# Presentation: 531202

## Unit 5:The Complex Incident

## Unit 5 Objective

**List the issues that accompany an Incident of National Significance.**

## Incidents of National Significance (1 of 5)

**What is an Incident of National Significance?**

## Incidents of National Significance (2 of 5)

**Actual or potential high-impact events . . .**
**Requiring a coordinated and effective response by . . .**
**Federal, State, local, tribal, nongovernmental, and/or private-sector entities . . .**
**To save lives, minimize damage, and provide for long-term recovery and mitigation.**

## Incidents of National Significance (3 of 5)

**What do Incidents of National Significance have in common?**

## Incidents of National Significance (4 of 5)

**Involve more than one agency.**
**May involve more than one political jurisdiction.**
**Have the most complex management and communications problems.**
**Require more experienced, qualified supervisory personnel.**
**Require the long-term commitment of large numbers of tactical and support resources.**
**Cause more injury, illness, and death.**

## Incidents of National Significance (5 of 5)

**Have potential to produce the most damage to property and the environment.**
**Have extreme elements of crisis/psychological trauma.**
**Last longer.**
**Are the most costly to control.**
**Require extensive mitigation, recovery, and rehabilitation.**
**Have greater media interest.**
**May require management of volunteers and donations.**

## Incident and IMT Types

**DHS is working with response organizations to:**
**Refine incident characteristics.**
**Correlate them to the configuration, skill requirements, and experience levels for Incident Management Teams (IMTs).**
**This unit will focus on Type 1 and Type 2 incidents.**

## Incident Types

**Type 1**
**Type 2**
**Type 3**
**Type 4**
**Type 5**

**Least Complex**

**Most Complex**

## Type 5 Incidents

**Can be handled with one or two single resources (up to six personnel).**
**Command and General Staff positions, other than the IC, are not activated.**
**A written IAP is not required.**
**Typically contained within 1-2 hours.**

## Type 4 Incidents

**Command and General Staff are activated as needed.**
**Several resources are required to mitigate the incident.**
**The incident is typically contained within one Operational Period.**
**The Agency Administrator may have briefings.**
**No written IAP is required, but documented operational briefings are completed for all incoming resources.**

## Type 3 Incidents

**Some or all Command and General Staff and other ICS positions are activated.**
**A Type 3 IMT manages the incident until:**
**Containment/control is achieved.**
**Command is transferred to a Type 2 or ****Type 1 IMT.**
**The incident extends into multiple Operational Periods.**
**A written IAP is required.**

## Type 2 Incidents

**Most or all Command and General Staff positions are filled.**
**A written IAP is required for each Operational Period.**
**Many functional units are needed and staffed.**
**Operations personnel normally do not exceed 200 per Operational Period and total incident personnel do not exceed 500.**
**The Agency Administrator is responsible for complexity analysis, briefings, and written delegations of authority.**

## Type 1 Incidents

**All Command and General Staff positions are activated.**
**Operations personnel exceed 500 per Operational Period, and total personnel exceed 1,000.**
**Branches may be required.**
**The Agency Administrator will conduct briefings and ensure the complexity analysis and delegations of authority are updated.**
**Resource advisors at the Incident Base are recommended.**
**There is a high impact on the local jurisdiction.**

## Coordinating Resources

**Resources are coordinated among various entities, to include:**
**Local, State, and Federal EOCs.**
**MAC Groups.**
**FEMA RRCCs.**
**JFOs.**
**NRP agencies.**
**DHS.**

## Resource Coordination Process

## Step 1:  Complete the Sizeup

## Step 2:  Develop Incident Objectives (1 of 2)

## Step 2:  Develop Incident Objectives (2 of 2)

**Incident prioritization can take place at MAC entities, including:**
**Dispatch Centers.**
**Local EOCs.**
**MAC Groups.**

**Life safety issues are the highest priority.**

## Step 3:  Prioritize and Allocate Resources

## Step 4:  Determine Additional Steps

## Mobilizing Resources

**During Incidents of National Significance, resource mobilization becomes more complex as:**
**More agencies and levels of government become involved.**
**More incidents require assistance.**
**Supply lines and response times get longer.**
**More resources mobilize.**

## Dealing With Convergence Issues

**Convergence issues may result from:**
**Local resources converging at the scene.**
**State and Federal agency resources converging at the scene.**
**Unsolicited donations and emergent volunteers.**
**VIP visits.**

## Emergency Response Convergence (1 of 2)

**Under routine conditions, responder convergence:**
**Causes unnecessary exposure to hazards.**
**Makes access more difficult.**
**Complicates resource accountability and tracking.**
**During major events, congestion can become aggravated by self-dispatched and freelancing personnel.**

## Emergency Response Convergence (2 of 2)

**Emergency responder convergence**
**may also:**
**Deplete reserve resources.**
**Compromise mutual aid assistance.**
**Interfere with evacuation.**
**Hamper access of requested resources.**
**Make it impossible to protect resources.**

