BASIC INCIDENT COMMAND SYSTEM FOR FEDERAL WORKERS (I-100/200)

1. BASIC INCIDENT COMMAND SYSTEM FOR FEDERAL WORKERS (I-100/200) January 2005

2. Course Overview This course is designed to introduce some basic concepts on how to work within the Incident Command structure This course focuses on key elements of Command, Planning, Communications, and Resource Management

3. Course Objectives • Describe why ICS became the standard for managing emergency operations across the country • Provide examples of how ICS is interdisciplinary and organizationally flexible • Identify the organizational structure of ICS • Identify five major management functions • Understand the principle of span of control as applied properly in an incident

4. Course Objectives • Describe the purpose of unique position • titles in ICS • Describe the functional roles in resource management • Explain the roles and responsibilities of the Incident Commander, the Command Staff, and the General Staff • Describe the kinds of resources often used in incidents

5. Course Objectives • Explain why resource status keeping is important to effective incident operations • Discuss how resources are procured • Provide examples of how resources are typed • for various applications

6. Types of Incidents • Planned events • Fire, both structural and wildfire • Hazardous materials incidents • Search and rescue missions • Oil spills • Natural disasters • Terrorist/WMD events

7. Why Use ICS? ICS is a management system, not just an organization chart. The system: • Allows for the efficient delegation of responsibilities • Establishes a clear chain of command • Avoids unclear communications • Ensures key functions are covered

8. What Is ICS? • Standardized, on-scene, all-hazard incident management concept • Allows its users to adopt an integrated organizational structure • Has considerable internal flexibility • A proven management system based on successful business practices • The result of decades of lessons learned in the organization and management of emergency incidents

9. Weaknesses Addressed by ICS • Lack of accountability, including unclear chain of command and supervision. • Poor communication, including system and terminology problems. • Lack of an orderly, systematic planning process. • No common, flexible, predesigned management structure. • No predefined methods to integrate interagency requirements into the management structure and planning process.

10. ICS Features Organization Incident Action Plan Common Responsibilities ICS Span of Control Incident Facilities

11. ICS Management Functions Incident Command Finance/ Administration Section Operations Section Planning Section Logistics Section

12. Management by Objectives • Every incident has different requirements • Organizational structure reflects only what is needed • Size and structure of organization determined by incident objectives • As objectives are achieved, resources are reassigned or demobilized

13. Organizational Flexibility • Expand and contract the organization as needed to fit operational requirements • Only fill positions required to achieve operational objectives • Ensure unity of command and maintain personnel accountability • Maintain span-of-control

14. Unity and Chain of Command • Unity of Command: Every individual is accountable to only one designated supervisor • Chain of Command: An orderly line of authority exists within the ranks of the organization

15. Span of Control Supervisor Resource 3 Resource 1 Resource 2 Resource 4 Resource 5 Span of Control is effective from 1 to 7 resources with 5 being the optimal

16. Common Terminology and Clear Text We are particularly concerned that hydrological ebullience in the abyssal zone will undermine the containment barrier. We are concerned that deep-water movement will undermine the levees. TechnicalJargon Clear Text

17. Common Terminology Applied to: • Organizational Elements • Resources • Facilities • Position Titles

18. Effective Communications • Procedures and processes for transferring information internally and externally • The "hardware" systems • Planning for the use of all available communications modes

19. Integrated Communications: Networks • Provide efficient communications at different levels of operations and command (Use of Nets) • Provide the ability to communicate between resources • Provide a link to the support agencies

20. Organizational Terminology: The ICS Organizational Chart

21. ICS Organizational Components • Section Chief • Branch Director • Division Supervisor • Group Supervisor • Task Force Leader • Strike Team Leader • Single Resource

22. Avoid Combining ICS Positions Planning & Logistics Planning Section (J. Smith) Resources and Ground Support Unit (J. Smith) Logistics Section (J. Smith) WRONG WAY WRONG WAY RIGHT WAY

23. Position Titles • Common organizational language for multiagency use at an incident • Allows for filing positions with most qualified rather than by rank • Standardization reduces confusion

24. Deputies Deputies must have the same qualifications as the position to which they are representing Three reasons to designate deputies are to: • Perform specific tasks as requested by the Incident Commander • Perform the Incident Command function in a relief capacity • Represent an assisting agency that may share jurisdiction or have jurisdiction in the future

25. The ICS Organizational Chart

26. Establishment of Command • Establish needed authorizations and delegations of authority • Begin establishing incident facilities • Develop an Incident Action Plan • Consider the need to transfer command

27. Transfer of Command Command may be transferred when: • A jurisdiction or agency is legally required to take command • Changing command makes good sense • The incident complexity changes • There is turnover of personnel on long or extended incidents • Personal emergencies or other issues require a transfer of command • Agency Administrators direct a change in command

28. Transfer of Command • Transfer command to a more qualified or more experienced Incident Commander More qualified persons arriving at an incident may: • Maintain command as it is • Assume command (according to agency guidelines)

29. Transfer of Command Procedures • The transfer should be face to face • The transfer should include a complete briefing • The effective date and time of the transfer is announced to all affected personnel

30. Transfer of Command Briefing • Situation status • Incident objectives and priorities (Incident Action Plan) • Current organization • Resource assignments • Resources en route and/or ordered

31. Transfer of Command Briefing • Communications Plan • Facilities established • Prognosis, concerns, and related issues • Introduction of Command Staff and General Staff

32. Types of Command-Single Command Single Command Agency 1

33. Types of Command-Unified Command Unified Command Agency 1 Agency 2 Agency 3

34. Command Staff • Public Information Officer • Safety Officer • Liaison Officer

35. PIO Responsibilities • Advise the Incident Commander on information dissemination and media relations • Serve as the primary contact for anyone who wants incident related information • Serve external audience and internal audience • Obtain information from the Planning Section • Coordinate with other public information staff • Obtain information from the community, the media, and others

36. Safety Officer Responsibilities • Ensures responder safety • Advises Incident Command on safety issues • Minimizes employee risk

37. Liaison Officer Responsibilities • Gathers information about support agencies • Coordinates for agencies not in command structure • Provides briefings and answers questions

38. Operations Section • Typically a very large Section, responsible for direction and coordination of all incident tactical operations. • Typical breakdown includes: • Branches • Divisions • Groups • Units • Strike Teams/Task Forces

39. Operations Section Expansion

40. Staging Area Manager Operations Section Chief Staging Area Manager Air Operations Branch Director

41. Air Operations Branch Operations Section Chief Air Operations Branch Director Air S&R Group Supervisor Air Support Group Supervisor

42. Additional Operations Branches

43. Flood Fight Branch

44. Operations Section Expansion

45. Planning Section Responsibilities • Collecting and evaluating incident situation information • Preparing situation status reports • Displaying situation information • Maintaining status of resources • Preparing and documenting the Incident Action Plan • Preparing and archiving incident related documentation • Incident demobilization plan

46. Information and Intelligence • Analysis and sharing of information and intelligence is critical to the mission • Traditionally located in Planning Section • IC will determine best location based upon needs of the incident • Must ensure information is shared and supports decision making process

47. Planning Section Units

48. Planning Section Units

49. Logistics Section Branch Logistics Section Chief Service Branch Director Support Branch Director

50. Logistic Section Expansion Logistics Section Chief Service Branch Director Support Branch Director Communication Unit Leader Supply Unit Leader Medical Unit Leader Facilities Unit Leader Food Unit Leader Ground Support Unit Leader