1. Incident Command System

2. ICS for Hospitals and Healthcare Systems Benefits of adopting ICS: – Greater Efficiency – ICS is designed to direct and coordinate efforts in a crisis situation – Better Coordination with outside agencies – ICS is widely used in the emergency services community – More Effective Communication – common terminology and titles facilitates interaction with responders

3. ICS Overview –Key Points – An incident is an occurrence, caused by either human actions or natural phenomena, that requires response actions to prevent or minimize loss of life, or damage to property and/or the environment. – ICS is flexible and easy to adapt to meet the changing requirements of any incident. – The Hospital Incident Command System (HICS) is one example of how ICS can be adapted to suit particular disciplines.

4. NIMS Components & ICS Command and Management Additional Information: www.fema.gov/NIMS Preparedness Resource Management Communications and Information Management Supporting Technologies Ongoing Management and Maintenance Incident Command System Multiagency Coordination Systems Public Information Systems

5. Healthcare’s Use of ICS Healthcare organizations have adopted ICS in order to: Manage response and recovery activities. Participate in the national response system. Comply with Joint Commission on Accreditation of Healthcare Organizations (JCAHO) standards. Meet NIMS requirements.

6. ICS Built on Best Practices ICS is: – A proven management system based on successful business and military practices. – The result of decades of lessons learned in the organization and management of emergency incidents. – A product of 30 years of best practices, in emergency and nonemergency applications, by all levels of government and the private sector.

7. What ICS is Designed To Do – Meet the needs of incidents of any kind or size. – Allow personnel from a variety of agencies and organizations to meld rapidly into a common management structure. – Provide logistical and administrative support to operational staff. – Be cost effective by avoiding duplication of efforts.

8. Applications for the Use of ICS Both: – Planned events, such as exercises, and – Incidents, such as bioterrorist attacks. This means that ICS will become the method that is used to manage response emergencies. Since ICS may be used for small or large events, it can grow or shrink to meet the changing demands of an incident or event.

9. Use of Plain English – Communications should be in plain English or clear text. – Do not use radio codes, organization-specific codes, or jargon. Even if you use organization- specific codes on a daily basis, why should you use plain English during an incident response?

10. Common Terminology Using common terminology helps to define: – Organizational functions. – Resource descriptions. – Incident facilities. – Position titles.

11. Modular Organization (1 of 2) The ICS organizational structure: – Develops in a top-down, modular fashion. – Is based on the size and complexity of the incident. – Is based on the hazard environment created by the incident.

12. Modular Organization (2 of 2) – Incident organizational structure is flexible and expands to meet requirements. – Only functions/positions that are necessary will be filled. – Each element must have a person in charge.

13. Management by Objectives – ICS is implemented through identifying an initial Incident Commander, who identifies objectives to guide response activities. – Objectives are communicated throughout the entire ICS organization through the incident planning process.

14. Management by Objectives: Steps The steps for establishing incident objectives include: – Step 1: Understand organization policy and direction. – Step 2: Assess incident situation. – Step 3: Establish incident objectives. – Step 4: Select appropriate strategy or strategies to achieve objectives. – Step 5: Perform tactical direction. – Step 6: Provide necessary followup.

15. Overall Priorities Incident objectives are established based on the following priorities: #1: Life Saving #2: Incident Stabilization #3: Property Preservation

16. Reliance on an Incident Action Plan Every incident must have an Incident Action Plan (IAP) that: – Specifies the incident objectives. – States the activities to be completed. – Identifies resources and assignments. – Covers a specified timeframe, called an operational period. – May be oral or written—except for hazardous materials incidents, which require a written IAP.

17. Elements of an Incident Action Plan Every IAP must have four elements: – What do we want to do and how are we going to do it? – Who is responsible for doing it? – How do we communicate with each other? – What is the procedure if incident personnel are injured?

18. Manageable Span of Control Span of control: – Pertains to the number of individuals or resources that one supervisor can manage effectively during incidents or special events. – Is key to effective and efficient incident management.

19. Span of Control Considerations Span of control considerations are influenced by the: – Type of incident. – Nature of the task. – Hazards and safety factors. – Distances between personnel and resources.

