20120910 Late CorrespondenceICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
"1G402)
NIMS ICS-402 and SEMS Executive Course
Presented to the Mayor and City Council of
the
City of Rancho Palos Verdes
September 10,2012
By
Jeffrey Robinson
AreaG
ICS-402
Incident Command System
(ICS)Overview for Executives!
Senior Officials
February 2009 Page 1
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
(G402)
Objectives (1 of 2)
•Describe the Incident Command System (ICS).
•Describe the various ways ICS can be applied.
•Define the role of an Executive/Senior Official relative to
the ICS.
•Describe the major responsibilities of an Executive/
Senior Official as related to an incident.
•Demonstrate basic familiarity with ICS terminology.
•Describe the basic organization of ICS and know the
functional responsibilities of the Command and General
Staffs.
•Describe issues that influence incident complexity and
the tools available to analyze complexity.
Objectives (2 of2)
•Describe the differences between on-incident ICS
organizations and activities and the activities
accomplished by Emergency Operations Centers
(EOCs),Area Commands,and MUltiagency Coordination
Systems (MACS).
•Explain the administrative,logistical,financial,and
reporting implications of large incident operations.
•Describe the sources of information regarding the
incident and how to access them.
•Describe types of agency(ies)policies and guidelines
that influence management of incident or event
activities.
February 2009 Page 2
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
(G402)
Part 1:What
Is ICS?
What Is an Incident?
An incident is ...
. ..an occurrence,caused
by either human or
natural phenomena,that
requires response actions
to prevent or minimize
loss of life,or damage to
property and/or the
environment.
February 2009
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ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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Incident Timeframes
What Is ICS?
The Incident Command System:
•Is a standardized,on-scene,all-
hazards incident management
concept.
•Allows its users to adopt an
integrated organizational
structure to match the
complexities and demands of
single or multiple incidents
without being hindered by
jurisdictional boundaries.
February 2009 Page 4
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
"1G402)
ICS Purp_o_se_s _
Using management best practices,ICS helps to
ensure:
•The safety of responders and others.
•The achievement of tactical objectives.
•The efficient use of resources.
Legal Basis for ICS
..,H:,"...No'"I'IN '*,'",~...,,,_,..~_~~
February 2009 Page 5
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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National Response Framework (NRF)
•Establishes a comprehensive,
national,all-hazards approach to
domestic incident response.
•Presents an overview of key
response principles,roles,and
structures that guide the national
response.
•Includes the Core Document,
Annexes,and Partner Guides.
•Replaces the National Response
Plan.
NRF Emphasizes Partnerships
------------------------------,
~Private
Sector
Nongovernmental
Organizations
..
February 2009 Page 6
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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National Incident Management System
•What?..NIMS provides a consistent
nationwide template ...
•Who?..to enable Federal,State,tribal,and
local governments,.the private sector,and
nongovernmental organizations to work
together ...
•How?..to prepare for,prevent,respond to,
recover from,and mitigate the effects of
incidents regardless of cause,size,location,
or complexity ...
•Why?..in order to reduce the loss of life
and property,and harm to the environment.
February 2009
NIMS:What It IslWhat It's Not
NIMS is not ...
..An operational incident
management plan
II A resource allocation
plan
..A terrorismlWMD-
specific plan
II Designed to address
international events
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ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
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NIMS Comp_o_n_en_t_s _
Preparedness
Communications and
Information Management
Resource Management
Command and Management
Ongoing Management and
Maintenance
Incident
Command
System
Multiagency
Coordination
Systems
Public
Information
February 2009
NIMS &Institutionalizing ICS
Governmental officials must:
•Adopt the ICS through executive order,proclamation,or
legislation as the agency's/jurisdiction's official incident
response system.
•Direct that incident managers and response organizations
train,exercise,and use the ICS.
•Integrate ICS into functional and system-wide emergency
operations policies,plans,and procedures.
•Conduct ICS training for responders,supervisors,and
command-level officers.
•Conduct coordinating ICS-oriented exercises that involve
responders from multiple disciplines and jurisdictions.
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ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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Other ICS Mandates
•Hazardous Materials Incidents
•Superfund Amendments and
Reauthorization Act (SARA)-1986
•Occupational Safety and Health
Administration (OSHA)Rule 29 CFR 1910.120
•State and Local Regulations
Examples of Incidents Managed Using ICS
•Fire,both structural and wildland
•Natural disasters,such as tornadoes,floods,
ice storms,or earthquakes
•Human and animal disease outbreaks
•Search and rescue missions
•Hazardous materials incidents
•Criminal acts and crime scene investigations
•Terrorist incidents,including the use of
weapons of mass destruction
•National Special Security Events,such as
Presidential visits or the Super Bowl
•Other planned events,such as parades or
demonstrations
February 2009 Page 9
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
{G402)
ICS Benefits
•Meets the needs of incidents of
any kind or size.
•Allows personnel from a variety
of agencies to meld rapidly into
a common management
structure.
•Provides logistical and
administrative support to
operational staff.
•Is cost effective by avoiding
duplication of efforts.
February 2009
Part 2:ICS Organization
&Features
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ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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ICS Organization
Differs from the day-to-day,administrative
organizational structures and positions.
•Unique ICS position titles and organizational
structures are designed to avoid confusion during
response.
•Rank may change during deployment.A "chief'
may not hold that title when deployed under an ICS
structure.
Common Terminology
ICS requires the use of common terminology.
Common terminology helps to define:
•Organizational functions.
•Incident facilities.
•Resource descriptions.
•Position titles.
February 2009 Page 11
ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
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Chain of Command
•Chain of command is an 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.
Incident Commander
Upon arriving at an incident,
the higher ranking person
will either assume command,
maintain command as is,or
transfer command to a third
party.
February 2009
The most qualified person at the scene is
designated as the Incident Commander.
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ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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Incident Commander's Role
The Incident Commander:
•Provides overall leadership for incident
response.
•Takes policy direction from the
Executive/Senior Official.
•Delegates authority to others.
•Ensures incident safety.
•Provides information to internal and external
stakeholders.
•Establishes and maintains liaison with other
agencies participating in the incident.
•Establishes incident objectives.
•Directs the development of the Incident
Action Plan.
February 2009
Executives'/Senior Officials'Role &Responsibilities
Executives/Senior Officials:
•Provide policy guidance on
priorities and objectives based
on situational needs and the
Emergency Plan.
•Oversee resource coordination
and support to the on-scene
command from the Emergency
Operations Center (EOC)or
through dispatch.
Incident
Commander
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ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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Command vs.Coordination
NIMS:Command
Command:The act of directing,
ordering,or controlling by virtue of
explicit statutory,regulatory,or
delegated authority.
