Display Related Directives to this directive.

Emergency

Management

Guide

VOLUME III DOE G 151.1-1
8-21-97

PROGRAM
ELEMENTS (1)

August 1997

Department of Energy
Office of Emergency Management
Office of Nonproliferation
and National Security
This page intentionally left blank. TABLE OF CONTENTS

1. EMERGENCY RESPONSE ORGANIZATION . . . . . . . . . . . .1-1
1.1 Introduction . . . . . . . . . . . . . . . . . . . .1-1
1.2 ERO Configuration and Staffing . . . . . . . . . . .1-2
1.2.1 Configuration. . . . . . . . . . . . . . .1-2
1.2.2 Other ERO Attributes . . . . . . . . . . .1-6
1.2.3 Staffing Positions . . . . . . . . . . . .1-8
1.2.4 Staff Augmentation . . . . . . . . . . . .1-8
1.3 Offsite DOE Response Elements. . . . . . . . . . . .1-9
1.4 Incident Command . . . . . . . . . . . . . . . . . 1-11
1.5 Senior Energy Official . . . . . . . . . . . . . . 1-12
1.6 Bibliography . . . . . . . . . . . . . . . . . . . 1-12

2. OFFSITE RESPONSE INTERFACES . . . . . . . . . . . . . .2-1
2.1 Introduction . . . . . . . . . . . . . . . . . . . .2-1
2.2 Offsite Organizations. . . . . . . . . . . . . . . .2-2
2.3 Documentation. . . . . . . . . . . . . . . . . . . .2-3
2.4 Bibliography . . . . . . . . . . . . . . . . . . . .2-4

3. CATEGORIZATION AND CLASSIFICATION
OF OPERATIONAL EMERGENCIES. . . . . . . . . . . . . . . .3-1
3.1 Introduction . . . . . . . . . . . . . . . . . . . .3-1
3.2 Recognition and Categorization of Operational Emergencies3-2
3.2.1 Health and Safety. . . . . . . . . . . . .3-3
3.2.2 Environment. . . . . . . . . . . . . . . .3-8
3.2.3 Security and Safeguards. . . . . . . . . .3-9
3.2.4 Offsite DOE Transportation Activities. . 3-13
3.2.5 Release of Hazardous Materials . . . . . 3-14
3.3 Classification of Hazardous Material Operational Emergencies3-15
3.3.1 Principles of Event Classification . . . 3-15
3.3.2 Event Classification and Protective Action Criteria3-17
3.3.3 Emergency Classes and Severity Level . . 3-18
3.3.4 Integration of Event Classification with Normal Operations3-19
3.4 Development of Emergency Action Levels . . . . . . 3-19
3.4.1 Role of Facility Hazards Assessment. . . 3-19
3.4.2 Symptom-Based and Event-Based EALs . . . 3-21
3.4.3 Barrier Approach to EAL Development. . . 3-22
3.4.4 Non-Facility-Specific (Sitewide) EALs. . 3-26
3.4.5 Discretionary EALs . . . . . . . . . . . 3-27
3.4.6 Equipment Availability . . . . . . . . . 3-27
3.4.7 Facility Operational Modes . . . . . . . 3-27
3.4.8 Method of EAL Presentation . . . . . . . 3-28
3.4.9 Event Termination Criteria . . . . . . . 3-28
3.4.10 Testing EALs for Completeness. . . . . . 3-29
3.5 Bibliography . . . . . . . . . . . . . . . . . . . 3-29

