Incident Command System ICS

1. Incident Command System (ICS)

2. What is the ICS? A systematic tool used for command, control and coordination of an emergency response It allows agencies to work together using common terminology and operating procedures Consists of procedures for controlling personnel, facilities, equipment and communications across multiple agencies at a single incident scene Most incidents, major or minor, require the assistance of several different agencies. These agencies include fire departments, law enforcement, public works, and emergency management agencies across one or more jurisdictions.The efforts of these agencies must be coordinated in order to achieve an efficient and effective response to the incident. The ICS has been developed to govern the communication that must take place among multiple agencies to effectively handle an incident. The cornerstone of the ICS is a formalized management structure that aids in providing consistency and direction during a response. This structure will be discussed in further detail later in the presentation. Most incidents, major or minor, require the assistance of several different agencies. These agencies include fire departments, law enforcement, public works, and emergency management agencies across one or more jurisdictions.The efforts of these agencies must be coordinated in order to achieve an efficient and effective response to the incident. The ICS has been developed to govern the communication that must take place among multiple agencies to effectively handle an incident. The cornerstone of the ICS is a formalized management structure that aids in providing consistency and direction during a response. This structure will be discussed in further detail later in the presentation.

3. History of the ICS Developed as a result of wild fires in Southern California in 1970 Recognized a need for a system that would allow agencies to work together efficiently and effectively toward a common goal The ICS was created to address*: Nonstandard terminology among responding agencies. Lack of capability to expand and contract as required by the situation. Nonstandard and nonintegrated communications. Lack of consolidated action plans. Lack of designated facilities. After major wild fires in Southern California in 1970, municipal, county, State and Federal fire authorities collaborated to form the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE). As a result of FIRESCOPE, several problems involving multiagency responses were identified: Nonstandard terminology among responding agencies. Lack of capability to expand and contract as required by the situation. Nonstandard and nonintegrated communications. Lack of consolidated action plans. Lack of designated facilities The original ICS model for effective incident management was developed to address these issues. ICS has now evolved into a system that can be used for any type of incident, major or minor, fire or non-fire. ICS has been successful because it has applied a common organizational structure and standardized key management principles to incident management. After major wild fires in Southern California in 1970, municipal, county, State and Federal fire authorities collaborated to form the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE). As a result of FIRESCOPE, several problems involving multiagency responses were identified: Nonstandard terminology among responding agencies. Lack of capability to expand and contract as required by the situation. Nonstandard and nonintegrated communications. Lack of consolidated action plans. Lack of designated facilities The original ICS model for effective incident management was developed to address these issues. ICS has now evolved into a system that can be used for any type of incident, major or minor, fire or non-fire. ICS has been successful because it has applied a common organizational structure and standardized key management principles to incident management.

4. When is the ICS Used? Not just for fire related emergencies It can also be used for*: HAZMAT Incidents Incidents with multiple casualties Planned events Single and multi-agency law enforcement incidents Response to natural hazards Air, rail, water or ground transportation incidents Wide area search and rescue missions Private sector emergency management program Multi-jurisdictional or multi-agency incidents ICS is widely being adopted as the standard to use for responding to all types of incidents. It has been endorsed by organizations such as the American Public Works Association (APWA), the International Association of Chiefs of Police (IACP) and has been adopted by the National Fire Academy as the standard for incident response. It is also part of the National Interagency Incident Management System (NIIMS). ICS is required by law to be used for response to HAZMAT incidents The organizational structure of the ICS can be expanded or contracted depending on the size and nature of the incident. The following slides will give more detail as to how the ICS is organized and how it functions. ICS is widely being adopted as the standard to use for responding to all types of incidents. It has been endorsed by organizations such as the American Public Works Association (APWA), the International Association of Chiefs of Police (IACP) and has been adopted by the National Fire Academy as the standard for incident response. It is also part of the National Interagency Incident Management System (NIIMS). ICS is required by law to be used for response to HAZMAT incidents The organizational structure of the ICS can be expanded or contracted depending on the size and nature of the incident. The following slides will give more detail as to how the ICS is organized and how it functions.

