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HOS regulations determine when and how long you are allowed to drive a commercial motor vehicle (CMV).
This limit is usually thought of as a "daily" limit, even though it is not based on a 24 hour period. Your driving is limited to the 14 consecutive hour on duty period even if you take some off duty time, such as a lunch break or a nap, during those 14 hours. During the 14 consecutive hour on duty period, you are only allowed to drive your truck for up to 11 total hours.
The regulations allow you to "restart" your 60 or 70 hour clock calculations after having at least 34 consecutive hours off duty.
In this example, the driver completed 34 consecutive hours off duty, but this restart is still incomplete.
In this example, and all other examples throughout the section, you can assume at least 10 consecutive hours of off duty time occurred before the start of the example.
Once again, we will assume that at least 10 consecutive hours of off duty time occurred on the previous day leading into the current example. Any combination of vehicles with a gross combined weight rating (GCWR) of 26,001 or more pounds, providing the gross vehicle weight rating (GVWR) of the vehicle being towed is in excess of 10,000 pounds. Any single vehicle with a GVWR of 26,001 or more pounds, or any such vehicle towing another not in excess of 10,000 pounds.
Any vehicle, regardless of size, designed to transport 16 or more persons, including the driver.
Any vehicle required by federal regulations to be placarded while transporting hazardous materials.
OTR driving normally means you'll be hauling freight to various customers throughout your company's hauling region. Your driving is limited to the 14 consecutive hour duty period even if you take some off duty time, such as a lunch break or a nap, during those 14 hours. So, after the driver takes his 1 hour break, he still has 9 hours on his 14 hour on duty clock and 6 hours on his 11 hour driving clock remaining.
HOS regulations determine when and how long you are allowed to drive a commercial motor vehicle (CMV).
TruckingTruth's Advice:Make sure you are familiar with the different rules you must abide by. We have an awesome set of tools that will help you understand the trucking industry and prepare for a great start to your trucking career. We have made it super easy for you to receive free information from company-sponsored training programs and private schools with CDL training in your area. TruckingTruth was founded by Brett Aquila (that's me!), a 15 year truck driving veteran, in January 2007.
General requirements for the importation and domestic movements of non-seed potatoes are prescribed in CFIA's Directive D-96-05, Phytosanitary requirements for the importation and domestic movement of non-propagative potatoes (Solanum tuberosum) and related potato articles, including associated soil. The purpose of QSM-09 is to provide detailed information on the CA option as described in D-96-05. QSM-09 is intended for use by both CFIA inspection staff and facilities seeking approval or already approved under a CA. D-96-05: Phytosanitary requirements for the importation and domestic movement of non-propagative potatoes (Solanum tuberosum) and related potato articles, including associated soil. Definitions for terms used in the present document can be found in the Plant Health Glossary of Terms. A facility seeking approval under a CA must be willing to adhere to the administrative and operational requirements described in QSM-09 and D-96-05.
The person responsible for the facility's quality management system must sign the Application for Approval under a CA with the Canadian Food Inspection Agency (Appendix 1). The CFIA will review and compare the facility Manual to the CA requirements as specified in D-96-05 and QSM-09.
Provided the Manual meets the CA requirements and the evaluation of the facility is satisfactory, the CFIA will sign the application form (Appendix 1) and the facility will be considered approved. For facilities handling regulated articles year-round, the CA continues to be valid if a surveillance audit has been completed within the last 90 days, and all corrective actions (if any) have been addressed to the satisfaction of the CFIA. Note: The local CFIA office must be notified upon arrival of the first load of regulated articles. A facility that has voluntarily withdrawn from a CA may re-apply for CA approval following the instructions outlined in section 4.1. Applying corrective actions as discussed and mutually agreed with the CFIA, and consequently updating the Manual to reflect corrections to administrative or operational procedures. Employing competent staff in sufficient numbers to carry out the requirements of the Manual. Training all staff members involved in receiving or handling the regulated articles in accordance with the provisions of the Manual.
Develop a contingency plan in case of an accidental spillage or overflow of the regulated articles. The Manual should be designed so that full regulatory compliance is met through fulfillment of the provisions of the Manual. Appendix 7 outlines all expected elements to be found in the Manual of an approved facility. In addition, Appendix 8 provides general guidelines for the movement and disposal of regulated articles and cleaning of facilities equipment.
Timely and effective training of all individuals involved in implementing the requirements of the Manual is essential.
CFIA evaluations and audits are verifications that the facility conforms to the requirements of both the Manual and the D-96-05.
CFIA inspection staff will use checklists to conduct evaluations and audits (Appendices 2 and 3).
The CFIA evaluation is conducted prior to any movement of regulated articles into the facility and is a scheduled systematic examination of a new CA applicant's facility, which verifies if the facility is capable of meeting program requirements. The CFIA surveillance audits are reviews of the organizational structure, procedures, processes and resources used by the approved facility to fulfill all CA requirements, including the verification that the Manual and the corrective actions are implemented as planned (Appendix 3). In general terms, the CFIA will conduct at least one surveillance audit during the period when the facility is receiving and handling regulated articles, with a minimum of one surveillance audit every three months. Unsatisfactory findings during the surveillance audit will be dealt with in accordance with the non-conformance scheme as prescribed in section 8.3.
During the course of a CFIA audit or evaluation, any procedures, documentation, or articles that are found to be in contravention of the standards of the quality management system implemented by the facility are considered to be a non-conformance; this includes any deficiencies of the procedures in meeting the requirements of D-96-05 and QSM-09 or violations of the provisions of D-96-05, QSM-09 or the Manual.
For every non-conformance found during the course of a CFIA audit or evaluation, a Corrective Action Request (CAR) will be issued to the approved facility (Appendix 5), and the implementation of corrective actions will be expected and monitored by the CFIA. A critical non-conformance is any single audit finding that reveals that the integrity of the quality management system of the approved facility is in jeopardy. Facility operating without implementing the requirements of D-96-05 and QSM-09 for the movement of potatoes originating from a regulated area. Failure to take corrective action on a major non-conformance during the specified timeframe. A major non-conformance is any isolated incident of non-conformance which does not immediately impact on the integrity of the quality management system of an approved facility. Facility operating with significant changes to their procedures that have not been approved by CFIA.
