CourseSummary

IS100.HCbIntrotoIncidentCommandSystem(ICS100)
Lesson1:CourseWelcome&ICSOverview
CourseGoal
Theoverallcoursegoalistopromoteeffectiveresponseby:
FamiliarizingyouwithhowIncidentCommandSystem(ICS)principlesareusedtomanageincidents.
Preparingyoutocoordinatewithresponsepartnersfromalllevelsofgovernmentandtheprivatesector.
IS100.HCbfollowstheNationalIncidentManagementSystem(NIMS)guidelines.TolearnmoreaboutNIMS,
youshouldcompleteIS700.A,NationalIncidentManagementSystem,AnIntroduction.

OverallCourseObjectives
Atthecompletionofthiscourse,youshouldbefamiliarwith:
ICSapplications.
ICSorganizationalprinciplesandelements.
ICSpositionsandresponsibilities.
ICSfacilitiesandfunctions.
ICSplanning.
Inaddition,youwilllearnthestepsyoushouldtaketobeaccountableforyouractionsduringanincident.

WhatIstheIncidentCommandSystem?
TheIncidentCommandSystem(ICS)isastandardizedapproachtoincidentmanagementthat:
Enablesacoordinatedresponseamongvariousjurisdictionsandagencies.
Establishescommonprocessesforplanningandmanagingresources.
Allowsfortheintegrationoffacilities,equipment,personnel,procedures,andcommunicationsoperating
withinacommonorganizationalstructure.

IncidentCommandSystem:HelpingUsMeetOurMission
IncidentCommandSystem:PromotingResponsePartnerships
Disastercanstrikeanytime,anywhere.Ittakesmanyformsahurricane,anearthquake,atornado,aflood,
afireorahazardousspill,oranactofterrorism.Anincidentcanbuildoverdaysorweeks,orhitsuddenly,
withoutwarning.
Apoorlymanagedincidentresponsecanundermineoursafetyandwellbeing.Withsomuchatstake,we
musteffectivelymanageourresponseefforts.
Althoughmostincidentsarehandledlocally,partnershipsamonglocal,tribal,State,andFederalagenciesas
wellasnongovernmentalandprivatesectororganizationsmayberequired.
Aspartners,wemustrespondtogetherinaseamless,coordinatedfashion.
TheIncidentCommandSystem,orICS,helpsensureintegrationofourresponseefforts.ICSisa

standardized,onscene,allhazardsapproachtoincidentmanagement.ICSallowsallresponderstoadoptan
integratedorganizationalstructurethatmatchesthecomplexitiesanddemandsoftheincidentwhile
respectingagencyandjurisdictionalauthorities.AlthoughICSpromotesstandardization,itisnotwithout
neededflexibility.Forexample,theICSorganizationalstructurecanexpandorcontracttomeetincident
needs.
Inthiscourse,youlllearnICSprinciples.Andmoreimportantly,youlllearntointerfacebetterwithyour
responsepartners.

IncidentCommandSystemOrigins
TheIncidentCommandSystemwasdevelopedinthe1970sfollowingaseriesofcatastrophicfiresin
California.Propertydamageranintothemillions,andmanypeoplediedorwereinjured.
Thepersonnelassignedtodeterminethecausesofthesedisastersstudiedthecasehistoriesanddiscovered
thatresponseproblemscouldrarelybeattributedtolackofresourcesorfailureoftactics.

HomelandSecurityPresidentialDirectives
HSPD5identifiedstepsforimprovedcoordinationinresponsetoincidents.ItrequirestheDepartmentof
HomelandSecurity(DHS)tocoordinatewithotherFederaldepartmentsandagenciesandState,local,and
tribalgovernmentstoestablishaNationalResponseFramework(NRF)andaNationalIncident
ManagementSystem(NIMS).
PPD8describestheNation'sapproachtopreparednessonethatinvolvesthewholecommunity,
includingindividuals,businesses,communityandfaithbasedorganizations,schools,tribes,andalllevels
ofgovernment(Federal,State,local,tribalandterritorial).

NIMSandNRF
NIMSprovidesasystematic,proactiveapproachtoguidedepartmentsandagenciesatalllevelsof
government,nongovernmentalorganizations,andtheprivatesectortoworkseamlesslytoprevent,protect
against,respondto,recoverfrom,andmitigatetheeffectsofincidents,regardlessofcause,size,location,or
complexity,inordertoreducethelossoflifeandpropertyandharmtotheenvironment.
TheNRFisaguidetohowtheNationconductsallhazardsresponsefromthesmallestincidenttothe
largestcatastrophe.Thiskeydocumentestablishesacomprehensive,national,allhazardsapproachto
domesticincidentresponse.TheFrameworkidentifiesthekeyresponseprinciples,roles,andstructuresthat
organizenationalresponse.Itdescribeshowcommunities,States,theFederalGovernment,andprivate
sectorandnongovernmentalpartnersapplytheseprinciplesforacoordinated,effectivenationalresponse.

NIMSComponents
NIMSismuchmorethanjustusingtheIncidentCommandSystemoranorganizationchart.
NIMSisaconsistent,nationwide,systematicapproachthatincludesthefollowingcomponents:
Preparedness
Actionstakentoplan,organize,equip,train,andexercisetobuildandsustainthecapabilitiesnecessaryto
prevent,protectagainst,mitigatetheeffectsof,respondto,andrecoverfromthosethreatsthatposethe
greatestrisk.WithinNIMS,preparednessfocusesonthefollowingelements:planningproceduresand
protocolstrainingandexercisespersonnelqualifications,licensure,andcertificationandequipment
certification.
CommunicationsandInformationManagement

Emergencymanagementandincidentresponseactivitiesrelyoncommunicationsandinformationsystems
thatprovideacommonoperatingpicturetoallcommandandcoordinationsites.NIMSdescribesthe
requirementsnecessaryforastandardizedframeworkforcommunicationsandemphasizestheneedfora
commonoperatingpicture.Thiscomponentisbasedontheconceptsofinteroperability,reliability,scalability,
andportability,aswellastheresiliencyandredundancyofcommunicationsandinformationsystems.
ResourceManagement
Resources(suchaspersonnel,equipment,orsupplies)areneededtosupportcriticalincidentobjectives.The
flowofresourcesmustbefluidandadaptabletotherequirementsoftheincident.NIMSdefinesstandardized
mechanismsandestablishestheresourcemanagementprocesstoidentifyrequirements,orderandacquire,
mobilize,trackandreport,recoveranddemobilize,reimburse,andinventoryresources.
CommandandManagement
TheCommandandManagementcomponentofNIMSisdesignedtoenableeffectiveandefficientincident
managementandcoordinationbyprovidingaflexible,standardizedincidentmanagementstructure.The
structureisbasedonthreekeyorganizationalconstructs:theIncidentCommandSystem,Multiagency
CoordinationSystems,andPublicInformation.
OngoingManagementandMaintenance
WithintheauspicesofOngoingManagementandMaintenance,therearetwocomponents:theNational
IntegrationCenter(NIC)andSupportingTechnologies.
ThecomponentsofNIMSwerenotdesignedtostandalone,buttoworktogether.

CommandandManagementElements
TheNIMSCommandandManagementcomponentfacilitatesincidentmanagement.Thiscomponentincludes
thefollowingelements:IncidentCommandSystem,MultiagencyCoordinationSystems,andPublic
Information.

LessonsLearned
Afteractionreportsfromineffectiveincidentresponsesfindthatresponseproblemsarefarmorelikelyto
resultfrominadequatemanagementthanfromanyothersinglecause.Weaknessesinincidentmanagement
areoftendueto:
Lackofaccountability,includingunclearchainsofcommandandsupervision.
Poorcommunication,duetobothinefficientusesofavailablecommunicationssystemsandconflicting
codesandterminology.
Lackofanorderly,systematicplanningprocess.
Nocommon,flexible,predesignedmanagementstructurethatenabledcommanderstodelegate
responsibilitiesandmanageworkloadsefficiently.
Nopredefinedmethodstointegrateinteragencyrequirementsintothemanagementstructureand
planningprocesseffectively.

