Incident Command System Modules

Principles and Features of ICS Module 2 (I-200)
Developed as part of the National Emergency Services Curriculum Project

Module 2 Principles and Features of ICS.PPT Last Revised: 19 March 2002 1
FIVE PRIMARY I.C.S. MANAGEMENT FUNCTIONS

COMMAND
OPERATIONS
PLANNING INTELLIGENCE FINANCE ADMINISTRATION

Last Revised: 19 March 2002 2
LOGISTICS
Module 2 Principles and Features of ICS.PPT
FUNCTIONAL RESPONSIBILITY
COMMAND = OVERALL RESPONSIBILITY
OPERATIONS
DIRECT TACTICAL ACTIONS

COLLECT/ANALYZE DATA, PREPARE ACTION PLAN PROVIDE SUPPORT COST ACCOUNTING & PROCUREMENT
PLANNING = INTELLIGENCE LOGISTICS =
FINANCE / = ADMINISTRATION
INCIDENT MANAGEMENT
ACHIEVE GOAL PERFORM TACTICAL DIRECTION
SELECT APPROPRIATE STRATEGY

ESTABLISH INCIDENT OBJECTIVES
UNDERSTAND AGENCY POLICY & DIRECTION
UNITY AND CHAIN OF COMMAND
UNITY OF COMMAND: HAVE A CLEAR LINE OF SUPERVISION

CHAIN OF COMMAND: ORDERLY RANKING OF MANAGEMENT POSITIONS IN LINE OF AUTHORITY
INCIDENT OPERATIONS ORGANIZATION

SMALL INCIDENT ORGANIZATION
COMMAND
SECTION
LARGE INCIDENT ORGANIZATION

COMMAND
SINGLE RESOURCE
SINGLE RESOURCE
BRANCH DIVISION / GROUP RESOURCES
REASONS TO TRANSFER COMMAND

A MORE QUALIFIED PERSON ASSUMES COMMAND A JURISDICTIONAL OR AGENCY CHANGE IN COMMAND IS LEGALLY REQUIRED OR MAKES GOOD MANAGEMENT SENSE
PERSONNEL TURNOVER ON LONG INCIDENTS

ICS ORGANIZATION
FLEXIBILITY
NEEDS OF INCIDENTS WILL DETERMINE THE REQUIRED ORGANIZATION

GENERAL GUIDELINE: DO NOT COMBINE ORGANIZATIONAL UNITS. ONE PERSON MAY SUPERVISE MORE THAN ONE UNIT
PLANNING / INTEL SECTION CHIEF

RESOURCE & SITUATION UNIT J. Smith RESOURCE UNIT J. Smith SITUATION UNIT J. Smith
Last Revised: 19 March 2002
MANAGING AN INCIDENT USING UNIFIED COMMAND

UNIFIED COMMAND
A
C B
HAZARDOUS MATERIALS INCIDENT
B
OBJECTIVES AND STRATEGY FORM THE INCIDENT ACTION PLAN
OPERATIONS SECTION CHIEF
DIV. A DIV. B DIV. C
UNDER UNIFIED COMMAND THERE WILL ALWAYS BE: ONE INCIDENT COMMAND POST
A SINGLE COORDINATED INCIDENT ACTION PLAN ONE OPERATIONS SECTION CHIEF
(OFFICER IN CHARGE, SUPERVISOR, ETC.)
11
SPAN OF CONTROL
INEFFECTIVE AND POSSIBLY DANGEROUS
EFFECTIVE SPAN OF CONTROL
OPTIMUM SPAN OF CONTROL IS
ONE TO FIVE
SUPERVISOR 1 2 3 4 5
IN ICS COMMON TERMINOLOGY IS APPLIED TO:
ORGANIZATIONAL ELEMENTS
POSITION TITLES RESOURCES
FACILITIES
PERSONNEL ACCOUNTABILITY IS MAINTAINED THROUGH:

CHECK IN FORM
RESOURCE STATUS KEEPING SYSTEM

UNITY OF COMMAND
PERSONNEL ACCOUNTABILITY IS MAINTAINED THROUGH:

DIVISION A DIVISION C
UNIT LOG UNIT LOG UNIT LOG UNIT LOG
DIVISION B
DIVISION / GROUP ASSIGNMENT LISTS

UNIT LOGS
ICS INTEGRATED COMMUNICATIONS

COMMUNICATIONS SYSTEMS
FREQUENCY AND RESOURCE USE PLANNING INFORMATION TRANSFER PROCEDURES
COMMUNICATIONS NETWORKS THAT MAY BE REQUIRED
COMMAND NET TACTICAL NETS SUPPORT NET GROUND-TO-AIR AIR-TO-AIR

RESOURCE MANAGEMENT IN I.C.S.

SINGLE RESOURCES INCLUDES PERSONNEL AND EQUIPMENT
TASK FORCES COMBINATION OF SINGLE RESOURCES
STRIKE TEAM COMBINATION OF SAME KIND AND TYPE

USING TASK FORCES AND STRIKE TEAMS: MAXIMIZES EFFECTIVE USE OF RESOURCES
REDUCES SPAN OF CONTROL REDUCES COMMUNICATIONS TRAFFIC
RESOURCE STATUS CONDITIONS IN I.C.S.
AVAILABLE
OUT OF SERVICE
ASSIGNED
WRITTEN ACTION PLANS ARE IMPORTANT WHEN:

THE INCIDENT WILL OVERLAP AN OPERATIONAL PERIOD CHANGE
TWO OR MORE JURISDICTIONS ARE INVOLVED SUBSTANTIAL ACTIVATION OF THE I.C.S. ORGANIZATION
QUESTIONS?
23
Organizational Overview of ICS

Module 3 Organizational Overview.PPT Last Revised: 19 March 2002 1
MODULE 3 - ORGANIZATION OVERVIEW
TERMINOLOGY
ORGANIZATIONAL STRUCTURE
INCIDENT ORGANIZATION DEVELOPMENT CHANGING THE ORGANIZATION

TRANSFER OF COMMAND
OBJECTIVES
EXPLAIN HOW THE INCIDENT ORGANIZATION EXPANDS OR CONTRACTS TO MEET THE OPERATIONAL NEEDS OF THE INCIDENT OR EVENT DESCRIBE USE OF BRANCHES, DIVISIONS, SECTORS, AND GROUPS WITHIN THE OPERATIONS SECTION AND PROVIDE SUPERVISORY TITLES ASSOCIATED WITH EACH LEVEL
OBJECTIVES Cont.
EXPLAIN HOW THE INCIDENT ORGANIZATION EXPANDS OR CONTRACTS TO MEET OPERATIONAL NEEDS OF THE INCIDENT OR EVENT
LIST THE ESSENTIAL ELEMENTS OF INFORMATION INVOLVED IN TRANSFER OF COMMAND
OBJECTIVES Cont.
MATCH ORGANIZATIONAL POSITIONS WITH APPROPRIATE I.C.S. SECTIONS
DESCRIBE AN I.C.S. ORGANIZATION APPROPRIATE TO A SMALL INCIDENT USING AN INCIDENT BRIEFING FORM
ORGANIZATIONAL STRUCTURE
OPERATIONS
PLANNING INTELLIGENCE LOGISTICS
BRANCH, GROUP, SECTOR DIVISION DESIGNATIONS
FINANCE ADMIN.
SINGLE RESOURCES STRIKE TEAMS TASK FORCES SQUADS PLATOONS
UNIT DESIGNATIONS
PRIMARY I.C.S. MANAGEMENT: REVIEW OF FUNCTIONS