20. ICS Management: Span of Control ICS span of control for any supervisor: – Is between 3 and 7 subordinates. – Optimally does not exceed 5 subordinates.

21. ICS resources include: – Tactical Resources: Personnel and major items of equipment. – Support Resources: All other resources required to support the incident (e.g., food, communications equipment, or supplies). Resources: Tactical & Support

22. ICS resources include: – Tactical Resources: Personnel and major items of equipment. – Support Resources: All other resources required to support the incident (e.g., food, communications equipment, or supplies). Resources: Tactical & Support

23. Tactical Resources Classifications Not available or ready to be assigned (e.g., maintenance issues, rest periods). Ready for immediate assignment and has been issued all required equipment. Currently working on an assignment under the direction of a supervisor.

24. Before an incident, it is critical to develop an integrated voice and data communications system (equipment, systems, and protocols). Integrated Communications Incident communications are facilitated through: – The development and use of a common communications plan. – The interoperability of communication equipment, procedures, and systems.

25. Integrated Communications Elements – Modes: The "hardware" systems that transfer information. – Planning: Planning for the use of all available communications resources. – Networks: The procedures and processes for transferring information internally and externally.

26. Chain of Command and Unity of Command Chain of command means that there is an orderly line of authority within the ranks of the incident management organization. Unity of command means that every individual is accountable to only one designated supervisor to whom they report during an incident. Don’t confuse unity of command with Unified Command!

27. Unified Command The command function may be carried out in one of two ways: – As a Single Command in which the Incident Commander has complete responsibility for incident management. – As a Unified Command in which hospitals and non-healthcare organizations with responsibility for the incident share incident management.

28. Transfer of Command (1 of 2) – Moves the responsibility for incident command from one Incident Commander to another. – Must include a transfer of command briefing (which may be oral, written, or both).

29. Transfer of command occurs when: – A more qualified person assumes command. – An incident grows more complex and an Incident Management Team takes over from the local jurisdiction. – There is normal turnover of personnel on extended incidents. – The incident response is concluded and responsibility is transferred to the home agency. Transfer of Command (2 of 2)

30. At any incident: – The situation must be assessed and the response planned. – Managing resources safely and effectively is the most important consideration. – Personnel and equipment should respond only when requested or when dispatched by an appropriate authority. Mobilization

31. Information and Intelligence Management The analysis and sharing of information and intelligence is an important component of ICS. Intelligence includes operational information that may come from a variety of different sources, such as: – Risk assessments. – Medical intelligence (i.e., surveillance). – Weather information. – Geospatial data. – Structural designs. – Toxic contaminant levels. – Utilities and public works data.

32. General Guidelines – Roles and Authorities Prior to an event: – Review your emergency assignment. Know who you will report to and what your position will be. – Establish a clear understanding of your decision- making authority. – Determine communications procedures for contacting your headquarters or home office (if necessary). – Identify purchasing authority and procedures.

33. Initial Incident Briefing Current situation assessment. Identification of coworkers. Location of work area. Location of Staging Area/Labor Pool. Identification of eating and sleeping arrangements. Operational periods/work shifts. Specific job responsibilities. Procedural instructions for obtaining additional supplies, services, and personnel. Required safety procedures/Personal Protective Equipment (PPE), as appropriate Make sure that you receive an initial incident briefing, including:

34. Personal Conduct – Act professionally and avoid/report prohibited activities such as: Sexual harassment or discrimination. Use of illegal drugs or alcohol. – Incident response can produce high stress situations. You may need to interact with people who have been adversely affected by the incident. It is important to be patient and act in a professional manner at all times.

35. ICS Structure In the ICS organization: – There is no correlation with the administrative structure of any single agency or organization. – Someone who serves as a Department Head every day may not hold that title when deployed under an ICS structure.

36. Performance of Management Functions Every incident or event requires that certain management functions be performed. The problem must be identified and assessed, a plan to deal with it developed and implemented, and the necessary resources procured and paid for. Regardless of the size of the incident, these management functions will still apply.