5. ICS Components Common terminology Modular organization Integrated communications Unified command structure Consolidated action plan Manageable span-of-control Predesignated incident facilities Comprehensive resource management The ICS is made up of 8 components. The components work together to provide the basis for the ICS concept of operations. Each of these components is important to an effective ICS, however, the concepts of each component may change depending on the nature of the incident. The Incident Commander must be able to adapt the requirements of each component to the situation. The ICS is made up of 8 components. The components work together to provide the basis for the ICS concept of operations. Each of these components is important to an effective ICS, however, the concepts of each component may change depending on the nature of the incident. The Incident Commander must be able to adapt the requirements of each component to the situation.

6. Common Terminology Must be established for: Organizational Functions Resource Elements Facilities Common terminology must be established for organizational functions, resource elements, and facilities. Organizational Functions – a standard set of major functions and functional units have been named for the ICS There are five functions, which will be described in more detail later in the presentation. These functional areas are Command, Operations, Planning, Logistics and Finance. Command is the overlying function, with the other four functions falling underneath it. Each of these 4 functions is comprised of one or more functional units. For example, the Finance function is comprised of the Time unit, the Procurement unit, the Compensation/Claims unit and the Cost unit. Functional units for each function will be described in more detail later in the presentation as well. The overall breakdown of the ICS organization will be shown after the basics of ICS are covered. Resource Elements – Resources refer to personnel and equipment. Common names have been established for all ICS resources and any resource that varies in capability because of size or power is clearly typed as to capability. Resources that vary in capability include helicopters, engines and rescue units. For example, engines may vary in the number of crew members that they can hold and in functionality. These variances are taken into consideration depending on the type of emergency they are responding to. Facilities – Common names have been established for facilities used during the incident. These names include the command post, incident base and staging areas Common terminology must be established for organizational functions, resource elements, and facilities. Organizational Functions – a standard set of major functions and functional units have been named for the ICS There are five functions, which will be described in more detail later in the presentation. These functional areas are Command, Operations, Planning, Logistics and Finance. Command is the overlying function, with the other four functions falling underneath it. Each of these 4 functions is comprised of one or more functional units. For example, the Finance function is comprised of the Time unit, the Procurement unit, the Compensation/Claims unit and the Cost unit. Functional units for each function will be described in more detail later in the presentation as well. The overall breakdown of the ICS organization will be shown after the basics of ICS are covered. Resource Elements – Resources refer to personnel and equipment. Common names have been established for all ICS resources and any resource that varies in capability because of size or power is clearly typed as to capability. Resources that vary in capability include helicopters, engines and rescue units. For example, engines may vary in the number of crew members that they can hold and in functionality. These variances are taken into consideration depending on the type of emergency they are responding to. Facilities – Common names have been established for facilities used during the incident. These names include the command post, incident base and staging areas

7. Modular Organization ICS organizational structure is based on the type and size of the incident 4 separate functional areas can be established if needed Management takes a top down approach Modular Organization The ICS organizational structure is based on the type and size of an incident. It is created in a modular fashion, taking a top down approach, in which the Incident Commander initially has complete responsibility. If the need exists, 4 separate sections (Planning, Operations, Logistics, and Finance/Administration)can be developed, each with several units that may be established as needed. These will be discussed later in the presentation Management may be delegated to each of the section chiefs, who then may delegate tasks and management responsibilities to Unit Leaders Sections may also be divided into Branches if needed Modular Organization The ICS organizational structure is based on the type and size of an incident. It is created in a modular fashion, taking a top down approach, in which the Incident Commander initially has complete responsibility. If the need exists, 4 separate sections (Planning, Operations, Logistics, and Finance/Administration)can be developed, each with several units that may be established as needed. These will be discussed later in the presentation Management may be delegated to each of the section chiefs, who then may delegate tasks and management responsibilities to Unit Leaders Sections may also be divided into Branches if needed