APPENDIX A
INTEGRATION OF EVENT CATEGORIZATION AND
CLASSIFICATION WITH NORMAL OPERATIONS . . . . . . . . .3-A-1

APPENDIX B
METHODS AND EXAMPLES FOR IMPLEMENTATION
OF EVENT CATEGORIZATION AND CLASSIFICATION. . . . . . .3-B-1

4. NOTIFICATIONS AND COMMUNICATIONS. . . . . . . . . . . .4-1
4.1 Introduction . . . . . . . . . . . . . . . . . . . .4-1
4.2 Notifications. . . . . . . . . . . . . . . . . . . .4-2
4.2.1 Notification System. . . . . . . . . . . .4-3
4.2.2 External Notification Requirements . . . .4-4
4.2.3 Notification Sequence and Occurrence Reporting Requirements4-4
4.3 Report Contents. . . . . . . . . . . . . . . . . . .4-5
4.3.1 Onsite Messages. . . . . . . . . . . . . .4-5
4.3.2 Initial Offsite Notifications and Follow-up Reports4-5
4.3.3 Final Emergency Report . . . . . . . . . .4-7
4.3.4 Recovery Reports . . . . . . . . . . . . .4-8
4.4 Communications Equipment . . . . . . . . . . . . . .4-8
4.5 Effective Responder Communications . . . . . . . . .4-9
4.6 Bibliography . . . . . . . . . . . . . . . . . . . 4-10

APPENDIX C
EMERGENCY AND OCCURRENCE REPORTING DIAGRAM. . . . . . .4-C-1

APPENDIX D
EMERGENCY REPORTING FORM. . . . . . . . . . . . . . . .4-D-1

APPENDIX E
THE SECRETARY'S DIRECTIVE ON NOTIFICATIONS. . . . . . .4-E-1
1. EMERGENCY RESPONSE ORGANIZATION

1.1 Introduction

The Department of Energy (DOE) Comprehensive Emergency Management System is a
three-tiered organizational approach to forming an integrated departmental Emergency
Response Organization (ERO) structure. Responsibility begins at the facility or event
scene level and rises through the cognizant Operations/Field Office to the Headquarters
(HQ) Emergency Management Team (EMT). At each tier there is a designated ERO
responsible for responding to and minimizing or mitigating the effects of Operational
Emergencies.

The focus of the guidance presented in this chapter is on the organization and functions
associated with EROs developed to respond to Hazardous Material Operational
Emergencies. This chapter also addresses the establishment and responsibilities of the
Field Element emergency response staff and the HQ EMT. The organizational needs
associated with the late phases of an emergency are addressed in Volume IV, Chapter 6.

This guidance will assist the user in defining an ERO that is capable of coping with the
spectrum of emergencies potentially affecting a site, including definition of authorities,
responsibilities, and duties of individuals assigned to the organization. A description of a
typical onsite emergency organization, including a method for determining functions to be
performed, and its interfaces with offsite services and agencies is provided. By
implementing the guidance of this document, the user should establish an organization that
effectively controls and mitigates facility incidents and integrates other agencies and
organizations providing response services.

Base Program. The minimum Base Program requirement for an ERO is the assignment
of an individual to manage and control all aspects of the site/facility response. For a
minimal Base Program facility (e.g., office building), the individual could be the building
manager. For a site/facility with a more extensive Base Program, compliance with other
regulations may require several individuals with more comprehensive emergency
management skills, such as coordinating emergency response with an Incident Command
System (ICS.) All sections of this chapter may be useful for establishing an ERO that
fulfills site/facility Base Program requirements.

1.2 ERO Configuration and Staffing

1.2.1 Configuration

The ERO configuration should be based on the results of the facility Hazards Survey and
Hazards Assessment(s) and the existing relationships between the facility, Operations/Field
Office, Program Office, and offsite emergency response organizations. For a particular
facility and site, some emergency response functions can best be organized and performed
at the facility level while others may be better served by a site-wide organization.
Functions which are more likely to be common to an entire site include fire fighting,
medical response, and environmental monitoring. Likewise, some response functions,
such as fire fighting, may be best performed utilizing offsite support services. The results
of the surveys and assessments should be used to determine how these required functions
are best served.

This section provides guidance on determining basic and support functions necessary for
the site/facility to fulfill its responsibilities and respond to the needs of outside agencies
during an emergency. Effective response requires the performance of four basic functions:
emergency management, facility operations, emergency assessment, and formulation of
protective actions for onsite and offsite personnel. Adequate support functions ensure
that basic functions can be fulfilled. The emergency plan should provide for augmentation
of on-shift staff with additional personnel and equipment, the ERO, to ensure performance
of required basic and support functions. The ERO configuration should be contingent on
the severity of the emergency (emergency category and class) and the required functions
determined by analysis. The Hazards Survey and Hazards Assessment should be used as
the basis document for determining required functions. Identified emergency conditions of
the survey and analyzed scenarios of the assessment are particularly useful in determining
what response functions must be fulfilled, and ultimately, what response tasks performed.
The ERO staffing should be documented based upon an analysis performed of potential
emergency scenarios.

