing
Finance/Admin Finance, Budget, Accounting

18. Management (EOC)
• Sets policy for the jurisdiction
• Directs the EOC activity
• Overall coordination and support

19. EOC Director
• Assigned by jurisdiction
• Oversees:
 Staffing for EOC positions
 Development of jurisdictional policy
 Overall coordination and support to incident
• Communicates with Governing Board
 Status, operational priorities, activities, etc.

20. Operational Area (OA) Level
• Orange County and all
political sub-divisions
• Geographical boundary of the
county
• Establishes and maintains OA EOC
• Coordinates information, resources and
priorities
• Makes requests to the Regional EOC
• Intermediate level of the state emergency
services organization

21. Region Level (OES)
• Coordination between op
areas and state level
 3 Administrative Regions
 6 Mutual Aid regions
• Operates REOC
• Implements state
emergency plan
Southern Region:
• Coordinates resources Mutual Aid 1 & 6
between op areas within
the region

22. State Level (OES)
• Coordinates resources
between regions
• Federal response
coordination
Mo n o
• Communicates with
governor and
In yo
Sa n Lu i s O b isp o
legislature
Sa nt a Ba rb a ra
Lo s
Ve nt u ra Ang e l e s
Sa n Be rn a rd ino
• Implements media
Ora n ge
Rive rsi de policy
Sa n Die g o Im p e ri a l

23. Master Mutual Aid Agreements
• Mutual aid systems form key links when
local resources are inadequate
• Voluntary & reciprocal agreements among
public agencies provide:
 Services
 Resources
 Facilities

24. Other Public Agency Reciprocal
Agreements
• California Fire Assistance
• Automatic Aid
• Regional Medical Health
• Others

25. Private Sector & Non-Government
Mutual Assistance Agreements
• American Red Cross & Salvation Army
• Water and Wastewater Agency Response
Network (WARN)
• California
Utility Emergency
Association (CUEA)
• Private Sector Vendors

26. Interstate Agreements
• Interstate Civil Defense Compact
• Emergency Management Assistance
Compact (EMAC)
Mutual Aid agreements and EMACs help
to facilitate the timely delivery of
assistance during incidents.

27. Resources Available to Your Agency
Federal (Depts., Military, States)
State OES - Resources from 58 counties
Region - Resources from 12 counties
Op Area - County Resources & 144 entities
Neighboring Agencies
Your Agency

28. National Incident Management
System (NIMS)

29. Why NIMS?
• September 11, 2001
• Homeland Security Presidential Directive #5
• NIMS is applicable at all jurisdictional levels
and across disciplines
NIMS ─ A comprehensive, national approach to incident
management developed to improve the coordination of
federal, state and local emergency response nationwide

30. Lessons Learned
Lessons learned show the need for:
• Coordination and cooperation among
all responding agencies
• Standardization of
organization,
resources and
terminology
• Interoperability and
compatibility

31. Federal Directive Says
• Federal agencies must use NIMS
• State, local and tribal governments
must comply with NIMS to receive
federal (grant) funding
• Adopt NIMS by resolution
• Train city staff
• Integrate NIMS into existing plans
NIMS

32. NIMS Components
NIMS incorporates standard emergency
management practices and processes, such
as:
• Command & Management
• Preparedness
• Resource Management
• Communications & Information Management
• Supporting Technologies
• Ongoing Management & Maintenance

33. NIMS Standards
Processes, procedures and systems for:
• Training
• Resource Management
• Personnel Qualification and Certification
• Technology Support
• Communications & Information
Management
• Continuous system improvement to
ensure consistency among all
responders
NIMS

34. NIMS Integration Center (NIC)
• Overall implementation of NIMS
• NIMS review and refinement
• National-level preparedness
standards
• Training requirements/approved
courses
• Approve equipment lists meeting
national standards

35. Preparedness
Preparedness is a key phase of the
emergency management cycle.
Through preparedness, jurisdictions
take actions to prevent, mitigate,
respond to and recover from
emergencies.