8. Integrated Communications Establishment of a common communications plan and incident based communications center All communications must be in plain English Communications are for essential messages only Organizational structure established for radio networks Integrated Communications Communications at the incident are managed through a common communications plan and an incident based communications center established for the sole use of tactical and support resources assigned to the incident. The communications plan includes guidelines for the establishment of incident-established radio networks, on-site telephones, public address systems, and off-incident telephone/microwave/radio systems. All communications should be in plain English, without the use of codes Communications should be for essential messages only The ICS establishes an organizational structure for radio networks for large incidents. These networks, or NETS, are normally organized as follows: Command Net – links together incident command, key staff members, section chiefs, division and group supervisors Tactical Nets – Several tactical nets may be established around agencies, departments, geographical areas, or specific functions. How nets are set up will be determined by a joint planning/operations function. Support Net – established primarily to handle status-changing for resources, as well as support requests and certain other non-tactical or command functions Ground to Air Net – a ground to air tactical frequency may be designated or regular tactical nets may be used to coordinate ground to air traffic Air to Air Nets – these will normally be predesignated and assigned for use at the incident Integrated Communications Communications at the incident are managed through a common communications plan and an incident based communications center established for the sole use of tactical and support resources assigned to the incident. The communications plan includes guidelines for the establishment of incident-established radio networks, on-site telephones, public address systems, and off-incident telephone/microwave/radio systems. All communications should be in plain English, without the use of codes Communications should be for essential messages only The ICS establishes an organizational structure for radio networks for large incidents. These networks, or NETS, are normally organized as follows: Command Net – links together incident command, key staff members, section chiefs, division and group supervisors Tactical Nets – Several tactical nets may be established around agencies, departments, geographical areas, or specific functions. How nets are set up will be determined by a joint planning/operations function. Support Net – established primarily to handle status-changing for resources, as well as support requests and certain other non-tactical or command functions Ground to Air Net – a ground to air tactical frequency may be designated or regular tactical nets may be used to coordinate ground to air traffic Air to Air Nets – these will normally be predesignated and assigned for use at the incident

9. Unified Command Structure Needed because incidents are usually multi-jurisdictional in nature and require the involvement of multiple agencies All agencies involved contribute to the process by*: Determining overall objectives Planning jointly for operational activities while conducting integrated operations Maximizing the use of all assigned resources A single, coordinated Incident Action Plan is developed to manage the incident Unified Command Structure Incidents often cross jurisdictional boundaries (wild fires, floods, hurricanes, earthquakes, transportation incidents) and individual agency authority and responsibility is normally legally confined to a single jurisdiction Multi-jurisdictional incidents call for all agencies involved in those jurisdictions to contribute to the joint strategizing, planning and use of resources to effectively handle an incident Unified Command differs from a normal single agency/single jurisdiction ICS in that it involves key representatives from multiple jurisdictions or multiple agencies, rather than from one jurisdiction or agency. A unified command can consist of a key responsible official from each jurisdiction involved in the incident or it can be made up of several functional departments within a single jurisdiction. Unified command can become difficult because different jurisdictions and agencies tend to handle incidents in different manners. In a unified command the representatives from each of the jurisdictions involved must work together to determine an agreed upon strategy to handle the incident. The selection of participants in a unified command structure depends on the location of the incident and the type of incident An Incident Action Plan must be developed in a unified command. All involved should work together to write common objectives and strategies on major multi-jurisdictional incidents. These objectives and strategies should then be used to guide the development of the action plan. The final plan should describe response goals, operational objectives and support activities. The implementation of the action plan is done under the direction of the Operations Chief, who is usually selected from the agency that has the greatest jurisdictional involvement Unified Command Structure Incidents often cross jurisdictional boundaries (wild fires, floods, hurricanes, earthquakes, transportation incidents) and individual agency authority and responsibility is normally legally confined to a single jurisdiction Multi-jurisdictional incidents call for all agencies involved in those jurisdictions to contribute to the joint strategizing, planning and use of resources to effectively handle an incident Unified Command differs from a normal single agency/single jurisdiction ICS in that it involves key representatives from multiple jurisdictions or multiple agencies, rather than from one jurisdiction or agency. A unified command can consist of a key responsible official from each jurisdiction involved in the incident or it can be made up of several functional departments within a single jurisdiction. Unified command can become difficult because different jurisdictions and agencies tend to handle incidents in different manners. In a unified command the representatives from each of the jurisdictions involved must work together to determine an agreed upon strategy to handle the incident. The selection of participants in a unified command structure depends on the location of the incident and the type of incident An Incident Action Plan must be developed in a unified command. All involved should work together to write common objectives and strategies on major multi-jurisdictional incidents. These objectives and strategies should then be used to guide the development of the action plan. The final plan should describe response goals, operational objectives and support activities. The implementation of the action plan is done under the direction of the Operations Chief, who is usually selected from the agency that has the greatest jurisdictional involvement