Analysis should show that four basic emergency response functions should always be
performed, independent of the emergency conditions, category, and class.

Emergency Management - actions taken to provide, maintain, control, and
coordinate responding resources.

Facility Operations - actions taken or directed by on-shift personnel to prevent
escalation of the event and stabilization and restoration of the facility to safe
shutdown or continued operation as appropriate.

Emergency Assessment - assessment by knowledgeable personnel of past,
present, and future physical and external conditions of the facility.

Protective Action Formulation - actions and recommendations formulated and
implemented to protect the health and safety of the workers and the public.

At the on-set of an emergency, all these functions may be the responsibility of one
individual, such as a building manager or on-shift supervisor. As required members of an
ERO respond, the responsibility for the function may shift to other individuals because the
magnitude of responsibility becomes too great. In general, the ERO component formed to
manage response actions during emergencies involving DOE facilities or requiring DOE
assistance is the EMT. At each response tier (facility, Field, and HQ), the EMT provides
for overall management, direction, and control of the emergency response and normally
operates from a command center or Emergency Operations Center (EOC).

The terms "emergency response organization" and "emergency management team" are not
synonymous. All personnel who may be needed to perform duties, beyond those specified
by 29 CFR 1910.120 for the first responder awareness level, during a response to any of
the broad range of emergencies defined in the Hazards Survey or Hazards Assessment are
members of the ERO. The management cadre of the ERO directly responsible for basic
functions is the EMT. Analysis of potential facility events mentioned above (the
emergency scenarios) should lead planners to determine how many, and of what
qualifications, the augmenting ERO staff should be.

The following support functions should be considered during analysis to ensure the basic
functions above may be accomplished. The extent to which the following support
functions are implemented is dependent upon the nature and severity of emergencies
possible at a facility. Some support functions may not be required at all, while some may
be required dependent on the type or class of emergency. Although the functional
response needs and the results of the Hazards Survey and Hazards Assessment should be
the predominant factors affecting the ERO structure, the availability and location of
existing emergency response facilities may affect the allocation of ERO personnel. The
emergency plan should address the scope and responsibility of the support functions and
the equipment and facilities required for performance of the function. Implementing
procedures should assign personnel to the function and provide checklists and directives
on performance of those duties.

Operations Support - operational support in the form of coordinated manpower
and equipment for performance of damage control or assessment,
maintenance/repair, or implementation of corrective actions should be considered
for some events.

Technical Support - personnel available to advise emergency and operations
management on the facility's present status and to forecast future conditions.
Technical personnel should advise management on actions to bring the facility to
stable conditions or safe shutdown.

Notifications - notification methods should be established to support emergency
management. Equipment, personnel, and procedures should be made available to
ensure the facility fulfills all responsibilities of notifying workers, response
organizations, and other agencies. Personnel and organizations should be properly
activated and notified of changes in emergency conditions.

Consequence Assessment - this support function should assist emergency
assessment and protective actions personnel in estimating and measuring onsite
and offsite consequences. This function may include direction of environmental
sampling and analysis teams, meteorological data monitors, etc.

Communications - communications support should be provided to all functions to
maintain control of the emergency organization and provide effective
communications among key ERO members. Communications support may be
required to maintain continuous communications with some elements of the ERO.

Health and Safety Support - radiological and industrial (chemical) safety support
may be required for exposure and dose control or airborne contaminant
assessments.

Administration and Logistics, Data Distribution, Documentation - emergency
management should be provided any unforeseen additional resources required to
mitigate the emergency. Facility data and status must be promptly distributed to
all functional groups to permit overall management of the response effort.
Documentation of key events, including actions taken, decisions made, etc.,
necessary to completely re-construct the event, should be maintained.

Public and Media Information - public and media information support should be
available to perform such tasks as interfacing with the media; updating the public,
including facility personnel not involved with the response; providing rumor
control, etc.

Medical - provide necessary immediate and ongoing medical care to casualties of
an event. Medical advice should be provided to emergency management when
there is a potential for significant injuries from an event

Security - security support may be required to interface on several different issues
such as control of an emergency area, direction of evacuation efforts, control of
classified material, etc.