Whohasthe~
authority for the
management of all incident
operations?
February 2009 Page 14
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
(G402)
NIMS:Coordination
Multiagency coordination is a
process that allows all levels of
government and all disciplines to
work together more efficiently and
effectively.
February 2009
Executives/Senior Officials Delegate Command Authority
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ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
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Delegation of Authority
Delegation of authority may be in writing (established in
advance)or verbal,and include:
•Legal authorities and restrictions.
•Financial authorities and restrictions.
•Reporting requirements.
•Demographic issues.
•Political implications.
•Agency or jurisdictional priorities.
•Plan for public information management.
•Process for communications.
•Plan for ongoing incident evaluation.
Summary:Incident Management Roles
Incident Commander's
Role
The Incident Commander:
•Manages the incident at
the scene.
•Keeps the EOC informed
on all important matters
pertaining to the incident.
Agency Executives'/Senior
Officials'Role
These officials provide the
following to the Incident
Commander:
•Policy
•Mission
•Strategic direction
•Authority
February 2009
To maintain unity of command and safety of responders,the chain
of command must NOT be bypassed.
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ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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Command Staff
The Incident Commander may designate a
Command Staff who:
•Provide information,liaison,and safety
services for the entire organization.
•Report directly to the Incident Commander.
I Incident IJCommander
Public Information
Officer
Liaison
Officer
Safety
Officer
Command
Staff
General Staff
}General
Staff
FinancelAdmll1
Section
Pub"cii:."'::'-.}
Liaison fl Command
Officer D Staff
Safety
Officer
Logistics
Section
Planmng
Section
Incident
Commander
As the incident expands in complexity,the Incident
Commander may add General Staff Sections to maintain
span of control.
.,
Operatlons
Section
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February 2009 Page 17
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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Incident Management Team
r----------------------------------------------------------,
..
Finance/Admin
Section
I
I
I
I
1
I
I
I,
I
I
I
-----------1
"'./~~..'~,,~~_n ..'..'~__..'..'__.__'..'".'
Incident Management Team
I Incident
Commander
t Management .....Public Information
Officer
Command and Liaison
I Staff Members Officer
......,Safety
Officer
Planning Logistics
Section Section
Operations
Section
Inciden
Team =
Genera
I
I,
I
I
IL _
Who Does What?
Planning:Develops
the Incident Action
Plan to accomplish
the objectives.
Command:Overall
responsibility for the
incident.Sets objectives.
Finance/Admin:
Monitors costs related
to the incident.
........,~.Provides overall fiscal..........Incident
Commander guidance.
'-------"-------r---I ---II '---~~-
I Operations III Planning III Logistics UI Finance/Admin II
/
Section III Section III Section UI Section U
'--------II L------.V
r------"-,------,.---"-,------.
Logistics:Provides
resources and aU
other services
needed to support
the incident.
Operations:Develops the
tactical organization and
directs all resources to
carry out the Incident
Action Plan.
February 2009 Page 18
ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
(G402)
Modular Organization (1 of 2)
•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.
Modular Organization (2 of 2)
•Incident objectives
determine the
organizational size.
•Only functions/positions
that are necessary will be
filled.
•Each element must have a
person in charge.
February 2009 Page 19
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
,G402)
Example:Expanding Incident (1 of 3)
Scenario:On a chilly
autumn day,a parent calls
911 to report a missing
7-year-old child in a
wooded area adjacent to a
coastal area.
Safety
Officer
".
Inciiieni
Commander
Public Infonnalion
Officer
Uaison
Officer
Search Investigation
Group Group
February 2009
Example:Expanding Incident (2 of 3)
Scenario:As additional
resource personnel arrive,
the Incident Commander
assigns an Operations
Section Chief to maintai.n
span of control.
As the incident expands,an
Operations Section Chief is
assigned.
Page 20
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
"1G402)
Example:Expanding Incident (3 of 3)
Scenario:With hundreds
of responders and
volunteers arriving,there
is a need for on-scene
support of the planning
and logistics functions,
The Incident Commander
adds a Planning Section
Chief and Logistics
Section Chief.
Remember ...Not all Sections
need to be activated!
Incident Complexity and Resource Needs
February 2009
~';<
.!!!c.
Eoo
Incident Complexity Resource Needs ICS Structure
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ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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Complexity Analysis Factors
Management by Objectives
•ICS is managed by objectives.
•Objectives are communicated throughout
the entire ICS organization.
February 2009 Page 22
ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
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Overall Priorities
Initial decisions and
objectives are established
based on the following
priorities:
#1:Life Safety
#2:Incident Stabilization
#3:Property/Environmental
Conservation
February 2009
Reliance on an Incident Action Plan
The Incident Commander creates an Incident Action
Plan (lAP)that:
•Specifies the incident objectives.
•States the activities to be completed.
•Covers a specified timeframe,called
an operational period.
•May be oral or written-except
for hazardous materials incidents,
which require a written lAP.
•Takes into account legal and policy
considerations and direction.
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ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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Resource Management
Resource management includes processes for:
•Categorizing resources.
•Ordering resources.
•Dispatching resources.
•Tracking resources.
•Recovering resources.
It also includes processes for reimbursement for
resources,as appropriate.
Integrated Communications
Incident communications are facilitated through:
•The development and use of a common
communications plan.
•The interoperability of communication
equipment,procedures,and systems.
Before an incident,it is critical to
develop an integrated voice and data
communications system (equipment,systems,
and protocols).
February 2009 Page 24
ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
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Interoperability Saves Lives
Jan.13,1982:70 people lost their lives when Air Florida
Flight 90 crashed in Washington,DC.Police,fire,and EMS
crews responded quickly but couldn't coordinate their
efforts because they couldn't talk to each other by radio.
Sept.11.2001:When American Airlines Flight 77 crashed
into the Pentagon,900 users from 50 different agencies
were able to communicate with one another.Response
agencies had learned an invaluable lesson from the Air
Florida tragedy.
Interoperability makes sense.It's a cost-saver,
a resource-saver,and a lifesaver.
Mobilization
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 not be dispatched
unless requested by the
on-scene Incident Command.
February 2009 Page 25
ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
(G402)
Part 3:Unified &Area
Command
Unified Command
In Unified Command,no
agency's legal authorities will
be compromised or neglected.
February 2009 Page 26
ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
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Unified Command
Unified Command
..,..--.",==..,-•Establishes a common set
of incident objectives and
strategies.
•Allows Incident Commanders
to make joint decisions by '--__:--__.:--__.,-----1
establishing a single
command structure.
•Maintains unity of command.
Each employee reports to
only one supervisor.
Example:Unified Command
A football team is returning home from a State tournament.
Their bus is involved in an accident on the bridge that
marks the county line.
•Most of the bus is in Franklin County.
• A small part of the bus is in Revere County
(their home county).
February 2009 Page 27
ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
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Definition of Area Command
Area Command is used to oversee the management of:
•Multiple incidents that are each being handled by an
Incident Command System organization;or
• A very large incident that has multiple incident
management teams assigned to it.
. .
Area Commander
I I I
Incident #1 Incident #2 Incident #3
Incident Commander Incident Commander Incident Commander
Area Command:Primary Functions
•Provide agency or jurisdictional authority
for assigned incidents.
•Ensure a clear understanding of agency
expectations,intentions,and constraints.
•Establish critical resource use priorities
between various incidents.
•Ensure that Incident Management Team
personnel assignments and organizations
are appropriate.
•Maintain contact with officials in charge,
and other agencies and groups.
•Coordinate the demobilization or
reassignment of resources between
assigned incidents.
February 2009 Page 28
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
\G402)
Key Terms
Emergency Operations Center:
The physical location at which
the coordination of information
and resources to support
incident management takes place.
Area Command:Oversees the
management of multiple
incidents.Area Command may
be unified,and works directly
with Incident Commanders.
February 2009
./
Incident Commander:Performs primary tactical-level,on-scene
incident command functions.The Incident Commander is located
at an Incident Command Post at the incident scene.
Part 4:Coordination &
Incident Management
Assessment
Page 29
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
(G402)
..........""...............~.
locaf State f'ederal
Emergency Emergency Emergency
Gps Center Ops Center Ops Center
(EOG){EGG)(EOG)
I
I
••
•..-.'•Facilitating logistics support
and resource tracking.
•Collecting,analyzing,
and disseminating
information.
Multiagency Support and Coordination
Provide support and
coordination to incident
command by:
•Making policy decisions.
•Establishing priorities.
•Resolving critical resource
issues.
February 2009 Page 30
ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
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Managing Public Information
The Public Information Officer:
•Represents and advises the Incident
Command.
•Manages on-scene media and public
inquiries.
The Joint Information Center (JIC)is a
physical location used to coordinate:
•Critical emergency information.
•Crisis communications.
•Public affairs functions.
Speaking With One Voice
•Executives/Senior Officials
must coordinate and
integrate messages with
on-scene Public Information
Officers and other agencies.
• A Joint Information System
(established procedures and
protocols)is used to help
ensure coordination of
messages.
February 2009 Page 31
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
(G402)
Coordination Among Agencies
A wide-area search is underway
for a child who is missing.The
search covers the areas shown
on the map.
Incident Management Assessment
Assessment is an important leadership
responsibility.Assessment methods include:
•Corrective action report!
after-action review.
•Post-incident analysis.
•Debriefing.
•Post-incident critique.
•Mitigation plans.
February 2009 Page 32
ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
1G402)
After-Action Review
Ensure an after-action review is conducted and
answers the following questions:
•What did we set out to do?
•What actually happened?
•Why did it happen?
•What are we going to do different next time?
•Are there lessons learned that should be
shared?
•What followup is needed?
Part 5:NIMS Preparedness
...~.~.~.<~/•••,.1I:':lS-402-8ebrua11l2009:~~.......""p,..x~.u:&;;;;'#:~::.{. .les Overview for Executives/Senior Officials
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February 2009 Page 33
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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Check Plans,Policies,and Laws
Do your agency's/jurisdiction's
preparedness plans,policies,and
laws:
•Comply with NIMS,including
ICS?
•Cover all hazards?
•Include delegations of
authority (as appropriate)?
•Include up-to-date
information?
Establish Resource Management Systems
•Do you have established systems for:
•Describing,inventorying,requesting,
and tracking resources?
•Activating and dispatching
resources?
•Managing volunteers?
•Demobilizing or recalling resources?
•Financial tracking,reimbursement,
and reporting?
•Do you have mutual aid and assistance
agreements for obtaining resources,
facilities,services,and other required
support during an incident?
February 2009 Page 34
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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Establish Communications and Information Systems
•Do you have protocols and procedures for:
•Formulating and disseminating indications and warnings?
•Formulating,executing,and communicating operational
decisions?
•Preparing for potential requirements and requests
supporting incident management activities?
•Developing and maintaining situation awareness?
•Can responders from different agencies (e.g.,fire,police,
public works)or mutual aid and assistance partners
communicate with one another?
•Do you have a pian/bUdget for maintaining and replacing your
emergency communication systems?
Training,Credentialing,and Exercising
•Do you have sufficient qualified
personnel to assume ICS Command
and General Staff positions?
•Can you verify that personnel meet
established professional standards for:
•Training?
•Experience?
•Performance?
•When was the last tabletop or
functional exercise that practiced
command and coordination functions?
Did you participate in that exercise?
February 2009 Page 35
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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Additional Resources
•NRF Resource Center:www.fema.gov/nrf
•NIMS Resource Center:www.fema.gov/nims
•ICS Resource Center:ww.training.fema.gov/emiwebllSIICSResource
Leadership
Most importantly,Executives/Senior
Officials provide leadership.
Leadership means ...
•Motivating and supporting trained,
on-scene responders so that they can
accomplish difficult tasks under
dangerous,stressful circumstances.
•InstiUingconfidence in the public that
the incident is being managed
effectively.
February 2009 Page 36
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ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
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February 2009
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•."1 ~
ICS-402:Incident Command System (lCS)Overview for Executives/Senior Officials
-(G402)
February 2009 Page 45
0I I l <1'
ICS-402:Incident Command System (ICS)Overview for Executives/Senior Officials
{G402)
THANK YOU!
Jeffrey R Robinson
Disaster Management Area Coordinator
AreaG
310-316-0055
jrobinson@areag-Iaco.org
February 2009 Page 46
'"
ICS Resource Information and Checklists for Executives/Senior Officials
•Incident Command System (ICS)
ICS was developed in the 1970s following a series of catastrophic fires in California's urban interface.
Property damage ran into the millions,and many people died or were injured.The personnel
assigned to determine the causes of these outcomes studied the case histories and discovered that
response problems could rarely be attributed to lack of resources or failure of tactics.Surprisingly,
studies found that response problems were far more likely to result from inadequate management
than from any other single reason.
The Incident Command System:
•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).
As stated in NIMS,"The ICS is a management system designed to enable effective and efficient
domestic incident management by integrating a combination of facilities,equipment,personnel,
procedures,and communications operating within a common organizational structure,designed to
enable effective and efficient domestic incident management.A basic premise of ICS is that it is
widely applicable.It is used to organize both near-term and long-term field-level operations for a
broad spectrum of emergencies,from small to complex incidents,both natural and manmade.ICS is
used by all levels of government-Federal,State,local,and tribal-as well as by many private-sector
and nongovernmental organizations.ICS is also applicable across disciplines.It is normally
structured to facilitate activities in five major functional areas:command,operations,planning,
logistics,and finance and administration."
ICS and Executives/Senior Officials:Frequently ASked Questions
Any incident can have a mix of political,economic,social,environmental,and cost implications with
potentially serious long-term effects.Also,more and more incidents are multiagency and/or
multijurisdictional.As the Executive or Senior Official,you need to be aware of how ICS and
interagency (regional)multiagency coordination systems can work to ensure cooperative response •
efforts.
•How do I maintain control when an incident occurs?As the Executive or Senior Official,you
establish the overall policy,and provide guidelines on priorities,objectives,and constraints to a
qualified Incident Commander.In many agencies,this is done as a matter of policy through a
written delegation of authority.
•Where do I fit in the incident management process?ICS has a well-defined hierarchy of
command.After you have clearly articulated the policy you wish followed and delegated certain
authorities,the Incident Commander who reports to you will have the necessary authority and
guidance to manage the incident.The Incident Commander is the primary person in charge at
the incident.In addition to managing the incident scene,he or she is responsible to keep you
informed and up to date on all important matters pertaining to the incident.Your continuing role is
to ensure that you are informed and that your Incident Commander is functioning in a responsible
manner.
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•ICS Features
The 14 essentiallCS features are listed below:
•Common Terminology:Using common terminology helps to define organizational functions,
incident facilities,resource descriptions,and position titles.
•Modular Organization:The Incident Command organizational structure develops in a 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.
•Management by Objectives:Includes establishing overarching objectives;developing strategies
based on incident objectives;developing and issuing assignments,plans,procedures,and protocols;
establishing specific,measurable objectives for various incident management functional activities and
directing efforts to attain them,in support of defined strategies;and documenting results to measure
perforroance and facilitate corrective action.
•Incident Action Planning:Incident Action Plans (lAPs)provide a coherent means of communicating
the overall incident objectives in the context of both operational and support activities.
•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.
•Incident Locations and Facilities:Various types of operational support facilities are established in
the Vicinity of an incident to accomplish a variety of purposes.Typical designated facilities include
Incident Command Posts,Bases,Camps,Staging Areas,Mass Casualty Triage Areas,and others as
required.
•Comprehensive Resource Management:Maintaining an accurate and up-to-date picture of
resource utilization is a critical component of incident management.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.
•Integrated Communications:Incident communications are facilitated through the development and
use of a common communications plan and interoperable communications processes and
architectures.
•Establishment and 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.
•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.
•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.
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•ICS Features (Continued)
•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
tAP.
•Unity of Command:Each individual involved in incident operations will be assigned to only one
supervisor.
•Personal Responsibility:All responders are expected to use good judgment and be
accountable for their 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.
•Dispatch/Deployment:Personnel and equipment should respond only when requested or when
dispatched by an appropriate authority.
•Information and Intelligence Management:The incident management organization must establish
a process for gathering,analyzing,sharing,and managing incident-related information and
intelligence.
•Position Titles
At each level within the ICS organization,individuals with primary responsibility positions have distinct
titles.Titles provide a common standard for all users.For example,if one agency uses the title
Branch Chief,another Branch Manager,etc.,this lack of consistency can cause confusion at the
incident.
The use of distinct titles for ICS positions allows for filling ICS positions with the most qualified
individuals rather than by seniority.Standardized position titles are useful when requesting qualified
personnel.For example,in deploying personnel,it is important to know if the positions needed are
Unit Leaders,clerks,etc.
Listed below are the standard ICS titles:
OrganizationaJ LeveJ Title Support Position
Incident Command Incident Commander Deputy
Command Staff Officer Assistant
General Staff (Section)Chief Deputy
Branch Director Deputy
Division/Group Supervisor N/A
Unit Leader Manager
Strike TeamlTask Force Leader Single Resource Boss
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•ICS Organization
I Incident Commander [
Public Information ~H Liaison
IJOfficerOfficer
Safety
Officer
Operations Section IJ I Planning Section I Logistics Section Finance/Admin.
Section
I
I I I Resources Demob.I Service Support I Time lcompensatior
Branches I)I IJ
Unit Unit Branch Branch Unit Claims UnitAlrOps
Branch ----I
1 ~Situation Doc.IProcurement Cost
Unit Unit Commun.SUpply Unit Unit
I Divisions 11 I Il Unit Unit
Groups
J IMedical Facilities
Unit Unit
Strike Team
1 I GroundFoodTaskForceUnitSupport
Unit
Single Resource
•Command Staff:The Command Staff consists of the Public Information Officer,Safety Officer,and
Liaison Officer.They report directly to the Incident Commander.
•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.
•Branch:The 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:The organizational 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.
•Unit:The organization element having functional responsibility for a specific incident planning,
logistics,or finance/administration activity.
•Task Force:A group of resources with common communications and a leader that may be pre-
established 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 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.
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•Overall Organizational Functions
ICS was designed by identifying the primary activities or functions necessary to effectively respond to
incidents.Analyses of incident reports and review of military organizations were all used in ICS
development.These analyses identified the primary needs of incidents.
As incidents became more complex,difficult,and expensive,the need for an organizational manager
became more evident.Thus in ICS,and especially in larger incidents,the Incident Commander
manages the organization and not the incident.
In addition to the Command function,other desired functions and activities were to:
•Delegate authority and provide a separate organizational level within the ICS structure with sole
responsibility for the tactical direction and control of resources.
•Provide logistical support to the incident organization.
•Provide planning services for both current and future activities.
•Provide cost assessment,time recording,and procurement control necessary to support the
incident and the managing of claims.
•Promptly and effectively interact with the media,and provide informational services for the
incident,involved agencies,and the public.
•Provide a safe operating environment within all parts of the incident organization.
•Ensure that assisting and cooperating agencies'needs are met,and to see that they are used in
an effective manner.
•Incident Commander
The Incident Commander is technically not a part of either the General or Command Staff.The
Incident Commander is responsible for:
•Having clear authority and knowing agency policy.
•Ensuring incident safety.
•Establishing an Incident Command Post.
•Setting priorities,and determining incident objectives and strategies to be followed.
•Establishing the ICS organization needed to manage the incident.
•Approving the Incident Action Plan.
•Coordinating Command and General Staff activities.
•Approving resource requests and use of volunteers and auxiliary personnel.
•Ordering demobilization as needed.
•Ensuring after-action reports are completed.
•Authorizing information release to the media.
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•Command Staff
The Command Staff is assigned to carry out staff functions needed to support the Incident
Commander.These functions include interagency liaison,incident safety,and public information.
Command Staff positions are established to assign responsibility for key activities not specifically
identified in the General Staff functional elements.These positions may include the Public
Information Officer (PIO),Safety Officer (SO),and Liaison Officer (LNO),in addition to various others,
as required and assigned by the Incident Commander.
The table on the following page summarizes the responsibilities of the Command Staff.
•General Staff
The General Staff represents and is responsible for the functional aspects of the Incident Command
structure.The General Staff typically consists of the Operations,Planning,Logistics,and
Finance/Administration Sections.
General guidelines related to General Staff positions include the following:
•Only one person will be assigned to each General Staff position.
•General Staff positions may be filled by qualified persons from any agency or jurisdiction.
•Members of the General Staff report directly to the Incident Commander.If a General Staff
position is not activated,the Incident Commander will have responsibility for that functional
activity.
•Deputy positions may be established for each of the General Staff positions.Deputies are
individuals fully qualified to fill the primary position.Deputies can be designated from other
jurisdictions or agencies,as appropriate.This is a good way to bring about greater interagency
coordination.
•General Staff members may exchange information with any person within the organization.
Direction takes place through the chain of command.This is an important concept in ICS.
•General Staff positions should not be combined.For example,to establish a "Planning and
Logistics Section,"it is better to initially create the two separate functions,and if necessary for a
short time place one person in charge of both.That way,the transfer of responsibility can be
made easier.
Following the first table is a table that summarizes the responsibilities of the General Staff.
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Command Staff Responsibilities
Public Information •Determine,according to direction from the Incident Commander,any limits
Officer on information release.
•Develop accurate,accessible,and timely information for use in press/media
briefings.
•Obtain Incident Commander's approval of news releases.
•Conduct periodic media briefings.
•Arrange for tours and other interviews or briefings that may be required.
•Monitor and forward media information that may be useful to incident
planning.
•Maintain current information,summaries,and/or displays on the incident.
•Make information about the incident available to incident personnel.
•Participate in the planning meeting.
Safety Officer •Identify and mitigate hazardous situations.
•Ensure safety messages and briefings are made.
•Exercise emergency authority to stop and prevent unsafe acts.
•Review the Incident Action Plan for safety implications.
•Assign assistants qualified to evaluate special hazards.
•Initiate preliminary investigation of accidents within the incident area.
•Review and approve the Medical Plan.
•Participate in planning meetings.
Liaison Officer •Act as a point of contact for agency representatives.
•Maintain a list of assisting and cooperating agencies and agency
representatives.
•Assist in setting up and coordinating interagency contacts.
•Monitor incident operations to identify current or potential interorganizational
problems.
•Participate in planning meetings,providing current resource status,inclUding
limitations and capabilities of agency resources.
•Provide agency-specific demobilization information and requirements.
Assistants In the context of large or complex incidents,Command Staff members may
need one or more assistants to help manage their workloads.Each Command
Staff member is responsible for organizing his or her assistants for maximum
efficiency.
Additional Command Additional Command Staff positions may also be necessary depending on the
Staff nature and location(s)of the incident,and/or specific requirements established
by the Incident Commander.For example,a Legal Counsel may be assigned
directly to the Command Staff to advise the Incident Commander on legal
matters,such as emergency proclamations,legality of evacuation orders,and
legal rights and restrictions pertaining to media access.Similarly,a Medical
Advisor may be designated and assigned directly to the Command Staff to
provide advice and recommendations to the Incident Commander in the context
of incidents involving medical and mental health services,mass casualty,acute
care,vector control,epidemiology,and/or mass prophylaxis considerations,
particularly in the response to a bioterrorism event.
Source:NIMS
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General Staff Responsibilities
Operations Section The Operations Section Chief is responsible for managing all tactical operations
Chief at an incident.The Incident Action Plan (lAP)provides the necessary guidance.
The need to expand the Operations Section is generally dictated by the number
of tactical resources involved and is influenced by span of control
considerations.
Major responsibilities of the Operations Section Chief are to:
•Assure safety of tactical operations.
•Manage tactical operations.
•Develop the operations portion of the lAP.
•Supervise execution of operations portions of the lAP.
•Request additional resources to support tactical operations.
•Approve release of resources from active operational assignments.
•Make or approve expedient changes to the lAP.
•Maintain close contact with the Incident Commander,subordinate
Operations personnel,and other agencies involved in the incident.
Planning Section The Planning Section Chief is responsible for providing planning services for the
Chief incident.Under the direction of the Planning Section Chief,the Planning
Section collects situation and resources status information,evaluates it,and
processes the information for use in developing action plans.Dissemination of
information can be in the form of the lAP,in formal briefings,or through map
and status board displays.
Major responsibilities of the Planning Section Chief are to:
•Collect and manage all incident-relevant operational data.
•Supervise preparation of the lAP.
•Provide input to the Incident Commander and Operations in preparing the
lAP.
•Incorporate Traffic,Medical,and Communications Plans and other
supporting materials into the lAP.
•Conduct and facilitate planning meetings.
•Reassign personnel within the ICS organization.
•Compile and display incident status information.
•Establish information requirements and reporting schedules for units (e.g.,
Resources,Situation Units).
•Determine need for specialized resources.
•Assemble and disassemble Task Forces and Strike Teams not assigned to
Operations.
•Establish specialized data collection systems as necessary (e.g.,weather).
•Assemble information on alternative strategies.
•Provide periodic predictions on incident potential.
•Report significant changes in incident status.
•Oversee preparation of the Demobilization Plan.
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General Staff Responsibilities
Logistics Section The Logistics Section Chief provides all incident support needs with the
Chief exception of logistics support to air operations.The Logistics Section is
responsible for providing:
•Facilities.
•Transportation.
•Communications.
•Supplies.
•Equipment maintenance and fueling.
•Food services (for responders).
•Medical services (for responders).
•All off-incident resources.
Major responsibilities of the Logistics Section Chief are to:
•Provide all facilities,transportation,communications,supplies,equipment
maintenance and fueling,and food and medical services for incident
personnel,and all off-incident resources.
•Manage all incident logistics.
•Provide logistical input to the lAP.
•Brief Logistics Staff as needed.
•Identify anticipated and known incident service and support requirements.
•Request additional resources as needed.
•Ensure and oversee the development of the Communications,Medical,and
Traffic Plans as required.
•Oversee demobilization of the Logistics Section and associated resources.
Finance/The Finance/Administration Section Chief is responsible for managing all
Administration financial aspects of an incident.Not all incidents will require a
Section Chief Finance/Administration Section.Only when the involved agencies have a
specific need for finance services will the Section be activated.
Major responsibilities of the Finance/Administration Section Chief are to:
•Manage all financial aspects of an incident.
•Provide financial and cost analysis information as requested.
•Ensure compensation and claims functions are being addressed relative to
the incident.
•Gather pertinent information from briefings with responsible agencies.
•Develop an operating plan for the Finance/Administration Section and fill
Section supply and support needs.
•Determine the need to set up and operate an incident commissary.
•Meet with assisting and cooperating agency representatives as needed.
•Maintain daily contact with agency(s)headquarters on finance matters.
•Ensure that personnel time records are completed accurately and
transmitted to home agencies.
•Ensure that all obligation documents initiated at the incident are properly
prepared and completed.
•Brief agency administrative personnel on all incident-related financial issues
needing attention or followup.
•Provide input to the lAP.
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,
•Agency Representatives
An Agency Representative is an individual assigned to an incident from an assisting or cooperating
agency.The Agency Representative must be given authority to make decisions on matters affecting
that agency's participation at the incident.
Agency Representatives report to the Liaison Officer or to the Incident Commander in the absence of
a Liaison Officer.
Major responsibilities of the Agency Representative are to:
•Ensure that all of their agency resources have completed check-in at the incident.
•Obtain briefing from the Liaison Officer or Incident Commander.
•Inform their agency personnel on the incident that the Agency Representative position has been
filled.
•AtU;lnd planning meetings as required.
•Provide input to the planning process on the use of agency resources unless resource Technical
Specialists are assigned from the agency.
•Cooperate fUlly with the Incident Commander and the Command and General Staff on the
agency's involvement at the incident.
•Oversee the well-being and safety of agency personnel assigned to the incident.
•Advise the Liaison Officer of any special agency needs,requirements,or agency restrictions.
•Report to agency dispatch or headquarters on a prearranged schedule.
•Ensure that all agency personnel and equipment are properly accounted for and released prior to
departure.
•Ensure that all required agency forms,reports,and documents are complete prior to departure.
•Have a debriefing session with the Liaison Officer or Incident Commander prior to departure.
•Technical Specialists
Certain incidents or events may require the use of Technical Specialists who have specialized
knowledge and expertise.Technical Specialists may function within the Planning Section,or be
assigned wherever their services are required.
While each incident dictates the need for Technical Specialists,some examples of the more
commonly used specialists are:
•Meteorologists.
•Environmental Impact Specialists.
•Flood Control Specialists.
•Water Use Specialists.
•Fuels and Flammable Specialists.
•Hazardous Substance Specialists.
•Fire Behavior Specialists.
•Structural Engineers.
•Training Specialists.
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•Intelligence and Investigations
•The collection,analysis,and sharing of incident-related intelligence are important elements of
ICS.
•Typically,operational information and situational intelligence are management functions located
in the Planning Section,with a focus on three incident intelligence areas:situation status,
resource status,and anticipated incident status or escalation (e.g.,weather forecasts,location of
supplies,etc.).
•This information and intelligence is utilized for incident management decisionmaking.In addition,
Technical Specialists may be utilized in the Planning Section to provide specific information that
may support tactical decisions on an incident.
•Incident management organizations must also establish a system for the collection,analysis,
and sharing,as possible,of information developed during intelligence/investigations efforts.
Some incidents require the utilization of intelligence and investigative information to support the
process.Intelligence and investigative information is defined as information that either leads to the
detection,prevention,apprehension,and prosecution of criminal activities (or the individuals(s)
involved),including terrorist incidents,or information that leads to determination of the cause of a
given incident (regardless of the source)such as public health events or fires with unknown origins.
•ICS allows for organizational flexibility,so the Intelligence/Investigations Function can be
embedded in several different places within the organizational structure:
•Within the Planning Section.This is the traditional placement for this function and is
appropriate for incidents with little or no investigative information requirements,nor a significant
amount of specialized information.
•As a Separate General Staff Section.This option may be appropriate when there is an
intelligence/investigative component to the incident or when multiple investigative agencies are
part of the investigative process and/or there is a need for classified intelligence.
•Within the Operations Section.This option may be appropriate for incidents that require a high
degree of linkage and coordination between the investigative information and the operational
tactics that are being employed.
•Within the Command Staff.This option may be appropriate for incidents with little need for
tactical information or classified intelligence and where supporting Agency Representatives are
providing the real-time information to the Command Element.
•The mission of the Intelligence/Investigations Function is to ensure that all investigative and
intelligence operations,functions,and activities within the incident response are properly
managed,coordinated,and directed in order to:
•Prevent/deter additional activity, incidents,and/or attacks.
•Collect,process,analyze,and appropriately disseminate intelligence information.
•Conduct a thorough and comprehensive investigation.
•Identify,process,collect,create a chain of custody for,safeguard,examine/analyze,and store all
situational intelligence and/or probative evidence.
Regardless of how the Intelligence/Investigations Function is organized,a close liaison will be maintained
and information will be transmitted to Command,Operations,and Planning.However,classified
information requiring a security clearance,sensitive information,or specific investigative tactics that would
compromise the investigation will be shared only with those who have the appropriate security clearance
and/or need to know.
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•Unified Command
The Unified Command organization consists of the Incident Commanders from the various
jurisdictions or agencies operating together to form a single command structure.
Overview
Unified Command is an important element in multijurisdictional or multiagency domestic incident
management.It provides guidelines to enable agencies with different legal,geographic,and
functional responsibilities to coordinate,plan,and interact effectively.
As a team effort,Unified Command overcomes much of the inefficiency and duplication of effort that
can occur when agencies from different functional and geographic jurisdictions,or agencies at
different levels of government,operate without a common system or organizational framework.
All ag~ncies with jurisdictional authority or functional responsibility for any or all aspects of an incident
and those able to provide specific resource support participate in the Unified Command structure and
contribute to the process of determining overall incident strategies;selecting objectives;ensuring that
joint planning for tactical activities is accomplished in accordance with approved incident objectives;
ensuring the integration of tactical operations;and approving,committing,and making optimum use
of all assigned resources.
The exact composition of the Unified Command structure will depend on the location(s)of the incident
(Le.,which geographical administrative jurisdictions are involved)and the type of incident (Le.,which
functional agencies of the involved jurisdiction(s)are required).In the case of some multijurisdictional
incidents,the designation of a single Incident Commander may be considered to promote greater
unity of effort and efficiency.