UsingICSenablesustoavoidtheseweaknessesinalltypesofincidentresponse.

WithoutICS:ConfusionandPoorDecisions
WithoutICS,incidentresponsestypically:
Lackaccountability,becauseofunclearchainsofcommandandsupervision.
Havepoorcommunications,duetobothinefficientusesofavailablecommunicationssystemsand
conflictingcodesandterminology.
Useunsystematicplanningprocessesandfailtoreachobjectives.
Areunabletoefficientlyintegraterespondersintostandardorganizationalstructuresandroles.

ICS:BuiltonBestPractices
ICSisbasedondecadesoflessonslearned.Usingmanagementbestpractices,ICShelpstoensure:
Thesafetyofresponders,communitymembers,andothers.
Theachievementofresponseobjectives.
Theefficientuseofresources.
ICShasbeentestedinmorethan30yearsofemergencyandnonemergencyapplications,byalllevelsof
governmentandinnongovernmentalandprivatesectororganizations.

WhenIsICSUsed?
ICScanbeusedtomanageanytypeofincident,includingaplannedevent(e.g.,atrainingconference,
charityfundraisingevent,etc.).TheuseofICSisapplicabletoallhazards,including:
NaturalHazards:Disasters,suchasfires,tornadoes,floods,icestorms,earthquakes,foodborne
illnesses,orepidemics.
TechnologicalHazards:Dambreaks,radiologicalorhazmatreleases,powerfailures,ormedicaldevice
defects.
HumanCausedHazards:Criminalorterroristacts,schoolviolence,orothercivildisturbances.

ICS:NotJustForLargeScaleIncidents
Asasystem,ICSisextremelyuseful.Notonlydoesitprovideanorganizationalstructureforincident
management,butitalsoguidestheprocessforplanning,building,andadaptingthatstructure.
UsingICSforeveryincidentorplannedeventhelpsimproveandmaintainskillsneededforthelargescale
incidents.

LessonSummary
YouhavecompletedtheICSOverviewlesson.Thislessonpresentedthefollowingkeypoints:
ICSisastandardizedmanagementtoolthatallowsbettercoordinationanduseofresources.
ICSrepresentsorganizationalbestpractices,andhasbecomethestandardforemergencymanagement.
ICScanbeusedtomanagetheresponseforallincidentsandplannedevents.
ICSworks!Itsaveslives!

Lesson2:ICSFeaturesandPrinciples
LessonOverview
ThislessonreviewsICSfeaturesandprinciples.Attheendofthislesson,youshouldbeableto:
DescribethebasicfeaturesofICS.
SelectthecorrectterminologyforICSfacilities.
Identifycommontasksrelatedtopersonalaccountability.

MakingICSWork
Effectiveincidentmanagementreliesonatightcommandandcontrolstructureformanagingresources,
makingdecisions,andassigningtasks.AlthoughinformationisexchangedfreelythroughtheICSstructure,
strictadherencemustbepaidtothistopdownmanagementapproachwhenmanagingincidentsinthefield.
TomakeICSwork,eachofusmustcommittofollowingthiscommandandcontrolapproach.

ICSFeaturesandPrinciples:Overview
Asyoulearnedinthepreviouslesson,ICSisbasedonprovenmanagementprinciples,whichcontributeto
thestrengthandefficiencyoftheoverallsystem.
ICSincorporatesawiderangeofmanagementfeaturesandprinciples,beginningwiththeuseofcommon
terminologyandcleartext.
[DavidBurns,EmergencyPreparednessManager,UniversityofCaliforniaLosAngeles]
CommunicationisprobablyoneofthemostessentialelementsofICS.Itsimportantthatweknowhowto
communicate.
[DarylLeeSpiewak,EmergencyProgramsManager,theBrazosRiverAuthority]
IfthetermsthatIusemeandifferentthingstodifferentpeople,weregoingtohaveahardtime
communicatinganddoingwhatneedstobedonetoaccomplishourmission.
ICSemphasizeseffectiveplanning,includingmanagementbyobjectivesandrelianceonanIncidentAction
Plan.
[RobertaRunge,EPANationalNIMSCoordinator]
Youhavetocoordinateonwhatyourendobjectiveis.Allupanddownthechainyouhavetohaveacommon
endgoal.Soyoucanestablishyourobjectives,youcanensuretheyreintheIncidentActionPlan,andyou
canensurethattheyareinagreementwiththeotherIncidentActionPlansthatareproducedbyagencies.
TheICSfeaturesrelatedtocommandstructureincludechainofcommandandunityofcommand.
[BillCampbell,DirectorofTraining,NewYorkStateEmergencyManagementOffice]
Oneofthebenefitsisitgetsallofthedifferentorganizationsworkingunderthesameframework.
ICShelpsensurefullutilizationofallincidentresourcesby:
Maintainingamanageablespanofcontrol,
Establishingpredesignatedincidentlocationsandfacilities,
Implementingresourcemanagementpractices,and
Ensuringintegratedcommunications.
ICSsupportsrespondersanddecisionmakersthrougheffectiveinformationandintelligencemanagementand

helpsestablishacommonoperatingpicture.
[KristyPlourde,NIMSProgramCoordinator,U.S.CoastGuard]
ThecommonoperatingpictureisacriticalthingthattheCoastGuardhasbeenworkinghardonrecentlyfor
ourselvesbecauseitssomethingthathelpsusmaintainabetteroperationalpictureanditsmoreconsistent
acrosstheboard,everyoneupanddownthechainofcommandandacrosstootheragenciesunderstandthe
samepicture.
ICScountsoneachofustakingpersonalaccountabilityforourownactions.Andfinally,themobilization
processhelpsensurethatincidentobjectivescanbeachievedwhilerespondersremainsafe.
[KristyPlourde,NIMSProgramCoordinator,U.S.CoastGuard]
TohaveNIMSworkeffectively,itsgottobetopdownsupport.
TheICSfeaturescoveredinthislessonformthebasisforeffective,teambasedincidentresponseatalllevels.

ICSFeaturesandPrinciples:Overview
TheremainderofthislessoncoversthefollowingICSfeaturesandprinciples:
Standardization
Commonterminology
Command
Establishmentandtransferofcommand
Chainofcommandandunityofcommand
Planning/OrganizationalStructure
Managementbyobjectives

FacilitiesandResources
Comprehensiveresourcemanagement
Incidentlocationsandfacilities
Communications/InformationManagement
Integratedcommunications
Informationandintelligencemanagement
Professionalism

IncidentActionPlan(IAP)

Accountability

Modularorganization

Dispatch/Deployment

Manageablespanofcontrol

CommonTerminologyandClearText
TheabilitytocommunicatewithintheICSisabsolutelycritical.Duringanincident:
Communicationsshouldusecommontermsorcleartext.
Donotuseradiocodes,agencyspecificcodes,acronyms,orjargon.
Thegoalistopromoteunderstandingamongallpartiesinvolvedinmanaginganincident.

WhyPlainEnglish?
Thefollowingmeaningsofacommonacronymillustratetheimportanceofusingcleartext.
EMT=EmergencyMedicalTreatment
EMT=EmergencyMedicalTechnician
EMT=EmergencyManagementTeam
EMT=EasternMediterraneanTime(GMT+0200)
EMT=EffectiveMethodsTeam
EMT=EffectsManagementTool
EMT=ElMonte,CA(airportcode)
EMT=ElectronMicroscopeTomography
EMT=EmailMoneyTransfer

CommandDefinition
ThenextICSprincipleisclarityofcommandorwhoisincharge.TheNationalIncidentManagementSystem
definescommandastheactofdirecting,ordering,orcontrollingbyvirtueofexplicitstatutory,regulatory,or
delegatedauthority.
WhenyouareusingICStomanageanincident,anIncidentCommanderisassigned.TheIncident
Commanderhastheauthoritytoestablishobjectives,makeassignments,andorderresources.Indoingso,
theIncidentCommanderworkscloselywithstaffandtechnicalexpertstoanalyzethesituationandconsider
alternativestrategies.
TheIncidentCommandershouldhavetheleveloftraining,experience,andexpertisetoserveinthis
capacity.QualificationstoserveasanIncidentCommanderarenotbasedonrank,grade,ortechnical
expertise.