Employees of the facility who are involved with implementing the quality procedures are not sufficiently trained.
If three or more minor non-conformances are detected in any one CFIA audit, this is considered equivalent to one major non-conformance. Facility operating with minor adjustments to their procedures, incorporated or not in their quality manual, which have not been reviewed and accepted by CFIA. Facility record-keeping is inadequate but records essential to the integrity of the phytosanitary standard (e.g. One load of regulated potato articles received by the facility was not recorded in the log. The CFIA's observations are points or practices which may be noted during audits and could be used to improve the Manual. Internal audit reports are being completed and are available, but an updated copy of the audit report template should be added to the Manual. The suspension of a CA must occur in consultation with the CFIA Regional Program Officer (RPO) and the CFIA Area Program Specialist. The facility's name and contact information will be removed from the National List of CA-Approved Facilities. In addition to the fulfillment of the provisions of D-96-05 and QSM-09, facilities approved under a CA must ensure they comply with the Plant Protection Act, the Plant Protection Regulations and any additional requirements that apply to the regulated area from which the potato article is originating. The person responsible for the approved facility's quality management system must conduct internal audits, or designate and supervise employees to perform internal audits. The assessment of the adequacy and effectiveness of the facility's processes as outlined in their Manual in meeting the CA requirements prescribed in D-96-05 and QSM-09. The verification of whether the required CA-related documentation is sufficient, current and readily available to staff.
The verification whether the facility's quality management system is operating in accordance with the specified requirements, including the performance of all staff identified in the Manual. The verification that effective corrective action plans have been developed and properly implemented for all non-conformances identified. The evaluation of the competency of employees in carrying out duties and responsibilities as outlined in the Manual. The verification that the facility's record-keeping activities comply with the provisions of the Manual and are sufficient to ensure proper traceability and segregation of the regulated articles. Activities or articles that are found to be in violation of the provisions of D-96-05, QSM-09 or the Manual are considered non-conforming. Non-conformances found during internal audits must be identified as being "critical", "major" or "minor", in accordance with section 8.3. QSM-09: Compliance agreement - Quality system requirements for facilities receiving and handling regulated non propagative potatoes, related potato articles and the associated soil. Any other regulatory documents that relates to the areas from which the imported or received potato article is originating.
I agree to act as the person responsible for the above facility's quality management system.
To apply corrective actions as discussed and mutually agreed to with the CFIA, and update the Manual accordingly. To employ competent staff in sufficient numbers to carry out the requirements of the Manual. To develop a contingency plan in case of an accidental spillage or overflow of the regulated articles. To ensure all third parties contractors comply with the requirements of D-96-05 and QSM-09.
I will contact the local CFIA office as soon as a date for receiving the first load of regulated articles has been confirmed.
And all the Corrective Action Requests issued to the company as a result of the CFIA Evaluation or the CFIA Surveillance Audit. The following information must be included in the Manual of an approved facility under a CA in accordance with the provisions of D-96-05 and QSM-09. The complete address (es) of the premises where the facility will be receiving and handling the regulated articles subject to the CA.
The suggested document title "[insert company name] Quality Management System Manual for the implementation of the CFIA CA requirements in order to receive and handle regulated potato articles as described in D-96-05 and QSM-09". Facility management must sign and date a statement in the Manual, indicating that they agree to operate in accordance with the terms of the Manual, D-96-05 and QSM-09. All training plans pertinent to the implementation of the Manual requirements must be described in the Manual. The Manual must indicate that all records associated with the implementation of the Manual must be kept on the facility's premises for a period of ten years, and that all records must be made available to the CFIA upon request. All processing steps and activities related to receiving and handling regulated articles must be described and documented in the Manual. The Manual must clearly identify the nature of the regulated articles being received and handled by the facility. The Manual must contain a general diagram of the overall flow of articles and by-products (wash water, liquid and solid wastes, culls, peels, other potato parts, soil, used containers, etc.) throughout the facility, from receiving to shipping. By-products generated by the facility, such as rejected potatoes, culls, potato parts, soil, wash water and used containers are considered regulated articles and must be subject to specific collection and disposal instructions in the Manual as part of all processing steps. The Manual must identify the period of the year when the facility plans to receive the regulated articles, including an evaluation of the volumes to be received and the origin of the articles. Origin of the articles, including the certificate of origin, Phytosanitary Certificate, or Movement Certificate, if applicable. Notify the local CFIA contact person prior to or within one business day upon arrival of the first load of regulated articles.
The Manual must indicate a procedure for the disposal of rejected loads of regulated articles. A procedure for identifying and operating the storages that ensures the regulated articles are segregated from non-regulated articles. Should the sprout inhibition be performed prior to receiving the regulated potatoes, treatment information must be collected and records must be kept in association with the above log or independently.
The Manual must describe any other processes applied by the facility to the regulated articles. The Manual must describe cleanup activities including the collection and disposal of regulated articles and by-products generated at every processing step. This includes a description of all procedures used for cleaning equipment and areas dedicated to unloading, storing, conveying, grading, washing and brushing, packing and repacking, peeling, cooking, sprout inhibition, or any other processing steps.
