An Introduction to the Incident Command System, ICS 100

Whole Community

• ensures solutions that serve the entire community are implemented, while simultaneously making sure that the resources the different members of the community bring to the table are used efficiently. These members include those in all levels of government as well as those in non-governmental and private-sector organizations in fields such as transportation, health care, schools, public works, communications, agriculture, chemical/nuclear, and more

• The Federal Government is an example of one part of this term.

When is ICS Used?

can be used to manage any type of incident, including a planned event (e.g., the Olympics, the Governor's inauguration, state fairs, a local parade, etc.). The use of ICS is applicable to all types of incidents, regardless of their size or cause.

Making ICS Work

• Effective incident management relies on a common organizational structure for managing resources, making decisions, and assigning tasks.

• The Incident Command System (ICS) uses a standardized management approach to ensure that incidents are properly managed and communications are effectively coordinated during an incident.

Incident Command

Sets the incident objectives, strategies, and priorities, and has overall responsibility for the incident.

incident Command System (ICS) has positively impacted incident management efforts by:

-Clarifying chain of command and supervision responsibilities to improve accountability.

-Leveraging interoperable communications systems and plain language to improve communications.

-Providing an orderly, systematic planning process.

-Implementing a common, flexible, predesigned management structure.

-Fostering cooperation between diverse disciplines and agencies

Common Terminology

-Organizational Functions: Major functions and functional units with incident management responsibilities are named and defined. They remain standard and consistent.

-Resource Descriptions: Major resources - including personnel, equipment, teams, and facilities - are given common names and are "typed" with respect to their capabilities.

-Incident Facilities: used to designate the facilities in the vicinity of the incident area.

Modular Organization

-The responsibility for the establishment and expansion of this organization rests with the Incident Commander.

-As the incident grows more complex, this ICS organization may expand as functional responsibilities are delegated.

Management by Objectives (MBO)

The Incident Commander or Unified Command

-Establishing specific, measurable incident objectives.

-Identifying strategies, tactics, tasks and activities to achieve the objectives.

-Developing and issuing assignments, plans, procedures, and protocols to accomplish identified tasks.

-Documenting results for the incident objectives

Incident Action Planning

-Cover a specified timeframe

-Be proactive

-Specify the incident objectives

-State the activities to be completed

-Assign responsibilities

-Identify needed resources

-Specify communication protocols

Manageable Span of Control

refers to the number of individuals or resources that one supervisor can manage effectively during an incident. The optimal of this thing is one supervisor to five subordinates (1:5). However, effective incident management may require ratios significantly different from this. This ratio is a guideline--incident personnel should use their best judgement to determine the appropriate ratio for an incident.

Incident Facilities and Locations

Depending upon the incident size and complexity, various types of support facilities may be established by Incident Command

-Incident Command Post (ICP)

-incident base, staging areas, and camps

-Mass casualty triage areas

-Point-of-distribution

-Emergency shelters

Comprehensive Resource Management

describes standard mechanisms to identify requirements, order and acquire, mobilize, track and report, demobilize, and reimburse and restock resources such as personnel, teams, facilities, equipment and supplies.

-Resource Identification and Typing

-Qualification, Certification and Credentialing Personnel

-Planning for Resources

-Acquiring, Storing and Inventorying Resources

Integrated Communications

-Maintain connectivity

-Achieve situational awareness

-Facilitate information sharing

Establishment and Transfer of Command

The command function should be clearly established at the beginning of an incident. The jurisdiction or organization with primary responsibility for the incident designates the Incident Commander and the process for transferring command.

Unified Command

• there is no single "Commander." → manages the incident through jointly approved objectives

• allows agencies with different legal, geographic, and functional responsibilities to work together effectively without affecting individual agency authority, responsibility, or accountability.

• typically established when no single jurisdiction, agency or organization has the authority and/or resources to manage the incident on its own. This can include incidents involving multiple jurisdictions, a single jurisdiction with multiagency involvement, or multiple jurisdictions with multiagency involvement

Chain of Command

-Allows an Incident Commander to direct and control the actions of all personnel on the incident.

-Avoids confusion by requiring that orders flow from supervisors.

Unity of Command

-Report to only one Incident Command System (ICS) supervisor.

-Receive work assignments only from your ICS supervisor.

Accountability

-Check-In/Check-Out. All responders must report in to receive an assignment. Checking out is just as critical as checking in.