36. Personal Preparedness
• Personal Level:
 Have a family communications plan
 Emergency supplies at home
 Insurance and documentation

37. Government Preparedness
• Emergency Planning Committee
• Responsibilities:
 Plans & protocols
 Activities & programs
 Interoperability guidelines & protocols
 Multi-agency coordination systems
 Guidelines, protocols & priorities for resource
management

38. Emergency Plans Describe
• How resources will be used
• How priorities are set
• The integration of entities & functions
• Establishment of responder
relationships
• How systems support
incident management activities

39. Types of Plans
• Emergency Operations
• Mutual Aid
• Procedures (SOPs)
• Preparedness
• Recovery
• Corrective Action
 Lessons learned from incidents
• Mitigation
 Local Hazard Mitigations Plans

40. Training & Exercises
• Facilitate use of:
 National standards, guidelines & personnel
protection
 Modeling & simulation
• Define general training requirements
• Establish approved
courses
• Review / approve
discipline specific
courses

41. Personnel & Equipment
Qualifications & Certifications
• Development of national certification
and credentialing standards including:
 Training
 Experience
 Currency requirements (how often)
 Physical and medical fitness
• Equipment certifications: national
equipment standards, guidelines and
protocols

42. Supporting Technologies
• Standardization of all technologies
for emergency and disaster use.
• Principles:
 Interoperability and compatibility
 Technology support
 Technology standards
 Broad-based requirements
 Strategic planning and R&D

43. Break Time

44. Incident Command System (ICS)

45. Why ICS?
• Fall 1970 California statewide fires
• FIRESCOPE was organized (federal, state and
local fire services) and developed ICS
• ICS is a proven system
• ICS is based on “best” or successful
business practices to ensure:
 Safety of first responders and others
 Achievement of tactical objectives
 Efficient use of resources
ICS provides the mechanics for coordinated and
collaborative incident management

46. ICS Concepts / Principles
An on-scene, all hazard, flexible framework
that provides for:
• Responding personnel and organizations
working together in a common management
structure
• Providing logistical and administrative
support for meeting tactical objectives
• Cost effectiveness (avoiding duplication of
efforts)
• Development of standard requirements for
processes, procedures and systems

47. How ICS is Used
• To manage all types of incidents
 Fires, hazmat, earthquakes, acts of
terrorism and multi-casualty
incidents
 Parades, celebrations and concerts
(a viable application for ICS)
 Private sector emergency
programs
• Works well for:
 Small, large and complex incidents
 Single or multiple agency or
jurisdiction incidents
 Wide-area search and rescue

48. ICS Features
• Common Terminology & • Resource Management
Clear Text • Integrated
• Modular Organization Communications
• Management by • Chain of Command &
Objectives Unity of Command
• Reliance on an Incident • Unified Command
Action Plan • Transfer of Command
• Manageable Span of • Accountability
Control • Mobilization /
• Pre-designated Incident Demobilization
Locations and Facilities • Information and
Intelligence Management

49. 5 Functions
The five primary functions must be
provided for in all organizations at any level:
• Command / Management
• Operations
• Planning (or Planning & Intelligence)
• Logistics
• Finance / Administration

50. COMMON
RESPONSIBILITIES

51. Mobilization
• Be dispatched from your
agency
 Do NOT “Self Dispatch” to
an incident
• Receive a deployment
briefing
• Bring any specialized
supplies or equipment you
need to do your job or are
requested to bring

52. Check-In
 Follow check-in procedures when you arrive
 Provides accountability for all personnel
 Helps locate personnel in the event of an
emergency
 Provides a way to track resources
 Prepares personnel for assignments and
reassignments
 Helps in organizing for demobilization

53. Briefing
• Receive your assignment
 Make sure your training, knowledge and skills are
appropriate to the assignment
• All personnel receive a briefing when reporting to
your incident supervisor and the briefing will
include:
 Current situation assessment
 Your specific job responsibility
 Co-workers/work area
 Eating and sleeping arrangements
 Communications
 Procedures for getting supplies, etc.
 Operational period work shifts