INCIDENT COMMAND
OPERATIONS
PLANNING / INTELLIGENCE
LOGISTICS
FINANCE / ADMIN.
Module 3 Organizational Overview.PPT
TWO WAYS TO ORGANIZE INCIDENT COMMAND
A
SINGLE COMMAND
A
C
UNIFIED COMMAND
I.C.S. TERMINOLOGY IS USED FOR:

ORGANIZATIONAL ELEMENTS: Divisions, Branches, Units, etc... POSITION TITLES: Officer, Director, Leader, etc... FACILITIES: Incident Command Post, Staging Area, etc...
RESOURCES: Task Forces, Strike Teams, Squads, Platoons, Work Crews, etc...
HIGHER RANKING PERSONS ARRIVING AT AN INCIDENT WILL:
ASSUME COMMAND
MAINTAIN COMMAND REASSIGN COMMAND TO A THIRD PARTY FILL ANOTHER I.C.S. POSITION
FUNCTIONAL RESPONSIBILITIES OF THE INCIDENT COMMANDER

PLANNING / INTELL COMMAND LOGISTICS
PUBLIC INFO.
OPERATIONS
SAFETY
FINANCE / ADMIN
LIAISON
INCIDENT COMMANDER
DEPUTY I.C.
IN CHARGE
QUALIFIED
REASONS TO DESIGNATE A DEPUTY I.C.

PERFORM TASKS REQUESTED BY INCIDENT COMMANDER
WORK AS RELIEF INCIDENT COMMANDER REPRESENT ASSISTING AGENCY AS DEPUTY I.C.

COMMAND STAFF
INFORMATION OFFICER
SAFETY OFFICER
LIAISON OFFICER
14
INFORMATION OFFICER
ONE CENTRAL POINT FOR INFORMATION DISSEMINATION
15
SAFETY OFFICER
ANTICIPATES, DETECTS, AND CORRECTS UNSAFE SITUATIONS AUTHORITY TO STOP UNSAFE ACTIVITY BEYOND THE SCOPE OF THE INCIDENT ACTION PLAN.
LIAISON OFFICER
CONTACT POINT FOR REPRESENTATIVES OF ASSISTING & COOPERATING AGENCIES ASSISTING AGENCY - PROVIDES TACTICAL OR SERVICE RESOURCES COOPERATING AGENCY - PROVIDES SUPPORT OTHER THAN TACTICAL OR SERVICE RESOURCES - e.g., RED CROSS, EMPLOYMENT OFFICE, etc.
AGENCY REPRESENTATIVES
ASSIGNED TO AN INCIDENT BY AN ASSISTING AGENCY
AUTHORITY TO MAKE DECISIONS FOR THEIR AGENCIES
REPORTS TO LIAISON OFFICER

ASSISTANT
A LEVEL OF TECHNICAL CAPABILITY, QUALIFICATIONS, AND RESPONSIBILITY SUBORDINATE TO PRIMARY POSITIONS
Assistants are used as subordinates for the Command Staff positions, particularly Information Officer and Safety Officer. Assistants may also be used at camps to supervise unit activities.
DIRECTS ALL INCIDENT TACTICAL OPERATIONS

CAN CONSIST OF:
Single Resources, Task Forces, Strike Teams, Squads, Platoons, or Work Crews
Air Operations Divisions, Groups, Branches
OPERATIONS SECTION
SECTORS & DIVISIONS

COMMAND
A B
Module 3 Organizational Overview.PPT Last Revised: 19 March 2002
AB
21
SECTORS & DIVISIONS

OUTER
7
INNER
5 4 3
PERIMETER PERIMETER
2 1
FUNCTIONAL GROUPS
OPERATIONS SECTION CHIEF MEDICAL GROUP SEARCH GROUP SECURITY GROUP
23
SECTORS, DIVISIONS, & GROUPS