ChainofCommand
Chainofcommandisanorderlylineofauthoritywithintheranksoftheincidentmanagementorganization.
Chainofcommand:
AllowsanIncidentCommandertodirectandcontroltheactionsofallpersonnelunderhisorher
supervision.
Avoidsconfusionbyrequiringthatordersflowfromsupervisors.
ChainofcommanddoesNOTpreventpersonnelfromdirectlycommunicatingwitheachothertoaskforor
shareinformation.

UnityofCommand
Underunityofcommand,personnel:
ReporttoonlyoneICSsupervisor.
ReceiveworkassignmentsonlyfromtheirICSsupervisors.
Whenyouareassignedtoanincident,younolongerreportdirectlytoyourdaytodaysupervisor.

TransferofCommand
TheprocessofmovingtheresponsibilityforincidentcommandfromoneIncidentCommandertoanotheris
calledtransferofcommand.Transferofcommandmaytakeplacewhen:
AmorequalifiedIncidentCommanderarrivesandassumescommand.
Ajurisdictionoragencyislegallyrequiredtotakecommand.
Theincidentchangesincomplexity.
Thetransferofcommandprocessalwaysincludesatransferofcommandbriefing,whichmaybe
oral,written,oracombinationofboth.

ManagementbyObjectives
IncidentobjectivesareusedtoensurethateveryonewithintheICSorganizationhasaclearunderstanding
ofwhatneedstobeaccomplished.

Incidentobjectivesareestablishedbasedonthefollowingpriorities:
1. LifeSafety
2. IncidentStabilization
3. PropertyPreservation

RelianceonanIncidentActionPlan
EveryincidentmusthaveanIncidentActionPlan(IAP)that:
Specifiestheincidentobjectives.
Statestheactivitiestobecompleted.
Coversaspecifiedtimeframe,calledanoperationalperiod.
Maybeoralorwrittenexceptforhazardousmaterialsincidents,
whichrequireawrittenIAP.
IncidentActionPlansspecifytheincidentactivities,assignresponsibilities,
identifyneededresources,andspecifycommunicationprotocols.

ICSOrganization
TheICSorganizationisuniquebuteasytounderstand.Thereisno
correlationbetweentheICSorganizationandtheadministrative
structureofanysingleagencyorjurisdiction.Thisisdeliberate,because
confusionoverdifferentpositiontitlesandorganizationalstructureshas
beenasignificantstumblingblocktoeffectiveincidentmanagementin
thepast.
Forexample,someonewhoservesasadirectoreverydaymaynothold
thattitlewhendeployedunderanICSstructure.

ModularOrganization
TheICSorganizationalstructure:
Developsinatopdown,modularfashionthatisbasedonthesizeandcomplexityoftheincident.
Isdeterminedbasedontheincidentobjectivesandresourcerequirements.Onlythosefunctionsor
positionsnecessaryforaparticularincidentarefilled.
Expandsandcontractsinaflexiblemanner.Whenneeded,separatefunctionalelementsmaybe
established.
Requiresthateachelementhaveapersonincharge.

ManageableSpanofControl
AnotherbasicICSfeatureconcernsthesupervisory
structureoftheorganization.Maintainingadequatespan

ofcontrolthroughouttheICSorganizationisvery
important.
Spanofcontrolpertainstothenumberofindividualsor
resourcesthatonesupervisorcanmanageeffectively
duringanincident.
Maintaininganeffectivespanofcontrolisimportantat
incidentswheresafetyandaccountabilityareatop
priority.

SpanofControl
Thetypeofincident,natureofthetask,hazardsandsafetyfactors,
anddistancesbetweenpersonnelandresourcesallinfluencespanof
controlconsiderations.
Effectivespanofcontrolonincidentsmayvaryfromthreetoseven,
andaratioofonesupervisortofivesubordinatesisrecommended.

AccountingforIncidentResources
InICS,resourcesreferstopersonnel,supplies,andequipment.Duringanincident,itiscriticaltoknow:
Whatresourcesareneededandavailable.
Wheredeployedresourcesarelocated.
Effectiveresourcemanagementensuresthatresponsepersonnelaresafeandincidentobjectivesare
achieved.

ResourceManagement
Resourcemanagementincludesprocessesfor:
Identifyingresourcerequirements.
Orderingandacquiringresources.
Mobilizinganddispatchingresources.
Trackingandreportingonresourcestatus.
Recoveringanddemobilizingresources.
Italsoincludesprocessesforreimbursingforresources
andmaintainingaresourceinventory.

PredesignatedIncidentLocationsandFacilities
Incidentactivitiesmaybeaccomplishedfromavarietyofoperationallocationsandsupportfacilities.
TheIncidentCommanderidentifiesandestablishesneededfacilitiesdependingonincidentneeds.
Standardizednamesareusedtoidentifytypesoffacilities.
ThemostcommontypeoffacilityyoumayencounteristheIncidentCommandPost.TheIncidentCommand
Post,orICP,isthelocationfromwhichtheIncidentCommanderoverseesallincidentoperations.The
CommandPostmaybeanofficeorresidentpost.Thegoalistogetyouawayfromyourdaytodaywork
settingsoyouwillnotbedistractedfromyourincidentassignments.

IncidentFacilitiesVirtualTour
ThispresentationintroducestheICSfacilities.Inlesscomplexincidentsyoumostlikelywillnotneedmanyof
thestandardICSfacilities.However,inlargeincidents,suchasahurricaneorearthquake,itislikelythatall
ofthesefacilitieswillbenecessary.
TheIncidentCommandPost,orICP,isthelocationfromwhichtheIncidentCommanderoverseesallincident
operations.ThereshouldonlybeoneICPforeachincident,butitmaychangelocationsduringtheevent.
EveryincidentmusthavesomeformofanIncidentCommandPost.TheICPmaybelocatedoutside,ina
vehicle,trailer,ortent,orwithinabuilding.TheICPwillbepositionedoutsideofthepresentandpotential
hazardzonebutcloseenoughtotheincidenttomaintaincommand.
StagingAreasaretemporarylocationsatanincidentwherepersonnelandequipmentwaittobeassigned.
StagingAreasshouldbelocatedcloseenoughtotheincidentforatimelyresponse,butfarenoughawayto
beoutoftheimmediateimpactzone.Inlargecomplexincidents,theremaybemorethanoneStagingArea
atanincident.StagingAreascanbecollocatedwithotherICSfacilities.
ABaseisthelocationfromwhichprimarylogisticsandadministrativefunctionsarecoordinatedand
administered.
ACampisthelocationwhereresourcesmaybekepttosupportincidentoperationsifaBaseisnotaccessible
toallresources.Campsareequippedandstaffedtoprovidefood,water,sleepingareas,andsanitaryservices.
AHelibaseisthelocationfromwhichhelicoptercenteredairoperationsareconducted.Helibasesaregenerally
usedonamorelongtermbasisandincludesuchservicesasfuelingandmaintenance.
Helispotsaremoretemporarylocationsattheincident,wherehelicopterscansafelylandandtakeoff.
MultipleHelispotsmaybeused.

LetsreviewthedifferentICSfacilitiescoveredinthisvideo.
TheIncidentCommandPostisthelocationfromwhichtheIncidentCommanderoverseesallincident
operations.
StagingAreasarewherepersonnelandequipmentaregatheredwhilewaitingtobeassigned.
ABaseisthelocationfromwhichprimarylogisticsandadministrativefunctionsarecoordinatedand
administered.
AHelibaseisthelocationfromwhichhelicoptercenteredairoperationsareconducted.
Helispotsaremoretemporarylocationsattheincident,wherehelicopterscansafelylandandtakeoff.

IncidentFacilities
Asyoulearnedinthevideopresentation,standardICSfacilitiesincludethefollowing:
Remember,notallfacilitiesareusedineveryincident.Also,ifneeded,additionaltypesoffacilitiescanbe
addedtoaccommodateincidentneeds.

IncidentCommandPost:TheIncidentCommandPostisthelocationfrom
whichtheIncidentCommanderoverseesallincidentoperations.

