A CENTER FOR PREPAREDNESS EXCELLENCE
STATE OF MARYLAND
RESPONSE OPERATIONS PLAN
(SROP)
March 2015
A CENTER FOR PREPAREDNESS EXCELLENCE
A CENTER FOR PREPAREDNESS EXCELLENCE
THIS PAGE INTENTIONALLY LEFT BLANK
A CENTER FOR PREPAREDNESS EXCELLENCE
Signature Page
The State of Maryland is committed to a consistent and inclusive approach to ensuring all stakeholders
have the tools they need to save lives, protect public health and safety, and protect property and the
environment.
_________________________________________________
Kate Hession
Director, Operations Support Directorate (Acting)
Maryland Emergency Management Agency
___________________________________________
Brendan McCluskey
Director, Preparedness Directorate
Maryland Emergency Management Agency
A CENTER FOR PREPAREDNESS EXCELLENCE
THIS PAGE INTENTIONALLY LEFT BLANK
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE i
Table of Contents
Signature Page ............................................................................................................................... - 3 -
Table of Contents ................................................................................................................................ i
Table of Figures .................................................................................................................................. ii
List of Tables ..................................................................................................................................... iii
Record of Interim Changes ................................................................................................................vi
Acronyms and Definitions ................................................................................................................ viii
Response Mission Statement ............................................................................................................ 1
I. Purpose .................................................................................................................................. 1
II. Scope ...................................................................................................................................... 1
III. Goals ...................................................................................................................................... 2
IV. Response Planning Facts and Assumptions ........................................................................... 3
V. Response Doctrine ................................................................................................................. 5
VI. Plan Organization ................................................................................................................... 7
VII. Capabilities for Response ..................................................................................................... 10
VIII. Concept of Coordination ...................................................................................................... 22
IX. Concept of Operations ......................................................................................................... 25
X. Maryland Joint Operations Center (MJOC) .......................................................................... 30
XI. State Emergency Operations Center (SEOC) ....................................................................... 32
XII. Senior Policy Group .............................................................................................................. 34
XIII. State Emergency Operations Center Command .................................................................. 36
XIV. Finance/Admin Section ........................................................................................................ 45
XV. State Emergency Operations Center Logistics Section ........................................................ 50
XVI. Planning/Intelligence Section .............................................................................................. 52
XVII. Operations Section ............................................................................................................... 63
XVIII. SEOC Relationship To Other Intra-State Operations Centers .............................................. 75
XIX. National Capital Regional Coordination .............................................................................. 77
XX. Alternate Response Architectures and Applications ........................................................... 79
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE ii
XXI. Demobilization and Recovery Operations ........................................................................... 80
XXII. Declarations ......................................................................................................................... 83
XXIII. Federal Assistance................................................................................................................ 90
XXIV. Mutual Assistance Compacts ............................................................................................... 94
XXV. Planning Process and Plan Maintenance ........................................................................... 100
Table of Figures
Figure 1 - The Maryland Emergency Preparedness Program Plan Hierarchy .................................... 7
Figure 2 - SROP Components ............................................................................................................. 7
Figure 3 - Mission Area Interdependence ......................................................................................... 8
Figure 4 - Response Mission Area Capabilities ................................................................................ 10
Figure 5 - Coordination Structure .................................................................................................... 22
Figure 6 - Duty Officer Process ........................................................................................................ 27
Figure 7 - MJOC Organization .......................................................................................................... 31
Figure 8 - State Emergency Operations Center Organizational Chart ............................................. 33
Figure 9 – SEOC Advance Team Formal Relationships .................................................................... 34
Figure 10 - SPG and JOG SEOC Structure ......................................................................................... 35
Figure 11 - Command Section Organization .................................................................................... 36
Figure 12 - SEOC Commander "C".................................................................................................... 39
Figure 13 - JIC Organization ............................................................................................................. 41
Figure 14 - Joint Information "I" ...................................................................................................... 42
Figure 15 – Public Information Officer (PIO) “P ............................................................................... 44
Figure 16 - Finance/Admin Section Organization ............................................................................ 45
Figure 17 - Finance/Admin "F" Process ........................................................................................... 48
Figure 18 - SEOC Logistics Organization........................................................................................... 50
Figure 19 - Planning Section Organization ....................................................................................... 52
Figure 20 - Information Management Process ................................................................................ 54
Figure 21 - SEOC Planning Process “P” ............................................................................................ 59
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE iii
Figure 22 - SEOC Operations Section ............................................................................................... 63
Figure 23 - Mission Request Process ............................................................................................... 65
Figure 24 - SEOC Coordinating Structures ....................................................................................... 66
Figure 25 - State Support to Local Emergency Operations Centers ................................................ 73
Figure 26 - Maryland Emergency Management Regions................................................................. 74
Figure 27 - Recovery Continuum: Description of Activities by Phase .............................................. 81
Figure 28 - Mutual Assistance .......................................................................................................... 84
Figure 29 - Damage Assessment Process ......................................................................................... 88
Figure 30 - Federal Support Coordination ....................................................................................... 92
Figure 31 – Pre – Event Preparations .............................................................................................. 95
Figure 32 – Activation Process ......................................................................................................... 95
Figure 33 – Request and Offer Process ............................................................................................ 96
Figure 34 – Response Process .......................................................................................................... 96
Figure 35 – Reimbursement Process ............................................................................................... 97
Figure 36 – MEMAC Process (Simplified) ......................................................................................... 99
List of Tables
Table 1 - Response Mission Area Capability Overview .................................................................... 11
Table 2 – Maryland Response Capabilities and Emergency Support Function Primary Agency(ies)
.......................................................................................................................................................... 24
Table 3 - Response Operational Status Levels ................................................................................. 26
Table 4 - Situational Awareness Tools ............................................................................................. 60
Table 5 - Maryland’s Emergency Support Functions ....................................................................... 69
Table 6 - MAC versus UAC ................................................................................................................ 79
Table 7 - State Critical Information Reporting Requirements (SCIRR) .......................................... 104
Table 8 - Maryland Agencies and Departments ............................................................................ 111
Table 9 Other Supporting Organizations, Agencies, and Departments ........................................ 112
Table 10 - Response Capability to Emergency Response Crosswalk ............................................. 113
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE iv
Table 11 - IRR Chart........................................................................................................................ 121
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE v
THIS PAGE INTENTIONALLY LEFT BLANK
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE vi
Record of Interim Changes
REV #
DATE
NAME OF
RECORDER
SECTION(S)
CHANGED
DISTRIBUTION
(Full/Ltd/No)
1
February 19 2014
Jordan Nelms
Acronym and Definitions; IV, V,
VI, VII, XIII, XIX, XXIV, Appendix
A
Full
2
July 2 2014
Nicole Lanigan
Acronyms and Definitions;
Table of Contents, List of
Figures, List of Tables, Tables 1,
4, 7; Figures 6,8,10,16; X,
XV,XVII, XIX, XXIII, XXIV,
Appendix D
Full
3
February 13 2015
Nicole Lanigan
Acronyms and Definitions;
Table of Contents; List of
Tables: Table 1, Table 2, Table
8, Table 9, Table 10, Table 5;
List of Figures: Figures 7-11, 15-
17, 21,22,25,31-36; XI, XXIV
Full
4
March 3, 2015
Elizabeth Webster
Updated Table 8 to highlight
the Primary Agencies
Full
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE vii
THIS PAGE INTENTIONALLY LEFT BLANK
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE viii
Acronyms and Definitions
The following acronyms and definitions reflect only those acronyms or terms used in this document.
-
After Action Report
-
Adventist Community Services
-
Administration
-
Advance Operations Plan
-
Accountable Property Officer
-
American Red Cross
-
Baltimore City Fire Department
-
Business Operations Center
-
Base Support Installation
-
Chief Administrative Officer
-
Common Alerting Protocol
-
Capital Wireless Information Net
-
Coordinated Highway Action Response Team (part of the State Highway Administration)
-
Commercial Mobile Alert System
-
Consumable Medical Supplies
-
Communities of Interest
-
Common Operating Picture
-
Chief of Staff
-
Department of Business and Economic Development (Maryland)
-
Deputy Chief of Staff
-
Department of General Services (Maryland)
-
Department of Health and Mental Hygiene (Maryland)
-
Department of Human Resources (Maryland)
-
Department of Homeland Security (Federal)
-
Department of Licensing, Labor, and Regulation (Maryland)
-
Durable Medical Equipment
-
Department of Natural Resources (Maryland)
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE ix
-
Duty Officer
-
Department of Defense (Federal)
-
Department of Information Technology (Maryland)
-
Disaster Supplemental Nutrition Assistance Program
-
Emergency Alert System
-
Emergency Department
-
Essential Elements of Information
-
Emergency Management Assistance Compact
-
Emergency Management Assistance Program
-
Emergency Management Communications Network
-
Emergency Medicine Resource Center
-
Emergency Medical Services
-
Emergency Operations Center
-
Explosive Ordinance
-
EMAC Operating System
-
Environmental Protection Agency (Federal)
-
Emergency Support Function
-
Emergency Support Function Leadership Group
-
Executive Brief
-
Federal Bureau of Investigation
-
Federal Coordinating Officer
-
Federal Emergency Management Agency
-
Force Protection Condition
-
Federal Staging Area
-
Geospatial Information System
-
Governor's Office of Community Initiatives (Maryland)
-
Governor’s Office of Homeland Security (Maryland)
-
GIS Support Request
-
Health Care
-
Hurricane Evacuation Studies
-
Hazard Identification Risk Assessment
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE x
-
Homeland Security
-
Homeland Security Advisor
-
Homeland Security and Emergency Management Agency (District of Columbia)
-
Homeland Security Information Network
-
Homeland Security Presidential Directive
-
Individual Assistance
-
Incident Action Plan
-
Incident Commander
-
Information Collection Plan
-
Incident Command System
-
Initial Damage Assessment
-
Improvised Explosive Device
-
Intergovernmental Affairs
-
Incident Management Assistance Team
-
Information Management Process
-
Intelligence
-
Initial Operating Facility
-
Internet Protocol
-
Improvement Plan
-
Integrated Public Alert and Warning System
-
Initial Response Resource (formerly "Push Packages")
-
Incident Support Base
-
Incident Support Team
-
Information Technology
-
Joint Field Office
-
Joint Information Center
-
Joint Information System
-
Joint Operations Center
-
Joint Operations Group
-
Law Enforcement Sensitive
-
Logistical Staging Area
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE xi
-
MEMA Authorized Acronym Table
-
Multi-Agency Coordination
-
Multi-Agency Coordination Center
-
Maritime Security (United States Coast Guard)
-
Maryland Coordination & Analysis Center
-
Mobile Communications Office Vehicle
-
Maryland Department of Agriculture
-
Maryland Department of the Environment
-
Maryland Department of Disabilities
-
Maryland Department of Transportation
-
Maryland Department of Planning
-
Maryland Energy Administration
-
Maryland Emergency Management Agency
-
Maryland Emergency Management Assistance Compact
-
Maryland Emergency Preparedness Program
-
Maryland Environmental Response System
-
Maryland Fire Chiefs Association
-
Maryland Higher Education Commission
-
Maryland Institute of Emergency Medical Services Systems
-
Maryland Joint Operations Center
-
Maryland Military Department
-
Memorandum of Understanding
-
Maryland State Department of Education
-
Maryland State Fireman’s Association
-
Maryland State Police
-
Metropolitan Washington Council of Governments
-
National Warning and Alert System
-
National Capital Region
-
National Coordinating State
-
National Emergency Management Association
-
National Guard Logistical Staging Base
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE xii
-
National Incident Management System
-
Network Operations Center (Maryland DoIT)
-
National Preparedness Goal
-
National Public Safety Planning Advisory Committee
-
National Response Framework
-
Natural Resource Police (Maryland)
-
National Weather Service
-
Office of the Chief Medical Examiner
-
Office of the State Fire Marshall (Maryland)
-
Public Assistance
-
Preliminary Damage Assessment
-
Public Information Officer
-
Point of Distribution
-
Point of Presence
-
Presidential Policy Directive
-
Protective Security Advisor (DHS)
-
Maryland Public Service Commission
-
Physical Security Information Management
-
Regional Emergency Coordination Plan
-
Regional Emergency Support Functions
-
Request for Information
-
Regional Incident Communication and Coordination System
-
Region Liaison Officer
-
Regional Response Coordination Center (Federal)
-
Resource Request Form
-
Roam Secure Alert Network
-
Recovery Transition Plan
-
Search and Rescue
-
U.S. Small Business Administration (Federal)
-
State Critical Information Reporting Requirements (Maryland)
-
State Coordination Officer
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE xiii
-
State Disaster Recovery Coordinator
-
State Disaster Recovery Operations Plan
-
State Emergency Operations Center
-
State Highway Administration (Maryland)
-
Secret Internet Protocol Router Network
-
Subject Matter Experts
-
Situation Report
-
SHA Statewide Operations Center
-
Standard Operating Procedure
-
Senior Policy Group
-
State Response Operations Plan
-
State Staging Area
-
State Support Plan
-
System Communication
-
The Adjutant General, Maryland National Guard
-
Threat Hazard Identification Risk Assessment
-
Unified Area Command
-
Unified Command
-
Unites States Army Corps of Engineers
-
Urban Search and Rescue
-
United States Coast Guard
-
Virtual Private Network
-
Voluntary Organizations Active in Disaster
-
Washington Area Warning and Alert System
-
Weapons of Mass Destruction
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 1
Response Mission Statement
Ensure the ability of the State of Maryland to coordinate emergency operations in response to incidents of
varying size and scope by engaging all necessary state, local, federal, private sector, and voluntary, faith-
based, and nongovernmental agencies in order to address the needs of Maryland residents, visitors, and
communities.
I. Purpose
The Maryland State Response Operations Plan (SROP) describes the roles and responsibilities of entities
within Maryland during incident response operations. Response operations focus on ensuring that the
State is able to effectively respond to any threat or hazard, including those with cascading effects, in order
to save and sustain lives, protect property and the environment, stabilize the incident, rapidly meet basic
human needs, and restore essential community services and functionality.
II. Scope
The SROP is the Response Mission Area Operations Plan within the Maryland Emergency Preparedness
Program (MEPP). The SROP outlines processes that are to be followed for State-level incident responses
to all hazards. The identified actions and activities in this Plan are based on existing State agency statutory
authorities.
While providing a structure of procedures and guidelines, at no time is the SROP intended to inhibit the
use of experience and common sense by Maryland Emergency Management Agency leadership and
staff, State of Maryland departments/agencies representatives, or organizations and businesses when
determining the actions and resources needed to protect and serve the citizens and visitors of the State
of Maryland. The details described in this Plan may or may not apply to specific situations. State
employees must use their discretion in each situation to determine the best course of action. Procedures
listed in this Plan serve as guidance but are not intended to replace the best judgment of those who are
directly handling a specific incident response.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 2
III. Goals
The objectives to be met through the execution of the SROP are as follows:
A. Maintain 24/7 situational awareness across the State of Maryland, the
nation, and around the world.
The National Response Framework
1
(NRF) defines situational awareness as “the ability to identify, process,
and comprehend the critical information about an incident—knowing what is going on around you—
[requiring] continuous monitoring of relevant sources of information regarding actual incidents and
developing hazards.” Maintaining awareness of an incident provides the basis for decision-making and
resource management. A state that can develop situational awareness has the capability to effectively
coordinate the support of its agencies/departments to resolve an incident.
B. Coordinate the activities of State, local, federal agencies, non-profit
organizations, and private-sector partners in support of incident
response.
The SROP applies to all State departments/agencies, private, and non-profit organizations tasked to
provide resources and execute mission assignments during response operations. It describes the actions
of the State to provide assistance to one or more affected counties or municipalities, and, under
catastrophic circumstances, to other state governments.
C. Facilitate the transition from incident response to disaster recovery.
This Plan identifies short-term recovery/stabilization activities, including requesting federal declarations
for recovery assistance. Short-term recovery/stabilization assistance includes the coordination of all
federal and State efforts to restore the public and private sectors to pre-incident function and to support
the transition of impacted communities towards long-term recovery efforts, as needed.
1
Federal Emergency Management Agency, National Response Framework (May 2013), available at
http://www.fema.gov/national-response-framework.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 3
IV. Response Planning Facts and Assumptions
The State of Maryland has developed this Plan to address the risks identified in the State’s annual Threat
and Hazard Identification and Risk Assessment (THIRA), and Hazard Identification and Risk Assessment
(HIRA), which is conducted every five (5) years. Both assessments are developed through statewide
coordination and input from all of Maryland’s 23 counties and the cities of Baltimore, Annapolis, and
Ocean City. This Plan takes into account all threats and hazards to provide a standard framework for
response at the State level to most incidents.
Incidents will occur in the State with or without warning, under a myriad of circumstances.
Hurricanes or other slow-onset weather related hazards will include sufficient warning time to
address issues and execute protective action guidance;
Local jurisdictions have the capability to perform response operations for most disasters and
initial response operations, working with county emergency management agencies;
A catastrophic incident may render emergency management and other critical governmental
organizations in the affected counties and municipalities inoperable or unable to communicate.
Local and regional economic and logistics infrastructure will have been significantly disrupted,
destroyed, or over-extended as a result of a catastrophic incident. Transportation to impacted
areas may be disrupted due to damaged roads, bridges, rail, and airports;
Demand will exceed supply in a catastrophic incident. There will be shortages of response teams,
first responders, equipment, and supplies. A viable resource allocation and adjudication system
must be immediately into place to get the maximum benefit of critical resources;
Residents and municipal governments should not expect State or federal assistance within the
first 72 hours after a catastrophic disaster occurs;
State departments/agencies need to respond on short notice to provide effective and timely
assistance. Therefore, this Plan provides pre-assigned tasks for State departments/agencies to
expedite response operations to support county and municipal efforts;
Private and non-profit organizations within the State of Maryland are an essential part of response
operations, and the State will take action to support the resumption of private and non-profit
services;
At his/her discretion, the Governor will declare a State of Emergency with or without county or
municipal requests;
During a declared State of Emergency, the full authorities and resources of the State will be made
available to aid county and municipal governments when response operations exceed local
capabilities;
Federal assistance will be requested by the State when the State’s capabilities to respond to an
incident are insufficient or have been exhausted. The federal government provides assistance
following a Presidential Emergency Declaration or Presidential Disaster Declaration for the State;
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 4
The Emergency Management Assistance Compact (EMAC) will be used to request assistance to
supplement and support response resources before federal programs are in place, or to fill the
gaps during a federal response;
Acts of terrorism will trigger an immediate federal response. The identification of a credible
threat or an act of terrorism will trigger the coordination of enhanced Prevention/Protection
activities, as identified in the State Prevention/Protection Operations Plan; and
The State of Maryland will integrate and encourage its local jurisdictions to integrate issues
related to meeting the needs of people with disabilities and others with access and functional
needs into all agency/departmental emergency plans.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 5
V. Response Doctrine
A. All Hazards Planning
An incident may occur in the State with or without warning, under a myriad of circumstances. Maryland,
while cognizant of its identified threats and hazards, conducts planning efforts in accordance with an all-
hazards philosophy.
B. National Doctrine
This Plan is consistent with Presidential Policy Directive 8 (PPD-8), Homeland Security Presidential
Directive 5 (HSPD-5), and the National Incident Management System (NIMS) – the primary components of
national incident response doctrine. This supports seamless coordination and integration of national
(federal and other states’) resources to supplement State and local resources during response operations.
Together, the National Preparedness Goal (NPG), National Response Framework, and NIMS present the
guiding principles that enable all partners to provide a unified national response to disasters of varying
size and scope.
Maryland is accredited under the Emergency Management Accreditation Program (EMAP), an
independent non-profit organization that fosters excellence and accountability in emergency
management and homeland security programs by establishing credible standards applied in a peer-review
accreditation.
C. All Disasters are Local
Local jurisdictions have the capability to perform response operations for most disasters. Initial response
operations begin with local jurisdictions working with county or city emergency management agencies.
Local jurisdictions use preexisting MOUs with neighboring jurisdictions for defined aid and assistance may
also use the Maryland Emergency Management Assistance Compact (MEMAC) to request resources from
any Maryland County.
Assistance from the State may be provided once local incident response resources are exhausted or
resources are needed that the jurisdiction does not possess. When an incident evolves into such
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 6
magnitude that resources and/or coordination requirements exceed local capabilities, local authorities
may request State incident response resources and assistance.
The State may need to request assistance from neighboring states through EMAC or the federal
government through the Federal Emergency Management Agency (FEMA) when State resources are
exhausted.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 7
VI. Plan Organization
The Maryland State Response Operations Plan, or SROP, describes the roles and responsibilities of State-
level entities to effectively deliver response capabilities statewide. The SROP is one of four all-hazards
mission area operations plans (Prevention/Protection, Mitigation, Response, and Recovery) within the
Maryland Emergency Preparedness Program.
Figure 1 - The Maryland Emergency Preparedness Program Plan Hierarchy
The MEPP is the State’s strategic plan for emergency preparedness. The MEPP is an all-hazards approach
to the delivery of specific capabilities for each of Maryland’s four mission areas (listed above) to address
the State’s risk. This document serves as the operations plan for the Response Mission Area, and is
maintained by the Emergency Support Function Leadership Group (ESFLG).
The SROP is supplemented by Response Capability Annexes that identify
capability targets, and the resources needed and available to achieve those
targets. The SROP and Response Capability Annexes describe common
management and coordination processes that apply to all hazards.
The detailed actions of individual departments/agencies to support their
assigned Emergency Support Functions (ESFs) are identified in ESF Standard
Maryland Emergency
Preparedness Program
State
Prevention/Protection
Operations Plan
State Response
Operations Plan
State Disaster Recovery
Operations Plan
State Mitigation
Operations Plan
State Training and
Exercise Plan
Maryland State Hazard
Mitigation Plan
Figure 2 - SROP
Components
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 8
Mitigation
Operating Guides and agency/department-specific plans that operate as supporting documents to the
appropriate Response Capability Annex (es).
Additional procedures for exceptionally complex or uncommon emergencies are addressed in contingency
plans within the MEPP. Contingency plans are intended to supplement the SROP and Response Capability
Annexes with details specific to the response operations necessary for the specific hazard or threat.
Contingency plans will span multiple mission areas.
A. Mission Area Interdependencies
The mission areas are divided between crisis management and consequence management, each with
distinct focuses and operational activities.
Crisis management (shown below in blue) is the process of preventing or reducing the risk of a
threat or hazard to the State, its citizens, or its infrastructure (Prevention/Protection).
Consequence management (shown below in red) is the process of addressing the impacts of a
threat or hazard to the State, its citizens, or its infrastructure and restoring the State's ability to
function, while taking steps to reduce future vulnerabilities (Response and Recovery).