10. Consolidated Action Plan Written when several agencies and jurisdictions are involved Objectives and strategies for the incident are determined by the Incident Commander Should cover all activities required for the incident Consolidated Action Plan A plan does not have to be written for a small incident Plans should be written when: Resources from multiple agencies are used Several jurisdictions are involved The incident will require changes in shifts of personnel and/or equipment The Incident Commander establishes objectives and determines strategies for the incident Should cover all tactical and support activities required for the operational period Consolidated Action Plan A plan does not have to be written for a small incident Plans should be written when: Resources from multiple agencies are used Several jurisdictions are involved The incident will require changes in shifts of personnel and/or equipment The Incident Commander establishes objectives and determines strategies for the incident Should cover all tactical and support activities required for the operational period

11. Manageable Span-of-Control Should range from 3 to 7, with 5 being the norm Influenced by the type of incident, the nature of the task and several other factors Manageable Span-of-Control – the number of individuals one supervisor can manage effectively The span-of-control of any individual with emergency management responsibility should range from 3 to 7, with 5 being the norm Span-of-control is influenced by the type of incident, the nature of the task, hazard and safety factors and distances between elements All involved must realize that it is important to anticipate and prepare for change, as span of control can change greatly depending on variables in the incident Manageable Span-of-Control – the number of individuals one supervisor can manage effectively The span-of-control of any individual with emergency management responsibility should range from 3 to 7, with 5 being the norm Span-of-control is influenced by the type of incident, the nature of the task, hazard and safety factors and distances between elements All involved must realize that it is important to anticipate and prepare for change, as span of control can change greatly depending on variables in the incident

12. Predesignated Incident Facilities Facilities are determined by the requirements of the incident Several possible facilities exist: Command Post Incident Base Staging Areas Helibases Helispots Predesignated Incident Facilities Facilities and their locations are determined by the requirements of the incident and the direction of the Incident Command Possible facilities include: Command Post – location from which all incident operations are directed Incident Base – location at which primary support activities are performed Staging Areas – established for temporary location of available resources on a 3 minute notice, may include temporary sanitation services and fueling Helibases – locations where helicopters may be parked, maintained, fueled and loaded Helispots – more temporary and less used locations than helibases, helicopters can land, take off and load water or retardants Predesignated Incident Facilities Facilities and their locations are determined by the requirements of the incident and the direction of the Incident Command Possible facilities include: Command Post – location from which all incident operations are directed Incident Base – location at which primary support activities are performed Staging Areas – established for temporary location of available resources on a 3 minute notice, may include temporary sanitation services and fueling Helibases – locations where helicopters may be parked, maintained, fueled and loaded Helispots – more temporary and less used locations than helibases, helicopters can land, take off and load water or retardants