-Incident Action Planning. Response operations must be coordinated as outlined in the Incident Action Plan.

-Unity of Command. Each individual will be assigned to only one supervisor.

-Personal Responsibility. ICS relies on each individual taking personal accountability for their own actions.

-Span of Control. Supervisors must be able to adequately supervise and control their subordinates, as well as communicate with and manage all resources under their supervision.

-Resource Tracking. Supervisors must record and report resource status changes as they occur.

Having this thing is when all of these things start, from the moment a resource is requested through the time it returns to its home base safely.

Dispatch/Deployment

Resources should be stationed only when requested or when send off by an appropriate authority through established resource management systems.

Resources not requested should refrain from self-send to avoid overburdening the incident command.

Information and Intelligence Management

Incident management must establish a process for gathering, analyzing, assessing, sharing, and managing incident-related information and intelligence. In NIMS, "intelligence" refers exclusively to threat-related information developed by law enforcement, medical surveillance, and other investigative organizations.

• 911 calls

• Radio, video and data communications among responders

• Situation Reports (SITREPS)

• Technical specialists from organizations such as the National Weather Service

• Reports from field observers

• Geospatial products, such as GIS, etc.

• Print, online, broadcast, and social media

• Risk assessments

• Terroristic or violent threats

• Surveillance of disease outbreaks

• Structural plans and vulnerabilities

Incident Commander Responsibilities

-Ensuring overall incident safety

-Providing information services to internal and external stakeholders, such as disaster survivors, agency executives, and senior officials

-Establishing and maintaining liaisons with other agencies participating in the incident

Emergency Operations Center Role

- A physical or virtual location where staff from multiple agencies come together to address imminent threats and hazards

- Staffed with personnel trained for, and authorized to, represent their agency/discipline

- Equipped with mechanisms for communicating with the incident site

- Providing support to the incident by obtaining resources

- Applicable at different levels of government

Joint Information Center

- May be established to coordinate all incident-related public information activities

- Serves as the central point of contact for all news media—when possible, public information officials from all participating agencies should co-locate at the center

Operation Section

Conducts operations to reach the incident objectives. Establishes tactics and directs all operational resources.

-Implementing strategies and developing tactics to carry out the incident objectives

-Directing the management of all tactical activities on behalf of the Incident Commander

-Supporting the development of the Incident Action Plan to ensure it accurately reflects current operations

-Organizing, assigning, and supervising the tactical response resources

Planning Section

Supports the incident action planning process by tracking resources, collecting/analyzing information, and maintaining documentation.

-Preparing and documenting Incident Action Plans

-Managing information and maintaining situational awareness for the incident

-Tracking resources assigned to the incident

-Maintaining incident documentation

-Developing plans for demobilization

Logistics Section

Arranges for resources and needed services to support achievement of the incident objectives (resources can include personnel, equipment, teams, supplies, and facilities).

-Ordering, obtaining, maintaining, and accounting for essential personnel, equipment, and supplies

-Providing communication planning and resources

-Setting up food services for responders

-Setting up and maintaining incident facilities

-Providing support transportation

-Providing medical services to incident personnel

Finance/ Administration Section

Monitors costs related to the incident. Provides accounting, procurement, time recording, and cost analyses.

- Contract negotiation and monitoring

- Timekeeping

- Cost analysis

- Compensation for injury or damage to property

- Documentation for reimbursement (e.g., under mutual aid agreements and assistance agreements)

Public Information Officer

interfaces with the public and media and/or with other agencies with incident-related information requirements.

Safety Officer

monitors incident operations and advises the Incident Commander on all matters relating to safety, including the health and safety of incident management personnel.

Liaison Officer

serves as the Incident Commander's point of contact for representatives of governmental agencies, non-governmental organizations (NGOs), and private-sector organizations.

Incident Coordination

Coordination involves the activities that ensure the onsite Incident Command System (ICS) organization receives the information, resources, and support needed to achieve those incident objectives. Coordination takes place in a number of entities and at all levels of government.

Examples:

• Establishing policy based on interactions with agency executives, other agencies, and stakeholders.

• Collecting, analyzing, and disseminating information to support the establishment of shared situational awareness.

• Establishing priorities among incidents.

• Resolving critical resource issues.

• Facilitating logistics support and resource tracking.

• Synchronizing public information messages to ensure that everyone is speaking with one voice.