Note: Mitigation is depicted in green as crosscutting both crisis and consequence management
because elements of the Mitigation Mission Area are included in both types of planning.
Figure 3 - Mission Area Interdependence
Capabilities included in the Prevention/Protection, Mitigation, and Recovery Mission Areas greatly impact
Response Mission Area operations. Many of the resources used daily to deliver the capabilities of the
Prevention/Protection
Response
Incident
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 9
other three mission areas are utilized to support response operations, including those related to law
enforcement (Prevention/Protection) and the private sector (Prevention/Protection and Recovery).
Capabilities within the Mitigation Mission Area reduce the impact and severity of an incident and generate
the risk-based planning assumptions that the MEPP is based upon. Recovery capabilities are the direct
evolution of an incident from stabilization to community restoration.
While this Plan pertains solely to those capabilities within the Response Mission Area, thoughtful
consideration is essential as to how capabilities are being delivered in the context of this Plan, and how
this may impact the delivery of capabilities needed for concurrent operations within other mission areas.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 10
VII. Capabilities for Response
The Response Mission Area capabilities are a list of the activities that generally must be accomplished
during response operations, regardless of which levels of government are involved. The Response Mission
Area includes fourteen (14) capabilities—ten that apply only to response, one that applies to both
response and recovery, and three that are common to all four mission areas. The figure below outlines
the capabilities for each of the four mission areas as defined by the Mission Area Operations Plans.
Figure 4 - Response Mission Area Capabilities
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 11
The Response Mission Area includes those capabilities necessary to save lives, protect property and the
environment, and meet basic human needs after an incident has occurred. It is focused on ensuring that
the State is able to effectively respond to any threat or hazard, including those with cascading effects, with
an emphasis on saving and sustaining lives and stabilizing the incident, as well as rapidly meeting basic
human needs, restoring basic services and community functionality, establishing a safe, secure, accessible
environment, and supporting the transition to recovery.
The table below provides a description of each response capability and the targets to effectively deliver
each capability.
Table 1 - Response Mission Area Capability Overview
Planning
Description
Conduct a systematic process engaging the whole community, as
appropriate, in the development of executable strategic, operational,
and/or community-based approaches to meet defined objectives.
Capability
Targets
Response Planning
1. At the direction of the Mission Area Lead, develop and execute
necessary crisis action plans within two operational periods,
using existing contingency plans, where applicable.
2. Develop as Initial Incident Brief within 1 hour of the MJOC
Notification of a no-notice incident.
3. Develop and evaluate the State Support Plan (SSP) for every
operational period.
4. Develop the SEOC Advanced Operations Plan within 36 hours
of activation of the SEOC for all events that are projected to
extend beyond 6 operational periods, and evaluate for every
subsequent operational period.
5. Conduct Preliminary Damage Assessments (including
evaluating the safety of critical infrastructure in the impact
area) within 72 hours of the incident, and submit a declaration
request, as directed by the SEOC Commander, for all of the
impacted counties.
6. Submit a request for a Presidential Disaster Declaration within
10 days of the completion of Preliminary Damage Assessments.
7. Develop and implement a Demobilization Plan at the direction
of the SEOC Commander within 1 operational period, and
evaluate for every subsequent operational period until the
SEOC returns to a Level 4 status.
8. Develop and implement a Recovery Transition Plan within 1
operational period of the transition of operational
coordination from response to recovery.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 12
Public Information and Warning
Description
Deliver coordinated, prompt, reliable, and actionable information to
the whole community through the use of clear, consistent, accessible,
and culturally and linguistically appropriate methods to effectively
relay information regarding any threat or hazard and, as appropriate,
the actions being taken and the assistance being made available.
Capability
Targets
Digital Media
1. Within 30 minutes of an event, spread safety warnings through
Twitter to four million people in the state (including Tweets
and Retweets).
2. Within 30 minutes of an event, spread safety warnings through
Facebook to a million followers.
3. Within 12 hours of an event, update the MEMA website to
provide relevant safety information.
4. Produce 1 YouTube video per quarter to highlight a threat or
hazard.
Traditional Media
1. Deliver a coordinated media message to 50 different media
outlets within 2 hours of a JIC activation.
2. Maintain a media calendar highlighting threats and hazards
throughout the year, and contact all media outlets in the State
for each calendar entry.
3. Within 1 hour of activation of the Joint Information Center
(JIC), notify the media of SEOC activation and availability for
interviews.
4. Within 12 hours of a request being made, coordinate and
facilitate visits of 100% of elected officials and other VIPs to
the affected area.
Public Outreach and Direct Contact
1. Hold 1 public event per region per quarter.
2. Present at 2 national conferences a year.
3. Table or present at 4 major and 12 minor public events in
Maryland throughout the year.
4. Develop and implement a risk-based editorial calendar to
target public outreach activities.
Advertising and Signage
1. For a no notice event, in the appropriate area (i.e., in a
geographic area with digital billboard coverage), contact the
billboard operator within 10 minutes to post notification.
2. For an event with notice (e.g., hurricane, winter storms, etc.)
contact billboard operator no later than 1 hour after the
receipt of an appropriate National Weather Service notification
about rotating safety messages.
Operational Coordination
Description
Establish and maintain a unified and coordinated operational structure
and process that appropriately integrates all critical stakeholders, and
supports the execution of capabilities.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 13
Capability
Targets
Response Operational Coordination
1. Ensure operational readiness of the Maryland Joint Operation
Center (MJOC) and State Emergency Operations Center (SEOC),
to include alternate and backup facilities 24/7/365.
2. Maintain 24/7/365 coordination of state, local, and federal
emergency management operations in anticipation of a
potential incident.
3. Coordinate activities with the Prevention/Protection Mission
Area.
4. Escalate State Response Operational Status Level, as
appropriate, within 30 minutes of incident assessment.
5. Staff 100% of necessary SEOC positions within 2 hours of
notification.
6. Coordinate with 100% of known, impacted local jurisdictions,
contiguous states, the National Capital Region, Delaware
Emergency Task Force, FEMA Region III, and all necessary
federal, non-governmental organizations, and private-sector
partners.
7. Appoint a State Disaster Recovery Coordinator (SDRC) within
24 hours of a State Emergency Declaration for incidents.
8. De-escalate the State Response Operational Status Level when
life safety, property protection, and outstanding response
missions have been completed.
Critical Transportation
Description
Provide transportation (including infrastructure access and accessible
transportation services) for response priority objectives, including the
evacuation of people and animals, and the delivery of vital response
personnel, equipment, and services to the affected areas.
Capability
Targets
Evacuation Coordination
1. Identify evacuation trigger points with 24 hours of
identification of a potential threat to Maryland.
Transportation for Materials for Response
1. During the first 72 hours of an incident, establish physical
access through appropriate transportation corridors and
deliver required resources in an effort to save lives and to
meet the needs of disaster survivors.
2. Ensure basic transportation needs are met, stabilize the
incident, transition into recovery for an affected area, and
restore basic services and community functionality within 72
hours of an event.
Transportation Situation Awareness
1. Maintain continuous Situational Awareness throughout an
incident for transportation systems (i.e., air, rail, transit, ports,
toll facilities, and highway transportation infrastructure).
2. Record impacts to transportation systems within 1 hour of
occurrence.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 14
Environmental Response/Health and Safety
Description
Ensure the availability of guidance and resources to address all
hazards, including hazardous materials, acts of terrorism, and natural
disasters in support of the responder operations and the affected
communities.
Capability
Targets
Hazardous Material Analysis and Management
1. Within 24 hours of transitioning to recovery operations, begin
to perform clean up actions and/or assist with contractual
support to meet resource requirements for sustained response
and recovery operations.
2. Within 24 hours, ensure access for first responders statewide
to 8,900 doses of common chemical agent antidotes with
additional access to at least 30,000 doses stored in Chempaks
across the State.
3. Provide a Type 1 HAZMAT team to any jurisdiction in Maryland
within 1 hour.
4. Provide a State Type 1 HAZMAT Team to multiple jurisdictions
within MD within 12 hours for duration of 96 hours (three
teams of six individuals).
5. Within 1 hour of receiving a report of a credible threat and/or
hazardous conditions, conduct health and safety assessments,
and disseminate guidance and resources to inform operational
strategies and tactics.
6. During the first operational phase of an incident, supply all
data for the Maryland Environmental Response System (MERS)
database for future analysis.
Fatality Management Services
Description
Provide fatality management services, including body recovery and
victim identification, work with State and local authorities to provide
temporary mortuary solutions, share information with Mass Care
Services for the purpose of reunifying family members and caregivers
with missing persons/remains, and providing counseling to the
bereaved.
Capability
Targets
Fatality Operations
1. Provide comprehensive fatality management services for up to
250 fatalities within 72 hours, including body recovery with
appropriate considerations of cultural and/or religious norms.
2. Upon direction for the SEOC Commander, collect and report
fatality management information.
3. Upon direction of the SEOC Commander, coordinate with the
Office of the Chief Medical Examiner (OCME) and relevant law
enforcement agencies for victim identification and tracking.
Temporary Mortuary Solutions
1. Within 48 hours of the incident, implement processes to allow
for the temporary storage of 500 decedents for a period of 2
weeks.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 15
Bereavement Counseling
1. Establish a comprehensive Family Assistance Center (FAC)
program in every affected jurisdiction, and coordinate with
100% of local jurisdictions within 12 hours of the incident.
2. Provide a phone number to the public for family reunification
within 6 hours of an incident.
Infrastructure Systems
Description
Stabilize critical infrastructure functions, minimize health and safety
threats, and efficiently restore and revitalize systems and services to
support a viable, resilient community.
Capability
Targets
Transportation and Shipping Infrastructure
1. Restore service and reopen 100% of state-owned and operated
airports within 7 days of disaster. Full repairs may take longer.
2. Restore service and reopen 100% of state-owned marine
terminals within 7 days of disaster. Full repairs may take
longer. United States Coast Guard is the lead agency for
restoring maritime commerce.
3. Restore service and reopen 100% state-owned commuter rail
facilities within 7 days of disaster. Full repairs may take longer.
4. Restore service and reopen 100% of impacted state-owned
metro subway within 7 days of disaster. Full repairs may take
longer.
5. Restore service and reopen 100% of the impacted state-owned
light rail within 7 days of the disaster. Full repairs may take
longer.
6. Within 1 week of the disaster, restore access to 75% state-
owned blocked roads, bridges, and tunnels that are critical to
recovery efforts (passable).
7. Within 30 days of the disaster, restore access to 100% of
impacted state-owned roads, bridges, and tunnels.
8. Restore access to state-owned fueling stations that are
Maryland Department of Transportation’s property within t2
days of the disaster.
Energy Infrastructure
1. In the first operational period, coordinate with the Emergency
Liaison Officers (ELOs) from 100% of impacted electricity and
gas companies in Maryland.
2. Maintain Situational Awareness and projected time-to-
restoration of critical lifeline utility outage figures, restoration
staffing levels, and unmet restoration needs.
3. Within 1 week of receiving a report from the utility companies
affected during a disaster, analyze and provide feedback.
4. As necessary, assist State partners in estimating and
communicating restoration times for electricity services to
people with disabilities and others with access and functional
needs.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 16
Public Works Infrastructure
1. Within 24 hours of an event determine the impact on major
county and municipal drinking water systems.
2. Within 24 hours, determine if public drinking water advisories
are required and provide technical assistance to water systems
in their preparation. Require or conduct drinking water
sampling and analysis before lifting advisories.
3. Conduct comprehensive design review for all permit
applications for drinking and waste water systems within 12
months of final submission.
4. Provide engineering, project management, and construction
monitoring services for the planning, design, and construction
of drinking water, wastewater, storm water, stream
restoration, and other green infrastructure projects funded by
MDE.
Mass Care Services
Description
Provide life-sustaining services to the affected population with a focus
on hydration, feeding, and sheltering to those with the most need, as
well as support for reunifying families.
Capability
Targets
Feeding and Hydration
1. Within the first operational period (12 hours), convene the
State Feeding Task Force.
2. Within 3 weeks, use the State Feeding Task Force to develop
the capacity to feed 500,000 people on an ongoing basis,
through a combination of shelter feeding, mobile feeding, bulk
distribution, and Disaster Supplemental Nutrition Assistance
Program (DSNAP).
Sheltering
1. Provide mass care services for 2% of the impacted population,
and have a plan to adapt resources to provide mass care
services for 16% of the impacted population statewide
(including individuals with access and functional needs, and
people with pets), until federal assistance is available.
Family Reunification
1. Within the first operational period (12 hours) establish
reunification services (e.g., identification, notification, family
assistance) for displaced and separated victims of the incident.
Essential Service Centers
1. Staff at least 1 Essential Services Center per impacted
jurisdiction, with appropriate personnel knowledgeable in
available programs to assist applicants.
Mass Search and Rescue Operations
Description
Deliver traditional and atypical search and rescue capabilities, including
personnel, services, animals, and assets to survivors in need, with the
goal of saving the greatest number of endangered lives in the shortest
time possible.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 17
Capability
Targets
Urban Search and Rescue
1. Within 30 minutes of a request for a Maryland resource to be
deployed out of state, produce a risk assessment of the
potential for the need of that resource in state.
2. Be able to effectively deploy a Type I or Type 2 team anywhere
in Maryland within 2 hours.
3. Within 15 minutes of a request by the SEOC Commander,
identify all Search and Rescue assets within the Area of
Operation.
Maritime Search and Rescue
1. Within 1 hour of receiving a request/notification, respond to
the scene of a water-based search and rescue incident to
assess the degree of specialized resources required and initiate
initial lifesaving/rescue operations
2. Immediately after notification ensure allied agencies (USCG,
MSP, local agencies) are aware that a waterway search and
rescue operation is underway
3. Within a minimum of 24 hours of receiving notification
respond to the scene of a waterway search and rescue incident
with K9 resources
4. Within 2 hours of receiving notification respond to the scene of
a waterway search and rescue incident with side scan sonar
resources dependent upon the size/location of the search area.
5. Within 2 hours of receiving notification respond to the scene of
a waterway search and rescue incident with dive team
resources dependent upon the size/location of the search area.
6. Within 2 hours of notification deploy an investigative unit to
the scene of a waterway search and rescue incident to
interview witnesses, collect physical evidence, and aid in the
search dependent upon the size/location of the search area.
Rural Search and Rescue
1. Within 4 hours of receiving a request/notification, deploy
mobile field force for land-based Search and Rescue (SAR)
operations in support of local, State, or federal resources.
2. Within 1 hour of receiving a request/notification, deploy
aviation SAR resources to support local, State, or federal
resources.
3. Request additional specialized resources (e.g., technical rescue,
canine teams, aviation support, swift water, etc.) from
voluntary agencies, local jurisdictions, neighboring states,
and/or the federal government to support search and rescue
operations.
4. Establish and maintain supervision and coordination of 100%
of search and rescue resources for the duration of the incident.
5. Receive and process 100% of missing person’s reports, and
execute search and rescue missions, as appropriate, within 72
hours of receiving notification.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 18
On-scene Security and Protection
Description
Ensure a safe and secure environment through law enforcement and
related security and protection operations for people and communities
located within affected areas, and for all traditional and atypical
response personnel engaged in lifesaving and life-sustaining
operations.
Capability
Targets
Security for Areas of Operation
1. Within 4 hours of a request/notification, provide on-scene
security at a disaster site, including checkpoints, roving patrols,
and building security for 100% of impacted areas.
2. Upon direction of an incident commander, provide for the on-
scene security of first responders operating within warm zone
of an active shooter incident.
Responder Safety
1. Within 12 hours of requesting, provide access to necessary
personal protective equipment for 100% of first responders
statewide.
2. Within 1 hour of receiving notification of a mass casualty
incident, ensure that necessary Emergency Medical Services
(EMS) staff be capable.
Operational Communications
Description
Ensure the capacity for timely communications in support of security,
situational awareness, and operations by any and all means available,
among and between affected communities in the impact area and all
response forces.
Capability
Targets
Communication Interoperability
1. Ensure the capacity to communicate with both the emergency
response community and the affected populations and
establish interoperable voice and data communications
between federal, state, and local first responders.
2. Within 1 hour of an event ensure, interoperable
communication networks for emergency services are
functioning statewide through repair or transition to backup
systems.
3. Restore traditional analog and digital communication systems
within 72 hours of the restoration of power to these systems.
4. Establish and test communications within 5 days of a notice
event, and test backup systems and ensure generator fuel cells
are full. Assess and address any unmet communications needs
prior to the event.
5. Monitor the status of communications, and execute
maintenance contracts immediately to address identified
needs.
Communication with All Affected Populations
1. Ensure backup 911-capability for 100% of jurisdictions in
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 19
Maryland.
2. Restore traditional analog and digital communication systems
within 72 hours of the restoration of power to these systems.
Responder Communication
1. Coordinate with utilities and cell phone and landline providers
immediately after an incident to prioritize restoration for
government communications systems.
2. Monitor and support the communication needs of the SEOC
and State agencies/departments immediately after an incident
or event.
Public and Private Resources and Services
Description
Provide essential public and private services and resources to the
affected population and surrounding communities, to include
emergency power to critical facilities, fuel support for emergency
responders, and access to community staples (e.g., grocery stores,
pharmacies, and banks), and fire and other first response services.
Capability
Targets
Resource Support and Logistics
1. Within 2 hours of receiving a resource request in the SEOC,
source resource/mission requests using existing State
resources, including by procuring resources through State
contracts, faith-based and/or voluntary organizations, and/or
private-sector partners.
2. Receive, and assign up to 30 resource/mission requests per
operational period.
3. Coordinate 3 requests per operational period through FEMA
and EMAC, to obtain resources that are beyond the State’s
capacity.
4. Perform logistical operations, including tracking, mobilizing,
staging, warehousing, distributing, and maintaining facilities to
ensure timely delivery and demobilization of necessary
resources.
5. Maintain a database of 100% of state-owned and local-owned
fixed and portable generators in Maryland.
Donations and Volunteer Management
1. Within 6 hours of the identified presence of unaffiliated
volunteers, establish a Volunteer Reception Center and
provide that location to the public.
2. Engage with all known Voluntary Organizations Active in
Disasters (VOADs) operating within MD every s6 months to
ascertain current levels of readiness.
Management of the Public Sector Integration Program
1. Within the first operational period and at the SEOC
Commander’s direction, open and staff the Business
Operations Center (BOC).
Public Health and Medical Services
Description
Provide lifesaving medical treatment via emergency medical services
and related operations, and avoid additional disease and injury by
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 20
providing targeted public health and medical support, as well as
products to all people in need within the affected area.
Capability
Targets
Emergency Medical Activities
1. Verify annually that 100% of Maryland regions have pre-
identified surge plans for hospitals, public health, and EMS.
2. Implement processes that ensure 20% acute bed availability
within 4 hours of notification. (Note: hospitals must be able to
make 20% of the daily census of beds available within 4 hours
of notification)
3. Treat and transport 500 patients/millions of impacted
population within 3 hours.
4. Within the first operational period, complete initial triage of
100% of the victims.
5. Within the first operational period, hospitals will receive,
process, and initiate treatment of 100% of critical victims
delivered.
6. Support the activation of 700 points of dispensing (PODs)
within 48 hours of notification to provide appropriate medical
countermeasures based on the type and scope of the incident.
7. Notify, credential, train, and deploy public health, behavioral
health, and medical volunteers to 5 sites statewide via MD
Responds within 24 hours.
Medical Logistics
1. Within 6 hours of an incident and as needed execute MOU-
type agreements to share resources to meet needs during
mass casualty incidents for 100% of Maryland’s public, EMS
jurisdictions, and hospitals.
2. Within the first operational period, be able to execute all
necessary MOUs between acute-care hospitals and healthcare
centers for the referral of low patient acuity.
3. Within 24 hours of an event, survey every medical facility to
ensure appropriate levels of relevant supplies.
Bio-surveillance and Reporting
1. Within the first operational period begin disease surveillance
for illnesses.
2. Within 24 hours, report 100% of incident-specific injuries for
those who seek care in acute-care hospitals’ emergency
departments or via EMS.
3. Within the first operational period, track 100% of patients
transported by EMS or those who self-report to the Emergency
Department.
4. Within 12 hours of the direction of the SEOC Commander,
assemble subject matter experts to assess the severity of
exposure and/or transmission at the jurisdictional level, and
determine non-pharmaceutical intervention
recommendations.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 21
Situational Assessment
Description
Provide all decision makers with decision-relevant information
regarding the nature and extent of the hazard, any cascading effects,
and the status of the response.
Capability
Targets
Collect and Monitor
1. Develop, revise, and deploy the Information Collection Plan
(ICP) at the start of every operational period.
2. Maintain 24/7 monitoring of all information and media
sources.
Report on Hazards and Threats
1. Upon receipt of hazard or threat information via National
Warning System (NAWAS), immediately disseminate
information to relevant local jurisdictions. Develop and
distribute 2 Situation Reports (SITREPs) per operational period.
2. Develop, validate, and distribute Spot Report within 30
minutes of a significant development.
3. Fulfill Requests for Information (RFI) within 1 hour of receipt.
4. Develop, validate, and distribute Spot Report within 30
minutes of a significant development.
Geographic Information System Deliverables
1. Maintain the GIS-based situational awareness platform for
Maryland OSPREY, and ensure access and functionality for
100% of State and local partners.
2. Fulfill GIS Support Requests within 1 hour of receipt.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 22
VIII. Concept of Coordination
Initial response operations begin with local jurisdictions working with county emergency
management agencies. Local jurisdictions have the capability to effectively engage in response
operations for most emergencies/disasters without any outside assistance. If an incident evolves
into such magnitude that resources and/or coordination requirements exceed local capabilities,
assistance from the State may be necessary. It is only after local incident response resources are
exhausted or resources that the jurisdiction does not possess are requested, that local authorities
may request State incident response resources and assistance.
Support-level operations describe activities taken to assist activities at the incident level. Incident-
level operations describe activities taken at the scene of an incident. The Maryland Emergency
Management Agency is the State agency designated to lead the coordination of response activities
between the local jurisdictions and State agencies at the support level. Activities are based on
Emergency Support Functions, which are the underlying coordinating structures that group
resources and capabilities into the functional areas that are most frequently needed in a response.
Figure 5 - Coordination Structure
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 23
Similar to when a local jurisdiction requests State assistance when local resources are exhausted,
the State may need to request assistance from neighboring states through the Emergency
Management Assistance Compact or the federal government through Federal Emergency
Management Agency when State resources are exhausted.