The above listing is by no means all inclusive nor is it intended to be. What is intended is
that the user should perform a needs analysis of functions to be performed in implementing
an effective emergency response, prompted by the results of the Hazards Survey and
Hazards Assessment, ending up with a list such as above. Some facility/site ERO
functions may be performed by organizations and personnel who are not part of the
normal site operations, but are nevertheless a part of the ERO. It may be more cost
effective to rely on offsite providers of specialized services, such as medical support or
bomb disposal, than to develop those capabilities onsite. These capabilities should be
clearly defined in standing mutual aid agreements or Memoranda of Agreement (MOA).

Once functional areas have been determined, individual tasks within the functional area
should be identified. Many functions above have direct counterparts in offsite
organizations - one "task" is the interface at the working level, not listed above. An
example is the liaison necessary between the consequence assessment team and a State's
Department of Hygiene for events with offsite consequences. Several example tasks were
mentioned above in the Public and Media function. Other examples of tasks to be
considered include:

Function: Emergency Management must provide responding resources. Task -
Determine the type and severity of the emergency, i.e., category and class of the
event, to ensure the appropriate response.

Function: Emergency Management must coordinate responding resources. Task -
Coordinate response activities through the Incident Commander at the scene.

Several functional areas may have many tasks embedded, such as consequence assessment.
For a high hazard facility, a careful study of the applicable guidance documents and
Hazards Assessment will be required to identify all tasks. When task identification and
assignment to a functional group has been completed, tasks should be tagged as on-going
or intermittent to permit an estimate of time-to-perform requirements. Once time
estimates are made, the process of determining staff positions and numbers may proceed.
That completed, assignment of staff members may proceed by alignment of the normal
operating organization to the ERO. Personnel from the normal operating organization
whose day to day duties most closely align with required emergency functions and tasks
should be assigned to the equivalent ERO position to minimize training and qualification
requirements and maximize organizational effectiveness.

The needs analysis concept described above is also applicable to determining whereelements of the ERO are located, and what equipment is required to support staff efforts.
Utilization of the site Hazards Survey and assessments for deriving required facilities and
equipment is presented in Volume IV, Chapter 5, as well as chapters devoted to specific
response functions such as consequence assessment.

1.2.2 Other ERO Attributes

One position in the facility/site ERO (e.g., the "Emergency Manager" or similar title)
should have absolute, unilateral authority and responsibility to implement the facility/site
emergency plan and exercise overall emergency management responsibility at all times
during response to an Operational Emergency. Full authority and responsibility mean this
individual should either initially perform, or oversee, the following minimum functions:
detect, categorize and classify emergency conditions; carry out initial notifications;
implement protective actions onsite; issue predetermined offsite protective action
recommendations; and initiate response by appropriate onsite emergency resources (such
as fire, medical, security and hazardous materials personnel). The position may be
transferred to more senior officials as the ERO is activated.

A person trained and qualified to fill the emergency manager position should be onsite at
all times. For facilities where there is no operating shift outside of the normal work day,
there should be either an individual qualified to fill the emergency manager position on the
"backshift" or arrangements should be established to fill the position with a qualified
person from an adjacent facility, the site organization, or with an incident commander
from an organization such as the fire department. When an individual from outside the
facility is used as the emergency manager, a qualified person from the facility staff should
be on-call to assume the emergency manager position as soon as possible.

The normal operating organization should transition to an ERO at the time an Operational
Emergency is declared. The defined authorities, responsibilities, tasks, and lines of
communication of the ERO should supersede those of the normal operating organization
for the duration of the emergency. The ERO should incorporate the capabilities of the
normal operating organization, augmenting them as needed to meet the functional
requirements specified in the Order, normally within an hour. Once activated, the facility/
site, Operations/Field Office, and HQ EROs should remain operational until a formal
decision is made to terminate the response or enter a recovery phase.

A one-for-one correspondence between ERO positions and emergency response functionsis not necessary. For example, small, low-hazard facilities might have one position serve
several functions, whereas other facilities might need several persons to adequately carry
out a single function (such as a high hazard facility consequence assessment function for
several different potential emergency scenarios).

