incident command system ics-100
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INCIDENT COMMAND INCIDENT COMMAND SYSTEM ICS-100SYSTEM ICS-100
INTRODUCTION TO THE INCIDENT COMMAND SYSTEM FOR
FEDERAL WORKERS
An Adaptation to Phoenix Fire IMS
ICS-100 and the IMSICS-100 and the IMSThe National Incident Management System (NIMS) is an
emergency planning system that includes an Incident Command System (ICS).
NIMS ICS is very similar to the IMS developed and used in PFD
This ICS is loosely based on the (old) California Firescope IMS
This class presents the basics of ICS with cross reference to the Phoenix IMS
ICS-100 as a systemICS-100 as a system
Only a few differences from IMS, but those are critical to understand
Federal agencies supporting operations in Phoenix will use the ICS language and concepts
This review builds on the IMS knowledge you already possess and highlights ICS
ICS, Like our IMS, can be used ICS, Like our IMS, can be used for many types of incidentsfor many types of incidents
Planned events Fire, both structural and
wildfire Hazardous materials incidents Search and rescue missions Oil spills Natural disasters Terrorist/WMD events
ICS is also useful for organizing ICS is also useful for organizing non-emergency eventsnon-emergency events
At Phoenix fire, we routinely use it for funerals
Another viable application would be to organize a Labor Day celebration with a parade and fair
The idea is that ICS is an organizing tool for managing any multi-task, multi-agency response
What Is ICS?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.
ICS should be interdisciplinary ICS should be interdisciplinary & organizationally flexible to:& organizationally flexible to:
Meet the needs of incidents of any kind or size Allow personnel from a variety of agencies to
meld rapidly into a common management structure
Be cost effective by not duplicating efforts Be usable for routine events such as conferences,
as well as large & complex emergency incidents
Weaknesses Addressed by Weaknesses Addressed by ICSICS
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.
Fed’s emphasize no correlation Fed’s emphasize no correlation between ICS and the administrative between ICS and the administrative
structure of any single agencystructure of any single agencyThis prevents confusion over different
position titles and organizational structuresThis confusion has been a significant
stumbling block to effective incident management in the past
This is true, but the Fed’s forget to mention it is true ONLY of agencies that failed to use some recognized form of IMS
SUMMARY: What ICS Is SUMMARY: What ICS Is Designed To DoDesigned To Do
Meet the needs of incidents of any kind or size. Allow personnel from a variety of agencies to meld
rapidly into a common management structure. Provide logistical and administrative support to
operational staff. Be cost effective by avoiding duplication of efforts. ICS has been tested in more than 30 years of
emergency and non-emergency applications, by all levels of government and in the private sector.
Communications is a critical Communications is a critical concern for the Fed’sconcern for the Fed’s
ICS provides COMMON TERMINOLOGYFor the Fed’s this factor by itself ensures
EFFICIENT, CLEAR COMMUNICATIONObviously other issues come into play--
following communication protocol, etc.– but the Federal ICS training emphasizes common terminology
ICS FeaturesICS Features
ICS
ICS Organizatio
n
Common Responsibilitie
s
Span of Control
Incident Action Plan
Incident Facilities
Five Major Management Five Major Management FunctionsFunctions
Logistics Section
Finance/ Administratio
n Section
Operations Section
Planning Section
Incident Comman
d
ICS Span of ControlICS Span of Control
Supervisor
Resource 1 Resource 3
Resource 2
Span of Control: Basic Span of Control: Basic Operating GuidelineOperating Guideline
Concerns supervisory structure of the organization
Defines the number of individuals or resources one supervisor can manage effectively
ICS Position TitlesICS Position Titles
Provide a common standard for all users.
Distinct titles allow for filling positions with the most qualified individuals.
Useful when requesting personnel.
ICS Organizational ComponentsICS Organizational Components
Section Division (PFD
Sector- geographic) Group (PFD Sector-
functional) Branch Task Force Strike Team Single Resource
Maintaining Span of ControlMaintaining Span of Control
Divisions: Divide incident geographically, led by a Supervisor.
Groups: Describe functional areas of operation, led by a Supervisor.
Branches: Used when the number of Divisions or Groups exceeds the span of control and can be either geographical or functional, led by a Director.
Fed’s just use different termsFed’s just use different terms
PFD would use the term “Sector Officer”, or Command might call “Sector 1” or “Transportation Sector”
The Feds use “Supervisor” for Divisions & Groups (their sectors)
Similarly, Feds see a Branch as headed by a Director
This appears to be a partial translation of IMS language in bureaucratic speak, but we will observe it.
Maintaining Span of ControlMaintaining Span of Control
Task Forces: Mixed resources with common communications reporting to a Leader.
Strike Teams: A set number of resources of the same kind and type with common communications reporting to a Leader.
Single Resources: Individuals, a piece of equipment and its personnel complement, or a crew or team of individuals. PFD sees this as a “task Level” resource.
Incident Commander’s RoleIncident Commander’s Role
Has overall responsibility for managing the incident.
Must be fully briefed, and should have a written delegation of authority.
Personnel assigned by the Incident Commander have the delegated authority of their assigned positions.
Only ICS position that is always filled. As person at top of ICS, the IC is responsible until
authority is delegated to another person
Incident Commander Incident Commander ResponsibilitiesResponsibilities
Overall command and control.Ensures incident responder safety.Protects health and safety of the general
public and the environment.Provides information to internal and
external stakeholders.Maintains liaison with other agencies.