Authority
Authority and responsibility for an Incident Commander to manage an incident or event comes in the
form of a delegation of authority from the agency executive or administrator of the jurisdiction of
occurrence or inherent in existing agency policies and procedures.When an incident/event spans
multiple jurisdictions,this responsibility belongs to the various jurisdictional and agency executives or
administrators who set policy and are accountable to their jurisdictions or agencies.They must
appropriately delegate to the Unified Commanders the authority to manage the incident.Given this
authority,the Unified Commanders will then collectively develop one comprehensive set of incident
objectives,and use them to develop strategies.
Advantages of Using Unified Command
The advantages of using Unified Command include:
• A single set of objectives is developed for the entire incident.
• A collective approach is used to develop strategies to achieve incident objectives.
•Information flow and coordination is improved between all jurisdictions and agencies involved in
the incident.
•All agencies with responsibility for the incident have an understanding of joint priorities and
restrictions.
•No agency's legal authorities will be compromised or neglected.
•The combined efforts of all agencies are optimized as they perform their respective assignments
under a single Incident Action Plan.
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•Planning Process
It was recognized early in the development of the ICS that the critical factor of adequate planning for
incident operations was often overlooked or not given enough emphasis.This resulted in poor use of
resources,inappropriate strategies and tactics,safety problems,higher incident costs,and lower
effectiveness.
Those involved in the original ICS development felt that there was a need to develop a simple but
thorough process for planning that could be utilized for both smaller,short-term incidents and events,
and for longer,more complex incident planning.The planning process may begin with the scheduling
of a planned event,the identification of a credible threat,or the initial response to an actual or
impending event.The process continues with the implementation of the formalized steps and staffing
required to develop a written Incident Action Plan (lAP).
The primary phases of the planning process are essentially the same for the Incident Commander
who develops the initial plan,for the Incident Commander and Operations Section Chief revising the
initial plan for extended operations,and for the incident management team developing a formal lAP,
each following a similar process.During the initial stages of incident management,planners must
develop a simple plan that can be communicated through concise oral briefings.Frequently,this plan
must be developed very quickly and with incomplete situation information.As the incident
management effort evolves over time,additional lead time,staff,information systems,and
technologies enable more detailed planning and cataloging of events and "lessons learned."
Planning involves:
•Evaluating the situation.
•Developing incident objectives.
•Selecting a strategy.
•Deciding which resources should be used to achieve the objectives in the safest,most efficient
and cost-effective manner.
Command:Develops
incident objectives and
approves resource orders
and demobilization.
Operations
Section
Operations:Identifies,
assigns,and supervises
the resources needed to
accomplish the incident
objectives.
Planning:Tracks
resources and
identifies resource
shortages.
Finance/Admin:
Procures and pays
for the resources.
Reports costs.
j
Finance/Admin
Section
Caption:Organizational chart showing that Command develops the objectives and approves
resource orders and demobilization.Operations identifies,assigns,and supervises the resources
needed to accomplish the incident objectives.Planning tracks resources and identifies shortages.
Logistics orders resources,and Finance/Administration procures and pays for the resources.
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•Demobilization
Demobilization planning helps to:
•Eliminate waste.
•Eliminate potential fiscal and legal impacts.
•Ensure a controlled,safe,efficient,and cost-effective release process.
Demobilization policies and procedures depend on the size of the incident and may involve:
•Fiscal/legal policies and procedures.
•Work rules.
•Special license requirements.
•Other requirements.
•Incident Complexity
"Incident complexity"is the combination of involved factors that affect the probability of control of an
incident.Many factors determine the complexity of an incident,including,but not limited to,area
involved,threat to life and property,political sensitivity,organizational complexity,jurisdictional
boundaries,values at risk,weather,strategy and tactics,and agency policy.
Incident complexity is considered when making incident management level,staffing,and safety
decisions.
Various analysis tools have been developed to assist consideration of important factors involved in
incident complexity.Listed below are the factors that may be considered in analyzing incident
complexity:
•Impacts to life,property,and the economy
•Community and responder safety
•Potential hazardous materials
•Weather and other environmental influences
•Likelihood of cascading events
•Potential crime scene (including terrorism)
•Political sensitivity,external influences,and media relations
•Area involved,jurisdictional boundaries
•Availability of resources
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•ICS Readiness Checklist
NIMS and ICS Compliance
D Adopt the ICS through executive order,proclamation,or legislation as the agency's/jurisdiction's
official incident response system.
D Determine if ICS is integrated into functional and system-wide emergency policies,plans,and
procedures.
D Provide ICS training so all responders,supervisors,and command-level officers receive ICS training.
D Schedule periodic exercises that require the application of ICS management features.
Emergency Plans
D Conduct a review and update the agency/jurisdiction Emergency Plans based on a current hazard
analysis and risks.
D Clarify roles and establish delegations of authority (as appropriate).
D Check contact information to ensure it is up to date.
D Update plans based on lessons learned from exercises and incidents.
Legal and Financial
D Check procedures and authorities for emergency purchasing and contracting.
D Ensure that mutual aid agreements have been negotiated.
D Clarify coordination procedures among different levels of government (tribes,counties,State,
Federal,etc.).
Resource Management Systems
D Identify potential resources across agencies/department,other levels of government,and the private
sector.
D Check your agency's/jurisdiction's procedures and systems for:
•Describing,inventorying,requesting,and tracking resources.
•Activating and dispatching resources.
•Managing volunteers.
•Demobilization or recalling resources.
•Financial tracking,reimbursement,and reporting.
Communications and Information Management
D Check your agency's/jurisdiction's protocols and procedures for:
•Formulating and disseminating indications and warnings.
•Formulating,executing,and communicating operational decisions.
•Preparing for potential requirements and requests supporting incident management activities.
•Developing and maintaining situation awareness.
D Check for interoperability.Can responders from different agencies (e.g.,fire,police,public works)or
mutual aid partners communicate with one another?
D Create a plan/budget for maintaining and replacing your emergency communication systems.
Training,Credentialing,and Exercising
D Make sure you have sufficient qualified personnel to assume ICS Command and General Staff
positions.
D Pre-designate qualified Incident Management Teams based on incident complexity.
D Check when the last table-top or functional exercise that practiced command and coordination
functions was conducted.Did you participate in that exercise?
February 2008 ICS-402:ICS Overview for Executives/Senior Officials Page 15
les Resource Information and Checklists for Executives/Senior Officials
.,
•ICS Incident Checklist
The following checklist is designed to assist Executives and Senior Officials in supporting an emergency
response.The checklist is divided into Immediate Actions,Legal,Political,Operational,and Public
Information.
Immediate Actions
D Begin personal log.The log should include all information and orders given,will document the
amount of information you had when making decisions,and will assist in protecting you if liability
issues are raised concerning your role in the incident.
D Assign and brief/establish contact with the Incident Commander.
D Assign staff to assist in the incident as requested by the Incident Commander or Logistics.