This also includes a description of all procedures used for collecting and disposing of all waste associated with the regulated articles being handled, processed or treated, such as rejected potatoes, culls, potato parts, soil, wash water, and containers and packages used to store and transport the regulated articles. In addition, the Manual must contain a description of any other cleanup activities of equipment or areas, as well as any procedures used to ensure segregation of the regulated articles and possible by-products. Final collection and disposal of regulated articles and by-products can occur on the approved facility's premises or using third party service providers (please see Appendix 8). The Manual must clearly indicate how the facility will handle final collection and disposal of any regulated articles and by-products generated from the above processing steps (wash water, liquid and solid wastes, rejected potatoes, culls, peels, other potato parts, soil, used containers, etc.), including any other things potentially contaminated by contact with the regulated articles. It is the approved facility's responsibility to ensure that additional local disposal requirements are met. Note: It will be at the discretion of the regional CFIA office to determine if an inspection of the disposal facility is required. Vehicles, containers or mini totes containing or transporting regulated articles from the U.S. In some circumstances, it may be more convenient to use a different cleaning site than the importing or receiving facility. The landfill site must have a clearly defined boundary and location (Global Positioning System (GPS) coordinates may be used). The regulated articles and by-products presented for disposal must be entirely covered within a one-day period by a layer of any suitable covering material that will efficiently prevent the regulated articles from being exposed to the environment. For disposal sites within Canada, CFIA may be required to place additional regulatory restrictions on these sites.
Each facility will have its own individual cleaning procedure which will be part of their Manual.
The washing of transport vehicles and containers will have to occur every time they leave a facility. Roll-off and roll-on containers (which strictly carry only waste to disposal sites) will only be required to be cleaned at the end of the CA period. Municipal Government of Kunming has invested much more money and implemented a series of measures in order to better protect ecological environment during the 11th Five-Year Plan period (2006-2010). Since 2007, Municipal government of Kunming had banned mining and sand quarrying operations around Dianchi Lake Basin and other key areas of Kunming. So far, a total of 509 mines around Dianchi Lake Basin have been shut down for protecting ecological environment around the lake. Moreover, a total of 20.4 billion yuan had been allocated for water pollution control of nine plateau lakes in Yunnan during the 11th Five Year Plan period (2006-2010). In addition to environmental measures, a center for vehicle emissions control with 14 motor vehicle inspection stations has been established in Kunming.
The city government has also improved the education and publicity in term of environmental protection. With the first national census of pollution sources started in China, Kunming Municipal Environmental Protection Bureau has collected 39,270 basic data on pollution sources.
Did you know that there are two Federal documents that provide the framework for emergency response activities and describe how Federal, State, tribal and local governments will work together when responding to large and small incidents? There are many ways for you to receive that training, such as online courses, traditional classroom instruction, distance learning, or a combination of one or more of these. After you have completed this Workbook, you will have met the national objectives and training requirements and will have a basic understanding of the NRF and NIMS, including the part about the Incident Command System (ICS). Throughout the Workbook, you will learn how the information contained in the four modules relates to you as a frontline State Department of Transportation (DOT) worker. 2005, and describes specific authorities and relationships for managing incidents that range from the serious, but strictly local, to large-scale terrorist attacks or catastrophic natural disasters.
The NRF presents the key response principles, identifies the participants and their roles, and describes structures that guide the Nation's response operations. Who is involved with emergency management activities at the local (mayor), tribal, State (governor and agencies, including the State Department of Transportation), and Federal levels. What we as a Nation collectively do to respond to incidents; for example, State DOTs will provide resource support to local governments responding to incidents. How we as a Nation organize to implement response actions; for example, a Joint Field Office with State and Federal personnel in direct support to local responders.
Emergency Support Function 1, Transportation, is usually NOT the primary responsible agency for the movement of goods, equipment, animals or people.
The Kansas Department of Transportation is deploying you to Kiowa County to support response activities. Be used in all types of incidents, hazards and emergencies regardless of cause, size, location or complexity. Improve coordination and cooperation between public and private entities in a variety of incident management activities. In other words, the NIMS is intended make sure you and emergency responders from other organizations are on the same page when responding to all types of emergencies. Consistent use of NIMS lays the groundwork for response to all emergency situations, from a single agency responding to a fire, to many jurisdictions and organizations responding to a large natural disaster or act of terrorism. NIMS, you and the other responders know what to expect and what to do when you arrive at an incident scene. The NRF and NIMS are companion documents that were created to improve the Nation's incident management and response capabilities. The fifth component is Ongoing Management and Maintenance, which is simply the process of ensuring continued coordination and oversight of the program.
The Incident Command System (ICS) is the NIMS element you should become most familiar with.
The use of the Incident Command System allows for responders from outside a local jurisdiction or state to volunteer or be sent to another incident scene and still understand the terminology and operations being used.
The Texas State Department of Transportation has deployed you from your normal workplace to Brownsville to support emergency responders preparing for the arrival of Hurricane Dean.
National Special Security Events, such as such as the Olympics, Presidential visits, or the Super Bowl. Given the size of some of these types of events, it's not always possible for any one agency alone to handle management and resource needs. The ICS has considerable internal flexibility, that is, the management organization can grow or shrink to meet different requirements. The ICS was developed in the 1970s following a series of catastrophic fires in California's wildlands. Poor communication due to both inefficient use of available communications systems and conflicting code words and terminology. Lack of a common, flexible, predesigned management structure that enables commanders to delegate responsibilities and manage workloads efficiently.
Lack of predefined methods to effectively integrate interagency requirements into the management structure and planning process. The result of lessons learned in the organization and management of emergency response to incidents. Allow you and other personnel from a variety of agencies to meld rapidly into a common operational structure. The ICS consists of procedures for managing personnel, facilities, equipment, and communications resources.


The ICS principles are implemented through a wide range of management features including the use of common terminology and a modular organizational structure. The ICS emphasizes effective planning, including management by objectives and reliance on an Incident Action Plan (IAP). The ICS features related to command structure include chain of command and unity of command, as well as unified command and transfer of command.
Most important to you is chain of command – that is how you will receive your instructions and tasks. Through mobilization and accountability, ICS helps ensure that resources are on hand and ready.
And, finally, ICS supports you and other responders, and decision makers by providing the data needed through effective information management. The ICS establishes common terminology that allows incident management and support groups to work effectively together. As response requirements for an incident become more complex, the ICS organization expands from the top down as responsibilities are delegated. All levels of a growing ICS organization must have a clear understanding of the functional actions required to manage the incident. Span of control involves the number of individuals or resources that one supervisor can manage effectively during emergency response activities. Effective span of control during an incident may vary from three (3) to seven (7), and a ratio of one (1) supervisor to five (5) reporting elements is recommended. The principal facilities with which you should be familiar are: the Incident Command Post (ICP), Staging Areas, and Bases.
Staging Areas are temporary locations personnel and equipment is kept while waiting for assignments.
A Base is the location that logistics and administrative functions are coordinated and administered. Communication equipment, procedures, and systems must be interoperable; that is, they must allow communication between organizations and across jurisdictions.
Chain of command means that there is an orderly line of authority within the ranks of the organization, with lower levels subordinate to, and connected to, higher levels. Unity of command means that you, and every other individual, will be accountable to only one designated supervisor at the scene of an incident. Although orders must flow through the chain of command, members of the organization may directly communicate with each other to ask for or share information. As a Single Command in which the Incident Commander will have complete responsibility for incident management. The process of moving the responsibility for incident command from one Incident Commander to another is called transfer of command.
The incident situation changes over time, resulting in a legal requirement to change command. The incident response is concluded and incident responsibility is transferred back to the home agency. The transfer of command process always includes a transfer of command briefing, which may be oral, written, or a combination of both.
Identification of activities in the Incident Action Plan for the current operational period. Effective accountability during incident operations is essential at all jurisdictional levels and within individual functional areas. The Wisconsin Department of Transportation is deploying you from your normal work area near Milwaukee to Dane County to work in the emergency response. For example, someone who serves as an Office Director every day may not hold that title when working under the ICS structure. There are major management functions that are the foundation upon which the ICS organization develops. Planning: Prepares and documents the Incident Action Plan to accomplish the objectives, collects and evaluates information, maintains resource status, and maintains documentation for the incident. Logistics: Provides support, resources, and all other services needed to meet the operational objectives.
On small incidents and events, one person, the Incident Commander, may accomplish all management functions. As a frontline Department of Transportation employee, you may be the first person in any sort of official capacity at the scene of an incident. A basic ICS operating guideline is that the person at the top of the organization is responsible until the authority is delegated to another person.
To maintain span of control, the ICS organization can be divided into many levels of supervision.
The use of distinct titles for ICS positions allows for filling ICS positions with the most qualified individuals rather than by seniority. The Incident Commander has overall responsibility for managing the incident by objectives, planning strategies, and implementing tactics.
Personnel assigned by the Incident Commander have the authority of their assigned positions, regardless of the rank they hold within their respective agencies. The Incident Commander may appoint one or more Deputies, if applicable, from the same agency or from other agencies or jurisdictions. Formal transfer of command at an incident always requires a transfer of command briefing for the incoming Incident Commander and notification to all personnel that a change in command is taking place. Depending upon the size and type of incident or event, it may be necessary for the Incident Commander to designate personnel to provide information, safety, and liaison services for the entire organization. Public Information Officer, serves as the conduit for information to internal and external stakeholders, including the media or other organizations seeking information directly from the incident or event.
Safety Officer, monitors safety conditions and develops measures for assuring the safety of all assigned personnel.
Liaison Officer(s), serves as the primary contact for supporting agencies assisting at an incident. As incidents grow, the Incident Commander may delegate authority for performance of certain activities to the Command Staff and the General Staff.
Expansion of the incident may also require the delegation of authority for other management functions. May assume responsibility for a specific portion of the primary position, work as relief, or be assigned other tasks. In large incidents, especially where multiple disciplines or jurisdictions are involved, the use of Deputies from other organizations can greatly increase interagency coordination. Until Operations is established as a separate Section, the Incident Commander has direct control of tactical resources.
It is very possible that you, as a State DOT worker, will be assigned to an element of the Operations Section and be assigned specific tactical responsibilities. The Operations Section Chief will develop and manage the Operations Section to accomplish the incident objectives set by the Incident Commander. The Incident Commander or Operations Section Chief at an incident may work initially with only a few single resources or staff members. You, as a State DOT worker, are a Single Resource, but may be assigned to a Strike Team or Task Force depending on the tactical needs of the response.
Single Resources may be individuals, a piece of equipment and its personnel complement, or a crew or team of individuals with an identified supervisor that can be used at an incident. An example of a Department of Transportation Single Resource would be an Engineering Specialist, a pilot, a train conductor, or a barge operator and the tie-up crew for waterways. Strike Teams are a set number of resources of the same kind and type with common communications operating under the direct supervision of a Strike Team Leader. An example of a Department of Transportation Strike Team might be five (5) 10-Ton dump trucks assigned to augment the cargo-carrying capability of a local highway department, or seven (7) inspectors for air or port security. Task Forces are a combination of different resources with common communications operating under the direct supervision of a Leader. An example of a Department of Transportation Task Force might be several trucks, a front-end loader, and a chipping machine assigned to a debris-clearing mission. The Incident Commander will determine if there is a need for a Planning Section and designate a Planning Section Chief. You might be assigned to the Planning Section if you have extensive knowledge and experience of your assigned responsibilities.
Resources Unit: Conducts all check-in activities and maintains the status of all incident resources.
Situation Unit: Collects and analyzes information on the current situation, prepares situation displays and situation summaries, and develops maps and projections.
Demobilization Unit: Assists in ensuring that resources are released from the incident in an orderly, safe, and cost-effective manner. The Incident Commander will determine if there is a need for a Logistics Section at the incident, and designate an individual to fill the position of the Logistics Section Chief.
Ordering, obtaining, maintaining, and accounting for essential personnel, equipment, and supplies.
Procurement Unit: Responsible for administering all financial matters pertaining to vendor contracts, leases, and fiscal agreements.
