Review of the

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Review of the Incident Command System
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Objectives

• Discuss the three purposes of the Incident
  Command System (ICS)
• Outline the five management functions
• Describe the four Command Staff positions
• Define ICS terminology
• Describe the six steps of the incident planning
  process

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What is ICS?

• ICS
• Is a standardized integrated organizational
  incident management concept
• Matching the complexities and demands of single
  or multiple incidents
• Not hindered by jurisdictional boundaries

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NETWORKING

• Linking up for augmentation / optimization of a
  available resources, which may be in the form of
  information, materials and / or manpower.

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Purpose of ICS

• ICS ensures
• Safety of responders and others
• Achievement of tactical objectives
• Efficient use of resources

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Requirements for Use of ICS

• National Incident Management System
• Local regulations

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History of ICS

• Weaknesses in incident management before ICS
• Lack of accountability
• Poor communication
• Lack of a planning process
• Overloaded Incident Commanders
• No method to integrate interagency requirements
• ICS provides an organized system to manage
  incidents and addresses these weaknesses

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Basic Features of ICS

• Common terminology
• Modular organization
• Management by objectives
• Reliance on an Incident Action Plan (IAP)
• Chain of command and unity of command
• Unified Command
• Manageable span of control

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Basic Features of ICS

• Predesignated incident locations and facilities
• Resource management
• Information and intelligence management
• Integrated communications
• Transfer of command
• Accountability
• Mobilization

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ICS Management Organization

• Management system not an organizational chart
• The ICS organization does NOT correlate to the
  administrative structure of the agency
• Normal roles may not be assumed in ICS

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ICS Management Organization

• Principal tenets
• Every incident requires certain management
  functions
• Problems are evaluated
• A plan developed to correct/address the problem
• Implement corrective actions
• Assign necessary resources

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Six Steps in Incident Planning

• Understanding policy and direction
• Assessing the situation
• Establishing incident objectives
• Determining strategies to achieve the objectives
• Providing tactical direction and ensuring that it
  is followed
• Example The correct resources assigned to
  complete a task and their performance monitored
• Providing necessary back-up
• Assigning more or fewer resources

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Why Unified Command???

• Enables all responsible agencies to manage an
  incident
• Establish a common set of incident objectives and
  strategies
• Allows Commanders to make joint decisions by
  establishing a single command structure
• Maintains unity of command
• Establishes a clear chain of command
• Provides a common structure
• Eliminates duplication

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ICS Terminology
Unified command Sections Divisions Groups Branches
Task Forces Strike Teams Single
Resources Transfer of command
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Divisions and Groups

• Divisions
• Divide an incident geographically
• Is led by a Supervisor
• Groups
• Established based on the needs of an incident.
• Labeled according to the job that they are
  assigned
• Managed by a Supervisor
• Work wherever their assigned task is needed and
  are not limited geographically

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Divisions and Groups

• Branches
• Established if the number of Divisions or Groups
  exceeds the span of control
• Have functional or geographical responsibility
  for major parts of incident operations
• Managed by a Branch Director
• Units
• Organizational elements that have functional
  responsibility for a specific activity

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Divisions and Groups

• Task Forces are a combination of mixed resources
  with common communications
• Operate under the direct supervision of a Task
  Force Leader

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Divisions and Groups

• Strike Teams are a set number of resources
• Of the same kind and type
• With common communications
• Operate under the direct supervision of a Strike
  Team Leader

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Divisions and Groups
Single Resources

• An individual(s) or piece of equipment with its
  personnel complement or,
• A crew or team of individuals with an identified
  supervisor

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ICS Management Functions

• Five management functions
• Command
• Logistics
• Planning
• Finance/Administration
• Operations

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ICS Management Functions
1
4
5
3
2
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ICS Management Command

• Command
• Sets the objectives, strategies and priorities
• Maintains overall responsibility for managing the
  incident
• the only position always filled in on an incident
  regardless of its nature

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ICS Management Command
Sections

• Organizational levels with responsibility for a
  major functional area of the incident
• Operations
• Planning
• Logistics
• Finance/Administration
• The person in charge is the Chief

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ICS Management Command
1

• Operations The person in charge is the Chief
• Conducts the tactical operations
• Carries out the plan using defined objectives
• Directs all needed resources

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ICS Management Command

• Planning The person in charge is the Chief
• Collects and evaluates information for decision
  support
• Maintains resource status
• Prepares documents such as the Incident Action
  Plan
• Maintains documentation for incident reports