13. Comprehensive Resource Management Resources can be managed in three different ways: Single Resources Task Forces Strike Teams Resources are assigned a status condition Assigned Available Out of Service Comprehensive Resource Management is used to: Maximize resource use Consolidate control of single resources Reduce the communications load Provide accountability Reduce freelancing Ensure personnel safety Resources can be managed as Single Resources, Task Forces or Strike Teams, depending on the nature of the incident Single Resources – individual pieces of equipment, such as fire engines or bull dozers, that are assigned as primary tactical units. The resource also includes the personnel required to utilize it. Ongoing incidents, such as an extended attack, or large fire, will usually require the use of a single helicopter, crew, fire engine, etc. Task Forces – any combination of resources that can be assembled for a specific mission, all resource elements must have common communications and a leader. An example would be a tow truck, police car, fire truck and ambulance, all under the direct supervision of a single leader Strike Teams – a set number of resources of the same kind and type that have an established minimum number of personnel. Usually recommended for use with fire engines but can also be used effectively with other equipment. Because all elements in a strike team have the same capability, strike teams allow for better planning and management. Resources are assigned status conditions of either assigned, available or out-of –service. Changes in resource location or status must be reported to the Resource Unit by the person making the change. Comprehensive Resource Management is used to: Maximize resource use Consolidate control of single resources Reduce the communications load Provide accountability Reduce freelancing Ensure personnel safety Resources can be managed as Single Resources, Task Forces or Strike Teams, depending on the nature of the incident Single Resources – individual pieces of equipment, such as fire engines or bull dozers, that are assigned as primary tactical units. The resource also includes the personnel required to utilize it. Ongoing incidents, such as an extended attack, or large fire, will usually require the use of a single helicopter, crew, fire engine, etc. Task Forces – any combination of resources that can be assembled for a specific mission, all resource elements must have common communications and a leader. An example would be a tow truck, police car, fire truck and ambulance, all under the direct supervision of a single leader Strike Teams – a set number of resources of the same kind and type that have an established minimum number of personnel. Usually recommended for use with fire engines but can also be used effectively with other equipment. Because all elements in a strike team have the same capability, strike teams allow for better planning and management. Resources are assigned status conditions of either assigned, available or out-of –service. Changes in resource location or status must be reported to the Resource Unit by the person making the change.

14. As mentioned before, the ICS organizational structure is modular, and depends on the nature of the incident. The structure develops from the top down, beginning with the Incident Commander. Sections can be divided into branches as needed, and units may emerge as well, as the situation develops. Management responsibility also changes as the organizational structure changes, with the Incident Commander delegating responsibilities to Section Chiefs, Branch Directors, Division/Group Supervisors, and Unit leaders. The size of the overall organization should not be greater than what is needed to get the job done. Specific task descriptions exist for each person with management responsibility. These task descriptions can be found in most ICS guidance manuals. As mentioned before, the ICS organizational structure is modular, and depends on the nature of the incident. The structure develops from the top down, beginning with the Incident Commander. Sections can be divided into branches as needed, and units may emerge as well, as the situation develops. Management responsibility also changes as the organizational structure changes, with the Incident Commander delegating responsibilities to Section Chiefs, Branch Directors, Division/Group Supervisors, and Unit leaders. The size of the overall organization should not be greater than what is needed to get the job done. Specific task descriptions exist for each person with management responsibility. These task descriptions can be found in most ICS guidance manuals.

15. 5 Functions of the ICS Command Planning Operations Logistics Finance/Administration The formalized management structure, on which ICS is based, is divided into 5 functions. These functions may be managed by one person during smaller incidents, or may be managed separately, as individual sections, for larger incidents. Each section may be even further divided into smaller functions as needed. All functions are overseen by the Incident Commander. The Incident Commander is responsible for on-scene management and command authority. The Incident Commander must be fully qualified to manage the incident. He or she must be assertive, decisive, objective, calm, adaptable, flexible, and a quick but realistic thinker. The IC will be responsible for activities such as: Protecting life and property Controlling personnel and equipment Establishing and maintaining communications with outside agencies and organizations Ensuring responder safety Determining operational objectives Coordinating overall emergency activities Interfacing with the media Keeping track of costs The Incident Commander may transfer authority if a more highly qualified responder arrives at the scene. When authority is transferred, the outgoing IC must give the incoming IC a full briefing and notify all other responders of the change in command. The formalized management structure, on which ICS is based, is divided into 5 functions. These functions may be managed by one person during smaller incidents, or may be managed separately, as individual sections, for larger incidents. Each section may be even further divided into smaller functions as needed. All functions are overseen by the Incident Commander. The Incident Commander is responsible for on-scene management and command authority. The Incident Commander must be fully qualified to manage the incident. He or she must be assertive, decisive, objective, calm, adaptable, flexible, and a quick but realistic thinker. The IC will be responsible for activities such as: Protecting life and property Controlling personnel and equipment Establishing and maintaining communications with outside agencies and organizations Ensuring responder safety Determining operational objectives Coordinating overall emergency activities Interfacing with the media Keeping track of costs The Incident Commander may transfer authority if a more highly qualified responder arrives at the scene. When authority is transferred, the outgoing IC must give the incoming IC a full briefing and notify all other responders of the change in command.