Control of operations, monitoring, and repair teams should be clearly assigned within the
facility/site ERO. Control of these teams includes: collecting and disseminating accurate
data, setting priorities, assigning work to functional groups, and keeping key emergency
response staff abreast of emergency response status.

The structure of the facility/site ERO should take into account the locations of emergency
facilities and how location may influence the effectiveness of emergency response
functions. For example, damage control and repair teams are best dispatched from an area
close to maintenance shops, tool cribs, and where supplies of personnel protection
equipment are stored. Additional information is presented in Volume IV, Chapter 5.

The structure, authorities, and responsibilities of each of the three basic ERO tiers (i.e.,
facility/site, Operations/Field Office, HQ) should be documented in their respective
emergency plans and procedures.

Provisions should exist for interface between other agency response personnel and the
facility/site and Operations/Field Office EROs, with clearly defined points of contact.
Interfaces that require coordination, liaison exchange, or integration and will influence the
structure of the ERO during any emergency, may include but are not limited to:

Tenant and visiting national laboratories (for special projects);

Potential Department of Defense, Defense Special Weapons Agency, Department
of State, Environmental Protection Agency, Federal Emergency Management
Agency (FEMA), and Federal Bureau of Investigation presence;

Offsite organizations including local law enforcement; fire, medical, American Red
Cross, local, state, tribal, and regional Federal agencies; and joint public
information groups;

Radiological Emergency Response Assets, such as the Federal Radiological
Monitoring and Assessment Center (FRMAC), Aerial Measurement System
(AMS), Atmospheric Release Advisory Capability (ARAC), Radiological
Emergency Assistance Center/Training Site (REAC/TS), Radiological Assistance
Program (RAP), Accident Response Group (ARG), and Nuclear Emergency
Search Team (NEST) [see Volume VIII]; and,

FEMA Disaster Field Office (DFO) and other organizations under the Federal
Response Plan (FRP), the Federal Radiological Emergency Response Plan
(FRERP) or the National Oil and Hazardous Substance Pollution Contingency
Plan (NCP).

These interfaces should be preplanned and described in the emergency plan. Additional
information concerning the interface with offsite emergency response organizations is
provided in Volume III, Chapter 2.

1.2.3 Staffing Positions

For most facilities/sites, staff for key positions within the ERO should come from the
contractor that operates the facility. If normal site operations are managed by a site prime
Management and Operations (M&O) contractor, then that contractor should have the lead
positions in the ERO. The ERO may consist of personnel from several different
contractors or subcontractors that provide specific services or expertise to the site (such
as fire protection or security).

Duties and responsibilities should be developed for each position on the ERO staff and
implemented by Emergency Plan Implementing Procedures (EPIPs). The minimum
qualifications for each position should be defined. See Volume V, Chapter 4, for further
discussion of qualification and training standards.

Qualified personnel should be available at all times to perform each of the emergency
response functions. Primary and backup personnel may be assigned (by name, title, or
position in the normal operating organization) to each position in the ERO to enhance
planning. Availability of staff to perform these ERO functions may be achieved by having
three or four persons qualified to fill each position, with one or two of them being on call
at all times. For some operations or processes, offsite personnel may also staff ERO
positions.

The lines of succession for key emergency response positions should be established and
documented. For example, the position in the normal operating organization authorized to
assume Emergency Manager duties (normally the senior on-shift position at a facility) and
the non-shift management positions in the corporate structure which may assume the
Emergency Manager position, should be specified. Basic qualifications of senior on-shift
personnel should include those for Emergency Manager, while non-shift management
personnel in the line of succession will require individual (by name) qualification for the
Emergency Manager position. This approach should be applied to other key ERO
positions. If an individual is unavailable to assume the duties of the key position, a
qualified alternate should be readily available for that position.

1.2.4 Staff Augmentation

Emergency plans and procedures should provide for ERO staff augmentation. Procedures
should include specific methods and information (e.g., rosters of qualified ERO personnel,
telephone numbers, paging procedures) necessary for timely recall of response personnel.
The following items should be considered during development and review of the ERO
activation procedures:

(1) Rapid recall of alternates if primary (on-call) responders cannot be contacted.