StagingArea:AStagingAreaisatemporarylocationwherepersonneland
equipmentaregatheredwhilewaitingtobeassigned.

IncidentBase:TheIncidentBaseisthelocationfromwhichprimarylogistics
andadministrativefunctionsarecoordinatedandadministered.

Camp:ACampprovidessleeping,food,water,andsanitaryservicestoincident
personnel.
Helibase:AHelibaseisalocationfromwhichhelicoptercenteredairoperations
areconducted.
Helispot:AHelispotisamoretemporarylocationattheincident,where
helicopterscansafelylandandtakeoff.

IncidentFacilitiesinHealthcareSettings
MostICSactivationsinahealthcare/hospitalsettingdonothaveaspecificBaseorCampactivated.
However,thesetermsandlocationsmaybeusedifyouaredeployedtoanincidentoutsideofyourplaceof
work.
YourhospitalmayidentifyapredesignatedStagingAreaformedicalandnonmedicalpersonnelwithinthe
ICSapplicationforhealthcare.
Forlargeincidentsinvolvingmultipleorganizationsandgovernmentagencies,theremayalsobean
EmergencyOperationsCenter(EOC).TheEOCisamultiagencycoordinationcenterthatprovides
supportandcoordinationtotheonsceneresponders.

IntegratedCommunications
Acommoncommunicationsplanisessentialforensuringthatpersonnelcancommunicatewithoneanother
duringanincident.
Priortoanincident,responsepartnersshouldworktogethertoensurethatcommunicationequipment,
procedures,andsystemscanoperatetogetherduringaresponse.Thisisknownasinteroperability.
Integratingcommunicationscanbeassimpleasmakingsureyouhavecurrentphonenumbersofallkey
players.

InformationandIntelligenceManagement
TheanalysisandsharingofinformationandintelligenceisanimportantcomponentofICS.Incident
managementmustestablishaprocessforgathering,sharing,andmanagingincidentrelatedinformationand
intelligence.
Intelligenceincludesoperationalinformationthatmaycomefromavarietyofdifferentsources,suchas:
Riskassessments.
Threatsinvolvingpotentialforviolence.
Surveillanceofdiseaseoutbreak.
Weatherforecasts.
Toxiccontaminantslevels.
Structuralplansandvulnerabilities.
Utilitiesandpublicworksdata.
Forexample,hospitalsandhealthcaresystemsmayreceiveintelligencefromgovernmentagenciespertaining
toascheduledhighprofileeventsuchasgovernmentofficialsvisitingahospital.Or,hospitalsmayexchange
publichealthintelligenceandinformationwithotherorganizationstotrackcasesofE.colioutbreak.

Accountability
Effectiveaccountabilityduringincidentoperationsisessential.Individualsmustabidebytheiragencypolicies
andguidelinesandanyapplicablelocal,tribal,State,orFederalrulesandregulations.
Thefollowingprinciplesmustbeadheredto:
CheckIn.Allrespondersmustreportintoreceiveanassignment.
IncidentActionPlan.ResponseoperationsmustbecoordinatedasoutlinedintheIncidentActionPlan.
UnityofCommand.Eachindividualwillbeassignedtoonlyonesupervisor.
SpanofControl.Supervisorsmustbeabletoadequatelysuperviseandcontroltheirsubordinates,as
wellascommunicatewithandmanageallresourcesundertheirsupervision.
ResourceTracking.Supervisorsmustrecordandreportresourcestatuschangesastheyoccur.

Dispatch/Deployment
Asystematicdeploymentprocessimprovessafetyandreduceschaos.
Afterbeingdispatched,yourfirsttaskistocheckinandreceiveanassignment.
Aftercheckin,youwilllocateyourincidentsupervisorandobtainyourinitialbriefing.Thebriefingsyou
receiveandgiveshouldinclude:
Currentassessmentofthesituationandincidentobjectives.
Identificationofyourspecificjobresponsibilities.
DescriptionofICSorganizationalstructureandidentificationofcoworkers.
Locationofworkarea.
Identificationofbreakareas,asappropriate.
Proceduralinstructionsforobtainingneededresources.
Operationalperiods/workshifts.
Requiredsafetyproceduresandpersonalprotectiveequipment(PPE),asappropriate.

Remember,youshouldrespondonlywhendispatchedbyanappropriateauthority.

ICSFeatures:Review
Thislessoncovered14ICSfeaturesthatlaythefoundationforeffectiveresponsepartnerships.Thefirst
sevenICSfeaturesarelistedbelow:
1. CommonTerminology
ICSestablishescommonterminologythatallowsdiverseincidentmanagementandsupportorganizations
toworktogetheracrossawidevarietyofincidentmanagementfunctionsandhazardscenarios.This
commonterminologycoversthefollowing:
OrganizationalFunctions:Majorfunctionsandfunctionalunitswithincidentmanagement
responsibilitiesarenamedanddefined.Terminologyfortheorganizationalelementsisstandardand
consistent.
ResourceDescriptions:Majorresourcesincludingpersonnel,facilities,andmajorequipmentand
supplyitemsthatsupportincidentmanagementactivitiesaregivencommonnamesandaretyped
withrespecttotheircapabilities,tohelpavoidconfusionandtoenhanceinteroperability.
IncidentFacilities:Commonterminologyisusedtodesignatethefacilitiesinthevicinityofthe
incidentareathatwillbeusedduringthecourseoftheincident.
Incidentresponsecommunications(duringexercisesandactualincidents)shouldfeatureplainlanguage
commandssotheywillbeabletofunctioninamultijurisdictionalenvironment.Fieldmanualsandtraining
shouldberevisedtoreflecttheplainlanguagestandard.
2. EstablishmentandTransferofCommand
Thecommandfunctionmustbeclearlyestablishedfromthebeginningofincidentoperations.Theagency
withprimaryjurisdictionalauthorityovertheincidentdesignatestheindividualatthesceneresponsible
forestablishingcommand.Whencommandistransferred,theprocessmustincludeabriefingthat
capturesallessentialinformationforcontinuingsafeandeffectiveoperations.
3. ChainofCommandandUnityofCommand
ChainofCommand:Chainofcommandreferstotheorderlylineofauthoritywithintheranksofthe
incidentmanagementorganization.
UnityofCommand:Unityofcommandmeansthatallindividualshaveadesignatedsupervisorto
whomtheyreportatthesceneoftheincident.
Theseprinciplesclarifyreportingrelationshipsandeliminatetheconfusioncausedbymultiple,conflicting
directives.Incidentmanagersatalllevelsmustbeabletodirecttheactionsofallpersonnelundertheir
supervision.
4. UnifiedCommand
Inincidentsinvolvingmultiplejurisdictions,asinglejurisdictionwithmultiagencyinvolvement,ormultiple
jurisdictionswithmultiagencyinvolvement,UnifiedCommandallowsagencieswithdifferentlegal,
geographic,andfunctionalauthoritiesandresponsibilitiestoworktogethereffectivelywithoutaffecting
individualagencyauthority,responsibility,oraccountability.
5. ManagementbyObjectives
ManagementbyobjectivesiscommunicatedthroughouttheentireICSorganizationandincludes:
Establishingoverarchingincidentobjectives.
Developingstrategiesbasedonoverarchingincidentobjectives.
Developingandissuingassignments,plans,procedures,andprotocols.
Establishingspecific,measurabletacticsortasksforvariousincidentmanagementfunctionalactivities,
anddirectingeffortstoaccomplishthem,insupportofdefinedstrategies.
Documentingresultstomeasureperformanceandfacilitatecorrectiveactions.