SECTORS AND DIVISIONS ARE GEOGRAPHICAL GROUPS ARE FUNCTIONAL ONLY GROUPS MAY CROSS SECTOR AND DIVISION BOUNDARIES
24
FUNCTIONAL BRANCHES
OPERATIONS SECTION CHIEF MEDICAL L. E. FIRE BRANCH BRANCH BRANCH
STAGING AREA
LOCATION(S) TO PLACE AVAILABLE RESOURCES SEVERAL STAGING AREAS MAY BE USED MANAGER REPORTS TO OPS. SECTION CHIEF (Logistics in some disciplines) GOAL OF STAGING IS TO ENSURE 3-MINUTE RESOURCE AVAILABILITY / RESPONSE MAY BE RELOCATED
AIR OPERATIONS
AIR OPERATIONS BRANCH DIRECTOR AIR TACTICAL GROUP SUPERVISOR AIR SUPPORT GROUP SUPERVISOR
HELICOPTER COORDINATOR
AIR TANKER / FIXED-WING COORDINATOR
HELIBASES
AIRPORT COORDINATION
HELISPOTS
PLANNING SECTION
COLLECT, ANALYZE, DISPLAY INFORMATION PREPARE INCIDENT ACTION PLAN
MAINTAIN SITUATION & RESOURCE STATUS

MAINTAIN INCIDENT DOCUMENTATION PREPARE DEMOBILIZATION
PLANNING SECTION
May be organized into four units:
RESOURCES UNIT
SITUATION UNIT
DOCUMENTATION UNIT DEMOBILIZATION UNIT
LOGISTICS SECTION
RESPONSIBLE FOR ACQUISITION & MAINTENANCE:
FACILITIES
SERVICES
PERSONNEL
EQUIPMENT
MATERIALS
PRIMARY LOGISTICS UNITS

COMMUNICATIONS UNIT
MEDICAL UNIT
FOOD UNIT
SUPPLY UNIT
FACILITIES UNIT
GROUND SUPPORT UNIT
LOGISTICS BRANCHES
LOGISTICS SECTION
SERVICE BRANCH COMMO UNIT MEDICAL UNIT FOOD UNIT
SUPPORT BRANCH SUPPLY UNIT FACILITIES UNIT GROUND SUPPORT UNIT
PERSONNEL BRANCH PERSONNEL SUPPORT UNIT VOLUNTEER UNIT MUTUAL AID UNIT
32
FINANCE / ADMINISTRATION SECTION

MONITORS INCIDENT COSTS MAINTAINS FINANCIAL RECORDS
ADMINISTERS PROCUREMENT CONTRACTS PERFORMS TIME RECORDING

TIME UNIT - PERSONNEL TIME RECORDING PROCUREMENT UNIT - EQUIPMENT AND RENTAL SUPPLY CONTRACTS COMPENSATION / CLAIM UNIT WORKERS COMPENSATION RECORDS, CLAIMS COST UNIT - COLLECT COST INFORMATION, PROVIDE COST ESTIMATES
FINANCE / ADMIN. SECTION
GUIDELINES IN DEVELOPING I.C.S. ORGANIZATION

ESTABLISH THE INCIDENT COMMAND POST
DETERMINE ORGANIZATION NEEDS
CONSIDER NEEDS FOR COMMAND POST STAFF
35
GUIDELINES IN DEVELOPING I.C.S. ORGANIZATION Cont.

MONITOR AND MAINTAIN SPAN OF CONTROL
DEMOBILIZE ORGANIZATIONAL ELEMENTS AS SOON AS POSSIBLE AVOID COMBINING ORGANIZATIONAL POSITIONS
36
PLANNING / INTEL AND LOGISTICS SECTIONS COMBINED

PLANNING / INTEL AND LOGISTICS SECTION (J. SMITH)
PLANNING LOGISTICS / INTEL SECTION SECTION

J. SMITH J. SMITH
WRONG WAY
RIGHT WAY
TRANSFER OF COMMAND CHECKLIST FACE-TO-FACE TRANSFER IS PREFERRED BRIEFING BY OUTGOING INCIDENT COMMANDER APPROPRIATE NOTIFICATIONS ARE MADE
TRANSFER OF COMMAND BRIEFING SITUATION STATUS
OBJECTIVES AND PRIORITIES