16. Command Responsible for overall management of the incident Can be conducted as Single Command or Unified Command As incidents grow, the Incident Commander may delegate authority for certain activities Information Officer Safety Officer Liaison Officer Single Command – occurs when the incident does not involve an overlap of jurisdictional boundaries. A single Incident Commander is responsible for the establishment of objectives and the development of the overall management strategy associated with the incident. The IC is also responsible for follow-through to ensure that all functional areas are working to accomplish the goals of the strategy. The operations chief will be responsible for the implementation of the planning required for operational control and that person will report directly to the IC. Unified Command – occurs when the incident is within a single jurisdiction but more than one department or agency shares management responsibility (such as a passenger airplane crash within a national forest) or when the incident is multi-jurisdictional, such as a major forest fire. The individuals determined by each jurisdiction must work together to define strategies, goals, objectives and priorities. The operations chief has responsibility for implementation of the plan The operations chief is determined by mutual agreement of the unified command Authority for certain activities may be delegated during larger scale incidents Information Officer – responsible for all interaction with the media, including the release of information Safety Officer – monitors safety conditions and ensures the safety of all personnel Liaison Officer – On-scene contact for other agencies involved with the incident The Incident Manager will base decisions on who to involve in the ICS organization during an incident on 3 major priorities Life safety – of emergency responders and the public Incident stability – minimizing effects of the incident on surrounding areas and maximizing the response effort while efficiently using resources Property conservation – minimize damage to property while achieving the incident objectivesSingle Command – occurs when the incident does not involve an overlap of jurisdictional boundaries. A single Incident Commander is responsible for the establishment of objectives and the development of the overall management strategy associated with the incident. The IC is also responsible for follow-through to ensure that all functional areas are working to accomplish the goals of the strategy. The operations chief will be responsible for the implementation of the planning required for operational control and that person will report directly to the IC. Unified Command – occurs when the incident is within a single jurisdiction but more than one department or agency shares management responsibility (such as a passenger airplane crash within a national forest) or when the incident is multi-jurisdictional, such as a major forest fire. The individuals determined by each jurisdiction must work together to define strategies, goals, objectives and priorities. The operations chief has responsibility for implementation of the plan The operations chief is determined by mutual agreement of the unified command Authority for certain activities may be delegated during larger scale incidents Information Officer – responsible for all interaction with the media, including the release of information Safety Officer – monitors safety conditions and ensures the safety of all personnel Liaison Officer – On-scene contact for other agencies involved with the incident The Incident Manager will base decisions on who to involve in the ICS organization during an incident on 3 major priorities Life safety – of emergency responders and the public Incident stability – minimizing effects of the incident on surrounding areas and maximizing the response effort while efficiently using resources Property conservation – minimize damage to property while achieving the incident objectives

17. Planning Overseen by the Planning Section Chief The Planning function is established by the Incident Commander during larger scale incidents Includes the collection, evaluation, dissemination and use of tactical information about the incident Responsible for the preparation and documentation of incident action plans The Planning Function is overseen by the Planning Section Chief and Deputy. The chief is responsible for the gathering and analysis of all data, developing alternatives for tactical operations, conducting the planning meetings and preparing the action plan for each operational period. Under a unified command, the chief may have a deputy from one of the other involved jurisdictions. The collection and dissemination of information about the incident includes information on the current and forecasted situation and the status of resources assigned to the incident. Four primary units and various technical specialists assist in the evaluation of the situation and the forecasting of future needs for the situation. These units include: Resources unit – ensures that all assigned personnel and resources have checked in at the incident and maintains current status on these resources Situation unit – responsible for collecting, processing, and organizing situation information, preparing situation summaries and developing forecasts regarding future events related to the incident Documentation unit – responsible for maintaining accurate and complete incident files Demobilization unit – responsible for developing an Incident Demobilization Plan and ensuring that the plan is distributed to the appropriate locations The Planning Function is overseen by the Planning Section Chief and Deputy. The chief is responsible for the gathering and analysis of all data, developing alternatives for tactical operations, conducting the planning meetings and preparing the action plan for each operational period. Under a unified command, the chief may have a deputy from one of the other involved jurisdictions. The collection and dissemination of information about the incident includes information on the current and forecasted situation and the status of resources assigned to the incident. Four primary units and various technical specialists assist in the evaluation of the situation and the forecasting of future needs for the situation. These units include: Resources unit – ensures that all assigned personnel and resources have checked in at the incident and maintains current status on these resources Situation unit – responsible for collecting, processing, and organizing situation information, preparing situation summaries and developing forecasts regarding future events related to the incident Documentation unit – responsible for maintaining accurate and complete incident files Demobilization unit – responsible for developing an Incident Demobilization Plan and ensuring that the plan is distributed to the appropriate locations

