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I - INTRODUCTION and OVERVIEW
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Chapter II
NIMS - Command and Management
| This chapter describes
the systems used to facilitate domestic incident command and
management operations, including the ICS, multiagency coordination
systems, and the Joint Information System (JIS). Additional
details on incident command and management are contained in
Appendix A. |
A.
INCIDENT COMMAND SYSTEM.
The ICS is a
management system designed to enable effective and efficient
domestic incident management by integrating a combination
of facilities, equipment, personnel, procedures, and communications
operating within a common organizational structure, designed
to enable effective and efficient domestic incident management.
A basic premise of ICS is that it is widely applicable.
It is used to organize both near-term and long-term field-level
operations for a broad spectrum of emergencies, from small
to complex incidents, both natural and manmade. ICS is
used by all levels of government—Federal, State,
local, and tribal—as well as by many private-sector
and nongovernmental organizations. ICS is also applicable
across disciplines. It is normally structured to facilitate
activities in five major functional areas: command, operations,
planning, logistics, and finance and administration.
Acts of biological,
chemical, radiological, and nuclear terrorism represent
particular challenges for the traditional ICS structure.
Events that are not site specific, are geographically dispersed,
or evolve over longer periods of time will require extraordinary
coordination between Federal, State, local, tribal, private-sector,
and nongovernmental organizations. An area command may
be established to oversee the management of such incidents.
(See Appendix A, Tab 6.)
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1.
Concepts and Principles.
To provide this
framework for interoperability and compatibility, the NIMS
is based on an appropriate balance of flexibility and standardization.
a.
Most Incidents Are Managed Locally.
The initial response to most domestic incidents is typically handled
by local “ 911” dispatch centers, emergency responders
within a single jurisdiction, and direct supporters of emergency
responders. Most responses need go no further. In other instances,
incidents that begin with a single response discipline within a
single jurisdiction may rapidly expand to multidiscipline, multijurisdictional
incidents requiring significant additional resources and operational
support. Whether for incidents in which additional resources are
required or are provided from different organizations within a
single jurisdiction or outside the jurisdiction, or for complex
incidents with national-level implications (such as an emerging
infectious disease or a bioterror attack), the ICS provides a flexible
core mechanism for coordinated and collaborative incident management.
When a single incident covers a large geographical area, multiple
local ICS organizations may be required. Effective cross-jurisdictional
coordination using processes and systems described in the NIMS
is absolutely critical in this instance.
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b.
The NIMS Requires That Field Command and Management
Functions Be Performed in Accordance with a Standard
Set of ICS Organizations, Doctrine, and Procedures.
However,
Incident Commanders generally retain the flexibility
to modify procedures or organizational structure to
align as necessary with the operating characteristics
of their specific jurisdictions or to accomplish the
mission in the context of a particular hazard scenario.
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c.
ICS Is Modular and Scalable.
ICS
is designed to have the following operating characteristics;
it should be
•
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suitable
for operations within a single jurisdiction
or single agency, a single jurisdiction with
multiagency involvement, or multiple jurisdictions
with multiagency involvement;
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•
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applicable
and acceptable to users throughout the country;
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•
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readily
adaptable to new technology;
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•
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adaptable
to any emergency or incident to which domestic
incident management agencies would be expected
to respond; and
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•
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have
a scalable organizational structure that
is based on the size and complexity of the
incident.
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d.
ICS Has Interactive Management Components.
These
set the stage for effective and efficient incident
management and emergency response.
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e.
ICS Establishes Common Terminology, Standards,
and Procedures that Enable Diverse Organizations
to Work Together Effectively.
These include a standard set of predesignated organizational elements
and functions, common names for resources used to support incident
operations, common “typing” for resources to reflect
specific capabilities, and common identifiers for facilities and
operational locations used to support incident operations.
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f.
ICS Incorporates Measurable Objectives.
Measurable objectives ensure fulfillment of incident management
goals. Objective-setting begins at the top and is communicated
throughout the entire organization.
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g.
The Implementation of ICS Should Have the Least
Possible
Disruption On Existing Systems and Processes.
This
will facilitate its acceptance across a nationwide
user community and to insure continuity in the transition
process from normal operations.
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h.
ICS Should Be User Friendly and Be Applicable Across
a Wide Spectrum of Emergency Response and Incident
Management Disciplines.