Cost Unit: Collects all cost data, performs cost effectiveness analyses, provides cost estimates, and makes cost savings recommendations.
Scenario: You have been working in the Operations Section at an Incident Command Post for four (4) weeks. These 10 questions will test your understanding of the material presented in this Workbook. In the event you are assigned to an incident command during an emergency response, use the following as a checklist for preparation and participation. Prepare personal items needed for your estimated length of stay including medications, cash, credit cards, etc.
In addition to preparing for your travel arrangements, it is important to understand your role and authorities. Determine communications procedures for contacting your headquarters or home office (if necessary). You must maintain a daily Unit Log (preferably on form ICS-214), indicating the names of personnel assigned and a listing of the major activities that occurred during the operational periods to which you were assigned. You are expected to give briefings to your subordinates, adjacent forces, and replacement personnel. This is accomplished by placing specific limits on the number of hours you can drive or be considered on duty. You are allowed a period of 14 consecutive hours of on duty time after being off duty for 10 or more consecutive hours. Once you have driven a total of 11 hours, you have reached the driving limit and must be off duty for another 10 consecutive hours before driving your truck again. If you have been on duty for more than 8 consecutive hours without at least 30 minutes off duty, you are not allowed to operate a CMV until a 30 minute break is taken.
By using this limit, you are not allowed to drive after you’ve been on duty for 60 hours during any 7 consecutive days.
This means that you are not allowed to drive after you've been on duty for 70 hours in the previous 8 consecutive days.
As the driver spent time on duty each day, the remaining time on the 70 hour limit began to dwindle.
That's because day 1 no longer counts against the 70 hour limit (you are only required to count the current day and the previous 7 days for 8 days total). In other words, after you have taken at least 34 hours off duty in a row, you have the full 60 or 70 hours available again. It is very important to fully understand each one as these are the main rules you'll need to abide by on a daily and weekly basis. Remember, once you start any kind of work, your 14 hour limit starts counting down for the next 14 consecutive hours. Unlike the 14 hour on duty limit, the 11 hour driving limit does not count 11 consecutive hours.
The 1 hour spent off duty still counts against your 14 hour limit because the 14 hour limit is consecutive hours, not just on duty hours. The 11 hour driving limit only includes driving time - unlike the 14 hour limit which counts 14 consecutive hours regardless of duty status. You are allowed a period of 14 consecutive-hours of duty time after being off duty for 10 or more consecutive hours.
If you have been on duty for more than 8 consecutive hours without at least 30 minutes off duty, you are not allowed to operate a CMV until a 30 minute break is taken.
Since he took 1 hour off duty, he now has 8 more consecutive hours that he can drive without taking a 30 minute break off duty.
This means that you are not allowed to drive after you've been on duty 70 hours in any 8 consecutive days. This can be a little difficult to understand, but try to understand the differences between the 11hr, 14hr, and 70hr clocks.
Not only that, but everything we offer here at TruckingTruth is 100% free - no strings attached!
After 15 years on the road I wanted to help people understand the trucking industry and everything that came with the career and lifestyle of an over the road trucker. We've all wondered if the adventure and challenges of life on the open road would suit us better than the ordinary day to day lives we've always known. The Canadian Food Inspection Agency (CFIA) has put in place measures to minimize disruptions to its services.
For further information or clarification, please contact the Canadian Food Inspection Agency (CFIA).
D-96-05 introduces the concept of a Compliance Agreement (CA) as one of the options available to permit the movement of regulated potato articles in Canada. QSM-09 outlines the requirements for a facility to apply for approval under a CA, and for the CFIA to audit the facility. A signed Application for Approval under a CA with the Canadian Food Inspection Agency (Appendix 1) and a copy of the Manual must be sent to the local CFIA office for review. The list will be kept internally and will not be disclosed to individuals other than CFIA employees. A surveillance audit is required prior to any movement of regulated articles to the facility. An updated version of the Manual and a detailed report on corrective actions taken by the facility must accompany the application form (Appendix 1). All staff involved must be aware of the phytosanitary requirements associated with the facility's CA approval.
The approved facility must develop a training strategy and training plans must be documented and implemented. CFIA audits may be scheduled and carried out during or after the period in which the facility is receiving potato articles from regulated areas. The person responsible for the facility's quality management system must be present and available to help during all scheduled CFIA activities at the facility. Non-conformances will be identified and recorded in the evaluation and audit checklists (Appendices 2 and 3), and a Corrective Action Request (CAR) will be issued to the facility (Appendix 5) for any identified non-conformances. It includes a review of the Manual and its proposed implementation plan (Appendix 2) and must be completed prior to CA approval. Surveillance audits also include the review of all internal audit reports and associated records produced by the approved facility. Ideally, the first surveillance audit will be performed within a week of receiving the first load of regulated articles.
The classification of non-conformances is based on the evaluation of the associated phytosanitary risk and the resulting threat to the integrity of the quality management system of the approved facility.
The approved facility must seek approval from the CFIA prior to implementing remedial actions to address CARs.
The facility will be immediately suspended from the program if any critical non-conformances are found by the CFIA. Corrective actions must be completed in a CFIA-approved manner within the time frame specified by the CFIA, which shall not exceed a maximum of two weeks.
Minor non-conformances must be addressed in a CFIA-approved manner before the next surveillance audit, or within the time frame specified by the CFIA.
Therefore, four minor non-conformances are equal to one major plus one minor non-conformance. An observation may be used to identify a situation of concern that does not warrant a CAR, or to highlight, suggest or reinforce particular practices. The CFIA will suspend all Permits to Import and Movement Certificates associated with the regulated articles to prevent their movement to and from the suspended facility.
The CFIA may take enforcement measures including prosecution for any violations of the above requirements.
In general terms, it is expected that internal audits be conducted at least twice during the period during which the approved facility is receiving and handling regulated articles, with a minimum of one internal audit every month.