18. Operations Overseen by the Operations Section Chief Responsible for performing the response activities stated in the Incident Action Plan May be further organized into geographical divisions and functional groups The Operations chief has the responsibilities of: Directing and coordinating all operations while ensuring the safety of Operations Section personnel Assisting the Incident Commander in developing response goals and objectives for the incident Implementing the Incident Action Plan Requesting or releasing resources through the Incident Commander Providing the Incident Commander situation and resource status reports within Operations When the number of resources exceeds the span-of-control of the operations chief, divisions and groups are established for incident response. Divisions divide an incident into geographical areas of operation. Often divisions are used to divide an area into natural separations of terrain, geography and fuel. For example, in structural fire fighting, there may be front, rear and interior divisions. Groups divide the incident into functional areas of operation. These areas may be rescue, salvage, ventilation or water supply. The Operations chief has the responsibilities of: Directing and coordinating all operations while ensuring the safety of Operations Section personnel Assisting the Incident Commander in developing response goals and objectives for the incident Implementing the Incident Action Plan Requesting or releasing resources through the Incident Commander Providing the Incident Commander situation and resource status reports within Operations When the number of resources exceeds the span-of-control of the operations chief, divisions and groups are established for incident response. Divisions divide an incident into geographical areas of operation. Often divisions are used to divide an area into natural separations of terrain, geography and fuel. For example, in structural fire fighting, there may be front, rear and interior divisions. Groups divide the incident into functional areas of operation. These areas may be rescue, salvage, ventilation or water supply.

19. Logistics Overseen by the Logistics Section Chief Responsible for providing all support needs to the incident except air operations Divided into a Service Branch and a Support Branch Functions are geared toward support of the incident responders The logistics section provides facilities, transportation, supplies, equipment maintenance and fueling, feeding, communications and medical services. The logistics function does not cover air operations. It is important to note that the logistics function provides these services for the incident responders, and not the incident victims. I.e., the medical services are provided for the incident responders and not the victims of the incident. The logistics section is divided into a Service Branch and a Support Branch Service Branch: Communications Unit- responsible for development of effective plans governing all communications and communications equipment Medical Unit – responsible for developing the Incident Medical Plan and providing all medical services for personnel Food Unit – responsible for supplying the food needs for the entire incident, must work closely with all other units to determine personnel requirements, fixed feeding locations, supplies for food ordering and transportation services to transport food Support Branch: Supply Unit- responsible for ordering, receiving, storing and processing of all incident related resources and supplies Facilities Unit – responsible for establishing, setting up, maintaining and demobilizing all facilities Ground Support Unit – responsible for maintenance and services of all mobile vehicles and equipment and implementation of Incident Traffic Plan The logistics section provides facilities, transportation, supplies, equipment maintenance and fueling, feeding, communications and medical services. The logistics function does not cover air operations. It is important to note that the logistics function provides these services for the incident responders, and not the incident victims. I.e., the medical services are provided for the incident responders and not the victims of the incident. The logistics section is divided into a Service Branch and a Support Branch Service Branch: Communications Unit- responsible for development of effective plans governing all communications and communications equipment Medical Unit – responsible for developing the Incident Medical Plan and providing all medical services for personnel Food Unit – responsible for supplying the food needs for the entire incident, must work closely with all other units to determine personnel requirements, fixed feeding locations, supplies for food ordering and transportation services to transport food Support Branch: Supply Unit- responsible for ordering, receiving, storing and processing of all incident related resources and supplies Facilities Unit – responsible for establishing, setting up, maintaining and demobilizing all facilities Ground Support Unit – responsible for maintenance and services of all mobile vehicles and equipment and implementation of Incident Traffic Plan