Due to the unique geographic and political position of the State, planning and coordination
through inter-State regions (i.e., National Capital Region [NCR], Delaware/Maryland/Virginia
Peninsula [DelMarVa]) are essential. Additionally, Maryland falls within FEMA Region III, and
participates in planning efforts with its state partners: Delaware, the District of Columbia,
Pennsylvania, Virginia, and West Virginia. As a result of regional interdependencies, response
operations may require partnerships for coordination at the local, State, regional, or federal levels.
The table below crosswalks Maryland Response Capabilities with the State’s ESFs.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 24
Table 2 – Maryland Response Capabilities and Emergency Support Function Primary Agency
(ies)
Capability
Emergency Support Function
Primary Agency(ies)
Critical Transportation
Transportation
MDOT
Environmental
Response/Health & Safety
Transportation
Public Works and Engineering
Public Health and Medical Services
Oil and Hazardous Materials
Law Enforcement and Safety
MDE
Fatality Management
Mass Care and Sheltering
Public Health and Medical Services
DHR
Infrastructure Systems
Transportation
Communication
Public Works and Engineering
Oil & Hazardous Materials
Utilities and Energy
MDOT and PSC
Mass Care Services
Mass Care and Sheltering
Public Health and Medical Services
DHR
Mass Search and Rescue
Mass Care and Sheltering
Public Health and Medical Services
Search and Rescue
MSP
On–Scene Security and
Protection
Law Enforcement and Safety
MSP
Operational
Communication
Communication
DoIT
Operational Coordination
Law Enforcement and Safety
MEMA
Planning
All ESFs
MEMA
Public and Private Services
and Resources
Transportation
Mass Care and Sheltering
Resource Support and Logistics
Public Health and Medical Services
Law Enforcement and Safety
Donations and Volunteer Management
Agriculture and Animal Welfare
DGS
Public Health and Medical
Services
Public Health and Medical Services
DHMH
Public Information and
Warning
Planning
MEMA
Situational Assessment
All ESFs
MEMA
*Notes: As per State of Maryland Executive Order 01.01.2013.06 (Maryland Emergency
Preparedness Program), “[t]he Maryland Emergency Management Agency is the lead agency for
carrying out the mission areas of hazard mitigation, incident response, and disaster recovery….”
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 25
IX. Concept of Operations
Maryland has adopted an organizational structure to provide and coordinate support to local
jurisdictions, and to receive and coordinate resource support from the federal government, other
states, and non-profit and private sector partners. This structure is similar to the Incident
Command System (ICS) used to manage incidents. Unlike the ICS structure, which primarily
focuses on tactics and command, the State Emergency Operations Center structure focuses on
coordination of support and resources in support of the local incident operations. The SEOC is the
primary physical location where information sharing and resource coordination take place at the
State level.
At the center of the SEOC organizational structure are the Command, Finance/Admin, SEOC
Logistics, Planning, and Operations sections. The SEOC structure is based on the use of ESFs
during an incident. ESFs form the basis of the Operations Section within the SEOC, and are the
primary coordinating mechanism for building, sustaining, and delivering the capabilities of the
Response Mission Area.
State response operations are executed through four operational levels that enable a scalable and
flexible posture of the two primary State level operational components: the Maryland Joint
Operations Center and the State Emergency Operations Center.
A. Response Operational Status Level Definitions
The State of Maryland has established four Response Operational Status Levels, referred to as
Status Levels, as noted in the table below. Each status level represents an increased need for
situational awareness and coordination of State response activities and resources.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 26
Table 3 - Response Operational Status Levels
LEVEL
ACTIVITY
4 (lowest)
Steady-state operations, through the MJOC, with assigned military and civilian staffing
and assigned Duty Officer (DO). Responsibility to maintain statewide situational
awareness.
3
MEMA staff will make preparations should the incident or event warrant additional
State assistance. Additional MEMA staff may be required.
ESF Leads are alerted and appropriate agency liaisons may be requested to staff the
SEOC. MEMA staff will work closely with ESF Leads to collect information, and develop
a state of situational awareness.
2
Activation of the SEOC for State-level Multi-Agency Coordination (MAC).
MEMA staff and necessary ESFs are present in the SEOC to assist with requests for
technical support and resource assistance.
1 (highest)
Activation of the SEOC for State-level Multi-Agency Coordination.
MEMA staff and necessary ESFs present in the SEOC assist with requests for technical
support and resource assistance.
External resources may be requested or mobilized.
Information is gathered for submission to FEMA for possible federal assistance.
2
B. Status Level Escalation Doctrine
The State Operational Status Levels change based on a variety of factors. The most influential
factor is the occurrence of a significant incident. The term “significant incident” is used to
describe a single or multi-jurisdictional incident that warrants State involvement. This may
include, but is not limited to:
Requests for response operations support from local jurisdictions;
The displacement of a high number of people;
A high number of casualties;
Transportation network(s) affected;
Extreme weather events;
Large scale industrial accidents;
Health related emergencies; and
Terrorist attacks.
2
Requesting a Presidential Declaration can result from an incident where the Response Operational Status
never escalates to a Level 1.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 27
The MEMA Duty Officer (DO) Program provides a rotating civilian position of authority to
adjudicate potential or actual emergency conditions, and assist the MJOC with the escalation of
emergency notifications. All contact is made through the Maryland Joint Operations Center
(MJOC) to the MEMA Duty Officer (DO).
When an incident or situation of significance occurs that exceeds the capabilities and/or authority
of the MJOC, they will contact the DO. When the SEOC Commander position is staffed,
responsibilities of the duty officer transition to the SEOC Commander until the SEOC Commander
demobilizes. The full process of the notification procedures for the Duty Officer and Executive
Staff is referenced in the figure below.
Figure 6 - Duty Officer Process
The DO will be notified by the MJOC in accordance with the State Critical Information Reporting
Requirements (SCIRR) (see Appendix A). The DO confers with the MEMA Director of Operations
on the appropriate escalation of the Response Operational Status Level. The MEMA Director of
Operations informs the MEMA Executive Director of any actions taken. The MEMA Executive
Director convenes the Senior Policy Group (SPG) if actions warrant. The full procedures of the
Duty Officer can be found in the Duty Officer Handbook.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 28
If time permits, a statewide emergency management conference call is used to inform MEMA
staff, local jurisdictions, ESF lead agencies, and other stakeholders of the known situation. A
follow-up ESF management conference call is used to solicit the input of the ESF lead agencies as
to the involvement of each ESF and their supporting organizations.
The MEMA Director of Operations is, however, authorized to take the appropriate actions,
including escalating the State Response Operational Status Level, without consultation of the local
jurisdictions or ESF lead agencies.
Flexibility is the key component of the Response Operational Status Levels. Each incident is
evaluated for impact and potential effects, and the appropriate Response Operational Status Level
is assigned. The Response Operational Status Level may be escalated to coordinate activities of
pre-planned special events. Unless otherwise noted in event-specific concept plans, this Plan will
guide the activities of the SEOC.
C. Status Level Escalation Protocol
The following activities are performed when response operations are initiated:
The incident is assigned an event name and event number, and will be entered into
WebEOC
©
;
Authority transfers from Duty Officer to SEOC Commander and the SEOC structure, as
appropriate; and
The MJOC issues an email and/or phone alert message through the Roam Secure Alert
Network (RSAN) to MEMA staff, ESF lead agencies and the designated stakeholders.
The phone alert messages will indicate a detailed email has been broadcasted with further
instructions. The emailed instructions may announce a scheduled Statewide Emergency
Management Conference Call, an Senior Policy Group (SPG) and/or Joint Operations Group (JOG)
Conference Call, or instructions to report to the SEOC immediately.
The MJOC notifies appropriate elected officials, cabinet secretaries, essential MEMA staff,
SEOC representatives, local jurisdictions, FEMA officials, and the contiguous states; and
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 29
The SEOC Advance Team (SEOC A-Team) is activated and coordinates all facets of the
prevention/protection phase (immediately prior to transitioning to the response mission
area) in advance of activation of the SEOC.
D. Status Level De-Escalation Protocol
The SEOC Commander, after consultation with Command and General Staff, shall determine when
a State Response Operational Level should be downgraded. It is likely that a decision regarding
de-escalation of the SEOC will take place when it is determined that response operations are
winding down or when the recovery organization is activated.
At any State Response Operational Level, an ESF and/or some of its supporting organizations may
no longer be necessary. An ESF lead can recommend releasing a supporting organization or
terminating all of its ESF functions. The recommendation is presented to the Operations Section
Chief and the SEOC Commander for approval.
Eventually, a return to Status Level 4 occurs and MEMA returns to steady-state operations. Note:
De-escalation of the SEOC does not mean an end to all activities for an incident. Recovery
operations, as outlined in the State Disaster Recovery Operations Plan (SDROP), may continue for
months or years following an incident.
The separate WebEOC
©
log and other reporting documents are not required at the Response
Operational Status Level 4, but may be continued at the discretion of MEMA senior leadership.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 30
X. Maryland Joint Operations Center (MJOC)
The MJOC is the State of Maryland’s primary situational awareness, alert, warning, and
notification center. The MJOC operates 24 hours a day, 7 days a week – termed the “steady-
state.” During normal, day-to-day operations, the MJOC is the primary conduit for information
gathering and situational awareness for the State of Maryland. During periods of heightened
response operations activity where the SEOC is being staffed, the MJOC supplements situational
awareness activities within the SEOC.
Because the MJOC maintains situational awareness through 24/7 operations, the State is always at
a minimum of a Level 4, and this Plan is always in effect.
MJOC personnel continuously monitor and review changes in threats or hazards, Maryland
National Guard force readiness, and event/threat status using:
Intelligence reports, briefings, and conferences;
Homeland Security (HLS), Federal Bureau of Investigation (FBI), FEMA Daily, Department
of Homeland Security (DHS) reports, and Maryland Coordination & Analysis Center
(MCAC) bulletins, warnings, etc.;
Federal Protective Services Information Portal;
Secure and non-secure military portals;
National Infrastructure Security bulletins;
Secret Internet Protocol Router Network (SIPRNET) intelligence information streams;
Telephonic communications with National Guard Bureau Joint Operations Center, Joint
Task Force, National Capital Region Joint Operations Center, and United States Northern
Command Current Operations Desk;
Telephonic, email, warnings, and bulletins from the Homeland Security Operations Center;
National Warning and Alert System communications;
Direct telephone communications with nuclear power facilities affecting Maryland;
FEMA national and regional communication centers;
Local and regional National Public Safety Planning Advisory Committee (NPSPAC)
channels;
Media outlets;
National Weather Service (NWS) offices in Maryland; and
County and State 911 Centers, Watch Centers, and partners.
The MJOC takes information received and disseminates it through notification protocols, as
appropriate. Information is compiled on a daily basis and provided by a Daily MJOC Executive
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 31
Brief (EXBR) that addresses the previous 24-hour operational summary and current operations
(next 24 hours), to include expected operations, events, meetings, exercises, etc., and near-term
operations.
Appendix A contains the State Critical Information Reporting Requirements (SCIRR) used by the
MJOC and SEOC.
The MJOC maintain a 24/7 operations staffed jointly by MEMA civilians and by Maryland Military
Department (MMD) personnel. The MJOC also has a MEMA MJOC Manager who handles daily
administration and management of the MJOC. The MEMA Duty Officer is filled by designated
MEMA personnel on a rotating basis.
Figure 7 - MJOC Organization
The MJOC follows the MJOC Standard Operations Procedures and Guidelines during steady-state
operations. During the level at which additional activities would be performed, the MJOC
performs additional activities as detailed under the Special Monitoring Procedure.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 32
XI. State Emergency Operations Center (SEOC)
The SEOC, located at MEMA headquarters, is the primary physical location of operations during an
incident with a State Response Operational Status Level of 2 or 1.
The SEOC is designed to accommodate a large number of emergency management partners
during an incident. The SEOC layout provides designated seating and equipment along with
communications and other logistical support. Adjacent meeting rooms and office spaces are
available and are also equipped with special communications and support equipment such as
secure video teleconference.
A. SEOC Organization and Staffing
The SEOC is organized into five major sections of operation, in accordance with ICS: Command,
Finance/Admin, SEOC Logistics, Planning/Intel, and Operations. Each of these sections is divided
into functional branches, groups, or units, as needed.
MEMA’s Executive Director has overall responsibility for the State’s response operations and will
establish, as needed, a Lead Public Information Officer (PIO), a Joint Information Center, and a
SEOC Commander as part of his or her Command Staff. The SEOC Commander assigns section
chiefs for Finance/Admin, SEOC Logistics, Operations, and Planning/Intel from MEMA staff.
The section chiefs determine requirements for their respective organization and staffing in
accordance with the SEOC Organizational Chart shown below.
The organizational structure of the SEOC may expand and contract, as the incident requires, under
the direction of the SEOC Commander. Position descriptions and activity checklists for each SEOC
function are provided to SEOC staff in the form of SEOC Position Playbooks.
Each SEOC Position Playbook includes:
Position Checklist;
Position Organization Structure;
Position Responsibilities;
Position-specific Skills, Abilities, and Knowledge;
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 33
Position-specific Training Required; and
Position-specific Training Recommended.
Figure 8 - State Emergency Operations Center Organizational Chart
3
3
The colors of the Command and Sections are the colors of the vest worn in the SEOC by members of each
group. Section Chiefs wear purple vests with section color in name panel. All Administrative Assistants
wear grey vests. The SPG and support agencies do not wear vests.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 34
B. State Emergency Operations Center Advance Team
The SEOC Advance Team was formed to prepare state agencies and other response partners for
activation of the SEOC. The SEOC Advance Team coordinates all facets of the
prevention/protection phase (immediately prior to transitioning to the response mission area) in
advance of activation of the SEOC. Activities include staff/ESF allocation, logistics coordination,
and preparation of the State Support Plan (SSP).
The SEOC Advance Team is comprised of individuals typically serving in leadership roles during
SEOC activation. Assigned by the Executive Director and Director of Operations, the SEOC Advance
Team consists of individuals not assigned to work the first operational period in the SEOC. The
Advance Team liaises directly with the MEMA DO who in turn keeps the senior leadership of
MEMA informed of activities of the SEOC Advance Team.
The SPG provides valuable input and policy direction which influences operations and the
execution of policy accomplished by the DO, SEOC Advance Team, and SEOC. It is the SEOC
Advance Team which ensures the SEOC staff are properly prepared and have the tools necessary
to perform the work of the SEOC.
Figure 9 – SEOC Advance Team Formal Relationships
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 35
XII. Senior Policy Group
The Senior Policy Group serves as a policy- and strategic-level deliberative body during ongoing or
long-term emergency situations to analyze critical information, and support the Governor by
identifying emergent needs and providing policy recommendations for action, including public
messaging. The SPG works together to ensure consistent information is being shared across the
various State agencies/departments and is comprised of the MEMA Executive Director, select
Governor’s Executive Staff, and senior State government officials.
The Senior Policy Group is chaired by the Governor or, in his absence, by MEMA’s Executive
Director, and it also includes senior State government personnel. The SPG’s standard operational
procedure (SOP) outlines the roles and responsibilities of each participant, the notification and
activations process, and the deliverables during the Levels 1-3 of a SEOC activation.
A. Joint Operations Group
The Joint Operations Group (JOG) advises the SPG on policy- and
strategic-level incident-specific issues, concerns, decisions,
needs, gaps, and resources. The JOG is comprised of the
Governor’s Executive Staff, management Directors at MEMA,
and key deputies and/or designees of SPG members. The JOG
will gather initial situational information, provide high-level
analysis, and coordinate actions to prevent, protect, respond to,
and recover from human-caused and naturally-occurring
hazards and threats.
The Joint Operations Group is facilitated by the MEMA directorate leads (Operations,
Preparedness, and/or Administration), and made up of deputy-level agency representatives and
select senior executive staff.
The JOG’s SOP outlines the roles and responsibilities of each participant, the notification and
activations process, and the deliverables during the Levels 1-3 of SEOC activation.
Figure 10 - SPG and JOG SEOC
Structure
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 36
XIII. State Emergency Operations Center Command
The Command Section of the SEOC organization structure consists of:
SEOC Commander;
SEOC Manager;
External Liaison Officer;
Lead PIO/Senior Policy Group Liaison;
Safety Officer;
Administrative Assistant; and
State Disaster Recovery Coordinator.
Figure 11 - Command Section Organization
The SEOC commander has overall responsibility for the management of the SEOC, including the
following tasks:
Coordinates and provides direction and guidance to the Section Chiefs;
Ensures problems between different levels and functions of governmental emergency
management are resolved in an expeditious manner;
Establishes objectives, plans strategies, and implements tactics;
Ensures adequate financial support and resources are available for the response
operations;
Interfaces with the SPG to provide status updates, take policy direction, and receive
support, as needed;
Coordinates with federal counterparts through the External Liaison to ensure adequate
State support is provided for federal response and recovery activities; and
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 37
Facilitates the transition to recovery operations and the handoff of operational control to
the State Disaster Recovery Coordinator (SDRC).
The Lead PIO/SPG Liaison advises the SEOC Commander and the SPG on information
dissemination and media relations. The Lead PIO also obtains information from and provides
information to the Planning/Intel Section, and to the community and media, and maintains
constant communication and coordination with the JIC.
The Safety Officer is responsible for ensuring the health and well-being of people working in the
SEOC by monitoring and assessing hazardous and unsafe situations, and developing measures for
ensuring personnel safety. The Safety Officer corrects unsafe acts or conditions and has the
authority to stop or prevent unsafe acts when immediate action is required.
The SEOC Manager maintains the SEOC facility, ensuring that the SEOC facility and equipment are
maintained in a “ready status” at all times and operational on short notice. The SEOC Manager is
also responsible for ensuring the State, Federal and private sector partners have the appropriate
SEOC representatives (knowledge and depth) to respond to the SEOC during response operations.
When appointed, SDRC becomes the deputy SEOC Commander during the period prior to the
transition to recovery. During this time, the SDRC observes the Emergency Support Functions, and
begins to identify any outstanding issues that will need to be addressed as recovery operations
expand and operational authority is transferred. Recovery operations are guided by the State
Disaster Recovery Operations Plan.
The individual positions within the section are assigned, as needed, and multiple positions may be
held by one individual, when reasonable.
A. SEOC Commander Process
The SEOC Commander “C” diagram represents the processes performed by the SEOC Commander
and support staff during the initial period as an incident develops or as an existing incident
escalates to a Level 2 or Level 1 from a lower level.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 38
The initial operational period’s main goals are to staff the SEOC with the appropriate support, to
provide support through the ESFs as quickly as possible, and, ultimately, to gather and maintain
the highest level of situational awareness on the evolving incident. These activities are shown in
red on the SEOC Commander “C.”
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 39
The MJOC continues monitoring and provides situational awareness information, as needed, to
support the SEOC Commander’s decision making until the appropriate SEOC positions are staffed.
An initial staffing and ESF requirement is developed, and the MJOC notifies MEMA staff and ESFs
of the requested arrival time to the SEOC. Part of the notification procedure is to provide a
situation briefing. This allows both the MEMA staff and the ESFs to begin actions and tasks
remotely, and to prepare their families for possible extended work schedules. The remaining
MEMA staff are notified of the expected second operational period start time. These activities are
shown in yellow on the SEOC Commander “C.”
Figure 12 - SEOC Commander
"C"
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 40
Using checklists and the appropriate plans for the incident, the SEOC Commander, the MJOC,
arriving MEMA staff, and SEOC representatives work together to develop an initial State Support
Plan, a Situation Report and an Executive Briefing. As the initial operational period continues and
situational awareness becomes more focused and accurate, the goals, objectives, and task
assignments are assessed and modified by the SEOC Commander with support from the command
staff. These activities are shown in light-green on the SEOC Commander “C.”
A new SSP, SITREP, and EXBR are developed, approved, and disseminated for each operational
period, and become the basis for the all-hands operational briefing. These activities are shown in
blue on the SEOC Commander “C,” and are repeated for each operational period.
The Future Planning Unit of the Planning/Intel Section creates a demobilization component, the
Demobilization Plan, to the SSP for each operational period, as determined by the activities, goals,
and objectives for the incident. The SEOC Demobilization Plan supplements the SSP for the last
few operational periods of the incident. Additionally, the Future Planning Unit may create a
Recovery Transition Plan to facilitate the demobilization of response operations while seamlessly
transitioning to recovery operations.
SEOC Command Section maintains a SEOC Command Section Tool Kit with all necessary forms,
procedures, and checklists used by the group.
B. Joint Information Center (JIC)
1. Joint Information System (JIS)
The Joint Information System (JIS) is the process by which information is obtained, evaluated, and
checked for accuracy before being released to the media and the public so that the information is
timely, accurate, consistent, and easy to understand. The goal is to contribute to the safety and
well-being of the citizens of Maryland before, during, and after an incident. This information must
explain what people can expect from the departments/agencies of the State, their local
governments, and the federal government. The ultimate goal of the JIS through “many voices,
one message” is to provide uniform, coordinated and consistent messaging to the public. The
challenge is for participants to speak with one voice. This requires close coordination with
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 41
emergency managers, departments and agencies at the State, federal, and local government
levels, using every device and technology available.
The JIS also may include two or more JICs involved in the same incident. It is vital that all JIC
leaders involved in one incident remain in frequent contact to ensure a common message is being
given to the public.
2. Joint Information Center Staffing
The number of staff assigned to the JIC depends upon the size, nature, and/or complexity of the
incident. In general, there is a Lead Public Information Officer and, if needed, one or more
Assistant JIC Managers, and staff public information specialists are responsible for the various JIC
functions. In small-scale operations, the PIO may be working alone or with a few staff, performing
all of the functions associated with Public Information activities.
Depending upon the circumstances, one or more senior State official(s) may become the
designated spokesperson(s), providing routine updates on the State’s response to an incident and
who, by his/her position, lends credibility to the State’s posture on the issue. The person may be
designated by his/her statutory authority, or by the Governor (e.g., Secretary of the Department
Figure 13 - JIC Organization
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 42
of the Environment briefs on environmental issues, Secretary of Health and Mental Hygiene briefs
on health and medical issues, etc.). An incident that impacts multiple State agencies may require
several senior State officials to comment on their part of the incident. All of the resources of the
Joint Information Center will be at the disposal of these designated spokesperson(s).
Certain incidents may require the dispatch of State public information officers to respond to
media demands at or near the scene of the incident.
Figure 14 - Joint Information "I"
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 43
Certain incidents, such as an accident involving nuclear power plants, may require the
establishment of a near-site news media center. State public information personnel may join local
jurisdiction PIOs and other agencies/organizations’ PIOs to establish these centers and refer media
queries to them. Otherwise, the media center function is a component of the JIC.