An internal audit report must be prepared within three working days of performing the internal audit, detailing any non-conformances, remedial action plans, corrective actions implemented and opportunities for improvement that related to CA requirements. Non-conformances detected during internal audits must be documented in internal audit reports. The implementation of remedial action plans and the associated corrective actions must be prioritized based on the type of the non-conformance. The approved facility must keep records of all organizational and operational processes and procedures used to fulfill all CA requirements.
Facility's management must identify one employee responsible for the facility's quality management system as a main contact for the CFIA, including at least one alternate person. All activities associated with CA requirements prescribed in D-96-05 and QSM-09 must be described in detail. This includes a description of the process by which the facility deals with and communicates changes to the Manual.
This includes a description of the audit frequency and the associated operational procedures. All modifications to the Manual should be recorded in a tracking sheet to be included in an appendix to the Manual. The diagram should primarily focus on articles, installations and activities associated with receiving, handling, processing and disposing of the regulated articles. All documents related to sourcing and purchasing the regulated articles must be made available to the CFIA upon request. The CFIA must be contacted for a Movement Certificate if a rejected load is going to a destination other than the one stated in their Manual. This includes treatment procedures as stated above, and any documents ensuring the identification and traceability of the sprout-inhibited lots.
The Manual must indicate all mitigation measures implemented in order to reduce the phytosanitary risks associated with these other processes. This includes end-of-season cleanup activities for facilities not handling regulated articles year-round, and transitioning to a period when non-regulated articles will be received or handled. All documents associated with the disposal of regulated articles and by-products including information such as destination, authorization, service providers, date, time, quantity, description of articles and by-products, bills of lading, conveyance, treatment, etc., must be collected and kept on file. The purpose of this appendix is to provide additional instructions pertinent to disposal options and cleaning. This includes and is not limited to environmental considerations in municipal bylaws and regional, provincial and federal legislations. All the specifications (records, procedures, diagrams etc.) regarding the movement and the disposal of regulated articles must be defined in the Manual. The transporting vehicle, trailer or container is to be cleaned in an appropriate manner prior to the next load at an approved cleaning site. The covering material could consist of domestic garbage, compacted soil or other standard covering materials.
Mining activity has caused damage of varying degrees to the natural environment, such as destruction of the natural landscape, environmental pollution, geological disasters, etc. The total investment is nearly five times compared to the 10th Five Year Plan period (2001-2005).
State Departments of Transportation and other agencies contributing to the pooled fund were California, Florida, Georgia, Kansas, Mississippi, Montana, New York, Texas, Wisconsin, and the U.S. The contents are adequate for use in replacing the requirement for frontline transportation workers to take IS 100.a.
This Workbook is designed to allow you to meet the training and education requirements in a self-paced manner as agreed to by you and your supervisor. When the local government's resources are exhausted, the State will provide additional resources, and then the Federal government will provide support to the State as needed. It designates a lead Federal agency, and identifies which Federal agencies support each of these ESFs. Some states have identified additional ESFs for their EOPs, so you may have heard about ESFs 16, 17 or higher.


So, even though your State Department of Transportation may be the lead agency for ESF 1, Transportation, you are not alone. The Kansas State Department of Transportation will be in charge of coordinating all transportation-related support to Kiowa County. The Kansas State Department of Transportation is preparing to deploy a large number of trucks and drivers to assist Kiowa County as it responds to the tornado.
Assisting the County Highway Department clearing debris to open roads for access by incoming resources from the State and Federal governments. The NIMS provides the template for the management of incidents, while the NRF provides the structure and mechanisms for National-level policy for incident management.
Preparedness is the collective term for pre-event activities that, literally, prepare you and your organization to be able to respond to an incident.
Under NIMS, command and control processes are designed to enable efficient and effective management and coordination of resources, including you. Principles and concepts of the National Incident Management System are used only in major incidents, such as Hurricane Dean, which involves the deployment of Federal resources.
The Texas DOT has spent a significant amount of time developing plans, training you and your peers, conducting exercises and making corrective actions when required. It allows responders to use the same organizational structure for a single or multiple incidents regardless of boundaries. That is, everyone uses clear text; they do not use radio codes, agency-specific codes, or jargon. Major functions and functional units with incident management responsibilities are named and defined. Management or supervisory positions are referred to by titles, such as Officer, Chief, Director, Supervisor, or Leader.
An IAP is an oral or written plan that identifies general objectives that are part of the overall strategy for managing response activities.
Other information in the IAP will not apply to you but may be important to other responders.
The ICP will be positioned outside of the present and potential hazard zone, but close enough to the incident to maintain command.
Personnel and major items of equipment that are available or potentially available for assignment to incidents are called tactical resources. Support resources are usually found inside the Command Post or directly supporting the responders. As a responder to an incident, you must report in at the scene so the organization knows you are there. Supervisors must be able to adequately supervise and control you and others assigned to them, as well as communicate with and manage all resources under their supervision.
Supervisors must record and report resource status changes as they occur; this directly aids effective and efficient resource management. All streams in the area quickly went over their banks, with all the water running downstream to the Mississippi. The Incident Action Plan that Dane County develops that identifies the tasks you may be called on to accomplish is based on a defined operational period. While ICS will be used to manage response activities to address problems caused by the flood waters, one of the local fire chiefs could use the same ICS management principles to manage a carnival at his daughter's grade school. While driving to the county Incident Command Post, along a state highway, you come upon a major traffic accident - it appears that several semi-trailers have jack-knifed and hit several cars. This is deliberate, because confusion over different position titles and organizational structures has been a significant stumbling block to effective incident management in the past. The Incident Commander establishes the incident objectives, strategies, and priorities, and has overall responsibility for the incident or event. In fact, the Incident Commander is the only position that is always staffed in ICS applications. In almost every case, the person with the appropriate authority will arrive within a short span of time, generally a local or State law enforcement officer or a fire company.
Simply put, the transfer of command means you will brief the incoming Incident Commander on what you have done and an assessment of the situation.