6. IncidentActionPlanning
Centralized,coordinatedincidentactionplanningshouldguideallresponseactivities.AnIncidentAction
Plan(IAP)providesaconcise,coherentmeansofcapturingandcommunicatingtheoverallincident
priorities,objectives,andstrategiesinthecontextsofbothoperationalandsupportactivities.Every
incidentmusthaveanactionplan.However,notallincidentsrequirewrittenplans.Theneedforwritten
plansandattachmentsisbasedontherequirementsoftheincidentandthedecisionoftheIncident
CommanderorUnifiedCommand.MostinitialresponseoperationsarenotcapturedwithaformalIAP.
However,ifanincidentislikelytoextendbeyondoneoperationalperiod,becomemorecomplex,or
involvemultiplejurisdictionsand/oragencies,preparingawrittenIAPwillbecomeincreasinglyimportant
tomaintaineffective,efficient,andsafeoperations.
7. ModularOrganization
TheICSorganizationalstructuredevelopsinamodularfashionbasedonthesizeandcomplexityofthe
incident,aswellasthespecificsofthehazardenvironmentcreatedbytheincident.Whenneeded,
separatefunctionalelementscanbeestablished,eachofwhichmaybefurthersubdividedtoenhance
internalorganizationalmanagementandexternalcoordination.Responsibilityfortheestablishmentand
expansionoftheICSmodularorganizationultimatelyrestswithIncidentCommand,whichbasestheICS
organizationontherequirementsofthesituation.Asincidentcomplexityincreases,theorganization
expandsfromthetopdownasfunctionalresponsibilitiesaredelegated.Concurrentlywithstructural
expansion,thenumberofmanagementandsupervisorypositionsexpandstoaddresstherequirementsof
theincidentadequately.
8. ManageableSpanofControl
Spanofcontroliskeytoeffectiveandefficientincidentmanagement.Supervisorsmustbeableto
adequatelysuperviseandcontroltheirsubordinates,aswellascommunicatewithandmanageall
resourcesundertheirsupervision.InICS,thespanofcontrolofanyindividualwithincidentmanagement
supervisoryresponsibilityshouldrangefrom3to7subordinates,with5beingoptimal.Duringalarge
scalelawenforcementoperation,8to10subordinatesmaybeoptimal.Thetypeofincident,natureofthe
task,hazardsandsafetyfactors,anddistancesbetweenpersonnelandresourcesallinfluencespanof
controlconsiderations.
9. ComprehensiveResourceManagement
Maintaininganaccurateanduptodatepictureofresourceutilizationisacriticalcomponentofincident
managementandemergencyresponse.Resourcestobeidentifiedinthiswayincludepersonnel,teams,
equipment,supplies,andfacilitiesavailableorpotentiallyavailableforassignmentorallocation.
10. IncidentFacilitiesandLocations
Varioustypesofoperationalsupportfacilitiesareestablishedinthevicinityofanincident,dependingonits
sizeandcomplexity,toaccomplishavarietyofpurposes.TheIncidentCommandwilldirectthe
identificationandlocationoffacilitiesbasedontherequirementsofthesituation.Typicaldesignated
facilitiesincludeIncidentCommandPosts,Bases,Camps,StagingAreas,masscasualtytriageareas,point
ofdistributionsites,andothersasrequired.
11. IntegratedCommunications
Incidentcommunicationsarefacilitatedthroughthedevelopmentanduseofacommoncommunications
planandinteroperablecommunicationsprocessesandarchitectures.TheICS205formisavailableto
assistindevelopingacommoncommunicationsplan.Thisintegratedapproachlinkstheoperationaland
supportunitsofthevariousagenciesinvolvedandisnecessarytomaintaincommunicationsconnectivity
anddisciplineandtoenablecommonsituationalawarenessandinteraction.Preparednessplanningshould
addresstheequipment,systems,andprotocolsnecessarytoachieveintegratedvoiceanddata
communications.
12. InformationandIntelligenceManagement
Theincidentmanagementorganizationmustestablishaprocessforgathering,analyzing,assessing,
sharing,andmanagingincidentrelatedinformationandintelligence.

13. Accountability
Effectiveaccountabilityofresourcesatalljurisdictionallevelsandwithinindividualfunctionalareasduring
incidentoperationsisessential.AdherencetothefollowingICSprinciplesandprocesseshelpstoensure
accountability:
ResourceCheckIn/CheckOutProcedures
IncidentActionPlanning
UnityofCommand
PersonalResponsibility
SpanofControl
ResourceTracking
14. Dispatch/Deployment
Resourcesshouldrespondonlywhenrequestedorwhendispatchedbyanappropriateauthoritythrough
establishedresourcemanagementsystems.Resourcesnotrequestedmustrefrainfromspontaneous
deploymenttoavoidoverburdeningtherecipientandcompoundingaccountabilitychallenges.

LessonSummary
YouhavecompletedtheICSFeaturesandPrincipleslesson.Thislessonintroduced:
ICSmanagementprinciples.
ICScoresystemfeatures.
ThenextlessonwillprovideanoverviewoftheICSorganizationandintroducetheIncidentCommanderand
CommandStaff.

Lesson3:IncidentCommanderandCommandStaffFunctions
LessonOverview
ThislessonintroducesyoutotherolesoftheIncidentCommanderandCommandStafffunctions.Bytheend
ofthislesson,youshouldbeableto:
IdentifythefivemajorICSmanagementfunctions.
DescribetheroleandfunctionoftheIncidentCommander.
DescribetheselectionandtransferofIncidentCommanders.
IdentifythepositiontitlesassociatedwiththeCommandStaff.
DescribetheroleandfunctionoftheCommandStaff.

PerformanceofManagementFunctions
Everyincidentrequiresthatcertainmanagementfunctionsbeperformed.Theproblemmustbeidentified
andassessed,aplantodealwithitdevelopedandimplemented,andthenecessaryresourcesprocuredand
paidfor.
Regardlessofthesizeoftheincident,thesesamemanagementfunctionsarestillrequired.

FiveMajorManagementFunctions

Therearefivemajormanagementfunctionsthatarethefoundationupon
whichanincidentmanagementorganizationdevelops.
Thesefunctionsapplytoincidentsofallsizesandtypes,includingplanned
eventsandemergenciesthatoccurwithoutwarning.

ManagementFunctionDescriptions
Belowisabriefdescriptionofthemajorincidentmanagementfunctions:
Setstheincidentobjectives,strategies,andprioritiesandhasoverall
responsibilityfortheincident.
Conductsoperationstoreachtheincidentobjectives.Establishestactics
anddirectsalloperationalresources.
Supportstheincidentactionplanningprocessbytrackingresources,
collecting/analyzinginformation,andmaintainingdocumentation.
Arrangesforresourcesandneededservicestosupportachievementof
theincidentobjectives.
Monitorscostsrelatedtotheincident.Providesaccounting,procurement,
timerecording,andcostanalyses.

IncidentCommander
TheIncidentCommanderhasoverallresponsibilityformanagingtheincidentbyestablishingobjectives,
planningstrategies,andimplementingtactics.TheIncidentCommanderistheonlypositionthatis
alwaysstaffedinICSapplications.Onsmallincidentsandevents,onepersontheIncidentCommander
mayaccomplishallmanagementfunctions.
TheIncidentCommanderisresponsibleforallICSmanagementfunctionsuntilheorshedelegatesa
function.

DelegatingIncidentManagementFunctions
Asyoulearnedinthepreviouslesson,theICSorganizationismodularandhasthecapabilitytoexpandor

contracttomeettheneedsoftheincident.Duringalargerincident,theIncidentCommandermaycreate
SectionsanddelegatetheOperations,Planning,Logistics,andFinance/Administrationfunctions.

Remember...TheIncidentCommanderonlycreatesthoseSectionsthatareneeded.IfaSectionisnot
staffed,theIncidentCommanderwillpersonallymanagethosefunctions.

IncidentCommander'sOverallRole
TheIncidentCommandermusthavetheauthoritytomanagetheincidentandmustbebriefedfully.Insome
instances,awrittendelegationofauthorityshouldbeestablished.
PersonnelassignedbytheIncidentCommanderhavetheauthorityoftheirassignedpositions,regardlessof
theranktheynormallyholdwithintheirorganizations.

IncidentCommanderResponsibilities
Inadditiontohavingoverallresponsibilityformanagingtheentireincident,theIncidentCommanderis
specificallyresponsiblefor:
Ensuringoverallincidentsafety.
Providinginformationservicestointernalandexternalstakeholders,suchasdisastersurvivors,agency
executives,andseniorofficials.
Establishingandmaintainingliaisonwithotheragenciesparticipatingintheincident.
TheIncidentCommandermayappointoneormoreDeputies.DeputyIncidentCommandersmustbeas
qualifiedastheIncidentCommander.