In all JIC operations, the staff reports to the Lead PIO, who may delegate responsibility for specific
functions to an assistant or JIC staff member. During Presidential Disaster Declarations, the Lead
PIO or his/her designee is a member of the State Coordinating Officer’s (SCO) immediate staff,
serving as the spokesperson for the SCO and advisor to the SCO on public information issues.
Duties within the JIC during a Presidential declaration are coordinated with the Lead Federal PIO,
who may actually be located in the State JIC before the establishment of a Joint Field Office (JFO).
Information received will be shared and coordinated with public information officers of State,
local, and federal government agencies and non-government agencies involved in the incident.
The Joint Information Center System begins even before a JIC is established with the monitoring
and information gathering performed by the MJOC. The MJOC uses all of its monitoring tools to
collect and document all the information about an incident. These tools include news media
sources (local and interstate), local and interstate emergency managers, and local and State
department/agency PIOs.
The staffing requirements of the JIC depend upon the size, nature, and/or complexity of the
incident. One or more senior state official(s) will be designated as spokesperson(s) to provide
briefs to the public through the media. All JIC resources are available to these designated
spokesperson(s) to assist with taking points for media briefings.
The Joint Information Center maintains a SEOC JIC Tool Kit with all necessary forms, procedures,
and checklists used by the group.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 44
Figure 15 – Public Information Officer (PIO) “P
Incident/Event
MJOC Notification
Open Event in
WebEOC
©
Emergency Management
Conference Call
SEOC Commander
Determines SEOC
Operational Period
Initial Response
All-Hands
Briefing
Begin Operational
Period
Planning
Meeting
Operations
Meeting
Information Gathering and Sharing
Information Gathering and Sharing
PIO Planning “P”
Initial Duty Officer Response &
Assessment
Incident Briefing ICS 201
Initial CS/GS Meeting &
Information Sharing
Prepare for
Operations Meeting
Prepare for Planning
Meeting
SSP Preparation
and Approval
CS/GS
Objectives
Meeting
Execute SSP and
Assess Progress
Initial Duty Officer
Response & Assessment:
Evaluate potential of
being assigned to the
incident
Meet with Operations
Section Chief:
Provide public
information concerns,
community concerns,
and solutions
Determine level of
participation necessary
Discuss additional
personnel concerns
and potential resource
needs
Conduct PIO Meeting:
Obtain briefings from Assistant Public Information
Officers
Meet with other Incident Management Team
personnel, discuss media issues/needs
Prepare media status brief
Validate operational plan
for the next operational
period
Provide Media Status
Briefing
Provide support for the
proposed State Support
Plan (SSP)
Evaluate effectiveness of
communications plan
and public information
organization
Obtain briefings from
Assistant Public
Information Officers
Assess media related
activities
Interact with
stakeholders to ensure
that public information is
providing satisfactory
service
Ensure public
information staff is
briefed on current &
future activities
SSP information to
Planning Section Chief
ICS 203 Organization
review
ICS – 205a
Communications List
review
Review additional plans
for media concerns
Critical information
reporting
Obtain briefings from
Assistant Public
Information Officers and
Field Specialists
This meeting is intended for command and general staff
Continue to update public information needs
This meeting is intended
for all command and
general staff.
Continue to update
public information needs.
Sources of initial
information:
Local EOCs
Media websites, social
media websites
Command and general
Staff
Previous public
information
responders
Review ICS tools
including PIO Handbook
as well as other
references
Based on the in-briefing,
determine initial level of
public information
support required
Define the Public
Information Officer role
Clarify expectations,
limitations, and
constraints
Depending on the
incident, public
information and social
media may be
disseminated
immediately following
incident notification
should note that
Receive direction from
SEOC Commander
Provide public
information status brief
Provide feedback to SEOC
Commander on focus
/direction
Discuss Inter-agency
issues
Discuss need to develop
process for the joint
information system and
operationalize a joint
information center
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 45
XIV. Finance/Admin Section
The Finance/Admin Section of the SEOC consists of:
Finance/Admin Section Chief;
Administrative Assistant;
Costs Unit;
Time Unit; and
Disaster Assistance Unit
o Public Assistance (PA) Specialist
o Individual Assistance (IA) Specialist.
The Finance/Admin Section within the SEOC is responsible for collecting,
analyzing, and reporting the costs associated with State response
operations and with damages incurred during the incident to provide input
into the decision to request or support a Presidential Declaration.
The individual positions within the section are assigned, as needed, and
multiple positions may be held by one individual, when reasonable.
The Finance/Admin Section works with State departments/agencies and
local jurisdictions to assist in obtaining the necessary financial figures and
impact descriptions. All State departments/agencies supporting statewide response operations
are required to track costs associated with their activities, and report those costs to the
Finance/Admin Section. The Finance/Admin Section Chief reports on the total running costs and
any problems that may arise from the current and projected financial situation to SEOC
Commander, as requested.
The Finance/Admin Section organizes Preliminary Damage Assessment (PDA) teams with State,
local, and federal stakeholders to conduct timely assessments of public and individual damages.
The PDA process is outlined below.
Figure 16 - Finance/Admin
Section Organization
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 46
Once this information is gathered and analyzed, the Finance/Admin Section is responsible for
analyzing figures, writing impact descriptions, and drafting the request letter and any necessary
supporting documents, which are then sent to the Governor for approval and submission.
A. Financial Management Process
The Financial Management Process begins immediately at the start of the incident. Local
jurisdictions and State department/agencies need to be begin collecting and recording time
(regular and overtime) for all personnel working on incident activities. In the field or in a
command center, all time worked in preparation for and in response to an incident needs to be
captured.
Costs in support of both preparing for an incident and during response to an incident are to be
captured and categorized as follows:
Category A: Debris removal;
Category B: Emergency protective measures;
Category C: Road systems and bridges;
Category D: Water control facilities;
Category E: Public buildings and contents;
Category F: Public utilities; and
Category G: Parks, recreational, and other.
The Time and Cost Units coordinate with the local jurisdictions and State departments/agencies to
ensure that the information is documented and complete.
The Time and Cost Units prepare the Incident Finance Report for the preceding operational
period, and a final report during demobilization or immediately after the SEOC returns to a Level
4. When time and costs cannot be precisely determined during the incident, an estimate may be
used until accurate and complete information is available.
As soon as it is determined that an incident has possible damages, the PA and IA Units are
established to gather and document the damages, both monetary and non-monetary, in the
affected jurisdictions. The documentation is used to create a request for a Major Disaster or
Emergency Declaration.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 47
The PDA is a joint assessment used to determine the magnitude and impact of an incident's
damage. A unified State/local/FEMA team will visit local applicants and potential applicants to
view their damage first-hand to assess the scope of damage and estimate repair costs. The State
uses the results of the PDA to determine if the situation is beyond the combined capabilities of the
State and local resources, and to verify the need for supplemental federal assistance. The PDA
also identifies any unmet needs that may require immediate attention.
The purpose of a PDA is to acquire data on disaster damages and in-kind repair estimates
following an incident. This data helps to measure the impacts in dollars, and is the foundation for
determining whether the Governor should declare a State of Emergency, if not previously issued,
and/or request federal assistance via a Presidential Disaster Declaration.
The Public Assistance PDA data is recorded on two forms:
Preliminary Damage Assessment Site Estimate; and
Preliminary Damage Assessment Site Summary.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 48
An incident assessment is the first step of the recovery process, which begins with the completion
of the PDA. The preparation for the PDA includes establishing teams, coordinating travel
arrangements, and inspecting the PDA equipment duffels, and occurs during the response. PDA
teams are deployed as soon as the situation permits. Sometimes, the SEOC Level may have
returned to Level 4 before PDAs have begun.
The Individual Assistance PDA for the State of Maryland is an essential element in the declaration
process. IA PDAs assess and document incident-caused damages to residential property, private
Figure 17 - Finance/Admin "F" Process
Finance/Admin “F”
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 49
businesses, and agriculture. Personnel safety, customer service, accurate assessment, and
attention to survivor needs are top priorities during field work.
Procedures for performing and documenting PDAs are in the PDA procedure manual. This
includes the forms needed for requesting an Emergency Declaration. See the “Declarations
Section” for more information about documenting and submitting a Presidential Disaster
Declaration.
Admin/Finance Section maintains a SEOC Admin/Finance Section Tool Kit with all necessary forms,
procedures, and checklists used by the group.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 50
XV. State Emergency Operations Center Logistics Section
The SEOC Logistic Section of the SEOC consists of:
SEOC Logistics Section Chief;
Administrative Assistant;
SEOC Technology Unit Leader:
o IT Infrastructure
o Software/WebEOC
©
o Audio/Visual
SEOC Communications Unit;
Food Unit;
Facility Unit; and
Reception Unit.
The SEOC Logistics Section is responsible for supporting the operations of the SEOC, the
MEMA building/facilities, and the MEMA parking areas. This includes supporting the
assigned personnel with food services and lodging accommodations, as necessary.
The SEOC Logistics Section is responsible for all technology used in the SEOC, including
the IT infrastructure, software, and audio/visual units. The software includes WebEOC
©
and all its functionality as well as WebEx webinars. The Audio/Visual Unit encompasses
all equipment within the SEOC and auxiliary rooms (e.g., planning, JIC, Strategy, etc.).
The SEOC Logistics Section is responsible for maintaining the SEOC telecommunication
infrastructure within these seven areas:
Telephony;
Land Lines;
Cellular;
Satellite;
Wide Area Network;
Radio Communications; and
Video Telecommunications.
In addition to maintaining telecommunications infrastructure, the SEOC Logistics Section is responsible for
maintaining the SEOC phone and email directory.
Figure 18 - SEOC Logistics
Organization
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 51
The SEOC Logistics Section is responsible for monitoring access, providing credentialing to authorized guests,
and maintaining an accurate and up-to-date list of visitors and staff in the MEMA building, which includes
ensuring SEOC representatives are tracked in the check-in/out WebEOC
©
board.
SEOC Logistics Section maintains a SEOC Logistics Section Tool Kit with all necessary forms, procedures, and
checklists used by the group.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 52
XVI. Planning/Intelligence Section
The Planning/Intel Section of the SEOC consists of:
Planning/Intel Section Chief;
Deputy Planning Section Chief;
Administrative Assistant;
Situation Awareness Unit;
o Situation Analysis
o Situation Analysis
Current Planning Unit;
Future Planning Unit;
Documentation Unit; and
Technical Specialist/Subject Matter Expert; and
o NWS
o GIS Mapping
Demobilization Unit.
The Planning/Intel Section is responsible for maintaining situational awareness
during State Response Operational Levels 3, 2, and 1.
Situational awareness is a result of a comprehensive information collection,
analysis, and dissemination process. While creating and maintaining situational
awareness is the mission of the entire response organization, the Planning/Intel
Section manages the process. To accomplish this function, the Planning/Intel Section processes requests and
collects information, analyzes information, and develops reports, briefings, and presentations integrating
geospatial and technical information, as necessary.
A shared situational awareness referred to as the common operating picture (COP), offers a standard overview
of an incident and provides incident information in a manner that enables the leadership and any supporting
agencies and organizations to make effective, consistent, coordinated, and timely decisions. The process to
develop the COP is called the Information Management Process (IMP).
Figure 19 - Planning
Section Organization
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 53
The individual positions within the section are assigned, as needed, and multiple positions may be held by one
individual, when reasonable.
A. Information Management Process
The goal of the Information Management Process is to provide an accurate representation of the incident over
time. The process is highly iterative: SEOC personnel must update it constantly as new information becomes
available. The process must also be coordinated with representatives from all levels of the response (State,
local, federal) to ensure the information is accurate.
The State’s Critical Information Reporting Requirements facilitate timely coordination decisions during response
operations by providing important details that response personnel need to know to effectively manage and
execute their mission assignments. SCIRRs are a series of criteria that prompt notification and warning. The
MJOC and SEOC require SCIRRs related to the following categories:
Transportation;
Health /Mass Care;
Line of Duty;
Law Enforcement Activity;
Mission Persons;
Fire Department Activity;
Severe Weather;
Threat Advisory Conditions;
Rescue;
Utility Emergencies;
Radiological;
Geological;
Government Operations; and
School Operations.
If notification of a SCIRR escalates the State Response Operations Status Level, information pertaining to that
specific incident is collected through an Information Collection Plan. The ICP contains a set of Essential Elements
of Information (EEI) that, when collected, constitute the SITREP.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 54
The figure below illustrates the IMP and how multiple sources of information can be inputs to the IMP. The IMP
develops and fills SCIRRs, and is the process for developing a COP for the incident to drive decision-making and
planning activities. The resulting products of the IMP are Decision Support Tools.
Figure 20 - Information Management Process
1. Inputs
EEI Inputs represent the raw situational data available at any given point in the lifecycle of an incident.
Information is gathered from a variety of sources, both official (published SITREPS) and unofficial (Spot Reports,
and traditional and social media).
It is the role of the Situation Unit to develop an Information Collection Plan in the first operational period of an
incident, inform Branch Directors about the information collection process, and revise the Information
Collection Plan as needed. The Information Collection Plan identifies the specific information that each SEOC
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 55
Function (ESFs, JIC, etc.) must report on, the reporting periods for providing updated information to the
Situation Unit, and the format the information must be provided in (bullet form, narrative, chart, table, graphic,
etc.). The Information Collection Plan is posted to WebEOC
©
for reference, and is updated as EEI requirements
change.
SEOC Situation Reporting Board
The SEOC Situation Reporting Board is the WebEOC
©
function that collects information related to the activities
of specific SEOC functions. The Situation Awareness Unit Leader opens the WebEOC
©
Board for inputs based on
the pre-identified situation reporting timeline, as dictated in the State Support Plan. Each ESF inputs its
requested information identified in the Information Collection Plan and its designated Branch Director reviews
and approves the input.
If the reporting data cannot be gathered through the SEOC Situation Reporting Board due to the nature of the
information (e.g., formatting, images, screen grabs, etc.), the designated Branch Director will gather the data
from the appropriate SEOC function in the format indicated in the Information Collection Plan.
The information then becomes part of a SITREP and is summarized for the EXBR.
Local Situation Board
The local situation board is the WebEOC
©
function that collects information related to impacted local
jurisdictions’ incident response activities. The Local Situation Board information is fed from the local Emergency
Operations Center (EOC) to the Local Liaison within the SEOC through the deployed Regional Liaison Officers
(RLOs). Data is input by RLOs in the field for the specific jurisdictions in their region. The Local Liaison transfers
the information into the format indicated in the Information Collection Plan for local situation reporting. The
information then becomes part of a SITREP and is summarized for the EXBR.
Spot Reports
Spot Reports are informal brief reports of essential information covering an event and/or condition that may
have an immediate and significant effect on current operations. Spot Reports may become part of one or more
of the Decision Support Tools.
Conference Call Minutes
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 56
After each conference call, written minutes will be created, disseminated to stakeholders through WebEOC
©
,
and become part of the SITREP. A summarized version may be included for the EXBR. The Situation Awareness
Unit of the Planning/Intel Section is responsible for documenting all conference calls and providing conference
call minutes via the WebEOC
©
File Library.
Regional Situation Report
FEMA Region III produces a SITREP covering all the incidents occurring within the region, significant incidents
within other FEMA regions, and what impacts these incidents have on the region. The status and actions of each
state are provided.
Requests for Information
Requests for Information are questions that can originate from either within the SEOC or from external entities.
A RFI is entered into the Information/Mission Tracking Board housed in WebEOC
©
, assigned to the appropriate
source by either the Information Tracker in the Planning Section or the Mission Tracker in the Operations
Section (depending on SEOC staffing), and monitored until completed.
4
A RFI is typically handled within the
SEOC, and is assigned to the appropriate ESF for the SEOC function for fulfillment. When completed, the
disposition of the information becomes part of one or more of the Decision Support Tools.
GIS Support Requests (GSR)
Geo-spatial Information System (GIS) products and services are incorporated into relevant data and products
needed to produce incident-specific analysis and situational awareness. This can include static or mobile assets,
facilities, current incident information, and modeling for incident threat/hazard projections. To ensure the
ability of the GIS Team to track and prioritize the influx of requests, GIS Support Requests are made via
WebEOC
©
using the GIS Support Request Board.
2. Decision Support Tools
The ultimate goal of the IMP is to generate decision support products to assist the SEOC, all internal and
external stakeholders, and the Senior Policy Group in determining priorities to support incident response based
on the complexity and severity of the incident, as well as its impact on the State. Decision Support Tool
products are based on analyzed information.
4
See WebEOC
©
Procedure Manual for instructions on Information Tracking.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 57
Situation Report (SITREP)
The SITREP is a detailed report describing everything of importance that is happening or has happened during
the most recent period. The SITREP is a compilation of the information of the boards, maps, and other diagrams
produced by SEOC Sections and Branches, conference call minutes, regional SITREPS, Spot Reports, and RFIs.
The SITREP may also include important press releases disseminated from the JIC. It is produced a minimum of
once every operational period, or more frequently if the event warrants. The Situation Awareness Unit of the
Planning/Intel Section is responsible for creating the SITREP, and is responsible for distributing and
disseminating the SITREP to stakeholders through the MJOC. The Situation Awareness Unit also files and
archives the SITREP as part of the official documents for the event.
Executive Brief (EXBR)
Based on and distributed concurrently with the SITREP, the EXBR is a summarization of SCIRRs, actions, analysis,
and planning for the members of the Senior Policy Group. The Situation Awareness Unit works with the
designated Senior Policy Group Liaison to identify specific SCIRRs for inclusion in the EXBR. The Situation
Awareness Unit of the Planning/Intel Section is responsible for creating the EXBR, and is responsible for
distributing and disseminating the EXBR to the Senior Policy Group. The Situation Awareness Unit also files and
archives the EXBR as part of the official documents for the event.
Maryland Events Reporting Log
The collection and display of information about an incident and the nature and status of response operations is
a critical aspect of establishing and maintaining an informed SEOC environment. A pre-designed Events
Reporting Log is used to display critical information that is presented on a large-screen display at the front of the
SEOC.
The Maryland Events Reporting Log is the one place in a SEOC where anyone can go, at any time, to learn about
the nature and status of an incident and response operations. Information displayed on the Maryland Events
Reporting Log is vetted and approved by the Operations Section Branch Directors.
B. Current and Future Planning
The State engages in two fundamental types of response operations planning:
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 58
Contingency planning is accomplished under nonemergency conditions, developing general procedures
for responding to future threats or hazards; and
Crisis Action planning is associated with an actual or potential incident, likely under disaster conditions,
developing procedures for responding to actual or projected impacts. This includes State Support
Planning for a specific incident.
The Current Planning Unit focuses on the present situation, and addresses current and short-term requirements
for resources and response operational decisions in support of the Operations Section.
The Current Planning Unit leads the development of the SSP. The SSP is the SEOC version of the incident- or
local EOC-level Incident Action Plan (IAP). The Planning/Intel Section facilitates the development of incident
goals and leadership priorities, and develops SEOC mission objectives and tasks to support those objectives and
priorities. Current Planning Unit staff review and resolve issues associated with SEOC support to local
jurisdictions, and describe those solutions in the SSP.
The SSP is developed according to the SEOC Planning Process “P,” which identifies key meetings and forms that
should be completed at each phase of an operational period, and depicts the steps in the incident action
planning process of incident-level planning. The “P” depicts five phases. The leg of the “P” identifies the initial
steps to gain awareness of the situation and establishes the organization for SEOC Operations. Although
maintaining situational awareness is essential throughout the life cycle of the incident, the steps in Phase 1 are
done only one time. Once they are accomplished, SEOC Operations shift to the Planning/Intel Section for
subsequent operational periods, informed by ongoing situational awareness from the Situation Analysis Unit.
The Current Planning Unit may be asked to produce other interagency functional planning products that solve
immediate crises.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 59
Figure 21 - SEOC Planning Process “P”
Incident/Threat
MJOC Notification
Initial Duty Officer
Assessment
Open Event in
WebEOC©
Incident Briefing
ICS 201
Emergency Management
Conference Call
SEOC Commander
Determines SEOC
Operational Period
Initial CS/GS Meeting
& Information
Sharing
Information Gathering & Sharing
Initial Response
Execute SSP and
Assess Progress
CS/GS
Objectives
Meeting
All-Hands
Briefing
Begin
Operational
Period
SSP Preparation
and Approval
Planning
Meeting
Prepare for
Planning
Meeting
Operations
Meeting
Prepare for
Operations
Meeting
Information Gathering and Sharing
Information Gathering and Sharing
Planning Section “P”
The Future Planning Unit anticipates future (36+ hours out) requirements and issues, demobilization of the
SEOC, and the transition to recovery operations. To do this, the Future Planning Unit develops an Advance
Operations Plan (AOP) to estimate requirements and anticipate activities beyond the current operational
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 60
planning cycle. The AOP is based on and supports incident objectives and priorities, and complements the SSP
by projecting out resource needs and operational activities based on the delivery of the response capabilities.
The Recovery Transition Plan (RTP) initiates and facilitates the transition of operations in the SEOC to a disaster
recovery operation. The Future Planning Unit works with SEOC functions to develop courses of action based on
best, moderate, and worst-case population impact scenarios that are specific to the incident.
Technical Specialists and Subject Matter Experts (SME) vary from incident to incident, depending on the
expertise required, and may even participate for only one or two operational periods. Two typical subject
matter experts (SMEs) that are utilized are the National Weather Service Meteorologists during severe weather
events and the Radiological Technical Representative during fixed nuclear facility events.
C. Situational Awareness Tools
A primary goal of response operations is to maintain situational awareness on a constant basis. The State has
access to multiple technology products to gather and disseminate situational awareness information, including
incident information, weather data, traffic reporting, etc. The table below describes the State’s various
situational awareness tools in greater detail.
Table 4 - Situational Awareness Tools
Maryland Situational Awareness Tools
OSPREY – GIS visualization tool that contains a comprehensive database of facility or resource-related
data, and real-time or modeled hazard data. This system provides a geographic view of data to assist in
decision-making for emergencies. The real-time data and static resource data gives users situational
awareness based on the geography surrounding an incident.
WebEOC
©
– Crisis management software used to document the management of incidents at the State and
local levels. Any federal, State, or local agency that has a role in response operations for the State of
Maryland has access to share information through this crisis management system. It gives MEMA the
capability to communicate in real-time with emergency management partners, and track and record the
response to an incident. WebEOC
©
also facilitates the development of planning products and the tracking
of plan implementation.
StreamerRT – This tool provides real-time and modeled weather data to provide weather situational
awareness. It contains radar and precipitation forecast estimates and severe weather detection such as
lighting and tornadic vortex signatures. It also pulls in national weather data sources to supplement Earth
Networks own network of weather sensors across the US.