This will enable the communication, coordination, and integration
critical to an effective and efficient NIMS.
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2.
Management Characteristics.
ICS is based on
proven management characteristics. Each contributes to
the strength and efficiency of the overall system.
a.
Common Terminology.
ICS
establishes common terminology that allows diverse
incident management and support entities to work together
across a wide variety of incident management functions
and hazard scenarios. This common terminology covers
the following:
(1)
Organizational Functions.
Major
functions and functional units with domestic
incident management responsibilities are named
and defined. Terminology for the organizational
elements involved is standard and consistent.
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(2)
Resource Descriptions.
Major
resources—including personnel, facilities,
and major equipment and supply items—used
to support incident management activities are
given common names and are “typed” with
respect to their capabilities, to help avoid
confusion and to enhance interoperability.
The process for accomplishing this task is
specified in Chapter IV.
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(3)
Incident Facilities.
Common terminology is used to designate the facilities in
the vicinity of the incident area that will be used in the
course of incident management activities.
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b.
Modular Organization.
The
incident command organizational structure develops
in a top-down, modular fashion that is based on the
size and complexity of the incident, as well as the
specifics of the hazard environment created by the
incident. When needed, separate functional elements
can be established, each of which may be further subdivided
to enhance internal organizational management and external
coordination. Responsibility for the establishment
and expansion of the ICS modular organization ultimately
rests with the Incident Commander (IC), who bases these
on the requirements of the situation. As incident complexity
increases, the organization expands from the top down
as functional responsibilities are delegated. Concurrently
with structural expansion, the number of management
positions expands to adequately address the requirements
of the incident.
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c.
Management by Objectives.
Management
by objectives represents an approach that is communicated
throughout the entire ICS organization. This approach
includes the following:
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establishing
overarching objectives;
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developing
and issuing assignments, plans, procedures,
and protocols;
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•
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establishing
specific, measurable objectives for various
incident management functional activities,
and directing efforts to attain them, in
support of defined strategic objectives;
and
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•
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documenting
results to measure performance and facilitate
corrective action.
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d.
Reliance on an Incident Action Plan.
Incident action plans (IAPs) provide a coherent means of communicating
the overall incident objectives in the contexts of both operational
and support activities.
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e.
Manageable Span of Control.
Span of control is key to effective and efficient incident management.
Within ICS, the span of control of any individual with incident
management supervisory responsibility should range from three to
seven subordinates. The type of incident, nature of the task, hazards
and safety factors, and distances between personnel and resources
all influence span-of-control considerations.
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f.
Predesignated Incident Locations and Facilities.
Various types of operational locations and support facilities are
established in the vicinity of an incident to accomplish a variety
of purposes, such as decontamination, donated goods processing,
mass care, and evacuation. The IC will direct the identification
and location of facilities based on the requirements of the situation
at hand. Typical predesignated facilities include incident command
posts, bases, camps, staging areas, mass casualty triage areas,
and others, as required. For a more complete discussion of predesignated
locations and facilities, see Appendix A, Tab 7.
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g.
Comprehensive Resource Management.
Maintaining an accurate and up-to-date picture of resource utilization
is a critical component of domestic incident management. Resource
management includes processes for categorizing, ordering, dispatching,
tracking, and recovering resources. It also includes processes
for reimbursement for resources, as appropriate. Resources are
defined as personnel, teams, equipment, supplies, and facilities
available or potentially available for assignment or allocation
in support of incident management and emergency response activities.
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h.
Integrated Communications.
Incident
communications are facilitated through the development
and use of a common communications plan and interoperable
communications processes and architectures. This integrated
approach links the operational and support units of
the various agencies involved and is necessary to maintain
communications connectivity and discipline and enable
common situational awareness and interaction. Preparedness
planning must address the equipment, systems, and protocols
necessary to achieve integrated voice and data incident
management communications.
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i.
Establishment and Transfer of Command.
The command function must be clearly established from the beginning
of incident operations. The agency with primary jurisdictional
authority over the incident designates the individual at the scene
responsible for establishing command. When command is transferred,
the process must include a briefing that captures all essential
information for continuing safe and effective operations.
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j.
Chain of Command and Unity of Command.
Chain of command refers to the orderly line of authority within
the ranks of the incident management organization. Unity of command
means that every individual has a designated supervisor to whom
they report at the scene of the incident. These principles clarify
reporting relationships and eliminate the confusion caused by multiple,
conflicting directives. Incident managers at all levels must be
able to control the actions of all personnel under their supervision.