CURRENT ORGANIZATION
RESOURCE ASSIGNMENTS
TRANSFER OF COMMAND BRIEFING

RESOURCES ENROUTE AND / OR REQUESTED
FACILITIES ESTABLISHED COMMUNICATIONS PLAN PROGNOSIS, CONCERNS, RELATED ISSUES
QUESTIONS?
41
Incident Facilities Module 4 (I-200)

Module 4 Incident Facilities.PPT Last Revised: 22 June 2002 1
INCIDENT FACILITIES
COMMAND POST STAGING AREAS MARSHALING AREAS
Module 4 Incident Facilities.PPT
Last Revised: 22 June 2002
OBJECTIVES
NAME EACH OF THE PRINCIPAL FACILITIES USED IN CONJUNCTION WITH ICS AND EXPLAIN THE PURPOSE AND USE OF EACH
IDENTIFY WHICH FACILITIES MAYBE LOCATED TOGETHER AT AN INCIDENT OR EVENT DESCRIBE HOW THE VARIOUS INCIDENT FACILITIES ARE USED AND MANAGED TO SUPPORT AN INCIDENT OR EVENT IDENTIFY APPROPRIATE MAP SYMBOLS ASSOCIATED WITH INCIDENT FACILITIES
CONSIDERATIONS IN ESTABLISHING INCIDENT FACILITIES

FIRST PRIORITY IS THE NEEDS OF THE INCIDENT
LENGTH OF TIME THE FACILITY WILL BE USED COST TO ESTABLISH THE FACILITY
ENVIRONMENTAL CONSIDERATIONS
INCIDENT COMMAND POST

LOCATION WHERE PRIMARY COMMAND FUNCTIONS ARE PERFORMED
ONLY ONE PER INCIDENT MAY BE LOCATED WITH OTHER FACILITIES NORMALLY NOT RELOCATED
INCIDENT COMMAND POST
PUBLIC WORKS
INCIDENT COMMAND VAN
EXPANDED ICP MAY BE REQUIRED FOR:

MULTI-AGENCY INCIDENTS RUN UNDER A UNIFIED COMMAND
LONG-TERM INCIDENTS
INCIDENTS REQUIRING AN ON-SCENE COMMUNICATIONS CENTER

INCIDENTS REQUIRING A SEPARATE PLANNING FUNCTIONS INCIDENTS REQUIRING THE USE OF COMMAND STAFF AND AGENCY REPRESENTATIVE POSITIONS
INCIDENT COMMAND POST CHARACTERISTICS

THERE IS ONLY ONE ICP PER INCIDENT, EVEN IF THE INCIDENT IS MULTIJURISDICTIONAL THE COMMUNICATIONS CENTER IS OFTEN LOCATED WITH THE ICP THE INCIDENT COMMANDER WILL BE AT THE ICP THE ICP MAY BE LOCATED WITH OTHER INCIDENT FACILITIES SUCH AS THE INCIDENT BASE
THE PLANNING FUNCTION IS NORMALLY DONE FROM THE ICP.

INCIDENT COMMAND POST CHARACTERISTICS (cont.)

THE ICP SHOULD BE LARGE ENOUGH TO PROVIDE ADEQUATE WORKING ROOM FOR ASSIGNED PERSONNEL.
THE ICP SHOULD CONTAIN SITUATION AND RESOURCE STATUS DISPLAYS NECESSARY FOR THE INCIDENT AGENCY REPRESENTATIVES ARE NORMALLY LOCATED AT THE ICP. THE ICP WILL NORMALLY NOT BE RELOCATED.
GUIDELINES FOR ESTABLISHING AN INCIDENT COMMAND POST

POSITION AWAY FROM THE GENERAL NOISE AND CONFUSION ASSOCIATED WITH THE INCIDENT
POSITION OUTSIDE OF THE PRESENT AND POTENTIAL HAZARD ZONE

POSITION WITHIN VIEW OF THE INCIDENT (WHEN APPROPRIATE) HAVE THE ABILITY TO EXPAND AS THE INCIDENT GROWS
GUIDELINES FOR ESTABLISHING AN INCIDENT COMMAND POST (cont.)