RITIS – Regional Integrated Transportation Information System. Traffic situational awareness provided by
the University of Maryland CATT Lab. This system aggregates multiple sources of traffic information
systems including MDOT, VDOT, DCDOT, and WMATA data. This gives users a regional view of
transportation data to cover the NCR.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 61
Maryland Situational Awareness Tools
Hurrevac – Short for Hurricane Evacuation, is a storm tracking and decision support computer software
tool for government emergency managers. The program tracks hurricanes, using the NWS’s National
Hurricane Center Forecast/Advisory product, and combines this information with data from the various
state Hurricane Evacuation Studies (HES) to assist local emergency managers in determining a proper
evacuation decision time The last possible time at which a decision to evacuate or not can be made and
still allow sufficient time to complete the evacuation before tropical storm winds begin and the arrival
time of various storm effects such as wind and storm surge.
Capwin – The Capital Wireless Information Net (CapWIN) is a regional coalition of public safety and
transportation agencies across Maryland, Virginia, the District of Columbia, and the federal government
whose mission is to enable and promote interoperable data communications, operational data access, and
incident coordination and situational awareness across jurisdictions and disciplines.
Roam Secure – The MJOC uses the MEMA Alert System Roam Secure to immediately make contact during
a major crisis or incident, as well as for routine dispatches and communications. MEMA Alert delivers
important emergency alerts, notifications, and updates via voice phone call, email, pager, and text
messages. When an incident occurs, authorized senders will instantly notify users using MEMA Alert.
Email/Instant Messages – Electronic mail, also known as email or e-mail, is a method of exchanging digital
messages from an author to one or more recipients. Modern email operates across the Internet or other
computer networks. Some early email systems required that the author and the recipient both be online
at the same time, in common with instant messaging.
CHART – Coordinated Highways Action Response Team is a joint effort of the Maryland Department of
Transportation, Maryland Transportation Authority, and the Maryland State Police, in cooperation with
other federal, State and local agencies. CHART's mission is to improve "real-time" operations of
Maryland's highway system through teamwork and technology. The MJOC has secure access into this
system for video display purposes from a camera network located across Maryland’s highways. MEMA
also has limited access to the same system for command viewing of the overhead message signage and
information regarding incident response.
WebEx – Cisco WebEx© Meetings accelerates business results by making web meetings more productive.
This people-centric collaboration solution can enable team members to easily share information through
any computer or mobile device. WebEx Meetings allow people to attend meetings any time, from
anywhere, inside and outside corporate firewalls. This software package allows file, application and
desktop sharing, live video conferencing, voice conferencing (Toll-free or IP), and a chat feature.
HSIN – The Homeland Security Information Network is a national secure and trusted web-based portal for
information sharing and collaboration between Federal, State, local, tribal, territorial, private sector, and
international partners engaged in the homeland security mission. HSIN is made up of a growing network
of communities, called Communities of Interest (COI). COIs are organized by state organizations, federal
organizations, or mission areas, such as emergency management, law enforcement, critical sectors, and
intelligence. Users can securely share within their communities or reach out to other communities as
needed. HSIN provides secure, real-time collaboration tools, including a virtual meeting space, instant
messaging, and document sharing.
EMnet – The Emergency Management Communications Network serves State and municipal government
emergency operation centers, police, fire, broadcasters, hospitals, and/or other organizations across the
nation. It is a satellite and internet based warning system that is used to coordinate public warning via the
Emergency Alert System (EAS). Our system is currently configured to work with the FEMA initiative of
Integrated Public Alert and Warning System (IPAWS) and is Common Alerting Protocol (CAP) and
Commercial Mobile Alert System (CMAS) compliant.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 62
Maryland Situational Awareness Tools
NWS Chat – NWSChat is an Instant Messaging program utilized by NWS operational personnel to share
critical warning decision expertise and other types of significant weather information essential to the
NWS's mission of saving lives and property. This information is exchanged in real-time with the media and
incident response community, who in turn play a key role in communicating the NWS's hazardous weather
messages to the public.
HC Standard – Healthcare (HC) Standard© is an asset tracking and visualization package in the healthcare
industry that provides rapid user-customization across multiple platforms. It is the command center that
monitors healthcare assets, tracks patient progress, maps available resources, provides a communication
venue, and generates critical reports. It combines information from numerous sources so timely and
informed decisions can be made. This is a Maryland Institute for Emergency Medical Services Systems
(MIEMSS) initiative that the MJOC has access to. The statewide implementation of HC Standard 3.0 in late
November 2009 was MIEMSS’ latest upgrade to the statewide EMS communications system.
VidSYS – Provides a physical security information management (PSIM) software platform. The MJOC uses
VidSYS for accessing different camera networks in one location. The MJOC has secure access into the
system.
Command Bridge – Port Security Layer – This web-based technology lets intelligence analysts dissect
information and make actionable recommendations rather than merely just collect data. Advanced
anomaly detection techniques applied to information automatically generate tailored alerts to essential
users, letting them study real threats. MJOC’s recent involvement with this software came during the
Sailabration 2012 and Star Spangled Spectacular 2014 events as the MJOC monitored marine vessel
movement throughout Maryland’s waterways. The MJOC has access to this software through a secure
Virtual Private Network (VPN) connection to Department of Natural Resources (DNR)’s network.
Hootsuite – A social media management tool that allows users to manage multiple social media platforms
simultaneously. The platform is used to monitor social media and publish content on behalf of the agency.
Information is streamed in near real-time allowing the account manager to discover and identify
situational awareness affecting the State.
Geo-Based Social Media Search Tool – A hyper local location social search and monitoring tool that
aggregates data social media providers.
Mview – Provides CCTV camera feeds from multiple organizations in Maryland and the National Capital
Region.
SEOC Planning Section maintains a SEOC Planning Section Tool Kit with all necessary forms, procedures and
checklists used by the group.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 63
XVII. Operations Section
The Operations Section of the SEOC consists of:
Operations Section Chief;
Administrative Assistant;
Local Liaison;
Military Department;
Resource Branch;
o ESF #5 – Intelligence and
Analysis
o ESF # 7 – Resource Support and
Logistics
o ESF # 15 - Donations and
Volunteer Management
o ESF #17 – Military Department
o Business Operations Center
(BOC)
o Mutual Assistance Unit
o Public Safety Branch;
o ESF #4 – Fire Fighting
o ESF # 9 – Search and Rescue
o ESF #10 – Oil and Hazardous
Materials
o ESF #13 – Law Enforcement and
Public Safety
o Infrastructure Branch; and
o ESF #1 – Transportation
o ESF #2 – Communications
o ESF # 3 – Public Works and Engineering
o ESF #12 – Utilities and Energy
o ESF #14 – Natural, Cultural Resources, and Historical Properties
o Human Services Branch
o ESF #6 – Mass Care, Sheltering, Feeding, Housing, and Emergency Assistance
o ESF #8 – Public Health and Medical Services
o ESF #11 – Consumer Food Safety and Security
o ESF # 16 – Agriculture and Animal Welfare
Figure 22 - SEOC Operations Section
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 64
The Operations Section is responsible for ensuring ESFs and other critical SEOC functions coordinate operational
activities as they carry out the operational period objectives set forth by the SEOC Commander and established
within the SSP.
The Operations Section coordinates all elements at the State, local, and federal levels of the response effort. To
facilitate this, the Operations Section manages, distributes, and monitors mission requests submitted through
WebEOC
©
, and tracks completion and closing of assigned missions.
A. Mission Tracking Processing
Within the operations of the SEOC, there are two different forms of communications: informal and formal.
While informal communication is encouraged and expected when working in groups, formal communication is
required whenever the content is official and requires documentation.
Resource and support requests (mission requests) are examples of formal communications within the SEOC that
are official and need to be documented. The Mission Tracking Process formalizes the request by documenting
and tracking each request until completed and closed.
Mission requests come from two different locations: internally in the SEOC from a section, ESF, or other SEOC
function, or externally from a local jurisdiction or a business partner. Mission requests can come by phone, fax,
face-to-face interaction, written documentation, or through WebEOC
©
. Regardless of whether the request is
internal or external and regardless of the form of communication, all mission requests are entered into the
Mission Tracker in WebEOC
©
.
The Mission Tracker monitors for new requests, and then assigns the mission to the appropriate provider within
the SEOC. If there are any issues as to where the mission should be assigned, the Mission Tracker consults with
the Resource Branch Director.
Mission requests must be identified through the CSALTT description of:
C-capability being requested;
S-size;
A-amount being requested;
L-location the mission is being deployed;
T-FEMA Type; and
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 65
T-time the mission is needed.
In coordination with the Mission Trackers, Operations Section Branch Directors are responsible for tracking
resources deployed to support local emergency operations centers. Once a resource has been deployed, that
resource is under the direction and control of the requesting/receiving entity until the resource is demobilized
and returned to the assisting entity. Resources deployed throughout the State on state-level mission
assignments remain under the direction of the deploying agency.
Figure 23 - Mission Request Process
B. Maryland Emergency Support Functions (ESFs)
Maryland has designated 17 ESFs to plan and carry out the various operational activities that may be needed
during an incident. ESFs form the basis of the Operations Section within the SEOC.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 66
ESFs are the primary coordinating mechanism for building, sustaining, and delivering the capabilities of the
Response Mission Area. ESFs bring together the capabilities of State departments/agencies and other statewide
organizations and assets. They are not based on the capabilities of a single department/agency, but represent
groups of organizations that work together to deliver capabilities and support effective response operations.
When the SEOC operational Status Level is 2 or 1, individual State departments/agencies operate as a state-level
enterprise, coordinating activities within their respective ESFs and amongst the Branches of the Operations
Section. ESFs support not only a number of response capabilities, but also a number of responsibilities and
actions that extend beyond the scope of the capabilities of the Response Mission Area.
Figure 24 - SEOC Coordinating Structures
Not all local incidents requiring state-level support will result in the activation of ESFs. State
departments/agencies acting under their own legal and regulatory authority may request MEMA to activate
relevant ESFs to support their response operations.
The State Response Mission Area Lead, in consultation with the Governor, selects a State department/agency to
serve as the Primary Agency for each ESF, and designates specific roles and responsibilities to execute these
duties. Supporting State departments/agencies, key federal departments/agencies, and non-governmental
organizations/partners working with the Primary Agency assists in the actions of the ESF. The Maryland ESFs
generally correlate to the federal ESF system.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 67
Each ESF identifies its Primary Agency and support organizations. A support organization may be a State
department/agency, a federal department/agency, a non-governmental organization, or a private-sector
organization.
1. ESF Primary Agency
Only a State department/agency can serve as a Primary Agency, and must be a State department/agency with
significant authorities, roles, resources, and/or capabilities for a particular function within the ESF, and must
have coordinating oversight for that particular ESF. The ESF Primary has ongoing preparedness responsibilities,
as well as management responsibilities, within the SEOC. The management role of the ESF Primary is carried out
through a “unified command” approach, as agreed upon collectively by the designated Primary Agency and, as
appropriate, support organizations.
When an ESF is activated, ESF Primary Agencies are responsible for:
Providing staff to serve as the ESF Primary Representative in the SEOC;
Notifying and requesting assistance from support organizations;
Supporting and keeping other ESFs and organizational elements informed of ESF operational priorities
and activities;
Coordinating efforts with applicable private-sector organizations to maximize the use of available
resources;
Executing department-specific contracts and procuring goods and services, as needed;
Managing mission assignments and coordinating with support organizations, as well as appropriate
State officials, operations centers, and departments/agencies;
Maintaining situational awareness of ESF-related activities; and
Identifying and refining EEI inputs for situational reporting.
2. ESF Support Organizations
Support organizations are those entities with specific capabilities or resources that support the Primary Agency
in executing the mission of the ESF. When an ESF is activated, ESF support organizations are responsible for:
Providing staff to serve as ESF Support Representatives in the SEOC;
Ensuring preparedness to execute response operations within the SEOC;
Participating in planning for operations and the development of supporting operational plans, checklists,
or other job aids;
Conducting operations, when requested by the ESF Primary, consistent with their own authority and
resources;
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 68
Acting as the Primary Agency in the SEOC in absence of the Primary Agency;
Acting on agency tasks, as applicable to the ESF function;
Identifying and refining EEI inputs for situational reporting;
Share knowledge and resources through VOAD support; and
Assisting in the conduct of situational/damage assessments.
When requested, and upon approval of the Governor and The Adjutant General, the Maryland Military
Department provides support, as needed, to all ESFs.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 69
Table 5 - Maryland’s Emergency Support Functions
Maryland Emergency Support Functions (ESF)
#1 Transportation
ESF Description
Provides for coordination, control, and allocation of
transportation assets in support of the movement of
resources including the evacuation of people and the
redistribution of food and fuel supplies.
Primary Agency(ies)
Maryland Department of Transportation (MDOT)
#2
Communications
ESF Description
Provides a coordinated use of the State’s
communications resources that include but are not
limited to: 1.) Telephony; land lines, cellular, satellite,
2.) Wide Area Network (WAN); network Maryland, 3.)
Radio Communications, and 4.) Video
Telecommunications. ESF 2 facilitates the procurement
of communications related goods and services,
identifying and redistributing existing goods and
services, providing recommendations on the level of
communications needs to respond to a request, and
identifying and redistributing qualified personnel to
support the resolution related to the requests.
Primary Agency(ies)
Maryland Department of Information and Technology
(DoIT)
#3
Public Works &
Engineering
ESF Description
Provides for roads, highways, and bridge repairs,
engineering, construction, repair and restoration of
essential public works systems and services, and the
safety inspection of damaged critical infrastructures
such as: public buildings, dam systems, and water
treatment and supply programs. Coordinate the
collection and disposal of debris. Debris management
support entails removing debris from public property
and rights-of-way, enabling vehicle access and
reinstituting traffic patterns, minimizing health risks
that might result from debris, and disposing of debris
in the most efficient, effective, and permissible
manner.
Primary Agency(ies)
Maryland Department of Labor, Licensing, and
Regulation (DLLR)
#4
Fire Fighting
ESF Description
Provides for mobilization and deployment, and assists
in coordinating fire detection and suppression
resources and services necessary to support incident
response. Provides incident management assistance
for on-scene incident command and control
operations.
Primary Agency(ies)
Maryland Department of Natural Resources (DNR)
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 70
#5
Intelligence and
Analysis
ESF Description
Provides information analysis, intelligence, and acts as
a liaison to the intelligence community.
Primary Agency(ies)
Maryland Coordination and Analysis Center (MCAC)
#6
Mass Care, Sheltering,
Feeding, Housing &
Emergency Assistance
ESF Description
Manages and coordinates the delivery of mass care to
include sheltering, feeding, and emergency first aid and
welfare information for victims. Provides for
temporary housing, food, clothing, and special human
services including case management, crisis counseling,
and support for special needs populations. Ensures
coordination of mass care services for household pets
and service animals with ESF #16 –Agriculture and
Animal Welfare.
Primary Agency(ies)
Maryland Department of Human Resources (DHR)
#7
Resource Support and
Logistics
ESF Description
Secures resources through mutual aid agreements and
procurement procedures for all ESFs, as needed.
Provides for coordination and documentation of
personnel, equipment, supplies, facilities, and services
used during response and recovery operations.
Primary Agency(ies)
Maryland Department of General Services (DGS)
#8
Public Health &
Mental Services
ESF Description
Provides assessment of public health needs, health
surveillance, and care and treatment for the ill and
injured. Mobilizes health and medical personnel and
medical supplies, materials, and facilities. Provides all
hazards and behavioral public health and medical
consultation, information, and technical assistance and
support. Additionally, provides mass fatality
management and victim identification and
decontamination of human remains.
Primary Agency(ies)
Maryland Department of Health and Mental Hygiene
(DHMH)
#9
Search & Rescue
ESF Description
Provides resources for ground, water, and airborne
activities to locate, identify, and remove, persons lost
or trapped from a stricken area. Provides for
specialized incident response and rescue operations.
Primary Agency(ies)
Maryland State Police (MSP) and Maryland
Department of Natural Resources Police (NRP)
#10
Oil and Hazardous
Materials
ESF Description
Coordinate the resources and services necessary to
support an emergency response or recovery effort
essential to the remediation of conditions caused by
toxic, chemical, or hazardous materials release.
Primary Agency(ies)
Maryland Department of the Environment (MDE)
#11
Consumer Food
Safety and Security
ESF Description
Ensures the safety and security of the commercial food
supply. Provides for the execution of food safety
inspections and other services to ensure the safety of
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 71
food products that enter commerce through
distribution and retail sites, and import facilities at
ports of entry, conduct laboratory analysis of food
samples, control products suspected to be adulterated,
plant closures, food-borne disease surveillance, and
field investigations.
Primary Agency(ies)
Maryland Department of Health and Mental Hygiene
(DHMH)
#12
Energy and Utilities
ESF Description
Provide liaison and communication between the
government agencies and the utility and emergency
industries. Coordinates with the private sector to
ensure the emergency repair and safe restoration of
critical public energy utilities (e.g., gas, electricity, etc.).
Coordinates the availability, rationing, and distribution
of emergency power and fuel. Monitors prices of
scarce commodities.
Primary Agency(ies)
Public Service Commission (PSC) and Maryland Energy
Administration (MEA)
#13
Law Enforcement &
Safety
ESF Description
Provides a mechanism for coordinating and providing
support to local authorities to include non-
investigative/non-criminal law enforcement, law
enforcement, and security capabilities and resources
during potential or actual incidents. Supports incident
management requirements including force and critical
infrastructure protection, security planning, and
technical assistance, technology support, and law
enforcement for both pre-incident and post-incident
situations.
Primary Agency(ies)
Maryland State Police (MSP)
#14 a.
Cultural and Historic
Properties
ESF Description
Provides a framework that facilitates the response to
emergencies that affect cultural and historic
properties.
Primary Agency(ies)
Maryland Department of Planning (MDP)
#14 b. Natural
Resource Properties
ESF Description
Provides a framework that facilitates the response to
emergencies that affect natural resource properties
Primary Agency(ies)
Department of Natural Resources (DNR)
#15
Donations and
volunteer
Management
ESF Description
Facilitates the delivery of donated goods and volunteer
services to support response operations. Coordinates
volunteer affiliations.
Primary Agency(ies)
Governor’s Office of Community Initiatives (GOCI)
#16
Agriculture and
Animal Welfare
ESF Description
Provides a framework that facilitates the response to
emergencies that affect agriculture, food, and animals.
Recommends protective actions for animals.
Primary Agency(ies)
Maryland Department of Agriculture (MDA)
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 72
#17
Military Department
ESF Description
Supplements the efforts and resources of state and
local governments and voluntary organizations during
emergency operations.
Primary Agency(ies)
Maryland Military Department (MMD)
The tables located in Appendix B show the State, local, and federal agencies/departments, and other supporting
organizations, agencies, and departments that are assigned as primary and support for the 17 Maryland
Emergency Support Functions.
Table 8 shows all the State department/agencies (P=Primary, S=Supporting) for each ESF;
Table 9 shows the other supporting organizations, agencies, and departments for each ESF; and
Table 10 shows the Response Capability to each ESF.
Federal departments/agencies, by their authority, are part of certain local or State incidents. For example, the
Environmental Protection Agency (EPA) is a part of any oil and hazardous materials incident under its authority,
and the United States Coast Guard (USCG) is part of any search and rescue, debris management, law
enforcement and safety, firefighting, or oil and hazardous material incident in the waterways under its
authority. These federal departments/agencies do not wait until a Presidential Declaration to participate in
incidents. The MJOC or partner State department/agency is required to notify the appropriate federal
departments/agencies when mandated. Other federal departments/agencies can only be requested when a
Presidential Declaration is in effect. For example, if the Department of the Interior is needed to assist with State
historical properties under the State ESF #14 – Natural, Cultural, and Historic Properties, a Presidential
Declaration must have been issued.
The Maryland VOAD which falls under ESF #15 – Donations and Volunteer Management is comprised of disaster
relief agencies including faith-based, non-profit, and governmental and non-governmental organizations with
the goal of enabling more effective disaster response and recovery efforts through sharing information of
resources. Non-profit organizations like the American Red Cross work with the State either through formal
Memoranda of Understanding (MOUs) or informal cooperative agreements. However, the State understands
that their assistance and support is voluntary.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 73
C. State-Local Coordination
The Regional Liaison Officers are critical links between Local EOCs and the SEOC. They manage requests for
resources and help maintain situational awareness of local response activities. The RLOs function as members
of the local jurisdictions’ Command Staff as Liaison Officers, and are responsible for ensuring local jurisdictions
receive the support they request. Responsibilities of deployed RLOs are to:
Establish coordination between local activities at the local EOC or local incident command post and the
SEOC;
Monitor EOC operations to identify coordination challenges;
Monitor EOC operations to identify local resource and mission support needs;
Participate in planning meetings, providing current resource status information, including limitations
and capabilities of local resources; and
Provide local demobilization and recovery transition information to the SEOC.
Figure 25 - State Support to Local Emergency Operations Centers
MEMA’s RLO cadre is organized by regions:
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 74
Western Region: Garrett, Allegany, and Washington Counties;
Capital Region: Frederick, Montgomery, and Prince George’s Counties;
Southern Region: Charles, St. Mary’s, and Calvert Counties;
Central Region: Anne Arundel, Howard, Carroll, Baltimore, and Harford Counties, Annapolis City and
Baltimore City;
Upper Shore Region: Cecil, Kent, Queen Anne’s, Caroline, and Talbot Counties; and
Lower Shore Region: Dorchester, Wicomico, Worcester, and Somerset Counties, and the Towne of
Ocean City.
Figure 26 - Maryland Emergency Management Regions
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 75
XVIII. SEOC Relationship To Other Intra-State Operations Centers
In addition to the MJOC, Maryland has three other 24/7 operations centers:
Maryland Coordination and Analysis Center (MCAC);
Maryland Network Operations Center (NOC)
Maryland Institute of Emergency Medical Services Systems (MIEMSS) Statewide Communications
System, Emergency Medical Resource Center (EMRC)/Systems Command (SYSCOM); and
Maryland Department of Transportation, State Highway Administration Operations Center (SOC).
The MCAC is a watch center that coordinates the efforts of State, local, and federal agencies to gather, analyze,
and share intelligence information with law enforcement, public health, and emergency responder personnel.
The MCAC and MJOC regularly coordinate on the distribution of critical information requirements. While not all
information the MCAC provides is designated secure or sensitive, information is shared with those with
appropriate needs and clearances.
The MIEMSS Statewide Communications System, called EMRC/SYSCOM, is a complex network that provides
communications among ambulances, medevac helicopters, dispatch centers, hospital emergency departments,
trauma centers, specialty referral centers, and law enforcement. Emergency Medical Resource Center medical
channel radio communications system links EMS providers in the field with hospital-based medical consultation.