SelectingandChangingIncidentCommanders
TheIncidentCommanderisalwaysahighlyqualifiedindividualtrainedtoleadtheincident
response.Therefore,asanincidentbecomesmoreorlesscomplex,commandmaychangetomeetthe
needsoftheincident.
Aformaltransferofcommandatanincidentalwaysrequiresatransferofcommandbriefingfortheincoming
IncidentCommander.

DeputyIncidentCommander
ADeputyIncidentCommandermaybedesignatedto:
PerformspecifictasksasrequestedbytheIncidentCommander.
Performtheincidentcommandfunctioninareliefcapacity.
Representanassistingagencythatsharesjurisdiction.

NotethatifaDeputyisassigned,heorshemustbefullyqualifiedtoassumetheIncident
Commandersposition.

ExpandingtheOrganization
Asincidentsgrow,theIncidentCommandermaydelegateauthorityforperformanceofcertainactivitiesto
theCommandStaffandtheGeneralStaff.TheIncidentCommanderwilladdpositionsonlyasneeded.

CommandStaffOverview
YouvenowlearnedthattheIncidentCommanderhasoverallauthorityandresponsibilityforconducting
incidentoperations.AnIncidentCommandermayassignstafftoassistwithmanagingtheincident.
TheCommandStaffconsistsofthePublicInformationOfficer,SafetyOfficer,andLiaisonOfficer,whoall
reportdirectlytotheIncidentCommander.
LetslookattherolesofeachmemberoftheCommandStaff.ThePublicInformationOfficerservesasthe
conduitforinformationtointernalandexternalstakeholders,includingthemediaandthepublic.
Accurateinformationisessential.ThePublicInformationOfficerservesastheprimarycontactforanyone
whowantsinformationabouttheincidentandtheresponsetoit.
AnothermemberoftheCommandStaffistheSafetyOfficer,whomonitorsconditionsanddevelops
measuresforassuringthesafetyofallpersonnel.
TheSafetyOfficerisresponsibleforadvisingtheIncidentCommanderonissuesregardingincidentsafety,
conductingriskanalyses,andimplementingsafetymeasures.
ThefinalmemberoftheCommandStaffistheLiaisonOfficer,whoservesastheprimarycontactfor
supportingagenciesassistingatanincident.
Additionally,theLiaisonOfficerrespondstorequestsfromincidentpersonnelforcontactsamongtheassisting
andcooperatingagencies,andmonitorsincidentoperationsinordertoidentifyanycurrentorpotential
problemsbetweenresponseagencies.
ACommandStaffmaynotbenecessaryateveryincident,buteveryincidentrequiresthatcertain
managementfunctionsbeperformed.AneffectiveCommandStafffreestheIncidentCommandertoassume
aleadershiprole.

Review:CommandStaff
Dependinguponthesizeandtypeofincidentorevent,theIncident
Commandermaydesignatepersonneltoprovideinformation,safety,and
liaisonservices.InICS,thefollowingpersonnelcomprisetheCommandStaff:
PublicInformationOfficer,whoservesastheconduitforinformationto
internalandexternalstakeholders,includingthemedia,stakeholders,and
thepublic.
SafetyOfficer,whomonitorssafetyconditionsanddevelopsmeasuresfor
ensuringthesafetyofallincidentpersonnel.
LiaisonOfficer,whoservesastheprimarycontactforotheragencies
assistingatanincident.
TheCommandStaffreportsdirectlytotheIncidentCommander.Inacomplex
incident,AssistantOfficersmaybeassignedtoeachoftheCommandStaff
functions.

LessonSummary
Thislessonintroducedyoutothe:
Fivemajormanagementfunctions.
ICSorganizationalstructure.
IncidentCommanderrolesandresponsibilities.
SelectionandtransferofIncidentCommanders.
CommandStaffrolesandresponsibilities.
ThenextlessonprovidesanintroductiontotheICSGeneralStaff.

Lesson4:GeneralStaffFunctions
LessonOverview
Inthepreviouslesson,youlearnedthattheCommandStaffisresponsibleforoverallmanagementofthe
incident.ThislessonintroducesyoutotheGeneralStaff.Bytheendofthislesson,youshouldbeableto:
IdentifytheICStitlesusedforGeneralStaffmembers.
DescribetherolesandfunctionsofthefourSections.

GeneralStaff
Tomaintainspanofcontrol,theIncidentCommandermayestablishthefollowingfourSections:Operations,
Planning,Logistics,andFinance/Administration.

TheGeneralStaff,orSectionChiefs,reportdirectlytotheIncidentCommander.

GeneralStaffOverview
TheGeneralStaffoverallresponsibilitiesatanincidentscenearesummarizedbelow:

Inanexpandingincident,theIncidentCommanderfirstestablishestheOperationsSection.Theremaining
Sectionsareestablishedasneededtosupporttheoperation.

ICSPositionTitles:Review
ICSsupervisorytitlesareimportantbecausetheyallowmanydifferentagenciestoworktogetherundera
commonorganizationalstructure.Usingconsistenttitlesensuresthatpersonnelfromdifferentorganizations
havethesamecredentialsandqualifications.LetsreviewtheICSsupervisorytitles:
OrganizationalLevel

Title

SupportPosition

IncidentCommand

IncidentCommander

Deputy

CommandStaff

Officer

Assistant

GeneralStaff(Section)

Chief

Deputy

Branch

Director

Deputy

Division/Group

Supervisor

N/A

Unit

Leader

Manager

StrikeTeam/TaskForce

Leader

SingleResourceBoss

ICSOrganizationalComponents
Section:Theorganizationallevelwithresponsibilityforamajorfunctionalareaofincidentmanagement

(e.g.,Operations,Planning,Logistics,Finance/Administration).ThepersoninchargeofeachSectionis
designatedasaChief.
Division:Theorganizationallevelhavingresponsibilityforoperationswithinadefinedgeographicarea.The
personinchargeofeachDivisionisdesignatedasaSupervisor.
Group:Anorganizationalsubdivisionestablishedtodividetheincidentmanagementstructureintofunctional
areasofoperation.ThepersoninchargeofeachGroupisdesignatedasaSupervisor.
Branch:AnorganizationallevelusedwhenthenumberofDivisionsorGroupsexceedsthespanofcontrol.
Canbeeithergeographicalorfunctional.ThepersoninchargeofeachBranchisdesignatedasaDirector.
TaskForce:Acombinationofmixedresourceswithcommoncommunicationsoperatingunderthedirect
supervisionofaTaskForceLeader.
StrikeTeam:Asetnumberofresourcesofthesamekindandtypewithcommoncommunicationsoperating
underthedirectsupervisionofaStrikeTeamLeader.
SingleResource:Anindividual,apieceofequipmentanditspersonnelcomplement,oracreworteamof
individualswithanidentifiedsupervisorthatcanbeusedatanincident.

SectionChiefsandDeputies
Asmentionedpreviously,thepersonincharge
ofeachSectionisdesignatedasaChief.
SectionChiefshavetheabilitytoexpandtheir
Sectionstomeettheneedsofthesituation.
EachoftheSectionChiefsmayhavea
Deputy,ormorethanone,ifnecessary.The
Deputy:
Mayassumeresponsibilityforaspecific
portionoftheprimaryposition,workas
relief,orbeassignedothertasks.
Shouldalwaysbeasproficientasthe
personforwhomheorsheworks.
Whenanincidentinvolvesmultipleagencies,
assigningDeputiesfromotherorganizations
canincreaseinteragencycoordination.

GeneralStaff
Asyoupreviouslylearned,anIncidentCommanderisresponsibleforallincidentmanagementfunctions
including:operations,planning,logistics,andfinanceandadministration.
Dependingontheincidentneeds,theIncidentCommandermaydelegatesomeorallofthesefunctionsby
establishingSections.IfaSectionChiefisassignedtoanincident,heorshewillreportdirectlytotheIncident
Commander.
Together,theseSectionChiefsarereferredtoastheGeneralStaff.Letstakealookattheresponsibilitiesof
eachSectionChief.
TheOperationsSectionChiefisresponsiblefordevelopingandimplementingstrategyandtacticsto
accomplishtheincidentobjectives.ThismeansthattheOperationsSectionChieforganizes,assigns,and
supervisesallthetacticalorresponseresourcesassignedtotheincident.Additionally,ifaStagingAreais
established,theOperationsSectionChiefwouldmanageit.