HAVE THE ABILITY TO PROVIDE SECURITY AND TO CONTROL ACCESS TO THE ICP AS NECESSARY IDENTIFY LOCATION WITH DISTINCTIVE BANNER OR SIGN
ANNOUNCE ICP ACTIVATION AND LOCATION VIA RADIO OR OTHER COMMUNICATION SO ALL APPROPRIATE PERSONNEL ARE NOTIFIED
STAGING AREA DESCRIPTION

TEMPORARY LOCATIONS FOR RESOURCES AWAITING ASSIGNMENTS
INCIDENTS MAY HAVE SEVERAL STAGING AREAS
RESOURCES READILY AVAILABLE (3-5 MIN)

MAY INCLUDE FUELING AND SANITATION STAGING AREA MANAGER IS REQUIRED
MAY BE DESIGNATED FOR CERTAIN KINDS OF RESOURCES

CHARACTERISTICS OF A STAGING AREA

CLOSE TO THE LOCATION OF TACTICAL ASSIGNMENTS
LOCATED OUT OF POSSIBLE LINE OF DIRECT HAZARDS TO MINIMIZE RISK
ABLE TO BE RELOCATED IF NECESSARY

CHARACTERISTICS OF A STAGING AREA (cont.)

HAVE DIFFERENT ACCESS ROUTES FOR INCOMING AND OUTGOING RESOURCES
BE LARGE ENOUGH TO ACCOMMODATE AVAILABLE RESOURCES AND HAVE ROOM FOR GROWTH BE CLEARLY MARKED BE LOCATED TO MINIMIZE ENVIRONMENTAL DAMAGE HAVE NECESSARY SECURITY CONTROLS
STAGING AREA BENEFITS

PROVIDE LOCATIONS FOR IMMEDIATELY AVAILABLE RESOURCES TO AWAIT ACTIVE ASSIGNMENTS PROVIDE LOCATIONS TO ALLOW RESOURCES TO BE FORMED INTO OPERATIONAL UNITS SUCH AS TASK FORCES, STRIKE TEAMS, SQUADS OR PLATOONS
STAGING AREA BENEFITS (cont.)

PROVIDE FOR GREATER ACCOUNTABILITY BY HAVING AVAILABLE PERSONNEL AND RESOURCES TOGETHER IN ONE LOCATION PROVIDE SAFE LOCATIONS FOR PERSONNEL AND EQUIPMENT TO AWAIT ASSIGNMENTS PREVENT RESOURCES FROM FREELANCING OR DOING THEIR OWN THING
STAGING AREA BENEFITS (cont.)

MINIMIZE EXCESSIVE COMMUNICATIONS OF RESOURCES CALLING FOR ASSIGNMENTS
CONTROL AND ASSIST THE CHECK-IN OF PERSONNEL WHO ARRIVE AT THE INCIDENT VIA PRIVATELY OWNED VEHICLES OR OTHER PRIVATE MEANS ALLOW THE OPERATIONS SECTION CHIEF OR IC TO PROPERLY PLAN FOR RESOURCE USE, AND TO PROVIDE FOR CONTINGENCIES
PRIMARY CHARACTERISTICS OF INCIDENT BASE

LOCATIONS FOR PRIMARY SUPPORT ACTIVITY LOGISTICS SECTION LOCATED AT BASE OUT-OF-SERVICE EQUIPMENT AND PERSONNEL NORMALLY LOCATED HERE
PRIMARY CHARACTERISTICS OF CAMPS