54. Documentation
• Keep a log:
 Activities
 Decisions made and why
 Who you spoke to & their contact info
 Resources used
• Take pictures:
 Before and After
 Damages

55. Individual Accountability
• Maintain orderly chain of command, unity
of command and take direction from a
single supervisor
• Communicate potential hazards and
changing conditions using clear text and
Plain English
• Act professionally and avoid or report
prohibited activities

56. SAFETY

57. Demobilization
• Complete all work assignments
• Brief subordinates
• Complete and file required forms and
reports
• Evaluate performance of subordinates
• Return all non-expendable and unused
supplies

58. Common Terminology
• Standard Names & Descriptions
 position titles
• incident vs. day to day work titles
 organizational functions
 resources description
 incident facilities 10-4 OVER
• Use at all levels
• Use CLEAR text
• Reduces Confusion
• Required by ICS

59. ICS is Flexible
• Only those functions required to meet current objectives need to
be activated
• All elements of the organization can be arranged in various ways
within or under these 5 functions.
Command/
Management
Finance/
Operations Planning Logistics
Administration
Section Section Section
Section

60. Management by Objectives (MBO)
Objectives Identified:
• Flexible
• Measurable
• Attainable
• Specific time frames
Communicated via the Action Plan

61. Action Planning
• Field & EOC
• Management By Objectives for response
tactics
• Establishes accountability
• Eliminates redundancy
• Led by Planning Section

62. Incident Action Plan
• Verbal or written plan
• New one for each operational period
• Includes:
 Measurable strategic / tactical objectives for
operational & support activities in a specified
timeframe
• Actions based on objectives
 Activated elements (organization)
• Shared with all supervisors
• Flexible

63. Basically it states…
• WHAT needs to be done?
• WHO will do it?
• WHEN will it get done?
• HOW will it get done?
(resources to get job done)
• HOW do we communicate?
• Other “NEED TO KNOW” information

64. Organizational Unity, Consistent
Hierarchy and Chain of Command
• Organizational Unity
 Every individual within an organization has one
designated supervisor
• Consistent Hierarchy
 Span of Control is used and there are clear lines
of authority within the organization
• Chain of Command
 All elements in each level are linked together to
form a single organization within span of control
limits

65. Span of Control
Effective Supervisory Ratio:
3 to 7 = Maximum
1 to 5 = Optimum

66. INCIDENT FACILITIES

67. Incident Command Post
• The location from which the Incident Commander
oversees all incident operations.
• There is only one ICP for each incident or event.
• Every incident or event must have some form of
an Incident Command Post.
ICP
Symbol
The ICP is positioned outside
of the present and potential
hazard area, but close enough
to the incident to maintain
command.

68. Staging Area – Base - Camp
S
Staging Area
• Location at which resources are kept
while awaiting tactical assignment
Incident Base B Staging Area
• Primary logistics and administrative functions are
coordinated and administered at the Base
C
Camp
• Incident locations where resources may be kept to
support incident operations if a Base is not
accessible to all resources

69. RESOURCE MANAGEMENT

70. Resources Include
Resources include:
• Personnel
• Facilities
• Equipment
• Supplies
Includes resources acquired through
mutual aid and donations.

71. Resource Management Concepts
• Standardized identification
• Classified by type & kind
 Typing by capability (performance)
 Credentialing system
• Requests for items that cannot be obtain
locally must be submitted through the
multi-agency coordination entity / EOC
• Allocation & tracking

72. Resource Management System
• Describing
• Inventorying
• Requesting
• Acquiring
• Allocating
• Tracking
• Dispatching
• Activating / Deactivating
 (Mobilizing / Demobilizing)

73. Resource Manager Inventory

74. Resource Request

75. Resource Planning
• Mutual Aid
 WEROC
 Cal WARN
• Private Vendors
 Identify at least 3 per
critical resource
 Have emergency
contact information
 Contracts and payment
methods pre-identified