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k.
Unified Command.
In incidents involving multiple jurisdictions, a single jurisdiction
with multiagency involvement, or multiple jurisdictions with multiagency
involvement, unified command allows agencies with different legal,
geographic, and functional authorities and responsibilities to
work together effectively without affecting individual agency authority,
responsibility, or accountability.
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l.
Accountability.
Effective accountability at all jurisdictional levels and within
individual functional areas during incident operations is essential.
To that end, the following principles must be adhered to:
(1)
Check-In.
All responders, regardless of agency affiliation, must report
in to receive an assignment in accordance with the procedures
established by the IC.
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(2)
Incident Action Plan.
Response operations must be directed and coordinated as outlined
in the IAP.
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(3)
Unity of Command.
Each individual involved in incident operations will be assigned
to only one supervisor.
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(4)
Span of Control.
Supervisors must be able to adequately supervise and control
their subordinates, as well as communicate with and manage
all resources under their supervision.
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(5)
Resource Tracking.
Supervisors must record and report resource status changes
as they occur.
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m.
Deployment.
Personnel
and equipment should respond only when requested or
when dispatched by an appropriate authority.
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n.
Information and Intelligence Management.
The incident management organization must establish a process for
gathering, sharing, and managing incident-related information and
intelligence.
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3.
ICS Organization and Operations.
a.
Command and General Staff Overview.
The
ICS organization has five major functions, as described
in Figure 1. These are: command, operations, planning,
logistics, and finance and administration (with a potential
sixth functional area to cover the intelligence function,
as described in paragraph 2.n. above).
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Figure
1
(1)
Command.
Command comprises the IC and Command Staff. Command Staff positions
are established to assign responsibility for key activities not
specifically identified in the General Staff functional elements.
These positions may include the Public Information Officer (PIO),
Safety Officer (SO), and Liaison Officer (LNO), in addition to
various others, as required and assigned by the IC.
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(2)
General Staff.
The General Staff comprises incident management personnel who
represent the major functional elements of the ICS including
the Operations Section Chief, Planning Section Chief, Logistics
Section Chief, and Finance/Administration Section Chief. (More
detailed information regarding these functional elements is contained
in Appendix A.) Command Staff and General Staff must continually
interact and share vital information and estimates of the current
and future situation and develop recommended courses of action
for consideration by the IC. Additional information on the specific
functions and makeup of the individual units within each of these
sections is provided in Appendix A.
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b.
The Command Staff.
Command Staff is responsible for overall management of the incident.
This includes Command Staff assignments required to support the
command function.
(1)
The Command Function.
The command function may be conducted in two general ways:
(a)
Single Command IC.
When
an incident occurs within a single
jurisdiction and there is no jurisdictional
or functional agency overlap, a single
IC should be designated with overall
incident management responsibility
by the appropriate jurisdictional
authority. (In some cases in which
incident management crosses jurisdictional
and/or functional agency boundaries,
a single IC may be designated if
all parties agree to such an option.)
Jurisdictions should consider predesignating
ICs in their preparedness plans.
The designated IC will develop the
incident objectives on which subsequent
incident action planning will be
based. The IC will approve the Incident
Action Plan (IAP) and all requests
pertaining to the ordering and releasing
of incident resources.
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(b)
Unified Command.
UC
is an
important
element
in multijurisdictional
or multiagency
domestic
incident
management.
It provides
guidelines
to enable
agencies
with
different
legal,
geographic,
and functional
responsibilities
to coordinate,
plan,
and interact
effectively.
As a
team
effort,
UC overcomes
much
of the
inefficiency
and duplication
of effort
that
can occur
when
agencies
from
different
functional
and geographic
jurisdictions,
or agencies
at different
levels
of government,
operate
without
a common
system
or organizational
framework.
All agencies
with
jurisdictional
authority
or functional
responsibility
for any
or all
aspects
of an
incident
and those
able
to provide
specific
resource
support
participate
in the
UC structure
and contribute
to the
process
of determining overall
incident
strategies;
selecting
objectives;
ensuring
that
joint
planning
for tactical
activities
is accomplished
in accordance
with
approved
incident
objectives;
ensuring
the integration
of tactical
operations;
and approving,
committing,
and making
optimum
use of
all assigned
resources.
The exact
composition
of the
UC structure
will
depend
on the
location(s)
of the
incident
(i.e.,
which
geographical
administrative
jurisdictions
are involved)
and the
type
of incident
(i.e.,
which
functional
agencies
of the
involved
jurisdiction(s)
are required).
In the
case
of some
multijurisdictional
incidents,
the designation
of a
single
IC may
be considered
to promote
greater
unity
of effort
and efficiency.
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Advantages
of Using Unified
Command
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A
single set
of objectives
is developed
for the entire
incident.
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A
collective
approach
is used to
develop strategies
to achieve
incident
objectives.
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•
|
Information
flow and
coordination
is improved
between all
jurisdictions
and agencies
involved
in the incident.
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•
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All
agencies
with responsibility
for the incident
have an understanding
of joint
priorities
and restrictions.
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No
agency’s
legal authorities
will be compromised
or neglected. |
| • |
The
combined efforts
of all agencies
are optimized
as they perform
their respective
assignments
under a single
Incident Action
Plan. |
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(i) The
designated agency officials
participating in the UC
represent different legal
authorities and functional
areas of responsibility
and use a collaborative
process to establish incident
objectives and designate
priorities that accommodate
those objectives. Agencies
heavily involved in the
incident that lack jurisdictional
responsibility are defined
as supporting agencies.
They are represented in
the command structure and
effect coordination on
behalf of their parent
agency through the Liaison
Officer. Jurisdictional
responsibilities of multiple
incident management officials
are consolidated into a
single planning process
(discussed more fully in
Appendix A, Tab 8), including:
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responsibilities
for incident management;
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incident
objectives;
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resource
availability and
capabilities;
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limitations;
and
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areas
of agreement and
disagreement between
agency officials. |
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(ii) Incidents
are managed under a single,
collaborative approach,
including the following:
•
|
common
organizational
structure;
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single
incident command
post;
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unified
planning process;
and
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unified
resource management.
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(iii) Under
UC, the IAP is developed
by the Planning Section
Chief and is approved by
the UC. A single individual,
the Operations Section
Chief, directs the tactical
implementation of the IAP.
The Operations Section
Chief will normally come
from the agency with the
greatest jurisdictional
involvement. UC participants
will agree on the designation
of the Operations Section
Chief.
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(iv) UC
works best when the participating
members of the UC collocate
at the Incident Command
Post and observe the following
practices:
•
|
Select
an Operations Section
Chief for each
operational period;
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•
|
Keep
each other informed
of specific requirements;
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•
|
Establish
consolidated incident
objectives, priorities,
and strategies;
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•
|
Coordinate
to establish a
single system for
ordering resources;
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| • |
Develop
a consolidated IAP,
written or oral,
evaluated and updated
at regular intervals;
and |
| • |
Establish
procedures for joint
decision-making and
documentation. |
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(v) The
primary differences between
the single command structure
and the UC structure are
that:
•
|
In
a single command
structure, the
IC is solely responsible
(within the confines
of his or her authority)
for establishing
incident management
objectives and
strategies. The
IC is directly
responsible for
ensuring that all
functional area
activities are
directed toward
accomplishment
of the strategy.
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•
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In
a UC structure,
the individuals
designated by their
jurisdictional
authorities (or
by departments
within a single
jurisdiction) must
jointly determine
objectives, strategies,
plans, and priorities
and work together
to execute integrated
incident operations
and maximize the
use of assigned
resources.
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(2)
Command Staff Responsibilities.
In an incident command organization, the Command Staff
consists of the Incident Command and various special staff
positions. The special staff positions are specifically
designated, report directly to the Incident Command, and
are assigned responsibility for key activities that are
not a part of the ICS General Staff functional elements.
Three special staff positions are typically identified
in ICS: Public Information Officer, Safety Officer, and
Liaison Officer. Additional positions may be required,
depending on the nature, scope, complexity, and location(s)
of the incident(s), or according to specific requirements
established by the IC.
(a)
Public Information Officer.
The PIO is responsible for interfacing with the public
and media and/or with other agencies with incident-related
information requirements. The PIO develops accurate
and complete information on the incident’s
cause, size, and current situation; resources committed;
and other matters of general interest for both internal
and external consumption. The PIO may also perform
a key public information- monitoring role. Whether
the command structure is single or unified, only
one incident PIO should be designated. Assistants
may be assigned from other agencies or departments
involved. The IC must approve the release of all
incident-related information.
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(b)
Safety Officer.
The SO monitors incident operations and advises the
IC on all matters relating to operational safety,
including the health and safety of emergency responder
personnel. The ultimate responsibility for the safe
conduct of incident management operations rests with
the IC or UC and supervisors at all levels of incident
management. The SO is, in turn, responsible to the
IC for the set of systems and procedures necessary
to ensure ongoing assessment of hazardous environments,
coordination of multiagency safety efforts, and implementation
of measures to promote emergency responder safety,
as well as the general safety of incident operations.
The SO has emergency authority to stop and/or prevent
unsafe acts during incident operations. In a UC structure,
a single SO should be designated, in spite of the
fact that multiple jurisdictions and/or functional
agencies may be involved. Assistants may be required
and may be assigned from other agencies or departments
constituting the UC. The SO, Operations Section Chief,
and Planning Section Chief must coordinate closely
regarding operational safety and emergency responder
health and safety issues. The SO must also ensure
the coordination of safety management functions and
issues across jurisdictions, across functional agencies,
and with private-sector and nongovernmental organizations.
It is important to note that the agencies, organizations,
or jurisdictions that contribute to joint safety
management efforts do not lose their individual identities
or responsibility for their own programs, policies,
and personnel. Rather, each entity contributes to
the overall effort to protect all responder personnel
involved in incident operations.
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(c)
Liaison Officer.
The LNO is the point of contact for representatives
of other governmental agencies, nongovernmental organizations,
and/or private entities. In either a single or UC
structure, representatives from assisting or cooperating
agencies and organizations coordinate through the
LNO. Agency and/or organizational representatives
assigned to an incident must have the authority to
speak for their parent agencies and/or organizations
on all matters, following appropriate consultations
with their agency leadership. Assistants and personnel
from other agencies or organizations (public or private)
involved in incident management activities may be
assigned to the LNO to facilitate coordination.
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(d)
Assistants.
In the context of large or complex incidents, Command
Staff members may need one or more assistants to
help manage their workloads. Each Command Staff member
is responsible for organizing his or her assistants
for maximum efficiency.
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(e)
Additional Command Staff.
Additional
Command Staff positions may also
be necessary depending on the nature
and location(s) of the incident,
and/or specific requirements established
by the IC. For example, a Legal Counsel
may be assigned directly to the Command
Staff to advise the IC on legal matters,
such as emergency proclamations,
legality of evacuation orders, and
legal rights and restrictions pertaining
to media access. Similarly, a Medical
Advisor may be designated and assigned
directly to the Command Staff to
provide advice and recommendations
to the IC in the context of incidents
involving medical and mental health
services, mass casualty, acute care,
vector control, epidemiology, and/or
mass prophylaxis considerations,
particularly in the response to a
bioterrorism event.
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c.
The General Staff.
The General Staff represents and is responsible for the functional
aspects of the incident command structure. The General Staff
typically consists of the Operations, Planning, Logistics, and
Finance/Administration Sections, which are discussed below:
(1)
Operations Section.
This section is responsible for all
activities focused on reduction of the immediate
hazard, saving lives and property, establishing
situational control, and restoration of normal
operations.
Figure
2 depicts the primary organizational
structure template for an Operations
Section. For a more detailed discussion
of the Operations Section, see Appendix
A, Tab 2. Further expansions of this
basic structure will vary according to
numerous considerations and operational
factors. In some cases, the organizational
structure will be determined by jurisdictional
boundaries. In other cases, a strictly
functional approach will be used. In
still others, a mix of functional and
geographical considerations may be appropriate.
The ICS offers flexibility in determining
the right structural approach for the
specific circumstances of the incident
at hand.
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[Top of Page]
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Figure
2
(a)
Operations Section Chief.
The Operations Section Chief is responsible to the IC or UC for
the direct management of all incident-related operational activities.
The Operations Section Chief will establish tactical objectives
for each operational period, with other section chiefs and unit
leaders establishing their own supporting objectives. The Operations
Section Chief may have one or more deputies assigned, with the
assignment of deputies from other agencies encouraged in the
case of multijurisdictional incidents. An Operations Section
Chief should be designated for each operational period and should
have direct involvement in the preparation of the IAP for the
corresponding period of responsibility.
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(b)
Branches.