TEMPORARY LOCATIONS TO PROVIDE SERVICES TO INCIDENT PERSONNEL MAY BE MOVED - SEVERAL MAY BE REQUIRED ALL BASE ACTIVITIES MAY BE PERFORMED AT CAMP
PRIMARY CHARACTERISTICS OF INCIDENT HELIBASE

LOCATION WHERE HELICOPTERS MAY BE PARKED, MAINTAINED, FUELED, AND LOADED HELIBASE WILL BE DESIGNATED BY NAME OF INCIDENT LARGE INCIDENTS MAY HAVE MORE THAN ONE HELIBASE
PRIMARY CHARACTERISTICS OF INCIDENT HELISPOTS

TEMPORARY LOCATIONS WHERE HELICOPTERS CAN SAFELY LAND AND TAKE OFF CAN BE USED TO LOAD OR OFFLOAD PERSONNEL, EQUIPMENT, AND SUPPLIES
21
MAP DESIGNATIONS FOR ICS FACILITIES

INCIDENT COMMAND POST (NAME)
S
STAGING AREAS (NAME)
B BASE (NAME) C CAMP (NAME) H HELIBASE (NAME)

H-2
HELISPOT (NAME OR NUMBER)

Last Revised: 24 June 2002 22
QUESTIONS?
23
Incident Resources Module 5 (I-200)

Module 5 Incident Resources.PPT Last Revised: 24 June 2002 1
MODULE 5
INCIDENT RESOURCES
SUBJECTS COVERED IN THIS MODULE INCLUDE:
DESCRIPTION OF THE KINDS OF RESOURCES OFTEN USED IN INCIDENTS AND EVENTS WHY RESOURCE STATUS KEEPING IS IMPORTANT TO EFFECTIVE INCIDENT OPERATIONS
MODULE 5 - INCIDENT RESOURCES (cont....)

EXAMPLES OF HOW RESOURCES ARE TYPED FOR VARIOUS APPLICATIONS THREE WAYS OF USING RESOURCES ON AN INCIDENT
RESOURCE STATUS CONDITIONS CHANGING AND MAINTAINING STATUS ON RESOURCES
MODULE 5 OBJECTIVES
DESCRIBE THE NEED FOR PROPER INCIDENT RESOURCE MANAGEMENT
DESCRIBE THREE WAYS OF MANAGING RESOURCES AND THE ADVANTAGES OF EACH
EXPLAIN THE PURPOSE OF RESOURCE TYPING

MODULE 5 OBJECTIVES (cont....)

DESCRIBE THE THREE RESOURCE STATUS CONDITIONS USED AT AN INCIDENT, AND THE PURPOSE AND LIMITS ASSOCIATED WITH EACH
EXPLAIN HOW RESOURCE STATUS IS CHANGED, HOW NOTIFICATION OF CHANGES IS MADE, AND HOW STATUS IS MAINTAINED AT AN INCIDENT OR EVENT
MODULE 5 OBJECTIVES (cont....)

IN A SMALL GROUP EXERCISE, LIST VARIOUS KINDS OF RESOURCES WHICH MAY BE ENCOUNTERED ON INCIDENTS IN WHICH THE PARTICIPANT IS OR MAY BECOME INVOLVED. PARTICIPANT GROUPS WILL PROVIDE TYPING FOR THESE RESOURCES.
SELECTING THE RIGHT RESOURCE IS ESSENTIAL TO:

ACCOMPLISHING THE JOB ENSURING SAFETY BEING COST EFFECTIVE
Module 5 Incident Resources.PPT
DEFINITION OF RESOURCES
RESOURCES CONSIST OF ALL PERSONNEL AND MAJOR ITEMS OF EQUIPMENT AVAILABLE FOR ASSIGNMENT TO INCIDENTS. EQUIPMENT RESOURCES WILL INCLUDE THE PERSONNEL REQUIRED TO OPERATE / STAFF THEM
KINDS OF RESOURCES
TYPES OF RESOURCES TYPE 1
TYPE 3
ADVANTAGES TO RESOURCE TYPING

