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

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

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

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

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

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

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

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

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.

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

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

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

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

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

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

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. Technical Jargon Clear Text

Common Terminology Applied to: Organizational Elements Resources Facilities Position Titles

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

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

Organizational Terminology: The ICS Organizational Chart

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

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

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

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

The ICS Organizational Chart

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

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

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)

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

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

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

Types of Command-Single Command Agency 1

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

Command Staff Public Information Officer Safety Officer Liaison Officer

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

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

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

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

Operations Section Expansion

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

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

Additional Operations Branches

Flood Fight Branch

Operations Section Expansion

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

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

Planning Section Units

Planning Section Units

Logistics Section Branch Logistics Section Chief Service Branch Director Support Branch Director

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

Finance/Administration Section Procurement Unit Leader Compensation/ Claims Unit Leader Cost Unit Leader Finance/ Administration Section Chief Time Unit Leader

Resource Management Check-In Accountability Resources Assignment Lists Unit Logs

Resource Management Activities Resource Identification Resource Procurement Resource Supervision

Identifying and Defining Resources Tactical Resources (external) Support Resources (internal) ICS Resources:

Describing Resources: Kind and Type Kind – what it is. Type – what it does. Size Capability Equipment Capacity Staffing

Organizational Resources Single Resources Task Forces Strike Teams Units

Procuring Resources: Sources In-House Mutual-Aid Agencies Other Government Entities Commercial Sources

Single Resources Individual volunteers to fill sandbags Tools such as shovels and rakes Sandbags Portable electrical generators A front loader with operator A dump truck with driver A levee inspector

Task Forces and Strike Teams Combination of single resources assembled for a particular tactical need Strike Team: Specified combination of the same kind and type of resources Both need to have common communications and an assigned Leader and organize within span-of-control limits

Resource Status Conditions Assigned Available Out-of-Service

Out-of-Service Resources Routine servicing of vehicles or other equipment To allow for rest/downtime Insufficient personnel to operate available equipment Environmental reasons, such as darkness or weather Financial reasons

Changing Resource Status

Resource Status Keeping Systems Manual recordkeeping on forms Magnetic symbols on maps or status boards Computer system Card system

Why Check-In at the Incident? Ensure personnel accountability Used to track resources Used to prepare personnel for assignments and reassignments Used to locate personnel in case of an emergency Establishes personnel time records and payroll Helps organize the demobilization process

Initial Incident Briefing Briefings should include: Situation assessment Specific job responsibilities Coworkers Work area Eating and sleeping arrangements Instructions for obtaining additional supplies, services, and personnel Operational periods/work shifts Required safety procedures and PPE

Incident Facilities Incident Command Post (ICP): Where the Incident Commander oversees the incident Staging Areas: Where available resources are kept while waiting to be assigned Base: Where primary logistics functions are coordinated and administered Camps: Where resources may be kept Helibase/Helispot: The area from which helicopter operations are conducted

The Incident Planning Process Six essential steps of incident planning: Understand agency policy and direction Assess incident situation Establish incident objectives Select appropriate strategies to achieve objectives Perform tactical direction (apply tactics appropriate to the strategy, assign resources, and monitor performance) Provide necessary follow-up (change strategy or tactics, manage resources, etc.)

Written IAP Used when: Oral plans could result in miscommunication Two or more jurisdictions or disciplines are involved Personnel are working across more than one operational period There is a full activation of the ICS organization The incident has important legal, political, or public ramifications Complex communication issues arise Written record of actions taken needed for historical or administrative purposes

Communications Plan Can be oral or written Should be a component of the Incident Action Plan All modes should be addressed Developed and controlled by Communications Unit Leader

Incident Demobilization Complete work assignments Brief replacements, subordinates, and supervisor Follow check-out procedures Provide follow-up contact information Return incident-issued equipment Complete post-incident reports, critiques, evaluations, and medical follow-up Resolve payment and/or payroll issues

Course Objectives Review 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 properly applied during an incident Describe the purpose of unique position titles in ICS

Course Objectives Review (cont.) Explain the roles and responsibilities of the Incident Commander, the Command Staff, and the General Staff Describe the functional roles in resource management Describe the kinds of resources often used in incidents Discuss how resources are procured Explain why resource status keeping is important to effective incident operations

Instructions for On-Line Exam Go to www.fema.gov Select the “Education and Training” tab Select “EMI Independent Study Courses” Select “Our Courses” Scroll down and select course IS-100 Select “Take Final Exam” and follow instructions Then do the same for IS-200