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.

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.
* “What is the Incident Command System”

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.
* “What is the Incident Command System”

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.

6. Must be established for:
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

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

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

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
* “What is the Incident Command System”

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

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

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

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.

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.

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.

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 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

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.

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

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

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.

22. For Further Information…
“Incident Command System”, Fire Protection Publications, Oklahoma State University (out of print, but can be found used on
International Fire Service Training Information -
“What is the Incident Command System?”
ICS Self Study Course
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.