The EMRC receives calls from EMS providers in the field, directs the provider to the appropriate med-channel,
and establishes a patch to the appropriate medical facility. The EMRC plays a critical role in ensuring a
coordinated response to major incidents and catastrophic events. Housed in the same facility, SYSCOM
Helicopter Communications is the State’s medevac helicopter communications system. A Maryland State Police
Duty Officer is stationed in SYSCOM to dispatch MSP helicopters.
The Maryland State Highway Administration (SHA), an operating agency of the Maryland Department of
Transportation, operates a 24/7 Statewide Transportation Operations Center in Hanover, Maryland. The SHA
SOC monitors traffic on State roads and federal highways throughout Maryland. The monitoring includes video,
traffic speed, weather, and incidents. The SOC coordinates with SHA field resources, as well as fire and police, to
quickly and safely resolve traffic incidents and to coordinate traffic special events.
Network Maryland is Maryland’s provider of network services, Information Technology (IT) security, and IT
systems support. The network Maryland program operates a private, statewide, facilities-based high speed data
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 76
network with at least one Point of Presence (POP) in each of the 24 jurisdictions in the State of Maryland.
Connectivity among the networkMaryland
TMPOPs
is accomplished via State-managed fiber; State managed
wireless systems, and leased circuits. The network Maryland Network Operations Center (NOC) is a 24x7x365
network monitoring and response center for agencies, counties, municipalities, schools, and libraries that are
current network Maryland subscribers. The NOC provides tier one troubleshooting for performance issues, as
well as testing services for new services implementation prior to a subscriber link going into production. The
NOC is also responsible for escalation of issues to telecommunications services providers (leased circuits), as
required.
During SEOC activations, the primary interface with these centers is the Emergency Support Function under
which the function falls. Those ESFs are:
ESF #1 – Transportation: interfaces with the SHA SOC;
ESF #2 – Communications: interfaces with the network Maryland NOC;
ESF #5 – Intelligence and Analysis: interfaces with MCAC;
ESF #8 – Public Health and Medical Services: interfaces with EMRC/SYSCOM; and
ESF #13 – Law Enforcement: interfaces with the MCAC and the MJOC.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 77
XIX. National Capital Regional Coordination
Regional incident coordination within the National Capital Region, which includes the District of Columbia;
Frederick, Montgomery, and Prince George’s Counties in Maryland; Arlington, Fairfax, Loudoun, and Prince
William Counties in Virginia; and the cities inside those regional boundaries, is executed though the activation of
the Regional Emergency Coordination Plan (RECP). The purpose of the RECP is to facilitate regional collaborative
planning, communication, and information sharing and coordinated activities. The RECP basic plan is centered
upon the use of the Regional Incident Communication and Coordination System (RICCS) and the Regional
Incident Tracking System (WebEOC
©
). To support RICCS and WebEOC
©
, Regional Emergency Support Functions
(R-ESFs) have been implemented, which parallel the federal ESF structure. RECP Support Annexes have also
been developed. RICCS consists of two messaging platforms:
1. A Metropolitan Washington Council of Governments (MWCOG)-owned text messaging tool; and
2. Regional teleconferencing (also known as a “RICCS Call”).
The MJOC is authorized to receive and send RICCS alerts. Other means of communication are also utilized,
including conference calls, WebEOC
©
, wireless communication, and the Washington Area Warning and Alert
System (WAWAS)
RICCS is used to notify key decision makers, SMEs, and R-ESF members when an incident occurs. The
notification also signals implementation of the “1st hour Checklist.” A request is made to the RICCS Host Center
or a regional notification is initiated using RICCS if a jurisdiction’s incident is of regional concern. When a
regional incident occurs, R-ESF #5—Emergency Management is used to collect and share information with
affected entities. A local government or emergency management director/Chief Administrative Officer (CAO),
depending on the incident and their own standard operating procedures, will provide R-ESF #5 information
through RICCS, WebEOC
©
, or WAWAS.
RICCS should be used to bring together appropriate R-ESFs, and possibly CAOs, whether an incident affects
multiple jurisdictions or the entire NCR. At the first detection of an incident, the following four types of
activities should take place:
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 78
Initial Actions
Post-incident, notification through RICCS of key decision makers, SMEs, and R-ESF members occurs. Conference-
calling capabilities are also available 24/7. A conference call may be convened based on the following:
Local responding emergency communication center;
Affected jurisdiction’s CAO or designee;
CAO of another jurisdiction in the region;
Affected, or potentially affected, R-ESF members; and
Metropolitan Washington Council of Governments Executive Director or designee.
MWCOG is the coordinating agency for RICCS conference call requests. The District of Columbia Homeland
Security and Emergency Management Agency (HSEMA) is also authorized to schedule calls if MWCOG staff is
unavailable.
Continuing Actions
Following an incident the MWCOG may do one of the following:
Incident tracking and status reporting (available on WebEOC
©
);
Assessment (available via conference calls, e-mail, or WebEOC
©
);
Coordination of decision-making (through RICCS); and
Creation of common messages (made available to PIOs and elected officials).
Stand-Down
Coordination across jurisdictions returns to normal levels. This may include a decreased use of RICCS for
information sharing.
After-Action Review
MWCOG evaluates regional coordination efforts, and brings organizations together for lessons learned and
assignment of improvement areas.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 79
XX. Alternate Response Architectures and Applications
The MJOC/SEOC is the primary architecture under which the State conducts consequence management. There
are two alternate architectures that are used under specific circumstances: the Multi-Agency Coordination
Center (MACC) and the Unified Area Command (UAC).
A MACC describes the structure, functions, and activities of an intergovernmental group of agencies that come
together to make decisions regarding situational awareness, and the sharing and use of critical resources. The
MACC organization is not a part of an on-scene incident command system and is not involved in developing
incident strategy, objectives, or tactics.
In Maryland, a MACC is utilized for pre-planned events under non-emergency conditions involving both multiple
jurisdictions and multiple State agencies, and fuses both Prevention/Protection and Response missions. The
SEOC is at an Operational Status Level 3 with the additional staff posted at the MACC location.
The Unified Area Command is established to provide coordinated oversight to multiple incidents that are being
managed by separate ICS organizations. The UAC sets overall strategy, objectives, and priorities, allocates
critical resources according to priorities, ensures that incidents are properly managed, and ensures that
objectives are met and strategies followed. The UAC is multijurisdictional, with representatives who have
command authority for their areas. The SEOC is at an Operational Status Level 1 or 2, and the UAC may be co-
housed with the SEOC. The table below compares the principles of a MACC vs. a UAC.
Table 6 - MAC versus UAC
Multi-Agency Coordination
Unified Area Command
Primary
Mission
Situational Awareness
Strategic Operational Coordination
Authority
Providing resource support only- no involvement in
setting objectives
Setting overarching goals and objectives for
the operation
Representation
State and Local Emergency Management Personnel
Federal/State and/or Local Incident
Commanders
Responsible to
Emergency Operations Centers
Command Posts
SEOC Role
Contingency
Operational Status Level 3
Resource Support
Operational Status Levels 1 or 2
Usage
Examples
National or State Inauguration
Multi-jurisdictional public event or incident
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 80
XXI. Demobilization and Recovery Operations
As response activities scale down and transition away from life safety and property protection, the need
for SEOC support to local jurisdictions lessens. ESFs begin to be unnecessary as activities are supported
with normal operating procedures by State departments/agencies or autonomously by the impacted local
jurisdiction. This is the time to begin SEOC demobilization and transition, if necessary, to recovery
operations. This transition is facilitated by the SEOC Commander and SDRC, who is serving as the Deputy
SEOC Commander.
A. SEOC Demobilization
As the response activities begin winding down and response issues become recovery issues, SEOC staffing
requirements and ESFs present in the SEOC will change. Less SEOC staffing may be needed as ESFs are
demobilized or even as support organizations under an individual ESF are demobilized. As ESFs begin to
demobilize, the State Operational Status Level may begin to return to steady-state operations.
The Future Planning Unit of the Planning/Intel Section is responsible for monitoring and analyzing future
SEOC staffing needs, ESF collaboration, and the State Response Operational Status Level, and to
recommend when changes should occur. It is likely that a stepped de-escalation of the SEOC will take
place when it is determined that response operations are winding down, and short- and long-term
recovery operations are beginning.
The SEOC Commander, after consultation with the SPG and the Planning/Intel Section Chief, the
Operations Section Chief, and the JOG, shall determine when the State Response Operational Status Level
should be downgraded and/or the SEOC demobilized. The plan is documented in the SEOC Demobilization
Plan, and is incorporated into the SSP for the upcoming operational period.
Eventually, a return to State Response Operational Status Level 4 occurs, and MEMA returns to normal
operating conditions. However, demobilization of the SEOC and de-escalation of the State Response
Operational Status Level does not mean an end to all activities for an incident. Intermediate and long-
term recovery activities may continue for months or even years following an incident.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 81
B. Recovery Transition
The transition from response operations to recovery is a gradual process, the pace and timing of which
depend upon the circumstances of the disaster. As response activities diminish, disaster recovery
activities increase. During this time period, direction and control of the State’s operations are transferred
from the State Emergency Operations Center (SEOC) Commander,
5
to the State Disaster Recovery
Coordinator (SDRC).
6
The organizational charts detailed in the figure below represent the operations sections (not the entire
organizational structure) for response and recovery, and the figure is intended to illustrate the transition
from the response phase to the recovery phase – specifically, as response activities decrease, recovery
activities increase.
The figure below illustrates the interrelationships between preparedness, response, and recovery.
5
The SEOC Commander is the designated leader of response operations. The roles and responsibilities of the SEOC
Commander are outlined in the “Command Section Organization Position Descriptions and Responsibilities” section,
below.
6
The SDRC is the designated leader of recovery operations. The roles and responsibilities of the SDRC are outlined
in the “Command Section Organization Position Descriptions and Responsibilities” section, below.
Figure 27 - Recovery Continuum: Description of
Activities by Phase
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 82
The initial stages of recovery operations occur along a “continuum” that begins with the final phase of
response operations-stabilization- when government, businesses, and utilities start to provide essential
services to the community again (even through temporary means). Stabilization includes such activities as:
Providing essential health and safety services ;
Providing congregate sheltering or other temporary sheltering solutions;
Providing food, water, and other essential commodities for those displaced by the incident;
Providing disability-related assistance/functional needs support services;
Developing impact assessments on critical infrastructure, essential services, and key resources;
Conducting pre-planning damage assessments;
Conducting community-wide debris removal, including clearing of primary transportation routes;
Restarting major transportation systems and restoring interrupted utilities, communication
systems, and other essential services, such as education and medical care;
Establishing temporary or interim infrastructure systems;
Supporting family reunification;
Supporting the return of medical patients to appropriate facilities in the area;
Providing basic psychological support and crisis counseling;
Providing initial individual case management assessments;
Providing security and reestablishing law enforcement functions;
Building an awareness of the potential for fraud, waste, and abuse, and ways to deter such
activities, such as developing public service announcements and publicizing ways to report
allegations of waste, fraud, and abuse; and
Begin assessment of natural and cultural resources.
If the scope of the incident dictates, a separate recovery organization will be established in accordance
with the SDROP. The SEOC Commander, in consultation with the SCO, will make the decision as to when
to transfer direction and control of recovery operations to the State Disaster Recovery Coordinator and
State Recovery Organization.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 83
XXII. Declarations
Declarations allow the State and local jurisdictions to take extraordinary measures, and to provide and
receive emergency assistance during an event or incident that overwhelms the resources of the local
jurisdiction or the State. Initially, local jurisdictions rely on pre-existing mutual aid agreements with
neighboring jurisdictions or MEMAC. Local jurisdictions can also seek resources assistance from the State,
which, in turn, can secure mutual aid from neighboring states through a process known as the EMAC, or
through the federal government. The mutual assistance process is outlined in the figure below.
A. State of Emergency
By Executive Order, the Governor may declare a State of Emergency to exist for all or part of the State
when a threat or actual event has the potential to impact people, infrastructure, or private or public
property. As authorized by the governing code, the Executive Order has the force and effect of law.
Before requesting assistance from the State, local officials are encouraged to declare a local State of
Emergency for their jurisdiction. Even the threat of disaster, such as an approaching hurricane, can be
cause for local and State declarations. These actions permit the State to activate policies and procedures
outside of normal activities and regulations. This includes authorization for expenditures to cover
response operations-related activities.
The Maryland National Guard, as part of the Maryland Military Department, and its assets can only be
used if included as an element of the State of Emergency. However, there are some exceptions to this
rule, one being the use of the Civil Support Team (CST).
A State of Emergency Declaration is one of the executive directives the Governor must execute before
requesting federal assistance under the Robert T. Stafford Act. It indicates that the State is committing all
available resources before requesting assistance from the federal government, and that the consequences
of the incident are, or will be, greater than the State’s capacity to meet the requirements necessary to
resolve the impacts of the incident. The figure below illustrates the various levels of mutual aid assistance
available during disasters.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 84
Figure 28 - Mutual Assistance
It is the responsibility of the External Liaison or the Planning Section, at the direction of the SEOC
Commander, to draft a State of Emergency Executive Order for review and finalization by the Office of the
Governor, and signing by the Governor.
A State of Emergency stays in effect for 30 days from issuance, unless specifically rescinded by an
Executive Order. It may be renewed twice before requiring the State Legislature to confirm it. Depending
on the time of year, a special session of the legislature may need to be convened by the Governor.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 85
To avoid this situation, a new State of Emergency addressing additional concern, or removing or changing
orders can be issued. A single incident may require multiple State of Emergency Orders issued before or
during the incident. Each Order can then be rescinded or renewed separately.
B. Presidential Declaration
Under provisions of the Stafford Act, as defined by 44 CFR § 206, the Governor may request two types of
Presidential Declarations for disaster assistance: Emergency or Major Disaster. They are defined as
follows:
1. Emergency Declaration
An Emergency Declaration applies to “any occasion or instance for which, in the determination of the
President, federal assistance is needed to supplement State and local efforts and capabilities to save lives
and to protect property and public health and safety, or to lessen or avert the threat of a catastrophe in
any part of the United States.”
Emergency assistance differs from disaster assistance. It is intended to avert a catastrophe through the
support of emergency actions. An Emergency Declaration can be requested before an incident occurs and
is also called a Pre-Disaster Declaration. It does not include any restoration or permanent repairs.
An emergency does not have to be a natural disaster. For example, it may be a water system
contamination that cannot be handled by local and State resources.
Characteristics:
Beyond State and local capabilities;
Supplementary emergency assistance;
Not to exceed $5 million; and
Must be requested within 5 days of when the need is apparent, but no longer than 30 days after
the occurrence of the incident.
2. Major Disaster Declaration
A major disaster declaration applies to “a major disaster [which is] categorized as a natural catastrophe
(including any hurricane, tornado, storm, high water, wind driven water, tidal wave, tsunami, earthquake,
volcanic eruption, landslide, mudslide, snowstorm, or drought), or regardless of cause, any fire, flood, or
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 86
explosion, in any part of the United States, which in the determination of the President, causes damage of
sufficient severity and magnitude to warrant major disaster assistance under the Stafford Act to
supplement the efforts and available resources of the State, affected local governments, and disaster
relief organizations in alleviating the damage, loss, hardship, or suffering caused thereby.” Damage
Assessments are required to determine the extent of damage in order to request this type of Declaration.
Characteristics:
Beyond State and local capabilities;
Supplementary to available resources of State and local governments, disaster relief
organizations, and insurance; and
Must be requested within 30 days of the incident.
3. Unusual Severity and Magnitude
In cases where a major disaster is of “unusual severity and magnitude,” field assessments may not be
necessary to determine the necessity of federal assistance. The Governor (or acting Governor) may send
an abbreviated request that does not need to include estimate damages or amount of expected federal
assistance.
Characteristics:
Catastrophes of unusual severity and magnitude;
Supplementary to available resources of State and local governments, disaster relief
organizations, and insurance; and
Requested in a most expeditious manner.
4. Federal Program Components
An Emergency Declaration is designed to provide federal disaster assistance to meet a specific emergency
need or to implement protective measures, such as sandbagging, evacuation and sheltering, etc., which is
more limited in contrast to a Major Disaster Declaration. A Major Disaster Declaration makes a broad
range of federal disaster assistance programs available to the impacted area that are designed to assist
disaster victims, businesses, and public entities in the recovery process. Some of these programs require a
non-federal cost share.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 87
Individual Assistance provides aid to individuals, families, and businesses whose property has been
damaged or destroyed and whose losses are not covered by insurance, using local, State, and
federal resources following a disaster.
Public Assistance provides supplemental financial assistance to states, local governments, and
selected private non-profit organizations for debris removal, protective measures, and permanent
restoration of infrastructure.
Hazard Mitigation provides funding support for the development and implementation of plans
and projects to reduce disaster losses, protect life and property from future damages, and
enhance overall community resilience.
5. Damage Assessment Process
While each disaster presents its own unique set of challenges to communities, there are certain steps that
will need to be taken in order to secure federal assistance for individuals living in impacted communities
after any disaster. The process requires that specific information be collected by local jurisdictions (with
some assistance from both the State and federal governments) and submitted to MEMA to support the
State’s request to the President for an Individual Assistance Declaration. Clear, timely, and accurate
damage assessment data will make the Declaration Request Process significantly easier to manage for all
parties involved, and will expedite getting the necessary resources to impacted communities.
Additionally, the data collected to support this process will be used in the planning for other recovery
efforts.
There are three distinct steps that occur during the Damage Assessment process, which are illustrated in
the figure below. While each step builds upon the data collected in the previous step(s) additional data
will need to be collected and analyzed. Careful communication and coordination among State, local, and
federal resources will be critical to ensuring the effective execution of the Declaration Request Process.
The specific data collection needs and the participating entities for each step are detailed in the sections
below.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 88
Figure 29 - Damage Assessment Process
Rapid Needs Assessment and Initial Damage Assessment
The first step involves the local jurisdiction conducting a Rapid Needs Assessment, even as life safety
response operations are ongoing, to identify unmet needs. The goal of this first assessment is to evaluate
the extent and scale of the damage caused by the disaster, and ultimately to determine if there is a need
to request that the State perform a Joint PDA.
The Rapid Needs Assessment typically consists of information received in 911 centers or from first
responders, agencies located in the local EOCs, and local Emergency Managers. It may also be obtained
by windshield assessments, door-to-door visits, and flyover surveys. These assessments should include
information on demographics, infrastructure damage, and damage to any essential facilities.
An Initial Damage Assessment (IDA) is then performed by the localities and State departments/agencies as
soon as safe conditions allow and if, possible, within seventy-two (72) hours of the end of the incident.
IDAs are submitted to the MEMA using templates provided to State agencies and local jurisdictions. These
forms are available in the “Public Assistance Damage Assessment Plan,” and the “Individual Assistance
Damage Assessment Plan” Which can be found on MEMAs website.
Joint PDA
Depending on the findings from the IDA submitted by localities and State departments/agencies, the State
may request FEMA conduct a Joint PDA in coordination with affected localities, to verify the damages and
estimate the amount of supplemental assistance needed. The Joint PDAs focus on the more significantly
impacted areas identified by the IDAs submitted, which may be eligible for federal assistance under the
Stafford Act (e.g., Individual Assistance, Public Assistance, and Hazard Mitigation) or the Small Business
Administration (SBA) Disaster Loan Program. State and federal personnel knowledgeable in these
programs will accompany local officials to the damaged sites.
Request for
Major Disaster
Declaration
Disaster
Joint PDA
Rapid Needs
Assessment/
Initial Damage
Assessment
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 89
The Joint PDA provides the necessary information to support the request for a Major Disaster Declaration,
and validates that the impacts exceed State and local resources. The findings from the Joint PDA assist in
determining what disaster assistance and associated programs should be requested and activated under
the Stafford Act, as well as made available from other federal programs and resources.
Request for Major Disaster Declaration
Completion of the declaration request and the data collection required for completion is the responsibility
of the Disaster Assistance Unit in the Finance/Admin Section of the SEOC, when activated. If the SEOC has
returned to steady-state operations, these responsibilities fall to the Public Assistance Officer and/or
Individual Assistance Officer.
While PDAs are ongoing, MEMA will aggregate the data provided to form the request for a Major Disaster
Declaration. This request is submitted by way of a letter from the Governor to the President, and must be
submitted within 30 days of the incident.
Upon receiving the request, FEMA reviews and evaluates the request and supporting documentation at
the regional and national levels, and develops and submits a recommendation to the President based on
their findings. A federal declaration can be received for Individual Assistance or Public Assistance
individually, or for both; the federal code (44 CFR § 206.35 and .36) specifies the information needed in
the Governor’s request for assistance.
If the Governor’s request for a federal declaration is approved, the Declaration will specify the federal
assistance programs that will be made available to the State, as well as the jurisdictions included in the
action. A Public Assistance Disaster Declaration provides the basis for financial and other forms of aid to
State and local governments, and non-profit organizations for debris removal, implementation of
protective measures, and damages sustained to critical infrastructure. An Individual Assistance Disaster
Declaration provides the basis for financial and other forms of aid to private citizens and, to a more limited
extent, to businesses. Sometimes, when a disaster event does not meet the criteria for a Stafford Act
Individual Assistance Disaster Declaration, it may meet the criteria for a Small Business Disaster
Declaration. The SBA Administrator can approve this type of disaster declaration. Other federal disaster
assistance declarations that can be authorized independently include the U.S. Department of Agriculture
declarations and the DHS/FEMA Fire Management Assistance Declarations.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 90
XXIII. Federal Assistance
FEMA Region III works with the emergency management agencies of Pennsylvania, Maryland, Delaware,
Virginia, West Virginia, and Washington D.C. The MJOC notifies FEMA Region III when the State Response
Operational Status Level is elevated in response to an incident or in anticipation of a planned event.
Additionally, all status updates, information, and reports sent out of the MJOC throughout an incident are
sent to FEMA Region III. During certain types of emergencies, such as radiological incidents, a notification
phone call will be made directly to the FEMA Region III Operations Center to expedite communication and
coordination. FEMA Region III monitors the situation and makes contact with MEMA’s Executive Director
or the SEOC Commander if a request for federal support is anticipated.
If the SEOC Commander or the Senior Policy Group determines that a representative from FEMA is needed
in the SEOC, the FEMA Region III Administrator has the authority to place a FEMA representative in the
SEOC as an external liaison.
Federal interagency pre- and post-disaster incident support in Region III is managed primarily out of the
State-Federal JFO, with support from the Regional Response Coordination Center (RRCC).