When the ICS expands, we When the ICS expands, we use specific titles for positionsuse specific titles for positions Specific ICS position titles serve 3
functions:1. Allows filling of positions with qualified
persons, not just highest rank2. Standardized titles useful when requesting
qualified personnel3. Titles provide a common standard across
responders
Expanding the OrganizationExpanding the Organization
Logistics
Section
Finance/ Administratio
n Section
Operations
Section
Planning
Section
Incident Command
Public Information Officer
Safety Officer
Liaison Officer
Command Staff:The Command Staff provide Information, Safety, and Liaison services for the entire organization.
General Staff:The General Staff are assigned functional authority for Operations, Planning, Logistics, and Finance/Administration.
New Term: Command StaffNew Term: Command Staffprovide information, safety & liaison provide information, safety & liaison
services for the ICS organizationservices for the ICS organization
Public Information Officer
Safety OfficerLiaison Officer
INFORMATION OFFICER is conduit INFORMATION OFFICER is conduit for information to internal & external for information to internal & external
stakeholders, media and others stakeholders, media and others seeking informationseeking information
Additional responsibilities include: Advise the Incident Commander on information
dissemination and media relations. Obtain information from the Planning Section. Coordinate with other public information staff. Obtain information from the community, the media,
and others.
Safety Officer ResponsibilitiesSafety Officer ResponsibilitiesProvides support, resources & all other Provides support, resources & all other services to meet operational objectivesservices to meet operational objectives
Ensures responder safety.
Advises Incident Command on safety issues.
Minimizes employee risk.
Liaison Officer ResponsibilitiesLiaison Officer ResponsibilitiesPrimary contact for supporting agencies Primary contact for supporting agencies
assigned to an incidentassigned to an incident
Gathers information about support agencies.
Coordinates for agencies not in command structure.
Provides briefings and answers questions.
Understanding the General StaffUnderstanding the General StaffAssigned functional authority for Assigned functional authority for
Operations, Planning, Logistics and Operations, Planning, Logistics and Finance/AdministrationFinance/Administration
Logistics Section
Finance/ Administratio
n Section
Operations Section
Planning Section
Incident Command
ICS Section Chiefs and DeputiesICS Section Chiefs and Deputies
Team Leader
Individual Resource
Deputy Deputy
Section Chief
Operations Section Chief Operations Section Chief Conducts tactical operations, develops Conducts tactical operations, develops tactical objectives & organization and tactical objectives & organization and
directs all tactical resourcesdirects all tactical resources
Develop and manage the Operations Section. Develops and implements strategies and tactics. Work very closely with other members of the
Command and General Staff to coordinate tactical activities.
Operations Section ExpandingOperations Section Expanding
Mass Care Specialist
Fire Strike
Team LeaderTransportation Specialist
Engineering
Specialist
Operations
Section Chief
Planning Section Chief Planning Section Chief
Gathers and analyzes information. Gathers, analyzes, and disseminate intelligence
and information. Manages the planning process. Compiles and develops the Incident Action Plan. Manages the activities of Technical Specialists. Works closely with the Incident Commander and
General Staff.
Planning Section Critical Planning Section Critical RolesRoles
Planning Section develops the IAP, collects & evaluates information, maintains resource status & keeps documentation for incident records.
Purpose of the IAP is to give supervisors direction for actions implemented during the operational period defined in the plan.
Incident Action Plan ElementsIncident Action Plan Elements
What, Where, When, Who, How? What do we want to do? Where do we stage? When are we going to do it? Who is responsible for doing it? How do we communicate with each other? What is the procedure if someone is injured?
Logistics Section ChiefLogistics Section ChiefProvides support, resources & all other Provides support, resources & all other
services needed to meet operational services needed to meet operational objectivesobjectives
Provides resources and services to support the incident.
Develops portions of the IAP.
Contracts for goods and services.
Finance/Administration SectionFinance/Administration Section
Monitors costs; provides accounting, Monitors costs; provides accounting, procurement, time recording & cost procurement, time recording & cost
analyses analyses
Negotiate contracts. Time keeping for personnel and equipment.Documenting and processing claims.Tracking costs.
Communications within ICSCommunications within ICS
The ability to communicate with ICS is critical.
Use standard, common terminology.Avoid jargon.Use standard ICS position titles and facility
names.Develop a communications plan and
protocols specific to the incident.Determine flow path for communications.
Communications DisciplineCommunications Discipline
Observe strict radio/telephone procedures. Use plain English in all communications.Limit radio and telephone traffic to essential
information only.Follow procedures for secure
communications as required.
Incident FacilitiesIncident Facilities
Incident Command Post (ICP): Where the Incident Commander oversees the incident. Positioned outside the present & potential hazard zone, but close enough to maintain effective command.
Staging Areas: Where resources are kept while waiting to be assigned.
Helibase/Helispot: The area from which helicopter operations are conducted.
Incident Facilities: Incident Facilities: New Fed TermsNew Fed Terms
Base: Where primary logistics functions are coordinated and administered. Primary service & support activities such as feeding and re-supply.
Camps: Where resources may be kept to support incident operations if a Base is not accessible to all resources.
Check-In at the IncidentCheck-In at the IncidentLogs you in; accountability, passportLogs you in; accountability, passport
Ensure personnel accountability. Track resources. Prepare personnel for assignments and
reassignments. Helps locate personnel in case of an
emergency. Organize the demobilization process.
FIRST ACTION FOLLOWING FIRST ACTION FOLLOWING CHECK-IN:CHECK-IN:
Locate your supervisor and obtain your initial briefing!
To get a running start, you need to know what happened before, what’s happening now, and hear future projections
Initial Incident BriefingInitial Incident Briefing
Briefings received and given 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 RecordkeepingIncident Recordkeeping
Print or type all entries. Enter dates by month/day/year format. Enter date and time on all forms and
records. Use local time. Fill in all blanks. Use N/A as appropriate. Use military 24-hour time.Section Chiefs and above should assign a
log keeper (scribe).
Incident DemobilizationIncident 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.
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