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
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

5. 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

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

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

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
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

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.
Technical Jargon
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
WRONG WAY
Resources and Ground Support Unit (J. Smith)
Planning Section (J. Smith)
Logistics Section (J. Smith)
Planning & Logistics
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
Agency 1

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

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

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

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

52. Resource Management Check-In Accountability Resources Assignment Lists
Unit Logs

53. Resource Management Activities
Resource Identification
Resource Procurement
Resource Supervision

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

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

56. Organizational Resources
Single Resources
Task Forces
Strike Teams
Units

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

58. 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

59. 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

60. Resource Status Conditions
Assigned
Available
Out-of-Service

61. 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

62. Changing Resource Status

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

64. 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

65. 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

66. 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

67. 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.)

68. 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

69. 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

70. 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

71. 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

72. 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

73. Instructions for On-Line Exam
Go to
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