76. Communications/ Information
Management
• Incident management
 Requirements and requests to support activities
 Formulate, execute and communicate operational
decisions
• Common standards, testing and compliance for:
 Voice
 Data
• Integrated communication systems and
hardware that:
 Allows data to be continuously updated during an
incident
 Use all frequencies and resources
 Include procedures for information transfer:
• Internally
• Externally
• Allows for effective, consistent and timely decisions

77. WebEOC

78. ICS Structure

79. ICS Titles and Positions
• Primary ICS responsibilities have distinct titles
because it:
 Allows for filling ICS positions with the most qualified
individuals rather than by rank
 Is useful when requesting qualified personnel
 Provides a common standard for all users
• When personnel are selected for ICS positions, the
following is taken into consideration:
 Personnel background and experience
 Training
 Kind and size of emergency
 Agency policy
 Qualifications and certifications
 Disciplines involved

80. Field Organizational Structure
• Everything is in support of an incident.
• There will be an on-scene IC/ICP who may modify
procedures or organization structure as needed.
Command
Section
Finance /
Operations Planning Logistics
Administration
Section Section Section
Section
Not all Sections need to be activated at an incident!

81. Command (Field)
• Implements policy on the incident
• Oversees all incident activity
• Accountable to the EOC Director
• Has appropriate on-scene authority

82. Incident Commander (1)
At the Field level:
• In charge at the incident until
authority is delegated to another
person
• Decides whether single command
(single IC) or unified command is
appropriate
• Develops incident objectives
• Approves the Incident Action
Plan (IAP)
• Approves all requests for incident resources

83. Incident Commander (2)
• Assigned by responsible agency or
jurisdiction
• May have one or more Deputy Incident
Commanders
• Always the most qualified but not always the
most senior or highest ranking personnel
• May assign personnel for Command and
General Staff
• The one position that is always staffed in ICS
since the IC will perform all duties until duties
are delegated

84. Transfer of Command (1)
• Moves the
responsibility for
incident command
from one IC to another
• Must include a
transfer of command
briefing (oral, written
or both)

85. Transfer of Command (2)
Transfer of command occurs when:
• A more qualified person assumes
command
• The incident situation changes
over time
• There is a normal turnover of
personnel on extended incidents
• The incident response is concluded
and responsibility is transferred
to the home agency

86. Command Staff
Incident Commander/
EOC Director
Safety Officer P.I.O
Liaison Officer Security Officer

87. Command / Management Staff
Appointed by and reports to the IC / EOC Dir.:
• Public Information Officer
 Serves as the conduit for information to internal
and external stakeholders
• Safety Officer
 Monitors safety conditions and develops measures
for assuring the safety of all assigned personnel
• Liaison Officer
 Assists the IC / EOC Director by serving as point of
contact for supporting agencies assisting at an
incident or in the EOC
• Assistants / others as determined by the IC /
EOC Director

88. General Staff (1)
Planning / Finance /
Operations Logistics
Intelligence Administration
Section Section
Section Section
General staff are the section chiefs

89. General Staff (2)
• As an incident expands, the IC or EOC
Director may need to add Sections to the
organizational structure
 Operations Section
 Planning Section
 Logistics Section
 Finance / Administration Section
• These Section Chiefs become the General
Staff and they:
 Report to the IC or EOC Director
 Develop objectives for their Section
 Develop Section organization to support activities

90. Break Time

91. Operations
• Coordinates inter-agency response
• Provides information to all functions regarding tactical
activities
• Ensures goals of the Action Plan are met
• Consists of branch(es), divisions/groups and resources
Field: EOC:
• Develops and directs all • Operations coordinates
tactical activities for: and supports actions
 reduction of the immediate which impact field
hazard activities
 saving lives and property
 establishing situational
control
 restoration of services
SEMS-ICS