Branches may be used to serve several purposes, and may be functional
or geographic in nature. In general, branches are established
when the number of divisions or groups exceeds the recommended
span of control of one supervisor to three to seven subordinates
for the Operations Section Chief (a ratio of 1:5 is normally
recommended, or 1:8 to 1:10 for many larger-scale law enforcement
operations).
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(c)
Divisions and Groups.
Divisions and Groups are established when the number of resources
exceeds the manageable span of control of the IC and the Operations
Section Chief. Divisions are established to divide an incident
into physical or geographical areas of operation. Groups are
established to divide the incident into functional areas of operation.
For certain types of incidents, for example, the IC may assign
intelligence-related activities to a functional group in the
Operations Section. There also may be additional levels of supervision
below the Division or Group level.
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(d)
Resources.
Resources refer to the combination of personnel and equipment
required to enable incident management operations. Resources
may be organized and managed in three different ways, depending
on the requirements of the incident:
(i) Single
Resources. These are individual personnel
and equipment items and the operators associated
with them.
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(ii) Task
Forces. A Task Force is any combination
of resources assembled in support of a
specific mission or operational need. All
resource elements within a Task Force must
have common communications and a designated
leader.
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(iii) Strike
Teams. Strike Teams are a set number of
resources of the same kind and type that
have an established minimum number of personnel.
The use of Strike Teams and Task Forces
is encouraged, wherever possible, to optimize
the use of resources, reduce the span of
control over a large number of single resources,
and reduce the complexity of incident management
coordination and communications.
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(2)
Planning Section.
The
Planning Section collects, evaluates, and disseminates
incident situation information and intelligence to
the IC or UC and incident management personnel, prepares
status reports, displays situation information, maintains
status of resources assigned to the incident, and
develops and documents the IAP based on guidance
from the IC or UC. For a more detailed discussion
of the Planning Section see Appendix A, Tab 3. As
shown in Figure 3, the Planning Section comprises
four primary units, as well as a number of technical
specialists to assist in evaluating the situation,
developing planning options, and forecasting requirements
for additional resources.
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Figure
3
The
Planning Section is normally responsible for gathering
and disseminating information and intelligence
critical to the incident, unless the IC places
this function elsewhere.
The
Planning Section is also responsible for developing
and documenting the IAP. The IAP includes the
overall incident objectives and strategies established
by the IC or UC. In the case of UC, the IAP must
adequately address the mission and policy needs
of each jurisdictional agency, as well as interaction
between jurisdictions, functional agencies, and
private organizations. The IAP also addresses
tactical objectives and support activities required
for one operational period, generally 12 to 24
hours. The IAP also contains provisions for continuous
incorporation of “lessons learned” as
incident management activities progress. An IAP
is especially important when:
(a)
resources from multiple agencies and/or
jurisdictions are involved;
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(b)
multiple jurisdictions are involved;
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(d)
the incident will effectively span several
operational periods;
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(d)
changes in shifts of personnel and/or equipment
are required; or
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(e)
there is a need to document actions and/or
decisions.
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The
IAP will typically contain a number of components,
as shown in
Figure 4. (For full descriptions of units in each ICS section,
see the tabs in Appendix A.)
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Components
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Normally
Prepared By |
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Incident
Objectives
|
Incident
Commander
|
Organization
List or Chart
|
Resources
Unit
|
Assignment
List
|
Resources
Unit
|
Communications
Plan
|
Communications
Unit
|
Logistics
Plan
|
Logistics
Unit
|
Responder
Medical Plan
|
Medical
Unit
|
Incident
Map
|
Situation
Unit
|
Health
and Safety Plan
|
Safety
Officer
|
Other
Potential Components
(Scenario dependent)
|
|
Air
Operations Summary
|
Air
Operations
|
Traffic
Plan
|
Ground
Support Unit
|
Decontamination
Plan
|
Technical
Specialist
|
Waste
Management or Disposal Plan
|
Technical
Specialist
|
Demobilization
Plan
|
Demobilization
Unit
|
Operational
Medical Plan
|
Technical
Specialist
|
Evacuation
Plan
|
Technical
Specialist
|
Site
Security Plan
|
Law
Enforcement Specialist
|
Investigative
Plan
|
Law
Enforcement Specialist
|
Evidence
Recovery Plan
|
Law
Enforcement Specialist
|
Other
|
| | |