37. Five Major Management Functions – Incident Command: Sets the incident objectives, and has overall responsibility at the incident or event. – Operations: Conducts tactical operations and directs all tactical resources. – Planning: Prepares and documents the Incident Action Plan, collects and evaluates information, maintains resource status and documentation. – Logistics: Provides support, resources, and all other services needed to meet the operational objectives. – Finance/Administration: Provides accounting, procurement, time recording, and cost analyses.

38. Organizational Structure – Incident Commander – On small incidents and events, the Incident Commander may accomplish all five management functions. – The Incident Commander is the only position that is always staffed on an incident. – The hospital or healthcare system’s Director or CEO is referred to as the Agency Executive, and this person delegates authority over the incident to the Incident Commander.

39. Organizational Structure – ICS Sections – ICS expands or contract to meet the needs of the incident, so each of the primary ICS Sections can be subdivided as needed. – The person at the top of the organization is responsible until the authority is delegated to another person. The Incident Commander performs all functions until they are delegated.

40. Use of Position Titles Using specific ICS position titles: – Provides a common standard for all users. – Helps to ensure that qualified individuals fill positions. – Standardizes communication and requests for qualified personnel.

41. DeputyDirectorBranch DeputyChiefGeneral Staff (Section) AssistantOfficerCommand Staff DeputyIncident CommanderIncident Command Support Position Title Organizational Level Single Resource Boss LeaderStrike Team/Task Force ManagerLeaderUnit N/ASupervisorDivision/Group ICS Supervisory Position Titles Titles for all ICS supervisory levels are shown in the table below.

42. Incident Commander Responsibilities The Incident Commander is specifically responsible for: – Ensuring incident safety. – Providing information services to internal and external stakeholders. – Establishing and maintaining liaison with other organizations participating in the incident.

43. Expanding the Organization As incidents grow, the Incident Commander may delegate authority for performance of certain activities to the Command Staff and the General Staff.

44. Command Staff It may be necessary for the Incident Commander to designate a Command Staff, which may include: – Public Information Officer – the conduit for information to internal and external stakeholders, including the media. – Safety Officer – monitors safety conditions and develops measures for assuring the safety of all assigned personnel. – Liaison Officer – the primary contact for supporting organizations that are assisting at an incident, but are not participating within the ICS structure.

45. General Staff After the Incident Commander, the people who perform the other four management functions are designated as the General Staff. The person in charge of each Section is designated as a Chief. Section Chiefs have the ability to expand their Section to meet the needs of the situation and to appoint one or more Deputies, as needed.

46. Operations Section – Directs and coordinates all incident tactical operations. – Is typically one of the first organizations to be assigned to the incident. – Expands from the bottom up. – Has the most incident resources. – May have Staging Areas and/or Labor Pools and other special organizations.

47. Operations Section: Task Forces Task Forces are a combination of mixed resources with common communications operating under the direct supervision of a Task Force Leader.

48. Operations Section: Single Resources Single Resources may be: – Individuals. – A piece of equipment and its personnel complement. – A crew or team of individuals with an identified supervisor.

49. Planning Section The major activities of the Planning Section may include: – Collecting, evaluating, and displaying incident information. – Preparing and documenting Incident Action Plans. – Conducting long-range and/or contingency planning. – Developing plans for demobilization. – Maintaining incident documentation. – Tracking resources assigned to the incident.

50. Logistics Section The Logistics Section is responsible for all of the services and support needs, including: – Ordering, obtaining, maintaining, and accounting for essential personnel, equipment, and supplies. – Providing communication planning and resources. – Setting up food services. – Setting up and maintaining incident facilities. – Providing support transportation. – Providing medical services to incident personnel.

51. Service Branch: Communication Unit – Prepares and supports the Incident Communication Plan (ICS Form 205). – Distributes and maintains communications equipment. – Supervises the Incident Communications Center. – Ensures adequate communications over the incident.

52. Finance/Administration Section The Finance/Administration Section is responsible for: – Contract negotiation and monitoring – Timekeeping – Cost analysis – Compensation for injury or damage to property There are four available units under the Finance/Administration Section: