ICS 200.b

Incident objectives, strategies, and tactics are three fundamental pieces of a successful incident response.

• Incident objectives state what will be accomplished. • Strategies establish the general plan or direction for accomplishing the incident objectives. • Tactics specify how the strategies will be executed. The Incident Commander is responsible for establishing goals and selecting strategies. The Operations Section, if it is established, is responsible for determining appropriate tactics for an incident.

Informal communication:

• Is used to exchange incident or event information only. • Is NOT used for: • Formal requests for additional resources. • Tasking work assignments. Within the ICS organization, critical information must flow freely!

To ensure that responders get the right personnel and equipment, ICS resources are categorized by:

• Kinds of Resources: Describe what the resource is (for example: registered nurse, emergency physician, engineer, security officer, ambulances). • Types of Resources: Describe the size, capability, and staffing qualifications of a specific kind of resource.

Chain of Command and Unity of Command.

Chain of command refers to the orderly line of authority within the ranks of the incident management organization. Unity of command means that every individual has a designated supervisor to whom he or she reports at the scene of the incident. These principles clarify reporting relationships and eliminate the confusion caused by multiple, conflicting directives. Incident managers at all levels must be able to control the actions of all personnel under their supervision.

HSPD-5, Management of Domestic Incidents

HSPD-5, Management of Domestic Incidents, identified steps for improved coordination in response to incidents. It required the Department of Homeland Security (DHS) to coordinate with other Federal departments and agencies and State, local, and tribal governments to establish a National Response Framework (NRF) and a National Incident Management System (NIMS).

The Incident Commander:

Has overall incident management responsibility delegated by the appropriate jurisdictional authority. • Develops the incident objectives to guide the incident planning process. • Approves the Incident Action Plan and all requests pertaining to the ordering and releasing of incident resources.

ICS Features

ICS is based on proven management principles, which contribute to the strength and efficiency of the overall system. ICS principles are implemented through a wide range of management features including the use of common terminology and clear text, and a modular organizational structure.

3 and 7

ICS span of control for any supervisor is between __________________ subordinates, and optimally does not exceed 5 subordinates.

Incident Command System (ICS)

ICS: • Is a standardized management tool for meeting the demands of small or large emergency or nonemergency situations. • Represents "best practices," and has become the standard for emergency management across the country. • May be used for planned events, natural disasters, and acts of terrorism. • Is a key feature of the National Incident Management System (NIMS). ICS is not just a standardized organizational chart, but an entire management system.

Unified Command.

In incidents involving multiple jurisdictions, a single jurisdiction with multiagency involvement, or multiple jurisdictions with multiagency involvement, Unified Command allows agencies with different legal, geographic, and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility, or accountability.

Reliance on an Incident Action Plan.

Incident Action Plans (IAPs) provide a coherent means of communicating the overall incident objectives in the contexts of both operational and support activities.

Incident Commander (IC)

Incident Commander {IC): The individual responsible for all incident activities, including the development of strategies and tactics and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.

Integrated Communications.

Incident communications are facilitated through the development and use of a common communications plan and interoperable communications processes and architectures.

Management by Objectives.

Includes establishing overarching objectives; developing and issuing assignments, plans, procedures, and protocols; establishing specific, measurable objectives for various incident management functional activities; and directing efforts to attain the established objectives.

Mobilization

Personnel and equipment should respond only when requested or when dispatched by an appropriate authority.

Resource Management.

Resource management includes processes for categorizing, ordering, dispatching, tracking, and recovering resources. It also includes processes for reimbursement for resources, as appropriate. Resources are defined as personnel, teams, equipment, supplies, and facilities available or potentially available for assignment or allocation in support of incident management and emergency response activities.

Resource Typing

Resource types range from Type I (most capable) to Type IV (least capable), letting you reserve the appropriate level of resource for your incident by describing the size, capability, and staffing qualifications of a specific resource.

Resource Typing and NIMS

Resource typing is a key Component of NIMS.

Planning Section

Responsible for the collection, evaluation, and dissemination of information related to the incident, and for the preparation and documentation of the Incident Action Plan. The Planning Section also maintains information on the current and forecasted situation, and on the status of resources assigned to the incident. This Section includes the Situation, Resources, Documentation, and Demobilization Units, as well as Technical Specialists.

Manageable Span of Control.

Span of control is key to effective and efficient incident management. Within ICS, the span of control of any individual with incident management supervisory responsibility should range from three to seven subordinates.

Finance/Administration Section:

The Section responsible for all incident costs and financial considerations. The Finance/Administration Section includes the Time Unit, Procurement Unit, Compensation/Claims Unit, and Cost Unit.

Logistics Section:

The Section responsible for providing facilities, services, and materials for the incident. Includes the Service Branch (Communications Unit, Medical Unit, and Food Unit) and Support Branch (Supply Unit, Facilities Unit, and Ground Support Unit).

Transfer of Command

The command function must be clearly established from the beginning of an incident. When command is transferred, the process must include a briefing that captures all essential information for continuing safe and effective operations.

Modular Organization.

The incident command organizational structure develops in a top-down, modular fashion that is based on the size and complexity of the incident, as well as the specifics of the hazard environment created by the incident.

Information and Intelligence Management.

The incident management organization must establish a process for gathering, sharing, and managing incident-related information and intelligence.

staff level, field level, and section level.

There are three types of briefings/meetings used in ICS:

Ongoing Management and Maintenance.

This component establishes an activity to provide strategic direction for and oversight of NIMS, supporting both routine review and the continuous refinement of the system and its components over the long term.

Common Terminology.

Using common terminology helps to define organizational functions, incident facilities, resource descriptions, and position titles.

Predesignated Incident Locations and Facilities.

Various types of operational locations and support facilities are established in the vicinity of an incident to accomplish a variety of purposes. Typical predesignated facilities include Incident Command Posts, Bases, Camps, Staging Areas, Helibases, and Helispots. Additional facilities such as Mass Casualty Triage Areas and others may be added as required.

face-to-face.

While not always possible, the most effective form of communication is _______________ .

Implementing Authorities

Within his or her scope of authority, the Incident Commander establishes incident objectives, then determines strategies, resources, and ICS structure. The Incident Commander must also have the authority

Communication

________________ is probably one of the most essential elements of ICS.

PPD-8, National Preparedness,

describes the Nation's approach to preparedness-one that involves the whole community, including individuals, businesses, community- and faith-based organizations, schools, tribes, and all levels of government (Federal, State, local, tribal and territorial).

At the policy level, institutionalizing ICS means:

government officials, i.e., governors, mayors, county and city managers, tribal leaders, and others:

Task Force

is a combination of mixed resources with common communications operating under the direct supervision of a Task Force Leader.

Strike Team

is a set number of resources of the same kind and type with common communications operating under the direct supervision of a Strike Team Leader.

Single Resource

is an individual, a piece of equipment and its personnel complement, or a crew or team of individuals with an identified work supervisor that can be used on an incident.

Unity of command

means that each individual involved in incident operations will be assigned - and will report - to only one supervisor.

A good leader:

• Communicates by giving specific instructions and asking for feedback. • Supervises the scene of action. • Evaluates the effectiveness of the plan. • Understands and accepts the need to modify plans or instructions. • Ensures safe work practices. • Takes command of assigned resources. • Motivates with a "can do safely" attitude. • Demonstrates initiative by taking action. The safety of all personnel involved in an incident or a planned event is the first duty of ICS leadership. This is the overall responsibility of Team Leaders, Group or Division Supervisors, Branch Directors, Sections Chiefs, and all members of the Command or Unified Command staff. Ensuring safe work practices is the top priority within the ICS common leadership responsibilities.

Logistics Section

• Communications. • Medical support to incident personnel. • Food for incident personnel. • Supplies, facilities, and ground support.

Assessment is an important leadership responsibility, and is conducted after a major activity in order to allow employees and leaders to discover what happened and why. Assessment methods include:

• Corrective action report/After-action review (AAR). • Post-incident analysis (PIA). • Debriefing. • Post-incident critique. • Mitigation plans.

The 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 special organizations.

An Incident Commander's scope of authority is derived:

• From existing laws, agency policies, and procedures, and/or • Through a delegation of authority from the agency administrator or elected official.

The process of granting authority to carry out specific functions is called the delegation of authority.

• Grants authority to carry out specific functions. • Is issued by the chief elected official, chief executive officer, or agency administrator in writing or verbally. • Allows the Incident Commander to assume command. • Does NOT relieve the granting authority of the ultimate responsibility for the incident.

At the organizational/operational level, evidence that incident managers and emergency response organizations are institutionalizing ICS would include the following:

* ICS is being integrated into functional and system-wide emergency operations policies, plans, and procedures; • ICS training is planned or under way for responders, supervisors, and command level officers; and • Responders at all levels are participating in and/or coordinating ICS-oriented exercises that involve responders from multiple disciplines and jurisdictions.

The steps for establishing and implementing incident objectives include:

* Step 1: Understand agency policy and direction. • Step 2: Assess incident situation. • Step 3: Establish incident objectives. Page 17 of 41 • Step 4: Select appropriate strategy or strategies to achieve objectives. • Step 5: Perform tactical direction. • Step 6: Provide necessary followup.

ive major components make up the NIMS systems approach.

1. Command and Management 2. Preparedness 3. Resource Management 4. Communication and Information Management 5. Ongoing Management and Maintenance

"institutionalizing the use of ICS"

According to the National Integration Center, _________________________ means that government officials, incident managers, and emergency response organizations at all jurisdictional levels adopt the Incident Command System. Actions to institutionalize the use of ICS take place at two levels - policy and organizational/operational.

Advantages of Unified Command

Advantages of using Unified Command include: • A single set of objectives guides incident response. • A collective approach is used to develop strategies to achieve incident objectives. • Information flow and coordination are improved between all involved in the incident. * All agencies have an understanding of joint priorities and restrictions. • No agency's legal authorities will be compromised or neglected. • Agencies' efforts are optimized as they perform their respective assignments under a single Incident Action Plan.

Chain of Command

Chain of command and unity of command help to ensure that clear reporting relationships exist and eliminate the confusion caused by multiple, conflicting directives. Incident managers at all levels must be able to control the actions of all personnel under their supervision.

Adopt the ICS through executive order, proclamation, or legislation as the jurisdiction's official incident response system; and

Direct that incident managers and response organizations in their jurisdictions train, exercise, and use the ICS in their response operations.

Accountability.

Effective accountability at all jurisdictional levels and within individual functional areas during incident operations is essential. To that end, the following principles must be adhered to: • Check-In. All responders, regardless of agency affiliation, must report in to receive an assignment in accordance with the procedures established by the Incident Commander. • Incident Action Plan. Response operations must be directed and coordinated as outlined in the IAP. • Unity of Command. Each individual involved in incident operations will be assigned to only one supervisor. • 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.

Preparedness

Effective incident management begins with a host of preparedness activities conducted on a "steady-state" basis, well in advance of any potential incident. Preparedness involves an integrated combination of planning, training, exercises, personnel qualification and certification standards, equipment acquisition and certification standards, and publication management processes and activities.

Resource Management.

NIMS defines standardized mechanisms and establishes requirements for processes to describe, inventory, mobilize, dispatch, track, and recover resources over the life cycle of an incident.

Communications and Information Management.

NIMS identifies the requirement for a standardized framework for communications, information management (collection, analysis, and dissemination), and information-sharing at all levels of incident management.

Command and Management

NIMS standard incident command structures are based on three key organizational systems: • ICS. ICS defines the operating characteristics, interactive management components, and structure of incident management and emergency response organizations engaged throughout the life cycle of an incident. • Multiagency Coordination Systems. These systems define the operating characteristics, interactive management components, and organizational structure of supporting incident management entities engaged at the Federal, State, local, tribal, and regional levels through mutual aid agreements and other assistance arrangements. • Public Information. Public Information refers to processes, procedures, and systems for communicating timely and accurate information to the public during crisis or emergency situations.

Command Staff: The Command Staff consists of:

• Liaison Officer: A member of the Command Staff responsible for coordinating with representatives from cooperating and assisting agencies. The Liaison Officer may have Assistants. • Public Information Officer: A member of the Command Staff responsible for interfacing with the public and media or with other agencies with incident-related information requirements. • Safety Officer: A member of the Command Staff responsible for monitoring and assessing safety hazards or unsafe situations, and for developing measures for ensuring personnel safety. The Safety Officer may have Assistants.

ICS helps ensure full utilization of all incident resources by:

• Maintaining a manageable span of control, • Establishing predesignated incident locations and facilities, • Implementing resource management practices, and • Ensuring integrated communications.

The Planning Section has responsibility for:

• Maintaining resource status. Page 26 of 41 • Maintaining and displaying situation status. • Preparing the Incident Action Plan (IAP). • Developing alternative strategies. • Providing documentation services. • Preparing the Demobilization Plan. • Providing a primary location for Technical Specialists assigned to an incident. One of the most important functions of the Planning Section is to look beyond the current and next operational period and anticipate potential problems or events.

General Staff: The organization level having functional responsibility for primary segments of incident management (Operations, Planning, Logistics, Finance/Administration). The Section level is organizationally between Branch and Incident Commander. Sections are as follows:

• Operations Section: The Section responsible for all tactical operations at the incident. The Operations Section includes: • Branch: That organizational level having functional, geographical, or jurisdictional responsibility for major parts of the incident operations. The Branch level is organizationally between Section and Division/Group in the Operations Section, and between Section and Units in the Logistics Section. Branches are identified by the use of Roman numerals, by function, or by jurisdictional name. • Division: That organization level having responsibility for operations within a defined geographic area. The Division level is organizationally between the Strike Team and the Branch. • Group: Groups are established to divide the incident into functional areas of operation. Groups are located between Branches (when activated) and Resources in the Operations Section. Page 12 of 41 • Unit: That organization element having functional responsibility for a specific incident planning, logistics, or finance activity. • Task Force: A group of resources with common communications and a leader that may be preestablished and sent to an incident, or formed at an incident. • Strike Team: Specified combinations of the same kind and type of resources, with common communications and a leader. • Single Resource: An individual, a piece of equipment and its personnel complement, or an established crew or team of individuals with an identified work supervisor, that can be used on an incident.

The three primary reasons to designate a Deputy Incident Commander are to:

• Perform specific tasks as requested by the Incident Commander. • Perform the incident command function in a relief capacity (e.g., to take over for the next operational period). In this case, the Deputy will assume the primary role. • Represent an Assisting Agency that may share jurisdiction or have jurisdiction in the future.

Formal Communication

• Receiving and giving work assignments. • Requesting support or additional resources. • Reporting progress of assigned tasks. Other information concerning the incident or event can be passed horizontally or vertically within the organization without restriction. This is known as informal communication.

Modular Organization - Structure is based on:

• Size and complexity of the incident. • Specifics of the hazard environment created by the incident. • Incident planning process and incident objectives.

For full effectiveness, incident objectives must be:

• Specific and state what's to be accomplished. • Measurable and include a standard and timeframe. • Attainable and reasonable. • In accordance with the Incident Commander's authorities. • Evaluated to determine effectiveness of strategies and tactics.

Whenever possible, transfer of command should:

• Take place face-to-face. • Include a complete briefing.

Finance/Administration Units

• The Time Unit is responsible for equipment and personnel time recording. • The Procurement Unit is responsible for administering all financial matters pertaining to vendor contracts, leases, and fiscal agreements. • The Compensation/Claims Unit is responsible for financial concerns resulting from property damage, injuries, or fatalities at the incident. • The Cost Unit is responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.

An Incident Action Plan (IAP) covers an operational period and includes:

• What must be done. • Who is responsible. • How information will be communicated. • What should be done if someone is injured.