The ICS organization has the capability to grow or shrink to meet the needs of the incident.
For example, if one agency uses the title Branch Chief, another Branch Manager, etc., this lack of consistency can cause confusion at the incident.
For example, in deploying personnel, it is important to know if the positions needed are Unit Leaders, clerks, etc.
The Incident Commander must be fully briefed and should have a written delegation of authority. The people who perform the other four management functions are designated as the General Staff.
Section Chiefs have the ability to expand their Section to meet the needs of the situation. The organization will expand to include needed levels of supervision as more and more resources are deployed. If no Planning Section is established, the Incident Commander will perform all planning functions.
Technical Specialists such as engineers, surveyors, and encroachment permit coordinators, may be assigned to work in the Planning Section. A group of three road graders and two front-end loaders, with operators and a leader, just reported into the Staging Area and are Available.
The questions are multiple choice - you are to circle the answer you think represents the best response to the question. Which General Staff position prepares and documents the Incident Action Plan, collects and evaluates information, maintains resource status, and maintains documentation for incident records? Which incident facility is the location where personnel and equipment are kept while waiting for assignments? ICS has been used to manage incidents such as fires, earthquakes, hurricanes, and acts of terrorism.
The oversight of the annual fiscal budget for the Brownsville Library, including the procurement of new books. The planning and operation of the Central City Annual Labor Day Celebration, including a parade and fair. One ICS principle relates to the supervisory structure of the organization and pertains to the number of individuals or resources one incident supervisor can manage effectively.
At each level of the ICS organization, individuals in positions of primary responsibility have distinct titles. Allows ICS positions to be filled with the most qualified individuals rather than being filled just by rank alone.
Ensures that responders remain accountable to agency management not present at the incident scene.
Provides personnel with a clear understanding of the pay scale associated with increasing levels of responsibility.
Assigns a single Incident Commander to assume unity of command and make decisions for all jurisdictions.
Enables all agencies with responsibility to manage an incident together by establishing a common set of incident objectives and strategies. Requires that employees report to several different Incident Commanders, each representing each jurisdiction. Obligates all responsible agencies to pool their resources without consideration to the terms of mutual aid and assistance agreements. As part of your responsibilities you may be required to interact with people who have been adversely affected by the incident.
The rules also specify how much time you must remain off duty before you can legally resume any driving duties. Once you reach the 60 hour limit, you will not be able to drive again until you have dropped below 60 hours for a 7 consecutive day period. Once you reach the 70 hour limit, you will not be able to drive again until you have dropped below 70 hours of accumulated on duty time for the previous 8­ consecutive day period.
Since the driver had -5 hours available and 10 hours fell off the calculation, the driver had a total of 5 hours available on the 70 hour limit.
You would then begin counting hours on the day of the restart and not go back the full 7 or 8 days. Quite simply, if you have accumulated more than 70 hours of on duty time in the past 8 days, you are not allowed to drive. TruckingTruth's Advice:After taking 10 consecutive hours (or more) off duty, you will have a fresh 11 and 14 hour clock. Once you reach the 70 hour limit, you will not be able to drive again until you have dropped below 70 hours for an 8 consecutive day period.
We'll help you make the right choices and prepare for a great start to your trucking career. At TruckingTruth we'll help you decide if trucking is right for you and help you get your career off to a great start. What we have found is, the repair occurring at 57,000 miles was also occurring before 50,000 mile in many cases. In particular, QSM-09 provides instructions and a template for the development of a Quality Management System Manual (herein referred to as the Manual).
Additional CFIA scrutiny including an increased audit frequency will also be implemented following the approval. The Manual will be used as a basis for evaluation and surveillance audits conducted by the CFIA, as well as internal audits conducted by the approved facility. This includes relaying information contained in the Manual, D-96-05 and QSM-09, as well as any information pertinent to changes made to the Manual, D-96-05 and QSM-09. This includes allowing the CFIA inspectors to examine records and documents, collect samples, inspect articles and equipment, observe processes and interview facility staff.
The facility is responsible for the implementation and documentation of corrective actions to address non-conformances within the time frame specified in the CAR.
The evaluation will be scheduled after the facility has applied for CA approval (Appendix 1) and submitted a copy of their Manual to the CFIA. The last surveillance audit will be conducted immediately after the period during which regulated articles are handled by the approved facility. In the event of a dispute over the classification of a non-conformance, the CFIA's decision will be final.
If two or more major non-conformances are detected during a CFIA audit, or if the facility fails to carry out the required corrective actions within two weeks, the non-conformance will be assessed as critical and the facility's CA will be immediately suspended. Should the facility fail to complete the corrective actions in the specified time frame, the non-conformance could lead to a major non-conformance. Similarly, six minor non-conformances are equal to two major non-conformances, which constitute a critical non-conformance; the facility's CA would therefore be immediately suspended.
Additional regulatory controls may be imposed on the suspended facility by the CFIA in order to alleviate any other phytosanitary risks associated with the non-conformance or the situation. Internal audit reports must be made available to the local CFIA office responsible for the surveillance audits. Corrective actions must be implemented for each non-conformance detected by the approved facility. Internal audit reports must include detailed instructions on how to prevent recurrences of the non-conformances, generally requiring that the Manual be amended and staff be informed accordingly. Internal and CFIA auditors will review these records to verify if the facility's quality management system as described in its Manual, including the corrective actions, is implemented as planned. The first section is for recording the general details about the CFIA Surveillance Audit, e.g. The first part is for recording the general details about the CFIA Evaluation or CFIA Surveillance Audit. The Manual must list all employees involved in these activities, including a description of their respective responsibilities. Guidance on what to include in the facilities Manual regarding cleaning and disposal can be found in Appendix 7 section C9 and C10 of this document. In addition, all conditions and limitations applied to a disposal site must be clearly identified. The final covering must be permanent and stable meaning that it should not be removed or moved, unless it has been discussed with CFIA and CFIA has provided written authorization. There is also an Addendum with a planning checklist for you to use if you are deployed to an incident scene.
