1 january 2005 basic incident command system for federal workers (i-100/200)

11January 2005

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

22

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

33

Course Objectives

• Provide examples of how ICS is interdisciplinary and organizationally flexible

• Describe why ICS became the standard for managing emergency operations across the country

• Identify the organizational structure of ICS

• Identify five major management functions

• Understand the principle of span of control as applied properly in an incident

44

Course Objectives

• Describe the functional roles in resource management

• Explain the roles and responsibilities of the Incident Commander, the Command Staff, and the General Staff

• Describe the kinds of resources often used in incidents

• Describe the purpose of unique position titles in ICS

55

Course Objectives

• Explain why resource status keeping is important to effective incident operations

• Provide examples of how resources are typed for various applications

• Discuss how resources are procured

66

Types of Incidents

• Planned events • Fire, both structural and

wildfire• Hazardous materials

incidents• Search and rescue

missions• Oil spills• Natural disasters• Terrorist/WMD events

77

Why Use ICS?

• Allows for the efficient delegation of responsibilities

• Establishes a clear chain of command• Avoids unclear communications• Ensures key functions are covered

ICS is a management system, not just an organization chart. The system:

88

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

99

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.

1010

ICS Features

ICS

Organizatio

n

Common Responsibilitie

s

Span of Control

Incident Action Plan

Incident Facilities

1111

ICS Management Functions

Logistics Section

Finance/ Administratio

n Section

Operations

Section

Planning Section

Incident Comman

d

1212

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

1313

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

1414

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

1515

Span of Control

Supervisor

Resource 1 Resource 3

Resource 2

Resource 4 Resource 5

Span of Control is effective from 1 to 7 resources with 5 being the optimal

1616

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

1717

Common Terminology

Applied to:• Organizational Elements• Resources• Facilities• Position Titles

1818

Effective Communications

• Procedures and processes for transferring information internally and externally

• The "hardware" systems• Planning for the use of all

available communications modes

1919

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

2020

Organizational Terminology: The ICS Organizational Chart

Incident Commander

Public Information Officer

Safety Officer

Liaison Officer

Command Staff

Operations Section Chief

Air Operations Branch Director

Branch Director

Planning Section Chief

Logistics Section Chief

Support Branch Director

Service Branch Director

Finance/ Administration Section Chief

General Staff

Division/ Group Supervisor

Strike Team/ Task Force Leader

Single Resources

Air Support Group Supervisor

Air Tactical Group Supervisor

Resources Unit Leader

Situation Unit Leader

Documentation Unit Leader

Demobilization Unit LeaderTechnical Specialists

Communication Unit LeaderMedical Unit LeaderFood Unit Leader

Supply Unit LeaderFacilities Unit LeaderGround Support Unit Leader

Time Unit Leader

Procurement Unit Leader

Compensation/ Claims Unit Leader

Cost Unit Leader

Incident Commander


Safety Officer

Liaison Officer

Command Staff



Branch Director






General Staff



Single Resources









Time Unit Leader



Cost Unit Leader

2121

ICS Organizational Components

• Section Chief• Branch Director• Division Supervisor• Group Supervisor• Task Force Leader• Strike Team Leader• Single Resource

http://www.photolibrary.fema.gov/photolibrary/photodetails.do?id=5696

2222

Avoid Combining ICS Positions

WRONG WAYWRONG WAY

Resources and

Ground Support Unit

(J. Smith)

Planning Section (J. Smith)

Logistics Section (J. Smith)

Planning & Logistics

RIGHT WAY

2323

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

2424

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

2525

The ICS Organizational Chart

Incident Commander


Safety Officer

Liaison Officer

Command Staff



Branch Director






General Staff



Single Resources









Time Unit Leader



Cost Unit Leader

Incident Commander


Safety Officer

Liaison Officer

Command Staff



Branch Director






General Staff



Single Resources









Time Unit Leader



Cost Unit Leader

2626

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

2727

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

2828

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)

2929

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

3030

Transfer of Command Briefing

• Situation status • Incident objectives and priorities

(Incident Action Plan) • Current organization • Resource assignments • Resources en route and/or