(2) Recall procedures should be easily implemented by on-shift personnel and not
adversely affected by an event occurring during normal working hours, off-hours,
or holidays.

(3) Effects of seasonal weather, concurrent emergencies at more than one facility on a
site, and local equipment/phone exchange limitations.

(4) Authentication of responder notification, such as use of code words, call-backs, or
restricted access communication networks.

(5) Periodic review of rosters to verify individual qualifications for specified positions,
current qualification dates, required numbers of primary and alternate personnel for
all positions, correct work and home phone numbers, pager numbers, addresses,
commute time from home to assigned response facility, and other contact
information.

(6) Response time objectives for primary and alternate responders and the minimum
staffing levels necessary to achieve different levels of emergency response
capability.

(7) Round-the-clock staffing of the ERO for long-duration emergencies.

(8) Site and facility access by responders during augmentation of the ERO and the
potential for interference between non-essential personnel being evacuated and the
augmentation staff being recalled.

Procedures and checklists should be developed to provide for orderly assumption and
transfer of emergency management and coordination functions during the time when
augmentation staff are assuming their ERO duties at the facility/site, Operations/Field
Office, and DOE HQ levels.

1.3 Offsite DOE Response Elements

Operations/Field Office. The cognizant Operations/Field Office generally operates in an
oversight and assistance role for facilities/sites within its purview. On-scene emergency
direction, control, and decision-making are typically the responsibility of the facility
operator, rather than the Operations/Field Office. When notified of an emergency, the
Operations/Field Office begins monitoring the mitigation actions of the facility/site and
coordinates the augmentation of local capabilities when necessary. The Operations/Field
Office also notifies and coordinates with regional Federal agencies and DOE
Headquarters. The extent of activation of the Operations/Field Office ERO using the
graded approach may vary depending on the emergency class. An Operations/Field Office
that takes a strong, active role in daily operations of a facility/site may choose to lead the
facility/site ERO. However, the Operations/Field Office should consider contractual
arrangements and the liability requirements imposed by contract and Federal regulations
before deciding to lead the facility/site ERO.

Headquarters. The HQ EMT consists of two elements: the Executive Team and the
Technical Operations Cadre (TOC). The Executive Team is composed of senior managers
at the Assistant Secretary/Office Director level. It is chaired by the Under Secretary. The
TOC is composed of personnel from the cognizant Program Office, as well as specialized
HQ Offices such as CP, and EH.

The HQ EMT is intended to provide direction on a Departmental level. The Executive
Team provides strategic direction to the response and evaluates the broad impacts of the
emergency on the DOE complex. Concurrently, the TOC provides oversight of, and
coordinates national level assistance to, the Operations/Field Office and facility/site while
providing information to the White House, Federal agencies, Congress, and the public.
The HQ EMT, through the DP-23 representative, coordinates the activation and
deployment of DOE's Radiological Emergency Response Assets, such as the FRMAC,
AMS, ARAC, REAC/TS, RAP, ARG, NEST. Programmatic responsibility for these
assets is assigned to the Assistant Secretary for Defense Programs (DP-1). Requests for
such assets are made through the Operations/Field Office to the HQ EMT. The HQ EMT
coordinates with other Federal agencies such as FEMA for activation and deployment.
DOE radiological emergency response assets may be deployed without the HQ EMT
being activated.

The Director of Emergency Management (DEM) and the Cognizant Secretarial Officer's
(CSO) representative are notified of any emergency declared at facilities or sites. The
DEM and CSO representative coordinate and recommend activation of the HQ EMT to
the Emergency Manager (Director, Office of Nonproliferation and National Security,
NN-1). The Under Secretary, based on the Emergency Manager's recommendation,
activates the HQ EMT. If the HQ EMT is activated, information regarding the situation is
gathered by the DEM and the Program Office initial response staff. Once the full HQ
EMT arrives at the HQ EOC, which could take between one and two hours, the DEM
provides a status briefing on the emergency and passes emergency management
responsibility to the EMT. The HQ EMT then continues to oversee the actions of both
the Operations/Field Office and the facility/site EROs, inform the other Federal agency
headquarters about the status of the emergency and response, and coordinate national-
level public information activities with the White House, Congress, and the news media.