20. Finance Overseen by Finance Section Chief Established on incidents when one or more of the agencies involved have a specific need for finance services Tracks incident costs and accounts for reimbursements Can be expanded into other units if the need requires Time Unit Procurement Unit Compensation/Claims Unit Cost Unit Not all agencies will have a need for a separate finance section. In some cases, if the need exists for a specific function, such as cost analysis, a position could be established as a technical specialist. The tracking and recording of costs and financial operations is important, as reimbursement is difficult without carefully recorded records. The Finance Section Chief determines when the need for establishing specific units exits. These units are as follows: Time Unit – responsible for ensuring that daily personnel time recording documents are prepared and in compliance with the agency’s time policy. Also responsible for ensuring the reporting of equipment time in the logistics section ground support unit or the operations section air support unit. Procurement Unit – responsible for administering all financial matters relating to vendor contracts Compensation/Claims Unit – Compensation is responsible for ensuring that all forms required by worker’s compensation agencies and local agencies are completed and for keeping files of all injuries and illnesses associated with the incident. Claims is responsible for handling the investigation into all claims involving property associated or involved in the incident. Cost Unit – responsible for providing cost analysis data for the incident Not all agencies will have a need for a separate finance section. In some cases, if the need exists for a specific function, such as cost analysis, a position could be established as a technical specialist. The tracking and recording of costs and financial operations is important, as reimbursement is difficult without carefully recorded records. The Finance Section Chief determines when the need for establishing specific units exits. These units are as follows: Time Unit – responsible for ensuring that daily personnel time recording documents are prepared and in compliance with the agency’s time policy. Also responsible for ensuring the reporting of equipment time in the logistics section ground support unit or the operations section air support unit. Procurement Unit – responsible for administering all financial matters relating to vendor contracts Compensation/Claims Unit – Compensation is responsible for ensuring that all forms required by worker’s compensation agencies and local agencies are completed and for keeping files of all injuries and illnesses associated with the incident. Claims is responsible for handling the investigation into all claims involving property associated or involved in the incident. Cost Unit – responsible for providing cost analysis data for the incident

21. Conclusion All emergency responders are encouraged to learn more about the ICS The ICS is an extremely comprehensive plan that requires training and study to completely understand the plan Many ICS references are available Completely understanding the ICS will take much more than this presentation. The ICS includes a vast amount of protocols and procedures, that are described in greater detail in ICS related manuals and references. These manuals provide examples which show how the ICS can be applied in different scenarios. They also provide task descriptions for each management position and more information regarding all elements of the organizational structure. The next slide provides some helpful references that may be used to find more information.Completely understanding the ICS will take much more than this presentation. The ICS includes a vast amount of protocols and procedures, that are described in greater detail in ICS related manuals and references. These manuals provide examples which show how the ICS can be applied in different scenarios. They also provide task descriptions for each management position and more information regarding all elements of the organizational structure. The next slide provides some helpful references that may be used to find more information.

22. For Further Information… “Incident Command System”, Fire Protection Publications, Oklahoma State University (out of print, but can be found used on www.bibliofind.com) International Fire Service Training Information - http://www.ifsta.org/store/default_intro.asp “What is the Incident Command System?” http://www.011.dispatch.com/ics/ics_describe.html ICS Self Study Course http://training.fema.gov/EMIWeb/is195/pdf/IS195comp.pdf Many ICS resources are available. The majority of the information for this presentation came from the Incident Command System Manual which is no longer in print, but can be found through sites such as bibliofind.com or Amazon.com. FEMA has developed an ICS self study course, which is available in Adobe PDF format at the website shown, or can be ordered on CD-ROM. Many websites exist which provide information on ICS. Two websites are provided on this slide, but many more can be found simply by doing an Internet search for ICS. Many ICS resources are available. The majority of the information for this presentation came from the Incident Command System Manual which is no longer in print, but can be found through sites such as bibliofind.com or Amazon.com. FEMA has developed an ICS self study course, which is available in Adobe PDF format at the website shown, or can be ordered on CD-ROM. Many websites exist which provide information on ICS. Two websites are provided on this slide, but many more can be found simply by doing an Internet search for ICS.