ThePlanningSectionChiefoverseesthecollection,evaluation,anddisseminationofoperationalinformation
relatedtotheincident.ItisthePlanningSectionsresponsibilitytoprepareanddisseminatetheIncident
ActionPlan,aswellastrackthestatusofallincidentresources.
ThePlanningSectionhelpsensurerespondershaveaccurateinformationandprovidesresourcessuchas
mapsandfloorplans.
TheLogisticsSectionisresponsibleforprovidingfacilities,services,andmaterialsupportfortheincident.
Logisticsiscriticalonmorecomplexincidents.TheLogisticsSectionChiefassiststheIncidentCommander
andOperationsSectionChiefbyprovidingtheresourcesandservicesrequiredtosupportincidentactivities.
Duringanincident,Logisticsisresponsibleforensuringthewellbeingofrespondersbyprovidingsufficient
food,water,andmedicalservices.Logisticsisalsoresponsibleforarrangingcommunicationequipment,
computers,transportation,andanythingelseneededtosupporttheincident.
AnothercriticalfunctionduringcomplexincidentsisFinanceandAdministration.
TheFinanceandAdministrationSectionChiefisresponsibleforallofthefinancialandcostanalysisaspectsof
anincident.Theseincludecontractnegotiation,recordingpersonnelandequipmenttime,documentingand
processingclaimsforaccidentsandinjuriesoccurringattheincident,andkeepingarunningtallyofthecosts
associatedwiththeincident.
WevenowintroducedyoutothefourICSSections.
ItisimportanttorememberthattheICSorganizationalstructureisdeterminedbasedontheincident
objectivesandresourcerequirements.Itexpandsandcontractsinaflexiblemanner.And,onlythose
functions,positions,orsectionsnecessaryforaparticularincidentarefilled.

OperationsSectionChief
Typically,theOperationsSectionChiefisthepersonwiththegreatesttacticalexpertiseindealingwiththe
problemathand.TheOperationsSectionChief:
Developsandimplementsstrategyandtacticstocarryouttheincidentobjectives.
Organizes,assigns,andsupervisesthetacticalresponseresources.

OperationsSection:SingleResources
LetslookathowresourcesareorganizedwithintheOperationsSection.ItallbeginswithSingleResources.
SingleResourcesareindividuals,apieceofequipmentanditspersonnelcomplement,oracreworteamof
individualswithanidentifiedsupervisor.Onasmallerincident,theOperationsSectionmaybecomprisedof
anOperationsSectionChiefandsingleresources.

OperationsSection:Teams
Singleresourcesmaybeorganizedintoteams.UsingstandardICSterminology,thetwotypesofteam
configurationsare:
TaskForcesAcombinationofmixedresourceswithcommoncommunicationsoperatingunderthe
directsupervisionofaLeader.
StrikeTeamsConsistofallsimilarresourceswithcommoncommunicationsoperatingunderthe
directsupervisionofaLeader.

SampleStrikeTeamsandTaskForces
TheOperationsSectionorganizationchartshowspossibleteamassignmentsinafloodingincident.Eachteam
wouldhaveaTeamLeaderreportingtotheOperationsSectionChief.

NotethattheseareexamplesofpossibleStrikeTeamsandTaskForces.Theseelementsshouldbe
establishedbasedonthetypeofincidentanduniquerequirementsofthejurisdictionoragency.

TooManyTeams!
Tomaintainspanofcontrol,eachteamshouldbecomprisedofaTeamLeaderandnomorethanfiveto
seventeammembers.Asteamsareadded,whathappenstotheOperationsSectionChiefsspanofcontrol?

TheSolution:AddGroupsorDivisions

Onalarge,complexincidenttheOperationsSectionmaybecomevery
large.UsingtheICSprincipleofmodularorganization,theOperations
Sectionmayaddthefollowingelementstomanagespanofcontrol:
GroupsUsedtodescribefunctionalareasofoperation.
DivisionsUsedtodivideanincidentgeographically.

MaintainingSpanofControl:Groups
TheorganizationchartbelowillustrateshowGroupscanbeusedtomaintainspanofcontrolwithinthe
OperationsSection.

MaintainingSpanofControl:GroupsandDivisions(GeographicAreas)
TheorganizationchartbelowillustrateshowGroupsandDivisionscanbeusedtogethertomaintainspanof
controlwithintheOperationsSection.TheuseofDivisionswouldbeeffectiveiftheincidentcoveredalargeor
isolatedareaofthecommunity.

OperationsSection:EstablishingBranches
TheOperationsSectionChiefmayaddBranchestosuperviseGroupsandDivisionsandfurtherreducehisor
herspanofcontrol.
ThepersoninchargeofeachBranchisdesignatedasaDirector.
Reviewthechart.WhataretheadvantagesofreducingtheOperationsSectionChiefsspanofcontrol?

PlanningSection
TheIncidentCommanderwilldetermineifthereisaneedforaPlanningSectionand,ifso,willdesignatea
PlanningSectionChief.
IfnoPlanningSectionisestablished,theIncidentCommanderwillperformallplanningfunctions.Itisupto
thePlanningSectionChieftoactivateanyneededadditionalstaffing.

PlanningSection:MajorActivities
ThemajoractivitiesofthePlanningSectionmayinclude:
Collecting,evaluating,anddisplayingincidentintelligenceandinformation.
PreparinganddocumentingIncidentActionPlans.
Trackingresourcesassignedtotheincident.
Maintainingincidentdocumentation.
Developingplansfordemobilization.

PlanningSectionUnits
ThePlanningSectionmayincludethefollowingunits:
ResourcesUnit:Responsibleforrecordingthestatusofresourcescommittedtotheincident.ThisUnitalso
evaluatesresourcescommittedcurrentlytotheincident,theeffectsadditionalrespondingresourceswillhave
ontheincident,andanticipatedresourceneeds.
SituationUnit:Responsibleforthecollection,organization,andanalysisofincidentstatusinformation,and

foranalysisofthesituationasitprogresses.
DemobilizationUnit:Responsibleforensuringorderly,safe,andefficientdemobilizationofincident
resources.
DocumentationUnit:Responsibleforcollecting,recording,andsafeguardingalldocumentsrelevanttothe
incident.

LogisticsSection
TheIncidentCommanderwilldetermineifthereisaneedforaLogisticsSectionattheincident,andifso,will
designateanindividualtofillthepositionoftheLogisticsSectionChief.
TheLogisticSectionChiefhelpsmakesurethatthereareadequateresources(personnel,supplies,and
equipment)formeetingtheincidentobjectives.TheLogisticsSectionChiefmaintainshisorherspanof
controlbyaddingBranchDirectorsandUnitLeaders.

LogisticsSection:MajorActivities
TheLogisticsSectionisresponsibleforallservicesandsupportneeds,including:
Ordering,obtaining,maintaining,andaccountingforessentialpersonnel,equipment,andsupplies.
Providingcommunicationplanningandresources.
Settingupfoodservicesforresponders.
Settingupandmaintainingincidentfacilities.
Providingsupporttransportation.
Providingmedicalservicestoincidentpersonnel.

LogisticsSectionUnits
WithintheLogisticsSection,thefollowingsixprimaryUnitsmaybeestablished:
SupplyUnit:Orders,receives,stores,andprocessesallincidentrelatedresources,personnel,andsupplies.
GroundSupportUnit:Providesallgroundtransportationduringanincident.Inconjunctionwithproviding
transportation,theUnitisalsoresponsibleformaintainingandsupplyingvehicles,keepingusagerecords,and
developingincidentTrafficPlans.
FacilitiesUnit:Setsup,maintains,anddemobilizesallfacilitiesusedinsupportofincidentoperations.The
Unitalsoprovidesfacilitymaintenanceandsecurityservicesrequiredtosupportincidentoperations.
FoodUnit:Determinesfoodandwaterrequirements,plansmenus,ordersfood,providescookingfacilities,
cooks,serves,maintainsfoodserviceareas,andmanagesfoodsecurityandsafetyconcerns.
CommunicationsUnit:Majorresponsibilitiesincludeeffectivecommunicationsplanningaswellas

acquiring,settingup,maintaining,andaccountingforcommunicationsequipment.
MedicalUnit:Responsiblefortheeffectiveandefficientprovisionofmedicalservicestoincidentpersonnel.