ordered

3131

Transfer of Command Briefing

• Communications Plan• Facilities established • Prognosis, concerns, and related

issues • Introduction of Command Staff

and General Staff

3232

Types of Command-Single Command

Single Command

Agency 1

3333

Types of Command-Unified Command

Unified Command

Agency 2 Agency 3Agency 1

3434

Command Staff

• Public Information Officer

• Safety Officer• Liaison Officer

http://www.photolibrary.fema.gov/photolibrary/photodetails.do?id=4771

3535

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

3636

Safety Officer Responsibilities

• Ensures responder safety

• Advises Incident Command on safety issues

• Minimizes employee risk

3737

Liaison Officer Responsibilities

• Gathers information about support agencies

• Coordinates for agencies not in command structure

• Provides briefings and answers questions

3838

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

3939

Operations Section Expansion


Staging Area Manager

Evacuation Group

Route Identification Strike Team

Traffic Control Strike Team

Evacuation Route Evacuation Strike

Team

Ground S&R Group

Water S&R Task Force 2

Land S&R Task Force 1

Flood Fight Branch

Division A

Air Operations Branch

Air Recon Group

Air Support Group

Air S&R Group

Levee Patrol Task Force

Sandbag Task Force 1


Division B




Division C




Transport Assistance Strike

Team



Evacuation Group




Team

Ground S&R Group



Flood Fight Branch

Division A


Air Recon Group

Air Support Group

Air S&R Group




Division B




Division C





Team

4040





4141



Air S&R Group Supervisor



4242

Additional Operations Branches




Flood Fight Branch Director



Central Division

Northern Division

Southern Division







Central Division

Northern Division

Southern Division

4343

Flood Fight Branch


Northern Division



Levee Patrol Strike Team

Central Division




Southern Division





Northern Division




Central Division




Southern Division




4444

Operations Section Expansion



Evacuation Group




Team

Ground S&R Group



Flood Fight Branch

Division A


Air Recon Group

Air Support Group

Air S&R Group




Division B




Division C





Team



Evacuation Group




Team

Ground S&R Group



Flood Fight Branch

Division A


Air Recon Group

Air Support Group

Air S&R Group




Division B




Division C





Team

4545

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

4646

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

4747

Planning Section Units


Demobilization Unit Leader




Technical Specialists







4848

Planning Section Units

Meteorologist







Field Observers

Contingency Planners

Map/Display Processors

GIS

Status/Check-In Recorders

Meteorologist







Field Observers

Contingency Planners

Map/Display Processors

GIS

Status/Check-In Recorders

4949

Logistics Section Branch




5050

Logistic Section Expansion


Medical Unit Leader

Food Unit Leader

Communication Unit Leader


Facilities Unit Leader

Ground Support Unit Leader

Supply Unit Leader


5151

Finance/Administration Section


Compensation/ Claims Unit

Leader

Cost Unit Leader


Time Unit Leader

5252

Resource Management

• Check-In

• Accountability

• Resources

• Assignment Lists

• Unit Logs

5353

Resource Management Activities

Resource Identification

Resource Procurement

Resource Supervision

5454

Identifying and Defining Resources

Tactical Resources

(external)

Support Resources

(internal)

ICS Resources:

5555

Describing Resources: Kind and Type

• Kind – what it is.

• Type – what it does.•Size•Capability•Equipment•Capacity•Staffing

5656

Organizational Resources

• Single Resources

• Task Forces

• Strike Teams

• Units

5757

Procuring Resources: Sources

In-House

Mutual-Aid Agencies

Other Government Entities

Commercial Sources

5858

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

5959

Task Forces and Strike Teams

Task Force: 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

6060

Resource Status Conditions

• Assigned

• Available

• Out-of-Service

6161

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

6262

Changing Resource Status













6363

Resource Status Keeping Systems

• Manual recordkeeping on forms

• Magnetic symbols on maps or status boards

• Computer system

• Card system

6464

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

6565

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

6666

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

6767

The Incident Planning Process

Six essential steps of incident planning:1. Understand agency policy and direction2. Assess incident situation3. Establish incident objectives4. Select appropriate strategies to achieve

objectives5. Perform tactical direction (apply tactics

appropriate to the strategy, assign resources, and monitor performance)

6. Provide necessary follow-up (change strategy or tactics, manage resources, etc.)

6868

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

6969

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

7070

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

7171

Course Objectives Review

• Provide examples of how ICS is interdisciplinary and organizationally flexible

• Describe why ICS became the standard for managing emergency operations across the country

• Identify the organizational structure of ICS

• Identify five major management functions

• Describe the purpose of unique position titles in ICS

• Understand the principle of Span of Control as properly applied during an incident

7272

Course Objectives Review (cont.)

• Describe the functional roles in resource management

• Explain the roles and responsibilities of the Incident Commander, the Command Staff, and the General Staff

• Discuss how resources are procured

• Describe the kinds of resources often used in incidents

• Explain why resource status keeping is important to effective incident operations

7373

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

1 january 2005 basic incident command system for federal workers (i-100/200)

Documents

incident slide

ics slide

resource management

incident objectives

control slide

demobilized slide

basic incident command

course objectives