2
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ICS Management Command
3

• Logistics
• Provides support, resources to meet the
  operational objectives

The person in charge is the Chief
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ICS Management Command

• Finance/Administration
• Monitors costs related to the incident
• Provides accounting, procurement, time recording,
  and cost analyses

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The person in charge is the Chief
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ICS Command Staff

• The Command Staff include
• Public Information Officer
• Safety Officer
• Liaison Officer

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ICS Command Staff

• Public Information Officer
• Advises the Incident Commander on information
  dissemination and media relations
• Obtains information from and provides information
  to the Planning Section
• Obtains information from and provides information
  to the community and media

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ICS Command Staff

• Safety Officer
• Advises the Incident Commander on issues
  regarding incident safety
• Works with the Operations Section to ensure the
  safety of field personnel
• Ensures safety of all incident personnel

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ICS Command Staff

• Liaison Officer
• Serves as a point of contact for agency
  representatives supporting the operations
• Provides briefings to and answers questions from
  supporting agencies

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ICS Terminology
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Transfer of Command

• Moves the responsibility for incident command
  from one Incident Commander to another
• Must include a transfer of command briefing
• Oral
• Written
• Both oral and written

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ICS Supervisory Titles
Organizational Level 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 Team/Task Force Leader Single Resource Boss
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Review Key Points

• Benefits of ICS are
• Manages routine or planned events
• Establishes a clear chain of command
• Provides a a common structure
• Provides logistical and administrative support to
  operational personnel
• Ensures key functions are covered and eliminates
  duplication

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Review Key Points

• ICS is modular and scalable to the scope and
  magnitude of the incident
• Incident Commander always activated
• Other positions activated as needed
• There are five management functions
• Command
• Operations
• Planning
• Logistics
• Administration

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Review Key Points

• ICS provides a common terminology and position
  titles to enhance standardization among agencies
  and responders

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Crises Opportunity

• A leader has the chance to reform institutional
  structures and long-standing policies during or
  after Crises.

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Crises Difficulties

• Preparation and recovery.
• Need urgent decisions while information is
  unavailable.
• Citizens expectations.

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Crises Expectations

• In times of crises and disasters people look to
  leaders for vision and direction that will lead
  to the return of normalcy.

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Leader Expectations

• Must become well-acquainted with all departments
  and agencies that will have a role in disasters
  four phases of emergency management.
• Excellent Interactions
• with others
• willing to make all
• kinds of decisions

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Crises Networking

• Emergency management involves network of
  organizations from various fields including
  public, nonprofit, and private sectors as well
• as organizations
• from different levels
• of government.

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Crises Networking

• The most important tool needed for a network to
  work effectively in the disaster response process
  is communication.

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Crises Communication

• Necessary in order to achieve and maintain common
  goals.

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Crises Communication

• Three components of disaster communication.
• 1--pre-disaster ties are necessary for an
  effective communication during disaster.
• 2--common or interoperable means of
  communications.
• 3--willing to work together.

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Crises Functionalities
(1)An established plan and system. (2)Good
communication and proper use of information
technologies. (3)Pre-arranged decision-making
procedures. (4)Formalized cooperation and
effective boundary-spanning agencies.
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Keys tasks for successful crisis leadership
(1) Sense Making Leaders have the
responsibility to look out for the possibility of
crises and handle the preparation process to
eliminate any factors that could have been
avoided.
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Keys tasks for successful crisis leadership
(2) Decision Making and Coordinating
Implementation (3) Meaning Making Leaders
are in the limelight to direct the public in the
right direction.
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Keys tasks for successful crisis leadership
(4) Accounting and Ending The leader must keep
the effected parties on track to eventually
achieve closure. (5) Learning It is imperative
that the leader evaluates the situation and comes
up with lessons that can be learned.
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Leadership Characteristics for Emergencies and
Disasters

• Decisiveness
• Flexibility
• Informing
• Problem solving
• Managing innovation and creativity
• Planning and organizing personnel
• Motivating

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Leadership Characteristics for Emergencies and
Disasters

• Managing teams and team building
• Scanning the environment
• Strategic planning
• Networking and partnering
• Decision making.

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Conclusion

• Leadership is one of the key aspects of managing
  emergencies and crises successfully.
• Leading before, during, and after the crises
  require different competencies and traits than
  other types of leadership.

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Conclusion

• Being able to cooperate with other stakeholders,
  being flexible in decision making and operations,
  adaptability to disaster conditions, and
  effective communication with other stakeholders
  and the public are most important leadership
  traits.