Finance/AdministrationSection
TheIncidentCommanderwilldetermineifthereisaneedforaFinance/AdministrationSectionatthe
incident,andifso,willdesignateanindividualtofillthepositionoftheFinance/AdministrationSectionChief.
TheTime,Compensation/Claims,Cost,andProcurementUnitsmaybeestablishedwithinthisSection.

Finance/AdministrationSection:MajorActivities
TheFinance/AdministrationSectionissetupforanyincidentthatrequiresincidentspecificfinancial
management.TheFinance/AdministrationSectionisresponsiblefor:
Contractnegotiationandmonitoring.
Timekeeping.
Costanalysis.
Compensationforinjuryordamagetoproperty.
Documentationforreimbursement(e.g.,undermutualaidagreementsandassistanceagreements).

Finance/AdministrationSectionUnits
WithintheFinance/AdministrationSection,thefollowingfourUnitsmaybeestablished:
Compensation/ClaimsUnit:Responsibleforfinancialconcernsresultingfrompropertydamage,injuries,or
fatalitiesattheincident.
CostUnit:Responsiblefortrackingcosts,analyzingcostdata,makingestimates,andrecommendingcost
savingsmeasures.
ProcurementUnit:Responsibleforfinancialmattersconcerningvendorcontracts.
TimeUnit:Responsibleforrecordingtimeforincidentpersonnelandhiredequipment.

LessonSummary
ThislessonintroducedyoutotheGeneralStaff,including:
Rolesandresponsibilities.
Positiontitles.

ThenextlessonfocusesonhowincidentsaremanagedusingUnifiedCommandprinciples.

Lesson5:UnifiedCommand
LessonOverview
ThepreviouslessonscoveredIncidentCommandSystem(ICS)fundamentals.Thislessonintroducesyouto
theconceptsofUnifiedCommandandcoordination.
Bytheendofthislesson,youshouldbeableto:
DefineUnifiedCommand.
ListtheadvantagesofUnifiedCommand.
Differentiatebetweencommandandcoordination.

UnifiedCommand
TheUnifiedCommandorganizationconsistsofthe
IncidentCommandersfromthevariousjurisdictionsor
agenciesoperatingtogethertoformasinglecommand
structureinthefield.

UnifiedCommandBenefits
InaUnifiedCommand,institutionsandrespondingagenciesblendintoanintegrated,unifiedteam.Aunified
approachresultsin:
Asharedunderstandingofprioritiesandrestrictions.
Asinglesetofincidentobjectives.
Collaborativestrategies.
Improvedinternalandexternalinformationflow.
Lessduplicationofefforts.
Betterresourceutilization.

IncidentCommandersWorkTogether

Whenimplementedproperly,UnifiedCommandenablesagencieswithdifferentlegal,geographic,and
functionalresponsibilitiestocoordinate,plan,andinteracteffectively.
TheIncidentCommanderswithintheUnifiedCommandmakejointdecisionsandspeakasonevoice.Any
differencesareworkedoutwithintheUnifiedCommand.
UnityofcommandismaintainedwithintheOperationsSection.Eachresponderreportstoasinglesupervisor
withinhisorherareaofexpertise.WithinaUnifiedCommand,apoliceofficerwouldnottellthefirefighters
howtodotheirjobnorwouldthepolicedirectsearchandrescuetactics.

UnifiedCommandandNIMS
NIMSencouragestheuseofUnifiedCommand.
Asateameffort,UnifiedCommandallowsallagencieswithjurisdictionalauthorityorfunctional
responsibilityfortheincidenttojointlyprovidemanagementdirectionthroughacommonsetofincident
objectivesandstrategiesandasingleIncidentActionPlan.Eachparticipatingagencymaintainsits
authority,responsibility,andaccountability.

UnifiedCommandFeatures
Colocated(Shared)Facilities
InaUnifiedCommand,incidentfacilitiesarecolocatedorshared.
Bringingtheresponsibleofficials,CommandStaffs,andplanningelementstogetherinasingleIncident
CommandPostcanpromotecoordination.
SinglePlanningProcessandIncidentActionPlan
UnifiedCommandusesasingleplanningprocessandproducesoneIncidentActionPlan.Theplanningprocess
forUnifiedCommandissimilartotheprocessusedonsinglejurisdictionincidents.
IntegratedGeneralStaff
Integratingmultijurisdictionaland/ormultiagencypersonnelintovariousotherfunctionalareasmaybe
beneficial.Forexample:
InOperationsandPlanning,DeputySectionChiefscanbedesignatedfromanadjacentjurisdiction.
InLogistics,aDeputyLogisticsSectionChieffromanotheragencyorjurisdictioncanhelptocoordinate
incidentsupport.
IncidentCommanderswithintheUnifiedCommandmustconcurontheselectionoftheGeneralStaffSection
Chiefs.TheOperationsSectionChiefmusthavefullauthoritytoimplementthetacticswithintheIncident
ActionPlan.
CoordinatedProcessforResourceOrdering
TheIncidentCommanderswithintheUnifiedCommandworktogethertoestablishresourceordering
proceduresthatallowfor:
Deploymentofscarceresourcestomeethighpriorityobjectives.
Potentialcostsavingsthroughagreementsoncostsharingforessentialservices.

PossibleUnifiedCommandOrganization
BelowisapossibleUnifiedCommandorganizationalstructureforahospitalfireincident.

IncidentCoordination
CoordinationincludestheactivitiesthatensurethattheonsiteICSorganizationreceivestheinformation,
resources,andsupportneededtoachievetheincidentobjectives.Coordinationtakesplaceinanumberof
entitiesandatalllevelsofgovernment.Examplesofcoordinationactivitiesinclude:
Establishingpolicybasedoninteractionswithagencyexecutives,otheragencies,andstakeholders.
Collecting,analyzing,anddisseminatinginformationtosupporttheestablishmentofacommonoperating
picture.
Establishingprioritiesamongincidents.
Resolvingcriticalresourceissues.
Facilitatinglogisticssupportandresourcetracking.
Synchronizingpublicinformationmessagestoensureeveryoneisspeakingwithonevoice.

EmergencyOperationsCenterRole
Typically,anEmergencyOperationsCenter(EOC)supportstheonsceneresponsebyrelievingtheIncident
Commanderoftheburdenofexternalcoordinationandsecuringadditionalresources.
AnEOCis:
Aphysicallocation.
Staffedwithpersonneltrainedforandauthorizedtorepresenttheiragency/discipline.
Equippedwithmechanismsforcommunicatingwiththeincidentsiteandobtainingresourcesand
potentialresources.
Managedthroughprotocols.
Applicableatdifferentlevelsofgovernment.
EOCsmaybeestablishedattheFederal,State,tribal,andlocallevels.

JointInformationCenter

AnothercoordinationentityistheJointInformationCenter(JIC).TheJIC:
Maybeestablishedtocoordinateallincidentrelatedpublicinformationactivities.
Servesasthecentralpointofcontactforallnewsmedia.Whenpossible,publicinformationofficialsfrom
allparticipatingagenciesshouldcolocateattheJIC.
JICsmaybeestablishedatvariouslevelsofgovernmentoratincidentsites.

LessonSummary
ThislessonfamiliarizedyouwithUnifiedCommandandcoordinationprinciples.Rememberthat:
UnifiedCommandenablesagencieswithdifferentlegal,geographic,andfunctionalresponsibilitiesto
coordinate,plan,andinteracteffectively.
Coordinationprovidesstrategicandpolicyguidance,information,andresourcesupport,whiletheincident
commandstructureinthefieldretainscontroloftheincidentoperationsandkeepspolicymakersandthe
EOCinformed.