Following the NRF and the lead of the US Department of Transportation, the State Department of Transportation has the leadership role for ESF 1, Transportation. One of the tasks that the State DOT is responsible for is identifying temporary alternative solutions that can be implemented to ensure that the movement of people and materials can be continued during the response.
It is intended to be used in all types of incidents, hazards and emergencies regardless of cause, size, location or complexity. As a frontline DOT worker you will be supporting the objectives and activities identified in the IAP.
This may or may not be your day-to-day supervisor; it may be someone from outside your agency. Because of this, they do not need an Incident Commander at every incident regardless of its size.
The study of previous incidents found that incident response failures were far more likely to result from inadequate management than from any other reason.
ICS can be used to manage a routine or planned event, as well as a large and complex emergency situation. The Incident Commander retains responsibility for all activities until a supervisor is identified. The Logistics Section Chief is responsible for coordinating and providing support transportation for the movement of resources. Which of the following situations represents another viable application for the use of ICS? The oldest day's hours drop off at the end of each day when you calculate the total on duty time for the past 7 or 8 days.
You may do other work, but you cannot do any more driving until you are off duty enough days to get below the limit.
But notice on day 8, the driver went on duty for 5 hours even though no time remained on the 70 hour limit. By the time that 14 hour limit reaches zero, you must stop driving until you take 10 consecutive hours off (there are a couple exceptions but we'll get to that later). That means, you are unable to drive once you've been on duty for more than 70 hours within an 8 day period.
Once you have reached the end of this 14 consecutive hour period, you cannot drive again until you have been off duty for another 10 consecutive hours. If you have a question, head on over to our forum or contact one of us by using the "About Us" tab above. You may perform any and all on duty tasks without taking a 30 minute break except for any driving tasks.
Just because you don't yet have symptoms does not mean there is no problem.With the AGCO Automotive exclusive, Pre-warranty Expiration Inspection (PEI), we can often find problems, before there are even symptoms.
Once on-going conformance has been demonstrated to the satisfaction of the CFIA, the facility will be assigned the regular audit frequency. A Manual must be kept up-to-date at all times, reflecting the facility's organizational and operational plans and the associated activities. All non-conformances found during the course of the evaluation must be addressed before the facility is approved.
The purpose of the last surveillance audit is to verify proper cleanup practices in accordance with the Manual. Internal audit reports and associated records will be review by the CFIA during surveillance audits. Remedial action plans and the implementation of corrective actions must also be documented in internal audit reports. It is the responsibility of the facility to inform CFIA of any critical non-conformances found during an internal audit no later than the next business day following the finding. As well, the verification of an approved facility's records will help the CFIA determine if a facility satisfies all requirements stated in D-96-05 and QSM-09.
The second part describes the details of a non-conformance found during a CFIA Evaluation or a CFIA Surveillance Audit. The name of all individuals involved in implementing the provisions of the Manual must appear in the Manual; this includes all hired third-party contractors. In the manufacture of parts have been used for various vehicles.It can be moved on land and in water. A Task Force is a group of different resources with common communications assembled for a specific task.
Any other hours you work, whether they are for a motor carrier or someone else, must be added to the total. Any other hours you work, whether they are for a motor carrier or someone else, must be added to the on duty total. If you have been on duty (driving or not) for 8 hours without taking at least 30 consecutive minutes off duty, you must take the 30 minute break before performing any CMV driving tasks. We can often point out situations that will become a problem and provide you with documentation. Modifications to the Manual must be documented according to a protocol determined by the approved facility and described in the Manual. Training records must indicate training dates, names of trainers and trainees, training type and content, and whether the training was completed satisfactorily. Failure to address non-conformances and update the Manual accordingly will result in rejection of the application for CA approval. For facilities handling regulated articles year-round, a specific schedule for clean-up of all equipment and areas used for receiving, conveying, storing and processing the regulated articles must be kept on record and will be used as a basis for at least one targeted CFIA surveillance audit per year. Records must be kept on the premises of the approved facility and must be available to the CFIA upon request at any time. The second part of the checklist is for recording the details of the facility's conformance with the evaluation criteria. The second part of the checklist is for recording the details of the facility's conformance with the audit criteria.
The 70 hour limit simply states a driver may not operate a CMV if the driver has been on duty in excess of 70 hours within an 8 day period.
The only way to completely reset your 70 hour limit is to take an extended amount of time off duty. Once your 14 hours are up, you may not drive again until you have had a minimum of 10 consecutive hours off duty, at which point, your 14 hour clock will reset. With our PEI you can have problems resolved while still under warranty.Just drop your vehicle off at AGCO, before the end of your warranty period. Approved facilities must seek CFIA approval prior to implementing any changes made to the Manual. If you take 34 consecutive hours off without driving or performing on duty tasks, your 70 hour limit will reset.
CA-required records relate to receiving, rejecting, storing, handling, processing and shipping regulated articles, disposing of by-products, cleaning activities, training of staff, identifying and remedying non-conformances, internal and CFIA audit reports, tracking amendments to the Manual, etc.
The fourth part is for the CFIA inspector to sign the Corrective Action Request once the corrective action plan has been completed.
Be certain you get what you paid for, let AGCO perform a PEI for you before your vehicle's warranty expires. The fifth and final part of the Corrective Action Request is for additional comments and the signature box.
Once you have taken 10 consecutive hours off duty, your 14 hour limit will start over as soon as you go back on duty. So if you want to take a 30 minute break for lunch, you may do so and stop the 11 hour driving limit.
AGCO, it's the place to go!Please also read why NOT use the new car dealer for maintenance.
If you reach the end of your 14 hour day and still have driving time remaining on the 11 hour clock, you still must stop driving. After 14 hours since you started your day, or after 11 hours of driving (whichever comes first), you can't drive again until you've taken 10 consecutive hours off.



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31.07.2014 admin



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