1.4 Incident Command

An Incident Commander (IC) should be designated to control all response activity at the
event scene. The IC typically coordinates the activities of multiple response elements on
the scene (fire, rescue, medical, spill containment, etc.) and makes on-the-spot decisions.
The IC may use the Incident Command System (ICS) to handle response operations. The
ICS is designed to deal with command, control, and coordination issues in advance.
Some of these issues are: command on-scene, transfer of command, authority to call for
offsite aid, authority to declare the situation under control, integration of field response
functions, and assignment of response activities. The site/facility ICS should be as
compatible and integrated with offsite agency ICS systems as feasible. This is important
to the inter-relationship of the site ERO and offsite agencies.

The basic attributes of an ICS are:

Common Terminology
Consolidated Action Plans for Onsite and Offsite
Modular Organization
Manageable Span-of-Control
Integrated Communications
Pre-designated Control and Support Facilities
Incident Commander
Unified Command Structure
Comprehensive Resources Management

When both the EMT and ICS are used, close cooperation and coordination between the
site/facility EMT and the ICS is required, along with pre-arranged division of
responsibility and authority. This division should be specified in the emergency plan and
associated implementing procedures. The emergency plan and implementing procedures
should clearly state whether the IC or EMT is able to invoke any or all mutual aid
agreements with state, tribal, and local emergency response agencies or the conditions for
shifting such responsibilities. An IC may lead the EMT until an on-call senior manager is
available to assume that role. If an IC is employed in the site ERO, the EMT in the EOC
should focus on broader issues such as: offsite notifications, communications with offsite
entities, and marshaling response assets (e.g., personnel and equipment.) Additional
guidance concerning the role and competencies of the Incident Commander can be found
in 29 CFR 1910.120. A discussion of the Incident Command System can be found in
Incident Command System and NFPA 1561. The concept of Unified Command as
outlined in the National Oil and Hazardous Substances Pollution Contingency Plan is
explained in Unified Command/Incident Command System Technical Assistance
Document. FEMA's Emergency Management Institute conducts training courses on ICS
and ICS/EOC interfaces.

1.5 Senior Energy Official
[Not included in this version]

1.6 Bibliography

DOE O 151.1. Chg. 2 Comprehensive Emergency Management System. 7-21-96.
DOE O 232.1A, Occurrence Reporting and Processing of Operations Information. 7-21-
97.
DOE M 232.1-1A, Occurrence Reporting and Processing of Operations Information.
7-21-97.
DOE O 420.1. Facility Safety. October 13, 1995.
DOE O 440.1 Chg 2. Worker Protection Management for DOE Federal and Contractor
Employees. 10-21-96.
DOE-HDBK-1062-96. Fire Protection Handbook.
Title 29 CFR 1910.120. Hazardous Waste Operations and Emergency Response.
Title 40 CFR 300. National Oil and Hazardous Substances Pollution Contingency Plan.
Title 61 FR 28583. Federal Radiological Emergency Response Plan. May 8, 1996.
National Response Team. Unified Command/Incident Command System Technical
Assistance Document. 1996.
Incident Command System., Fire Protection Publications, Oklahoma State University,
Stillwater, OK. 1983.
NFPA 1561. Fire Department Incident Management System. 1995.

Acronyms

AMS Aerial Measuring System
ARAC Atmospheric Release Advisory Capability
ARG Accident Response Group
CSO Cognizant Secretarial Officer
DEM Director of Emergency Management
DFO Disaster Field Office
DOE Department of Energy
EMT Emergency Management Team
EOC Emergency Operations Center
EPIP Emergency Plan Implementing Procedures
ERO Emergency Response Organization
FEMA Federal Emergency Management Agency
FRERP Federal Radiological Emergency Response Plan
FRMAC Federal Radiological Monitoring and Assessment Center
FRP Federal Response Plan
HQ Headquarters
IC Incident Commander
ICS Incident Command System
M&O Management & Operations
MOA Memorandum of Understanding
NCP National Oil and Hazardous Substance Pollution Contingency Plan
NEST Nuclear Emergency Search Team
RAP Radiological Assistance Program
REAC/TS Radiological Emergency Assistance Center/Training Site
TOC Technical Operations Cadre
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