A. Regional Response Coordination Center (RRCC)
A catastrophic incident activates “Level-1 (Full Staff) Operations” at FEMA’s Region III RRCC. Most federal
ESF teams will report to the RRCC with adequate staff to support 24-hour operations, and an Incident
Management Assistance Team (IMAT) will be deployed to the SEOC during the initial response period
when information is in short supply and key decisions must be made, including resource requests, disaster
assistance coordination, and other early-phase issues.
For planning purposes, the RRCC will manage federal response operations for the first 72 hours after an
incident. The RRCC provides overall incident management coordination, coordinates federal regional
response and support efforts, conducts planning, deploys regional-level entities, collects and disseminates
incident information, and maintains communication with SEOC and other federal and State operations and
coordination centers. While the RRCC is operational during these first three days, a location for a JFO will
be identified. At the end of the first 72 hours, it is anticipated that the JFO will be operational and
authority for managing the federal portion of the incident will be transferred from the RRCC to the JFO.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 91
The SEOC communicates with the RRCC through the FEMA representative in the SEOC serving as the
External Liaison Officer.
This 72 hour RRCC-to-JFO timeline is a planning assumption based on past experiences and anticipated
probabilities. The decision when to transfer coordinating authority to the JFO Federal Coordinating
Officer (FCO) is at the discretion of the FCO when one is officially appointed to the disaster, and in
consultation with the FEMA Regional Administrator.
B. Joint Field Office
The JFO is the primary office for federal-State coordination in administering federal assistance to the
State. The JFO is established in accordance with NIMS under a Unified Command consisting of
coordinating officers from the State and federal governments. It is established post-disaster declaration
(circumstances permitting, ideally within 72 hours), and serves as the temporary duty station for most of
the State and federal staff assigned to manage the disaster. The initial federal contingent deploying to the
State will establish an Initial Operating Facility (IOF) while logistics for the JFO are being sorted. The JFO
coordinates mid- to late-phase response operations, and manages federal recovery programs, such as the
Public Assistance, Individual Assistance, and Hazard Mitigation program activities, as well as State
recovery programs. Additionally, it oversees the staging area operations, federal response team base
camps, disaster recovery centers, area field offices, and other facilities activated for the relief effort. The
JFO may remain open for months to years, depending on the life cycle of the relief operation. The figure
below illustrates the process for federal support and coordination.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 92
Figure 30 - Federal Support Coordination
C. Resource Requests
To request resources from FEMA, the SEOC will complete a Resource Request Form (RRF) and submit it to
the RRCC. Once the RRF is received by FEMA, they will enter the information on the RRF into the Action
Tracking System, which will track the resource from the request through completion. The RRCC’s
Operations Section Chief will review the RRF to ensure that the request meets the following requirements:
1. The request is clearly stated;
2. The request is eligible for federal assistance;
3. The resource needs exceed State and local capabilities; and
4. The request does not fall under the statutory authority of another federal agency.
If the resource request in the RRF violates any of the above criteria, then the RRF will be returned to the
State. If these criteria are met, the request will be evaluated to determine if the requirement can be filled
through FEMA’s warehoused goods. If the request can be met with warehoused goods, FEMA’s Logistics
Section will direct FEMA assets from the distribution centers to a location closer to the disaster. If the
need cannot be met through FEMA warehoused goods, then FEMA will use other mechanisms to address
the request. Other potential mechanisms include mission assignments, interagency agreements, and
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 93
contracts. For additional information on FEMA resource sourcing, refer to the DHS Office of Inspector
General’s report on “FEMA’s Sourcing for Disaster Response Goods and Services.”
7
7
Department of Homeland Security Office of Inspector General, FEMA’s Sourcing for Disaster Response Goods and
Services, August 2009, available at http://www.oig.dhs.gov/assets/Mgmt/OIG_09-96_Aug09.pdf.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 94
XXIV. Mutual Assistance Compacts
A. Interstate Assistance
EMAC is a state-to-state mutual aid agreement between each of the 50 states, Puerto Rico, the Virgin
Islands, Guam, and the District of Columbia. EMAC was developed to facilitate state-to-state assistance.
This assistance can be provided before federal programs are in place. It can also be implemented to fill
the gaps during a federal response. EMAC can be initiated between states without any Federal Disaster
Declarations. However, a State of Emergency Declaration by the Governor is required of the state
requesting resources.
There are two roles a state can play within the framework of EMAC. When it is necessary for a state to
request resources from other states, that state is a Requesting State. If a state is assisting another state
by supplying resources, it is an Assisting State. Maryland made requests during Hurricane Isabel in 2003,
Tropical Storms Irene and Lee in 2011, and Hurricane Sandy in 2012. The State has provided resources as
an Assisting State during the 2004, 2005, 2009, and 2012 hurricane seasons.
The National Emergency Management Association (NEMA) is the national coordinating body to carry out
day-to-day EMAC procedures and to develop protocols. The National Coordinating State (NCS) carries out
these EMAC activities. Several committees are assigned tasks, such as keeping member states informed of
the latest information and assigning officers, annually. The NCS is able to activate EMAC operations on
short notice. During activations, the most important task for the NCS is to recruit the Advance Team (A-
Team) from member states to deploy to the requesting states. Depending on the complexity of an
incident, the NCS may be asked to participate in a Regional and/or National Coordination Team (see the
“EMAC Operations Manual” for more information).
A state joins EMAC by adopting its Articles of Agreement through legislation. Title 14-7 of Maryland
Statues certifies Maryland as a member of EMAC.
The member state accepts certain responsibilities in order to maintain operational readiness. EMAC-
specific staff must be appointed. This includes an Authorized Representative, a designated contact, and
deployable A-Team members. Resource shortfalls need to be determined. Resources available to deploy
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 95
Figure 32 – Activation Process
to requesting states also must be typed with costs assigned to them. Procedures for staging, deploying,
and operational support need to be written, trained, and exercised.
8
1. Pre – Event Preparation
Prior to an emergency or disaster the State Emergency Management Agency’s and jurisdictional resource
providers (i.e. state, county, local, or private sector) must engage in pre-event preparation. The figure
below illustrates the process for pre-event preparations.
2. Activation
In the event local and state resources are exhausted, the state will source
the resource request to intrastate mutual aid, federal sector, volunteer, or EMAC.
Depending on the scope of the incident the State’s Governor will declare an
emergency or disaster declaration activating EMAC. The Authorized EMAC
Representative for the affected state will create an event in the EMAC Operations
System (EOS).
8
Emergency Management Assistance Compact, EMAC Operations Manual (Version 3.) (10/16/2013). National Emergency
Management Association (NEMA).
Figure 31 – Pre – Event Preparations
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 96
Figure 34 – Response Process
Mobilize
Deploy
Demobilze
3. Request and Offer
Beginning with the closest states, the EMAC A-Team will reach out to Members States to source resource
requests that have been submitted by the affected state. Member States who may be able to provide
assistance must first assess their own risk level before they can proceed. If the determination is made they
can assist then the Member State will initiate their in-state EMAC activation protocols to contact resource
providers for the purposes of collecting offers of assistance and to also determine availability. To formally
accept the offers for assistance, the Requesting and Assisting State Emergency Management Agencies
must complete the EMAC Request for Assistance (REQ-A); a legally binding agreement.
Figure 33 – Request and Offer Process
4. Response
Upon completion of the REQ-A, preparations for the mobilization of resources will occur. Prior to
deployment, personnel will be briefed and provided with an EMAC
Mission Order Authorization Form. Personnel will also be educated on EMAC
deployment procedures (i.e. tracking mission expenses, documentation, and
communications with assisting state). Once the resources have mobilized they
are deployed to the requesting state to conduct their mission. After the mission
has been completed the assisting state’s resources will demobilize and return
home.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 97
5. Reimbursement
The reimbursement process is comprised of deployed personnel, resource providers, assisting and
requesting states which share the responsibility of ensuring that reimbursements are processed in a
timely manner. The figure below provides an illustration of the EMAC reimbursement process.
9
B. Intra-State Mutual Assistance
As authorized by the Annotated Code of Maryland, Public Safety Article, Title 14, Subtitle 8, the Maryland
Emergency Management Assistance Compact is an intra-state mutual aid agreement between 25 local
jurisdictions within Maryland. It facilitates resource sharing between local jurisdictions through formal
procedures. When the local jurisdiction signed onto the MEMAC Articles, they agreed to abide by the
procedures of the Compact.
1. MEMAC Process
General
MEMA may act as a liaison between requesting jurisdictions, and assisting local jurisdictions and
State departments/agencies to coordinate resource requests. Through the MJOC and an on-scene
representative, MEMA will understand what resources may or will be requested.
Mission numbers will be assigned by SEOC Operations staff at MEMA.
9
Emergency Management Assistance Compact, How EMAC Works. (1995 – 2015).National Emergency Management Association
(NEMA). http://www.emacweb.org/index.php/learnaboutemac/howemacworks
Figure 35 – Reimbursement Process
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 98
MEMA staff with EMAC/MEMAC training may be sent to the requesting jurisdiction to serve as the
A-Team. The A-Team will assist the local director with identifying resource needs and
coordinating requests. The A-Team will also assist with maintaining records of MEMAC missions.
The MEMAC Req-A will be used to mobilize MEMAC missions.
As are afforded those of the jurisdiction in which they are performing emergency services each
party jurisdiction shall afford to the emergency responders of any party jurisdiction operating
within the requesting jurisdiction under the terms and conditions of this Compact the same
powers, duties, rights, and privileges .
Emergency responders will continue under the command and control of their regular leaders, but
the organizational units will come under the operational control of the emergency services
authorities of the requesting jurisdiction.
Emergency responders shall have the same power, duties, rights, and privileges as personnel of
the requesting jurisdiction correspondent to performing the same function.
Mobilization
The senior elected official of each local jurisdiction shall designate an Authorized Representative.
The Authorized Representative may request the assistance of another party jurisdiction by
contacting the Authorized Representative of that jurisdiction.
Deployed resources must be assigned a MEMAC mission within 10 days by filling out the MEMAC
Req-A before reimbursement is allowed.
Initially, the requesting jurisdiction must request a resource by describing it in Part I of the Req-A.
All deployment information must be entered in Part I.
Part II of the Req-A is for the assisting jurisdiction to offer what it has, and to provide an estimate
of its cost for the period the requesting jurisdiction indicated in Part I.
The assisting jurisdiction signs it and returns it to the requesting jurisdiction.
When the requesting jurisdiction signs the Req-A, it becomes a binding contract with all the
stipulations of the MEMAC contract. That includes the fact that the requesting jurisdiction will
reimburse for permissible costs for the use of the resource.
Changes to missions must be accompanied by amendments to the Req-A.
Deployed staff will maintain at least daily contact with their home agency.
Costs must be tracked by assisting the jurisdiction for reimbursement.
Reimbursement must be verified with appropriate documentation in accordance with acceptable
accounting principles.
Demobilization
State staff deployed as A-Team members may be released by local directors as the event subsides.
State staff may also be recalled by MEMA or the responsible agency/department.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 99
Resources may be released by the requesting jurisdiction as the event subsides. Resources may
also be recalled by their owner.
Before returning, staff will be debriefed at the discretion of the requesting jurisdiction.
Additional data may be collected by MEMA at a later date for event reporting and review.
Returning staff will close the mission by notifying the requesting jurisdiction after arriving home.
Reimbursement
The assisting jurisdiction should submit requests for reimbursement within 30 days.
All costs described in Part II of the Req-A, and agreed upon between jurisdictions during the cost
estimate, shall be reimbursable. This includes, but is not limited to, items on the Req-A or its
amendments.
Requesting jurisdictions should reimburse assisting jurisdictions within 30 days of the receipt of
the reimbursement request.
Figure 36 – MEMAC Process (Simplified)
*Repeat steps 3 through 8 as many times as
needed to fill open request.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 100
XXV. Planning Process and Plan Maintenance
The State Response Operations Plan will be updated bi-annually in odd calendar years by the ESFLG using
the National Plan Development Process, in accordance with the Maryland Emergency Preparedness
Program Strategic Plan. Capability annexes and Emergency Support Function plans will be updated
annually through implementation of the Maryland Preparedness System.
After Action Reports (AAR) and Improvement Plans (IPs) from exercises or real incidents, may identify the
need for an incremental update of the SROP, capability annexes, and/or ESF Standard Operating Guides.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 101
THIS PAGE INTENTIONALLY LEFT BLANK
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 102
APPENDIX A — STATE CRITICAL INFORMATION REPORTING REQUIREMENTS (SCIRR)
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 103
THIS PAGE INTENTIONALLY LEFT BLANK
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 104
Table 7 - State Critical Information Reporting Requirements (SCIRR)
TITLE
CRITERIA
Notifications
1
Transportation
1a
Roadway Emergency (Major)
Loss /Closure of interstate highway or pre-designated evacuation route lasting longer than 1
hour.
1b
Roadway Emergency (Minor)
Loss/Closure of a roadway that may cause significant delays to the public.
1c
Snow Emergency Plan
Snow Emergency Plan placed into effect or lifted for any Maryland jurisdiction
1d
Rail Emergency
Closure of rail line lasting longer than 1 hour, pedestrian struck, or derailment.
DO, R, M
1e
Marine/Maritime Emergency
Ship or Barge: Collision, Runaway, Fire.
DO, R, M
1f
Aviation Emergency
Collision, Explosion, or Crash involving commercial or private aircraft. Closure of major
airport or cancellation of all flights.
DO, R, M
2
Health /Mass Care
2a
Public Health Surge
Surge in Emergency Department (ED) visits, hospital admissions, or other unexplained or
unusual spikes.
2b
Animal Disease Outbreak
Outbreak of or Quarantine due to non-native animal disease.
2c
Human Disease Outbreak
Outbreak of or Quarantine due to disease or illness.
2d
Hospital Emergency
Hospital declaring "mini-disaster.”
2e
Mass Casualty
Any event with 7 or more patients as the result of the same incident.
M
2f
MEDEVAC
Any incident requiring 3 or more medical aircraft or support from military medical aircraft.
2g
Shelter Operations
Any shelter opened or closed within the State of Maryland.
DO, R
3
Line of Duty
3a
Public Safety Injury
Any public safety provider injured in the line of duty requiring hospital admission.
3b
Public Safety Death
Any public safety provider killed in the line of duty.
DO, R
3c
Blue Alert
Any Maryland BLUE Alert.
4
Law Enforcement Activity
Law Enforcement Sensitive (LES), Unless Open Source Reporting.
4a
Suspicious Activity
Any report of suspicious activity with potential terrorist nexus.
DO, M
4b
Standoff Situation
Any Barricade or Standoff situation at, near, or affecting critical infrastructure or drawing a
large amount of media attention.
DO, R, M
4c
Improvised Explosive Device
Any report of an IED found.
DO, M
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 105
TITLE
CRITERIA
Notifications
(IED)
4d
Explosive Ordinances (EOD)
Any report of military EOD found.
DO, M
4e
Bomb Threat
Any report of a bomb threat to a government building or piece of critical infrastructure.
DO, M
4f
School Threat
Any threat directed toward a public school within the State of Maryland.
DO, M
4g
Aviation Threat
Threat to any commercial or private aircraft or airport. Air Defense Identification Zone
Violation.
DO, M
4h
Biological Threat/Incident
Any suspected release of a biological agent.
DO, M
4i
Utility Threat (Public Works)
Any report of a threat to a public works system.
DO, M
4j
Utility Threat (Electrical)
Any report of a threat to an electrical generation or delivery system.
DO, M
4k
Radiological Threat
Any threatened use of a radioactive device in a criminal or terrorist manor.
DO, R, M
4l
Dam Threat
Any report of a threat to a dam.
DO, M
4m
Communications System Threat
Any threat to a mission critical or large public communications system. Voice, Data (Cyber
Threat) or Radio. See also 13b
DO, M
5
Missing Person
5a
Amber Alert
Any Maryland AMBER Alert. (Missing Child)
5b
Silver Alert
Any Maryland SILVER Alert. (Missing Elder)
6
Fire Department Activity
6a
Structure Fire > 3
Any structure fire greater than or equal to 3 alarms.
Baltimore City Fire Department
(BCFD) Note:
If message from BCFD has pager 3, or 4, 5 - that signifies the number of alarms.
6b
Structure Fire > 5
Any structure fire greater than 5 alarms /or involving critical infrastructure or government
property.
DO, R
6c
Wildfire
Any brush/wildfire greater than 5 acres, requiring aerial support, or requiring special wild
land taskforces.
6d
Fire Fatality
Any fire resulting in death.
6e
HAZMAT
Any incident requiring the response of a full jurisdictional HAZMAT team.
M
7
Severe Weather
7a
Severe Thunderstorm Warning
Any National Weather Service issued Severe Thunder Storm Warning.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 106
TITLE
CRITERIA
Notifications
7b
Tornado Warning
Any National Weather Service issued Tornado Warning.
DO, R
7c
Blizzard Warning
Any National Weather Service issued Blizzard Warning.
DO, R
7d
Flood Warning
Any National Weather Service issued Flood or Flash Flood Warning.
7e
Freeze Warning
Any National Weather Service issued Freeze Warning.
7f
Heavy Snow Warning
Any National Weather Service issued Heavy Snow Warning.
7g
High Wind Warning
Any National Weather Service issued High Wind Warning.
7h
Hurricane Warning
Any National Weather Service issued Hurricane Warning.
DO, R
7i
Red Flag Warning
Any National Weather Service issued Red Flag Fire Warning.
7j
Wind Chill Warning
Any National Weather Service issued Wind Chill Warning.
7k
Winter Storm Warning
Any National Weather Service issued Winter Storm Warning.
7l
Tornado Watch
Any National Weather Service issued Tornado Watch.
7m
Severe Thunderstorm Watch
Any National Weather Service issued Severe Thunder Storm Watch.
7n
Flood Watch
Any National Weather Service issued Flood or Flash Flood Watch.
7o
Hurricane Watch
Any National Weather Service issued Hurricane Watch.
7p
Winter Storm Watch
Any National Weather Service issued Winter Storm Watch.
7q
Dense Fog Advisory
Any National Weather Service issued Dense Fog Advisory.
7r
High Surf Advisory
Any National Weather Service issued High Surf Advisory.
7s
Snow Advisory
Any National Weather Service issued Snow Advisory.
7t
Wind Advisory
Any National Weather Service issued Wind Advisory.
7u
Wind Chill Advisory
Any National Weather Service issued Wind Chill Advisory.
7v
Winter Weather Advisory
Any National Weather Service issued Winter Weather Advisory.
8
Severe Weather (Wx) Reports
8a
Tornado Sighting
Any report of a tornado sighting.
DO
8b
Flooding
Any report of flooding into multiple residential of mercantile structures.
8c
Storm Observation Report
Any reports from the field of storm observations.
9
Threat Advisory Conditions
9a
National DHS Threat Level
Any change in the National Department of Homeland Security Threat Level.
M
9b
Aviation Threat Level
Any change in the National Aviation Security Threat Level.
M
9c
Maryland HS Threat Level
Any change in the State of Maryland Homeland Security Threat Level.
M
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 107
TITLE
CRITERIA
Notifications
9d
Force Protection Condition
(FPCON)
Any change in the FPCON for a Maryland Military Facility.
M
9e
United States Coast Guard
Maritime Security (MARSEC)
Any change in the United States Coast Guard MARSEC Threat Level.
M
10
Rescue
10a
Technical Rescue
Any incident requiring the operation of specialized USAR, High-Angle, or Trench resources.
10b
Search & Rescue - Missing
Person
Any incident requiring the deployment of specialized search resources to locate a lost
person.
10c
Search & Rescue - Aircraft
Any incident involving a missing aircraft.
10d
Water Rescue
Any incident requiring the operation of a swift water or dive rescue team.
10e
Subsurface Rescue
Any incident involving persons trapped within a mine or cave.
11
Utility Emergency
11a
Water
Any report of a large water main break, large sewage overflow, or other large public works
issue.
11b
Electrical
Any report of large scale power outages, electricity shortages, or generation problems.
11c
Dam Emergency
Any report of a dam failure or potential failure. Any report of spill gate openings.
DO, R
11d
Telephone
Any report of a large scale telephone outage.
11e
Gas
Any report of a ruptured 2" gas line and an evacuation of the surrounding area.
12
Radiological
12a
Nuclear Power Plant Event
Any event declared by a nuclear power plant.
DO, R
12b
Radiological Device
Any report from a lost/stolen device with regulated quantity of radioactive material.
DO, R
12c
Radiation Leak
Any report of radioactive material leaking from its containment.
DO, R, M
13
Communications
13a
911 Outage
Any outage of a 911 center or trunk radio system
13b
Internet Outage / Cyber Issues
Any widespread internet outage /Cyber incidents or imminent/validated threats of cyber
incidents. See also 4m
13c
Mission Critical
Communications
Any report of a Mission Critical Communications System outage or impairment.
State of Maryland Response Operations Plan
A CENTER FOR PREPAREDNESS EXCELLENCE 108
TITLE
CRITERIA
Notifications
14
Geological
14a
Earthquake
Any earthquake reported by USGS/MGS within or impacting the State of Maryland.
DO, R
14b
Tsunami
Any Tsunami with potential impact to the State of Maryland.
DO, R
15
Government Operations
15a
EOC Status
Any change in EOC status for local or state government.
DO, R
15b
Government Closing
Any delay, closing, or liberal leave announcement for local, state, or federal government.
DO, R
15c
Emergency Declaration
Any governmental proclamation of emergency within the State of Maryland.
DO, R
15d
Presidential Messages
Any message from the president whereas there EAS system has been activated for an
emergency.
DO, R
16
School Operations
16a
School System Status
Any delay, closing, or early dismissal of a Maryland School District.
16b
School Bus Collision
Any vehicular collision involving a school bus with or without EMS transport of students.
16c
School Emergency
Any incident that forces the evacuation of a school due to perceived threat to students.