D Determine when the initial planning meeting is scheduled.
D Confirm which parts of the Emergency Plan are in effect.
D Conta,ct and brief higher level authorities/stakeholders.
Legal
D Review and activate legal authorities:
•Emergency declarations
•Evacuation orders
•Lines of succession
•Mutual aid agreements and assistance
•Price controls
•Procurement processes
•Other restrictions/requirements
Political
D Provide leadership oversight of incident management policies and objectives.
D Assist in coordinating activities with elected officials and other levels of government.
Operational
D Assess the impact of the incident on the continuity of your agency's~urisdiction's day-to-day activities.
D Reassign personnel to support incident activities and cover essential services.
Public Information
D Assign Public Information Officers (PIOs)to assist in incident information management.
D Direct requests for incident information to the incident PIO using the Joint Information System.
D Coordinate messages through the Joint Information Center/Joint Information System.
February 2008 ICS-402:ICS Overview for Executives/Senior Officials Page 16
les Resource Information and Checklists for Executives/Senior Officials
•After-Action Review (AAR)Tips
Overall Tips
•Schedule an AAR as soon after the incident as possible.
•Keep it short and focused.
•Focus on WHAT,not WHO.
•Establish clear ground rules:encourage candor and openness (this is dialog-not lecture or debate);
focus on items that can be fixed;keep all discussions confidential.
•Use a skilled facilitator to conduct the AAR.
AAR Process Steps
Use the following questions to facilitate the AAR process:
1.What did we set out to do?
•Establish the facts.
•Determine purpose of the mission and definition of success:
•Identify key tasks involved.
•Specify conditions under which each task may need to be performed (weather,topography,
time restrictions,etc.).
•Define acceptable standards for success (explain what "Right"looks like).
2.What actually happened?
•Continue to establiSh the facts.
•Participants should come to agreement on what actually happened.
•Pool multiple perspectives to build a shared picture of what happened.
3.Why did it happen?
•Analyze cause and effect.
•Focus on WHAT,not WHO.
•Provide progressive refinement for drawing out explanations of what occurred.This will lead
into developing possible solutions.
4.What are we going to do different next time?
•Solutions will arise naturally once problems are identified and understood.
•Focus on items you can fix,rather than external forces outside of your control.
•Identify areas where groups are performing well and that should be sustained.This will help
repeat success and create a balanced approach to the AAR.
Areas To Sustain/Maintain Strengths:
Areas To Improve:
5.Are there lessons learned that should be shared immediately?
•Identify the process for sharing lessons learned.
•Option 1:Document the Issue,Discussion,Recommendation
•Option 2:Document the Concept of the Operation,Results,Trends,Recommendation
•Determine and describe the most notable successes from the incident.
•Determine and describe the most difficult challenges faced and how they were overcome.
6.What followup is needed?
•Be specific about actions,timelines,and responsibilities.
•What changes,additions,or deletions are recommended to SOPs,plans,or training?
•What issues were not resolved to your satisfaction and need further review?
February 2008 ICS-402:ICS Overview for Executives/Senior Officials Page 17
les Resource Information and Checklists for Executives/Senior Officials
Delegation of Authority
·.
As of hrs,2006,I have delegated the authority and responsibility for the complete
management of the Incident to the Incident Commander "
As Incident Commander,you are accountable to me for the overall management of this incident including
control and return to local forces.I expect you to adhere to relevant and applicable laws,policies,and
professional standards.
My considerations for management of the incident are:
1.Provide for responder and public safety.
2.Provide incident stability.
3.Ensure preservation of property.
4.Manage the incident cost-effectively for the values at risk.
5.Provide training opportunities for less experienced responders.This will strengthen
organizational capabilities oflocal area fITe agency personnel.
6.Provide for minimal disruption of access to critical community services and commerce.
Access must be consistent with the safety of the public.
7.Coordinate with __and the State for use of their resources,as needed,and incorporate
them into the overall incident plan.
8.The media will be escorted whenever possible.Media cards will identify members of the
media.
9.Initial attack on new starts will be the responsibility of the Incident Management Team
within a 10-mile radius of the incident.
Agency Administrator
February 2008
Date
ICS-402:ICS Overview for Executives/Senior Officials Page 18
Los Angeles County Operational Area
EMERGENCY MANAGEMENT
Grant Match Information
Area G NIMS/SEMS Executive Combined CourseTraining-Rancho Palos Verdes
Salary Certification by City ESCs/Partner Agencies/Staff
September 10,2012 6:30 PM-8 PM
NAME:(Please print legibly)_
AGENCY:_
RANKITITLE/POSITION:
Providing the information below enables the
Operational Area to provide these events at no cost to you.
Salary Amount Hourly:$(OR)Monthly:$(OR)Yearly:$ _
Is your current position federally funded?Yes 0 No 0 If yes,what percent'---_
If any part of your position is not federally funded,will it be used as a match for any federal grant,
federal program,or federal award?_
PLEASE CHECK THE BOX ITEM WHICH MOST CLOSELY DESCRIBES YOUR
AGENCY/DEPARTMENT:
o 1.Law Enforcement
02.Fireo3.City Managemento4.Emergency Managemento5.Planning
06.Parks &Recreationo7.Public Works
08.Finance
o 9.Buildingo10.Engineeringo11.Community Services
012.Community Developmento13.Transportationo14.Risk/Public Safetyo15.Libraryo16.Senior Services
o 17.Code Enforcemento18.Utilitieso19.Purchasing
020.Information Technologyo21.Education
021.City (Other)_
I certify that the information provided above is true and accurate to the best of my knowledge.
Signature:
If unsure of the funding status of your current position,please take this form with you and consult
staff at your agency who knows if your position is federally funded,and return the form to:
e-mail:jrobinson@areag-Iaco.org
Office phone:310-316-0055 0""-
..,u.llII ;'"
Cell phone:310-625-7995 RECEIVED FROM bl.RD AT THe!
Fax:310-316-6644 AND MAOE A PART OF ~tfD (U)'~
COUNCIL MEETING OF •e~K
OFFICE OF THE CITY Cl.
CARLA MORREAI.E,CITY CLERK7/1/12
Jeffrey Robinson,Area G DMAC
Area G Disaster Management
3868 Carson Street,Suite #113
Torrance,CA 90503
NIMS/SEMS Executive Combined Course PRE TEST
1.Briefings should be provided to:
___All personnel
___All supervisory personnel
2.What is one requirement for NIMS compliance?
3.NIMS ~equires that all responders use "plain English,"referred
to as "clear text."
__TRUE
FALSE
4.Who has the explicit authority for the management of all on-
scene operations?
5.Name the 4 Phases of Emergency Management