## Dealing With Emergency Response Convergence

**How can you deal with convergence issues related to emergency responders?**

## Emergency Response Convergence:  Strategies

**Develop local and regional capability to augment and sustain a reinforced response.**
**Develop a plan for continued public safety.**
**Establish and reinforce perimeters.**
**Establish and enforce an access-control plan.**
**Develop, establish, and enforce coordinated traffic management and evacuation plans.**
**Establish and enforce Staging Areas.**

## State and National Mobilizations

**May take up to 72 hours to arrive.**
**Can cause convergence issues even when self-sufficient.**
**May need special assistance from local jurisdictions.**

## Dealing With State and National Mobilizations

**What can you do to mitigate convergence issues related to State and national mobilizations? **

## Strategies for State/National Deployments (1 of 3)

**Ensure that Statewide agreements include full instructions.**
**Review and assess support requirements of national assets.**
**Develop a plan to integrate State and Federal assets into incident operations.**
**Establish personal relationships with State and Federal officials.**
**Identify suitable locations for key facilities.**

## Strategies for State/National Deployments (2 of 3)

**Airports/heliports.**
**Aircraft hangars.**
**Warehouses.**
**Large parking lots.**

**Campgrounds.**
**Hotels, motels, and dorms.**
**Office space.**
**Conference space.**

**Facilities needed to support State/national deployments may include:**

## Strategies for State/National Deployments (3 of 3)

**Security**
**Parking**
**Access**
**Utilities**

**Food, sanitation, lodging**
**Janitorial and trash service**

**Consider incident and “off-incident” facilities.  **
**Also consider requirements for support services:**

## Donations and Volunteer Assistance (1 of 2)

**Donated goods and services can be a significant political, psychological, and logistical opportunity****—****or a real problem.**
**Develop a plan to manage the receipt, storage, and distribution of donated goods and services.**

**Working with the American Red Cross or other VOAD members can significantly reduce the strain of managing donated goods and services on local assets.**

## Donations and Volunteer Assistance (2 of 2)

**The donations management plan should also address what to do with inappropriate donations without bogging down distribution of essential goods and services.**

**Avoid the “disaster within a disaster” by planning, training, and exercising the Donations Management Annex **_**before**_** a disaster occurs.**

## Strategies for Dealing With Donations (1 of 2)

**How have you dealt with donations-related issues?**

## Strategies for Dealing With Donations (2 of 2)

**Consult with organizations that manage donations regularly (e.g., the Red Cross).**
**Develop public information and media releases that provide information about donations.**

## Strategies for Managing Volunteers (1 of 2)

**Trained and organized**

**Spontaneous and untrained**

**Volunteers come in two varieties:**

## Strategies for Managing Volunteers (2 of 2)

**Assign emergent volunteers to an established VOAD or the local CERT.**
**Have on-scene management either:**
**Turn back volunteers, or**
**Implement a management structure for handling them.**
**Develop public information releases.**

## VIP Visits

**Disadvantages:**
**Can disrupt operations.**
**Can cause traffic congestion.**
**Will attract additional media attention.**

**Advantages:**
**Provide VIPs with a realistic view of the issues.**
**May result in enhanced resources.**
**Provide a morale boost to responders and victims.**

## Strategies for Dealing With VIP Visits (1 of 2)

**You know VIP visits will occur on all large incidents.  How can you deal with them to minimize disruption?**

## Strategies for Dealing With VIP Visits (2 of 2)

**Encourage VIPs to wait until after the 72-hour window for successful rescues has passed.**
**Attempt to schedule visits to areas where the response is not time sensitive.**
**Identify appropriate background shots, photo ops, etc. before the visit.**
**Confirm availability of key personnel before the visit.**
**Try to limit the VIP’s time on scene.**

## Self-Dispatched Resources

**Present both risk and opportunity.**
**Risks usually outweigh the opportunities.**
**HOWEVER . . .**
**Self-dispatched resources are trained and capable during the initial life-safety phase of the incident.**

## Dealing With Self-Dispatched Resources

**Instruct perimeter personnel to refer self-dispatched resources to staging or mobilization points.**
**Include accepted/assigned self-dispatched resources in resource tracking and incident planning.**
**Inspect and complete formal contracts with commercial resources as soon as possible.**
**Report the presence of private-sector resources to their home agencies.**

## Learning From Past Incidents

**Think about Incidents of National Significance that you have experienced.**
**Consider:**
**Resource-related issues that arose during the incident.**
**How those issues could be handled more effectively.**
**How you could incorporate the lessons learned into your planning process.**
**Participate in a class discussion around the lessons learned.**

## Summary and Transition

**How complex incidents affect resource management**
**Issues that commonly arise during complex incidents and how to deal with them**
**A model for managing resources**