M
Notifications Key
DO
Duty Officer
M
MJOC/MCAC Follow Up
R
Notify MEMA RLO
A CENTER FOR PREPAREDNESS EXCELLENCE 109
APPENDIX B — EMERGENCY SUPPORT FUNCTION CROSS TABLES
A CENTER FOR PREPAREDNESS EXCELLENCE 110
THIS PAGE INTENTIONALLY LEFT BLANK
A CENTER FOR PREPAREDNESS EXCELLENCE 111
Table 8 - Maryland Agencies and Departments
CY /ESF
1
2
3
4
5
6
7
8
9
10
11
12
13
14.a
14.b
15
16
17
Comptroller
S
S
S
S
S
S
DBED
S
DBM
S
S
S
S
DGS
S
S
S
P
S
S
DHCD
S
DHMH
S
S
S
S
P
P
S
S
DHR
S
P
S
S
DJS
S
DLLR
P
DNR
S
S
P
S
S
P
S
S
S
P
S
DoIT
P
S
DPSCS
S
S
S
S
GOCI
S
P
GOHS
S
MCAC
P
S
S
S
MDA
S
S
S
S
S
P
MDE
S
S
P
S
S
S
S
MDoA
S
MDOD
S
S
MDOT
P
S
S
S
S
S
S
S
S
S
S
S
MDP
S
P
MEA
P
MEMA
S
S
S
S
S
MHEC
S
MIA
S
S
MIEMSS
S
S
MMD
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
S
P
MSDE
S
S
MSP
S
S
S
P
P
S
S
MSP - OSFM
S
S
S
PSC
S
P
P
Primary Agency
S
Support Agency
A CENTER FOR PREPAREDNESS EXCELLENCE 112
Table 9 Other Supporting Organizations, Agencies, and Departments
AGENCY/ESF
1
2
3
4
5
6
7
8
9
10
11
12
13
14.a
14.b
15
16
17
ACS
ARC
S
S
Civil Air Patrol
S
S
DHS – PSA
S
S
S
S
Energy and Utilities
S
FBI
S
S
S
FEMA
S
S
S
S
S
MD Food Bank
S
S
MFCA
S
MFRI
S
MSFA
S
RACES
S
S
S
S
Salvation Army
S
S
USACE
S
S
USCG
S
S
S
S
Volunteer MD
S
S
A CENTER FOR PREPAREDNESS EXCELLENCE 113
Table 10 - Response Capability to Emergency Response Crosswalk
(MEMA serves as a coordinating element for all ESFs through SEOC management functions)
Response Capability/ESF
1
2
3
4
5
6
7
8
9
10
11
12
13
14.a
14.b
15
16
17
Critical Transportation
Environmental Response/Health
& Safety
Fatality Management
Infrastructure Systems
Mass Care Services
Mass Search and Rescue
On-Scene Security and Protection
Operational Communications
Operational Coordination*
Planning
Public and Private Services and
Resources
Public Health and Medical
Services
Public Information & Warning
MEMA
Situational Assessment
*MSP leads Operational Coordination for the Prevention/Protection Mission Area. During incident
response with a criminal or terrorism nexus, ESF 13 coordinates Prevention/Protection Mission Activities.
A CENTER FOR PREPAREDNESS EXCELLENCE 114
APPENDIX C — STATE OF MARYLAND INCIDENT SUPPORT TEAM
A CENTER FOR PREPAREDNESS EXCELLENCE 115
THIS PAGE INTENTIONALLY LEFT BLANK
A CENTER FOR PREPAREDNESS EXCELLENCE 116
STATE of MARYLAND INCIDENT SUPPORT TEAM
The concept of the State Incident Support Team (IST) is to provide to State agencies or local emergency
managers coordination and support elements in those instances where an event or incident impacts a
single or several agencies or jurisdictions. The State Incident Support Team will bridge the gap between a
single agency focus and the activation of the State’s Emergency Operations Center (SEOC). The role of the
State Incident Support Team will be to offer to a State agency the organizational support, planning and
documentation support, as well as logistical coordination and support. The IST members will not assume
any command positions, but only provide support and consultation. The IST is flexible and scalable to fit
the requirements of the situation. The State IST will consist of the following positions:
IST Leader (Liaison to Incident Commander)- the IST Leader advises the Incident Commander (IC) on the
function and capability of the State IST, as well as expected resources from other State agencies (when
needed or requested). Additionally, the IST:
Provides guidance to the Incident Commander on the use of the Incident Support Team
capabilities;
Provides assistance, as requested, in the development of strategic goals and objectives,
incident actions plans, changes to the command structure and establishment of liaison
positions with internal and external agencies, as applicable; and
Implements established checklists and forms, and maintains adequate notes and
documentation of activities.
IST Operations Officer- the IST Operations Officer provides assistance to the IC/Unified Commander (UC)
or Operations Section Chief, if established, on management of incident tactical activities, tactical priorities
and the safety and welfare of operating personal. Additionally the IST Operations Officer:
Employs IST subject matter experts in the performance of his/her duties, as applicable; and
Utilizes established checklists and forms, and maintains adequate notes and documentation of
activities.
IST Planning Officer- the IST Planning Officer provides assistance to the IC/UC or Planning Section Chief.
He/she gathers, assimilates, analyzes, and processes information needed for effective decision making.
Additionally, the IST Planning Officer:
Assists with collecting, evaluating and disseminating incident situational information;
Maintains information and intelligence on the current and forecasted situation, as well as the
status of any resources assigned to the incident; and
Assists with the development of plans and projects unmet needs for resources; and
A CENTER FOR PREPAREDNESS EXCELLENCE 117
o Incident Action Plans
o Incident maps (GIS)
Uses established checklists and forms, and maintains adequate notes and documentation of
activities.
IST Situation Awareness Unit Leader- Situational awareness is a result of a comprehensive information
collection, analysis, and dissemination process. While creating and maintaining situational awareness is
the role of the entire organization, the Planning/Intel Section manages the process. To accomplish this
function, the Planning/Intel Section, through the Situation Awareness Unit Leader, processes requests for
and collects information, performs information analysis, and develops reports, briefings, and
presentations integrating geospatial and technical information, as necessary. Additionally, the IST
Situation Awareness Unit Leader:
Provides support for establishing conference calls, including a schedule and call minutes;
Provides support for creation and distribution of the Situation Report (sit rep); and
Provides support for spot reporting as needed.
IST Logistics Officer - The IST Logistics Officer provides assistance to the IC/UC or Logistics Branch Chief.
He/she assists in the acquisition and provision of services and support systems to all organizational
components involved in the incident. This includes, but not limited to, facilities, transportation, supplies,
equipment maintenance, fueling, communications, feeding, bedding, and responder rehabilitation.
Additionally the IST Logistics Officer:
Assists in employing SMEs in the performance of his/her duties, as applicable; and
Uses established checklists and forms, and maintains adequate notes and documentation
of activities.
IST Communications Unit Officer - The IST Communications Officer provides assistance to the IC/UC,
Logistics Section Chief, or Communications Unit Leader. The Communications Unit Officer will assist in
establishing or providing additional communications such as, but not limited to:
Telephony service, both hardline and mobile;
Web Ex A/V and/or VTC Conference call system;
Satellite phone cache;
Radio cache; and
IT.
A CENTER FOR PREPAREDNESS EXCELLENCE 118
APPENDIX D — LOGISTICS
A CENTER FOR PREPAREDNESS EXCELLENCE 119
THIS PAGE INTENTIONALLY LEFT BLANK
A CENTER FOR PREPAREDNESS EXCELLENCE 120
Maryland State Emergency Operations Center (SEOC) Logistics Appendix
1. Purpose
This appendix focuses on the movement, coordination, inventory, storage, material handling, packaging,
and security of bulk commodities to and from Maryland’s Logistical Staging Areas (LSAs)
10
and local PODs.
It supports the resource management standards and procedures defined in the Maryland State Response
Operations Plan.
2. SCOPE
The Resource Branch of the SEOC Operations Section is responsible for logistics management: determining
ongoing logistics management actions, plans, and execution, and the coordination of all participating
Emergency Support Functions.
Emergency/Disaster Logistics includes resource capabilities, supplies/commodities, and/or services that
are used during a human-caused or naturally occurring event that requires emergency response
operations. This appendix is focused on commodities. The kind and quantity of commodities the public
needs after an incident will vary. The most commonly needed essentials include potable water (usually
bottled), pre-packaged, shelf-stable foods, and other supplies.
3. Concept of Operations
The State of Maryland has processes and procedures in place so that local jurisdictions and state agencies
can acquire resources, make requests for assistance, provide logistical support to one another, track
resources implemented during response operations, recover resources implemented during response
operations, when applicable, and recover incurred costs, when applicable.
The Resource Branch of the SEOC Operations Section coordinates requests for tracking and maintaining
documentation of resources. Maryland has designated 17 ESFs to plan and carry out the various
operational activities that may be needed during an incident. They are the primary coordinating
mechanism for building, sustaining, and delivering the capabilities of the Response Mission Area. As
response activities demobilize, recovery activities will increase. If the scope of the incident dictates, a
separate recovery organization will be established to manage recovery operations. Logistics operations
initiated during response will be continued under the State Recovery Organization.
10
Federal Emergency Management Agency uses the terms “Incident Support Base” and “State Staging Areas.” For
clarity, MEMA will refer to its staging areas as Logistical Staging Areas.
A CENTER FOR PREPAREDNESS EXCELLENCE 121
4. Mobilizing Resources
Resource tracking and moving resources are directly linked. The Resource Branch is responsible for
acquiring and coordinating the movement of resources to Maryland’s staging areas, herein designated
Logistical Staging Areas and local Points of Distribution.
5. Commodity Sourcing
The Resource Branch will develop and, as needed, update comprehensive lists of State, local, and regional
suppliers for commodities commonly required in disaster relief. Supplier lists will be thoroughly reviewed
and modified prior to an event. The State of Maryland will have agreements in place ahead of time to
provide for the requisition of needed commodities.
6. Initial Response Resources
FEMA rapidly deploys Initial Response Resources (IRR)
11
to meet a surge need or as an early response to
an event/incident. These resources are pre-staged and include meals, water, and other supplies that can
be quickly redirected to an LSA. Should the SEOC order IRR packages, the following chart, based on the
number of people that must be served per day, provides basic guidelines.
Table 11 - IRR Chart
7. Maryland’s Logistical Staging Areas
LSAs and PODs are temporary sites designated to receive and distribute bulk emergency relief supplies
beginning in the first 24 to 96 hours following an event. If conditions warrant, the State LSA can be used to
11
FEMA Regional Incident Support Manual.
A CENTER FOR PREPAREDNESS EXCELLENCE 122
support and stage disaster relief personnel/equipment (e.g., search and rescue teams, damage
assessment teams, security teams, etc.). Logistical staging area operations need to be self-sufficient.
Although a variety of facilities may be suitable as an LSA, there are some generally accepted attributes
essential to their effective operation
12
(See attachment A). The site should:
1. Be able to act as an impromptu trucking terminal with sufficient paved surfaces, lighting and
fencing, and have good freeway and road access;
2. Have operational infrastructure such as phones, commercial or supplemental power, water, etc.;
3. Be close to a major highway or interstate and, ideally, co-located with an operational airport;
4. Have adequate office space and adequate covered warehouse space, preferably with loading
docks or portable loading ramps;
5. Have a “hard stand” area, as well as a suitable space for helicopter landings; and
6. Ideally, be close to federal drop-off points, if possible.
8. Federal Drop-off Points - Region III (Maryland)
Department of Defense (DoD), federal or State facilities are used to support a disaster response. These
drop-off points include Base Support Installations (BSI), which are military installations providing resource
support to DoD’s response efforts. Federal Staging Areas (FSAs) and Incident Support Bases (ISB) are
incident facilities from which equipment and commodities can be deployed to a State Staging Area.
National Guard Logistical Staging Bases (NGLSB) are State-owned facilities/installations identified by each
state as possible staging bases in support of a domestic crisis.
BSI—Aberdeen Proving Ground, Fort Meade, and JB Andrews–Naval Air Facility Washington
ISB/FSA—Fort Meade
NGLSB—Martin State Airport, JB Andrews–Naval Air Facility Washington
Source: FEMA
Maryland LSAs will be predetermined for each Maryland Emergency Management Region (Figure 24).
These sites may include State properties, as well as local and privately owned facilities. A list of State LSA,
is maintained and, as required, updated by the SEOC’s Resource Branch, and included in attachment B.
12
Sources: “FEMA Regional Incident Support Manual,” “State of Florida Unified Logistics Pan, Annex 9 Logistics
Staging Areas,” and “Logistics and Staging Areas in Managing Disaster and Emergencies,” Naim Kapucu, Wendell
Lawther, Sommer Pattison, Journal of Homeland Security and Emergency Management.
A CENTER FOR PREPAREDNESS EXCELLENCE 123
Facility use agreements have been established, outlining the following terms and conditions:
Containment and maintenance of the site;
Entrance and exit routes;
Liability coverage;
Restricted areas;
Security of the site;
Terms and conditions of use;
Use/rental fees;
Term of lease; and
Utility fees.
9. Personnel
State LSAs require primary and support staff for warehouse operations, loading and unloading, inventory,
tracking, mission tasking, and other tasks related to LSA operations. Additional personnel and equipment
to supplement those provided by the State should be obtained through local, intra-state, and the EMAC
mutual aid agreements. A commercial firm can also be hired to help establish, manage, and operate the
LSA with the exception being that overall site management must be under the direction and control of the
State of Maryland.
Key LSA staff are:
State Employees
Staging Area Manager; and
Accountable Property Officer (APO).
Local, Contracted Staffing
Safety Officer;
Ground Support Unit;
Ordering Unit;
Transportation Unit; and
Communications.
10. Equipment
The amount of equipment will vary depending on the jurisdiction and nature of the incident. At a
minimum, there should be material handling equipment (forklifts, pallet jacks, hand-carts, and loading
ramps and docks). MEMA will develop comprehensive equipment lists. These will be reviewed and
A CENTER FOR PREPAREDNESS EXCELLENCE 124
modified prior to an event. MEMA will work with vendors and have agreements in place ahead of time to
provide the LSAs with equipment.
11. Security
Site security is essential for LSAs. The State Emergency Support Function (ESF) #13 Law Enforcement &
Security is responsible for security. It is recognized that, in a major event/incident, State resources will be
heavily burdened, and may not be available for site security. Maryland LSAs may need to use additional
security personnel. (See Figure 20).
12. Transportation
The Resource Branch, working with SEOC Operation’s Infrastructure Branch, and Emergency Support
Function #1: Transportation, and their supporting agencies provide coordination, control, and allocation of
transportation assets in support of the movement of resources, including the evacuation of people, and
the redistribution of food and fuel supplies. Actual tasks may be completed by State agencies and
private/commercial carriers.
13. Demobilization of the Site
The decision to close the LSA will be driven significantly by the activity of the PODs. The PODs will be
evaluated throughout the operation, and, as power is restored, the quantity, location, and size of PODs
will need to be adjusted in consideration of closing, consolidating, or right-sizing the LSA. The LSA may still
be needed to manage other equipment and remain active until demobilization is complete. State LSAs will
follow established procedures for demobilization.
14. Local Points of Distribution
Local authorities (or EOC) will determine whether and when to begin commodities distribution operations
in their respective municipalities, and will be responsible for activating, staffing, equipping, and operating
pre-identified Local POD. Guidance is provided by the U.S. Army Corps of Engineers (USACE).
13
PODs can serve as continuous drive-through sites for the public and as loading points for first responders
picking up commodities and delivering them to rural or isolated populations, people with disabilities and
other with access and functional needs, or congregate care facilities. PODs may operate 24 hours a day,
serving the public during daylight hours and restocking at night. The jurisdiction will need to make any
13
See Supplement or the website at http://www.englink.usace.army.mil/igp/index.html
A CENTER FOR PREPAREDNESS EXCELLENCE 125
necessary adjustments based on the situation. PODs generally operate until power is restored and
traditional facilities, such as retail establishments reopen, or Comfort Stations, fixed and mobile feeding
sites and routes, and relief social service programs are in place.
15. Determining POD Locations
Local jurisdictions should pre-identify potential POD locations and provide an updated list to MEMA.
Regional Liaison Officers, a critical link between local jurisdictions and MEMA, will assist with developing
and updating POD locations. Jurisdictions should plan for more PODs than they actually need. The disaster
could make some POD sites unusable and others inaccessible due to damaged bridges and roads.
16. Determining the Number of PODs
Based on the scope of the disaster, a determination must be made about which PODs to activate. As a
general rule, the number of activated PODs will depend on the size of the impacted population, and most
jurisdictions and/or major communities will require at least one POD (and in some cases, several). The
USACE has created a mathematical model to calculate the number of PODs required based on the number
of individuals without commercial power. The USACE model is based on Type III PODs, which are one-lane
operations.
17. Staffing
Personnel to staff PODs should be provided by the local government. If it is beyond the local capabilities,
then outside personnel should be hired, or a request should be made to the State.
18. Equipment
Distribution sites will require material handling equipment, such as fork lifts, to unload and move pallets
of commodities. Each POD site should try to be self-sufficient, using local resources, when possible. If it is
beyond the local capabilities, then outside personnel should be hired, or a request should be made to the
State.
19. Security
The local EOC is responsible for establishing the security of POD sites. If unable to perform this function,
local jurisdictions should hire outside assistance or request assistance, from the State.
A CENTER FOR PREPAREDNESS EXCELLENCE 126
Attachment A – Logistical Staging Area Checklist
Region
Upper Eastern Shore
Capital
Lower Eastern Shore
Western
Central
Southern
County
Facility/location Name
Address
City, State, Zip
GPS:
Function of location
Owned by
State Local Government Private
Point of Contract
Name
Title
Bus. Phone
Email
Cell Phone
Covered Space
Warehouse YES NO
Area (square feet)
Other YES NO (Describe)
Area (square feet)
Operational infrastructure
Loading docks YES NO
Phones YES NO
Power YES NO
Water YES NO
Restrooms YES NO
Hard Surface
Paved YES NO
If No describe:
A CENTER FOR PREPAREDNESS EXCELLENCE 127
Area (square feet)
Lights YES NO
Fences YES NO
Helipad YES NO
Vehicle parking YES NO (How many vehicles?)
Entrances (Number)
Transportation
Airport: Co-located YES NO
Nearest airport (name)
Helipad YES NO
Nearest Rail
Nearest Major highway or interstate
Comments
A CENTER FOR PREPAREDNESS EXCELLENCE 128
Attachment B – State LSA (potential Sites developed March, 2014)
Region-County
Potential LSA
Location
Contact
Telephone
Western
Garrett
Emergency Operations Center
(Garrett County Airport)
771 Airport Road, Accident, MD 21520
301-746-8599
Allegany
Western Maryland Health
System
Western Correctional Institution
12500 Willowbrook Rd, Cumberland, MD
21502
13800 McMullen Hwy SW, Cumberland,
MD 21502
Washington
Hagerstown Premium Outlets
Mall
Garland Groh Shopping Center
495 Premium Outlets Blvd, Hagerstown,
MD 21740
17608 Garland Groh Blvd, Hagerstown,
MD 21740
301-790-0300
N/A
Capital
Frederick
Frederick County Public School
Warehouse
7630 Hayward Road, Fredrick, MD 21702
Montgomery
UpCounty Regional Services
Center
Takoma East Silver Spring (TESS)
Center
Neighborhood Service Center at
Catholic Charities
Neighborhood Service Center at
Family Services Inc.
12900 Middlebrook Road, Germantown,
MD 20874
8513 Piney Branch Road, Silver Spring,
MD 20901
12247 Georgia Avenue, Silver Spring, MD
20906
610 E. Diamond Avenue, Gaithersburg,
MD 20877
240-777-8040
240-777-0311
240-777-0311
240-777-0311
Prince George's
Southern
Charles
Blue Crabs Stadium
St. Charles Town Center
See Staging Area (Charles).xls for
more locations
11765 St. Linus Drive, Waldorf, MD
20602
11110 Mall Circle, Waldorf, MD 20603
301-638-9788
301-870-6997
St. Mary’s
Calvert
Food Lion
Safeway Store
Safeway Store
Giant Food Store
11760 H.G. Trueman Road, Lusby, MD
20657
80 W. Dares Beach Road, Prince
Frederick, MD 20678
10276 Southern MD Blvd., Dunkirk, MD
20754
10790 Town Center Blvd., Dunkirk, MD
20754
A CENTER FOR PREPAREDNESS EXCELLENCE 129
Central
Anne Arundel
Meade High School
Annapolis High School
Southern High School
Northeast High School
1100 Clark Road, Fort Mead, MD 20755
2700 Riva Road, Annapolis, MD 21401
4400 Solomons Island Road, Harwood,
MD 20776
1121 Duvall Highway, Pasadena, MD
21122
410-674-7710
410-266-5240
410-867-7100
410-437-6400
Howard
HOCO Fairgounds
MD Food Center Authority
Overnite Transportation
Company
2210 Fairgrounds Rd, West Friendship
21794
7460 Conowingo Ave., Jessup, 20794
6571 Washington Blvd., Elkridge, MD
21794
Carroll
Maryland State Highway
Administration District 7 - Shop
(74)
Former Marada Industries /
Westminster Technology Park
Roads
150 Wyndtryst Drive, Westminster,
Maryland 21157
1200 Independence Way, Westminster,
Maryland 21157
Baltimore County
Martin State Airport
Maryland State Fairgrounds
Hunt Valley Shopping Center
701 Wilson Point Rd, Middle River, MD
21220
2200 York Rd, Lutherville-Timonium, MD
21093
118 Shawan Rd, Cockeysville, MD 21030
Harford
Ripken Stadium
Harford Community College
873 Long Drive, Aberdeen, MD 21001
401 Thomas Run Road, Bel Air, MD
21015
410-297-9292
443-412-2000
Baltimore City
Parking Lot at M&T Stadium
1101 Russell Street, Baltimore, MD
21230
410-261-7283
Upper Eastern Shore
Cecil
Walmart (Northeast)
75 North East Plaza, North East, MD
21901
410-287-2915
Kent
Kent County Public Works
Building
Kent County Parks and rec
Building
709 Morgnec Road, Chestertown, MD
21620
11041 Worton Road, Worton, MD 21678
410-778-7439
410-778-1948
Queen Anne's
UM - College of Agriculture and
Natural Resources, Queen Anne
Extension
Chesapeake College Bookstore
124 Wye Narrows Dr, Queenstown, MD
21658
1000 College Circle, Wye Mills, MD
21679
Caroline
Talbot
Easton Airport
Talbot County Community
Center
Target
29137 Newnam Rd, Easton, MD 21601
10028 Ocean Gateway, Easton,
Maryland, 21601
28539 Marlboro Ave, Easton, MD, 21601
A CENTER FOR PREPAREDNESS EXCELLENCE 130
Lower Eastern Shore
Dorchester
Wicomico
Wicomico Youth and Civic
Center
500 Glen Avenue, Salisbury, MD
21804
Worcester
Walmart (Old Snow Hill Rd.)
Walmart (Ocean Gateway Rd.)
Roland E. Powell Convention
Center
Northside Park
2132 Old Snow Hill Road,
Pocomoke, MD 21851
11416 Ocean Gateway Road, Berlin
21811
4001 Coastal Highway, MD 21842
125th Street, Ocean City, MD 21842
Somerset
Food Lion
12158 Brittingham Lane, Princess
Anne, MD 21853