92. Operations Section Chief
Field: EOC:
• Ensures objectives and • Ensures objectives and
goals of the Action Plan goals of the Action Plan
are implemented are implemented
• Develops tactical • Develops strategic
objectives objectives to support
• Develops organization to field activities
support tactical activities • Supports and
• Directs all tactical coordinates all tactical
activities and resources activities and resources

93. Single Resource
• Any discipline, any type

94. Strike Team
• Same kind and type of a single resource
• Each team will have a leader

95. Task Force
• A multi-discipline team
• Each task force will have a leader

96. Planning Section
• Collects, analyzes, displays and
disseminates information from all sources
• Develops reports, including Situation
Reports and Demobilization Plan
• Prepares the Action Plans
 Field and EOC levels
• Maintains and documents
resource status

97. Planning (2)
• Documents decisions, policies and
activities
• Conducts Advance Planning activities
until transition to recovery occurs
• Technical Specialists usually are assigned
from the Planning Section
• In the Field, there are 4 units in Section:
Resources, Situation, Demobilization and
Documentation – as well as Technical 083
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ng

98. Planning Section Chief
• Ensures information is collected, analyzed,
disseminated
• Conducts the Action Planning meeting
• Ensures timely preparation, development and
distribution of the Action Plan and other
reports
• Ensures accurate and timely documentation of
the incident (policies, decisions, etc.) is
maintained
• ICS requires tracking and maintenance of
resource status

99. Logistics
• Provides for:
 Personnel
Feeding
Medical Support
Sleeping/Sanitation Needs
 Equipment & Supplies
 Communication Support
 Transportation and Facilities
 Purchasing
 Ground Support (field)
• Units can be established to
coordinate specialized resources
• There may be a different structure for the
Logistics Section in the field and EOC

100. Logistics Section Chief
• Ensures personnel are fed,
have communications,
medical support,
transportation and lodging
• Works with Finance/Admin
to ensure resources are
procured

101. Finance and Administration
• Cost Recovery &
Documentation
• Procurement / Purchasing
• Compensation & Claims
• Cost Analysis
• Time Records
• Contract Negotiations
Field incidents may not require
activation of this function

102. Finance & Admin Section Chief
• Manages costs related to the
incident and provides:
 accounting
 procurement
 time recording
 cost analyses
• Processes claims
• Handles contract negotiations
• Works with Logistics to ensure
resources are procured

103. Unified Command
• Two or more entities with
authority (Hazmat)
• Incidents cross jurisdiction
lines (Flood)

104. Unified Command cont.
• Does not change other features of ICS
• Only one Operations Section Chief
• Incident Action Plan (IAP) approved by UC
• Does not affect individual
agency authority,
responsibility, or
accountability
La Conchita Landslide

105. Area Command
• Multiple incidents within a jurisdiction
• Large incidents that cross jurisdictions
 Oversees management that involves multiple ICS
organizations
• Not site-specific or is geographically disbursed
 Ex: (Public health emergency); Exotic Newcastle
Disease
• No Operations Section
 Ops Section is on-scene at Incident Command Post
• Helps maintain span of control
• Ensures ICS organizations are not competing for
same resources

106. What Do Unified &
Area Commands Do?
• Set overall strategy & priorities
• Identify and allocate resources
• Ensure proper management
• Ensure objectives are met
• Ensure strategies are
followed
• Establish a collaborative
process

107. What is a Multi-agency
Coordination (MAC) System?
• A combination of resources
• Organizational structures integrated into a
common framework
• Used to coordinate and support incident
management activities

108. MAC Primary Functions
• Support incident management policies and priorities
• Facilitate logistics support
and resource tracking
• Make resource allocations
based on incident priorities
• Coordinate incident-related
information
• Coordinate inter-agency and intergovernmental issues
regarding incident management policies, priorities and
strategies

109. MAC Elements
• Emergency Operations Centers (EOCs)
 Locations from which the coordination of
information and resources to support the incident
activities takes place
• Multi-agency Coordination Entities
 Typically consist of principals from organizations
with direct incident management responsibilities or
with significant incident management support or
resource responsibilities
• i.e., Area Commands, Unified Command, IC,
etc.

110. MAC Responsibilities
• Ensure that each involved agency is sharing
information
• Establish priorities between incidents and/or
Area Commands
• Acquire and allocate resources required
• Coordinate and identify future resource
requirements
• Coordinate and resolve policy issues
• Provide strategic coordination

111. Public Information
NIMS standards for public
information:
• Timely
• Accurate
• Coordinated
What YOU need to know:
Refer all inquiries to the PIO or to the JIC.

112. Components of Public Information
• Public Information Officer (PIO)
• Joint Information System (JIS)
• Joint Information Center (JIC)

113. Public Information Officer (PIO)
• Member of command staff
• PIO advises and supports Incident Commander & EOC
management on all public information matters:
 Media
 Public inquiries
 Warnings & emergency public information
 Rumor control
• Keeps decision makers & the public informed
• PIO team should have one lead PIO
• All incident related information must have
approval of IC, UC or EOC Director
• On-scene PIO provides a link to the JIC / JIS / EOC

114. Joint Information Center (JIC) (1)
• Physical (or virtual) location
• PIOs from all involved agencies
work together to provide:
 critical emergency information
 crisis communications
 public affairs support
• On-scene PIOs link to the JIC
which is typically collocated
with EOCs at all levels
• If the JIC is a part of a Unified Command, each
agency retains its organization’s independence

115. Joint Information Center (JIC) (2)
• Focal point for coordination and dissemination of
information to the public and the media
• Dept. of Homeland Security (DHS) will be the lead
PIO in an Incident of National Significance
• All JICs works in close coordination with other
JICs to provide information using JIS protocols

116. Joint Information System (JIS)
• Policies, procedures & protocols used to
coordinate public information at all levels
 Includes private sector and
non-governmental
organizations
• JIC uses JIS protocols
• PIO follow JIS protocols

117. Facilities
• Emergency Operations Centers (EOC)
• Department Operations Centers (DOC)
• Joint Field Office (JFO)
• Local Assistance Centers (LAC)
• Disaster Recovery Centers (DRC)
• Point of Dispensing, Point of Distribution
(PODs)

118. Emergency Operations Center (EOC)
• An EOC is a location from which centralized
emergency management can be performed
• The EOC may support multi-agency coordination
and joint information activities
• An EOC is the central point for:
 Coordination of all the jurisdiction's emergency
operations.
 Information gathering and dissemination.
 Coordination with other local governments and the
operational area.
• EOC Staffing will vary depending on the type of
emergency
• Department Operating Centers (DOCs) (optional)
 Discipline specific and coordinates with the EOC

119. Joint Field Office
• The JFO is a multi-agency coordination
center established locally
• It provides a central location for
coordination of federal, state, local, non-
governmental, and private-sector
organizations
• The JFO enables coordination of federal
incident-related actions
• The JFO does not manage on-scene
operations but provides operational
support

120. Local Assistance Center (LAC)
• LACs are:
 Managed by local government
 Staffed by Private/Non-Profits
(PNPs), local, state and federal
government agencies
 A centralized location for information, services,
resources and program referrals for disaster
victims
 LACs are very useful for recovery efforts in a
community
• State funding may be available for eligible
LAC operations

121. Disaster Recovery Center (DRC)
• Activated by federal
agencies to provide
information to victims
and private non-profit
organizations about
FEMA and SBA programs
• Fixed site or mobile
• Managed by the federal government and
staffed by FEMA, OES, SBA and other federal,
state and local agencies as
appropriate
• Often collocated with LACs

122. PODs and PODs
POD (Point of Dispensing) POD (Point of Distribution)
for public health emergencies for disaster recovery
Location where medications Location where general
are given to the public supplies such as food and
water are given to the public
On the fly” terminology:
• Be prepared for names of places
and facilities to be created or changed with each disaster

123. Questions?
Time for the Test!