IN PLANNING FOR RESOURCE NEEDS IN ORDERING RESOURCES IN MONITORING EFFECTIVENESS OF RESOURCE USE
11
WAYS OF USING RESOURCES

AS AS
SINGLE RESOURCES
TASK FORCES
TEAMS
AS STRIKE
12
EXAMPLE OF A
SINGLE RESOURCE
13
REQUIREMENTS FOR A
TASK FORCE
MUST HAVE A LEADER
MUST HAVE COMMUNICATIONS BETWEEN RESOURCES AND LEADER MUST HAVE TRANSPORTATION MUST BE WITHIN SPAN OF CONTROL LIMITS
EXAMPLE OF AMIXEDRESOURCES
TASK FORCE
15
REQUIREMENTS FOR A
STRIKE TEAM
SAME KIND AND TYPE OF RESOURCES
MUST HAVE A LEADER COMMUNICATIONS BETWEEN RESOURCES AND LEADER MUST HAVE TRANSPORTATION (AS REQUIRED) OPERATE WITHIN SPAN OF CONTROL LIMITS
EXAMPLE OF A
PLATOON
ALL RESOURCES OF SAME KIND AND TYPE
17
ADVANTAGES OF TASK FORCES, STRIKE TEAMS, SQUADS & PLATOONS

ENABLES MORE EFFECTIVE RESOURCE USE PLANNING PROVIDES EFFECTIVE WAY OF QUICKLY ORDERING WHAT IS NECESSARY
REDUCES RADIO COMMUNICATIONS TRAFFIC

ADVANTAGES OF
TASK FORCES, STRIKE TEAMS, SQUADS & PLATOONS

INCREASES THE ABILITY TO EXPAND THE ORGANIZATION WHILE MAINTAINING GOOD SPAN OF CONTROL PROVIDES CLOSE RESOURCE CONTROL AND ACCOUNTABILITY
RESOURCE STATUS
ASSIGNED WORKING ON A TACTICAL ASSIGNMENT
AVAILABLE WITHIN 3 MINUTES OUT-OF-SERVICE
MECHANICAL REST STAFFING
Changing Resource Status

SINGLE RESOURCE TASK FORCE STRIKE TEAM
INCIDENT COMMANDER
OPERATIONS
SECTION CHIEF
RESOURCES UNIT
DIVISION / GROUP SUPERVISOR

IF ACTIVATED, RESOURCES UNIT MAINTAINS STATUS.
REPORTING INFORMATION FLOW
21
STATUS OF THE RESOURCES CAN BE CHANGED BY ANY OF THE ABOVE DEPENDING ON INCIDENT ORGANIZATION AND THE SITUATION REQUIRING THE CHANGE
Module 5 Incident Resources.PPT Last Revised: 24 June 2002
RESOURCE STATUS KEEPING SYSTEM

RESOURCES
RESOURCES RESOURCES
DIV A
DIV B
CREWS
OH
A/C
22
QUESTIONS?
23
Common Responsibilities Module 6 (I-200)

Module 6 Common Responsibilities.PPT Last Revised: 24 June 2002 1
COMMON RESPONSIBILITIES
SUBJECTS COVERED IN THE MODULE INCLUDE: GUIDELINES FOR:
PRIOR TO LEAVING FOR ASSIGNMENT

CHECK-IN AT THE INCIDENT OR EVENT COMMON RESPONSIBILITIES DEMOBILIZATION RESPONSIBILITIES
OBJECTIVES
LIST ACTIONS TO BE ACCOMPLISHED PRIOR TO LEAVING FOR AN INCIDENT OR EVENT
LIST THE STEPS INVOLVED AT INCIDENT CHECK-IN
LIST (OR SELECT FROM A LIST) MAJOR PERSONAL RESPONSIBILITIES AT AN INCIDENT OR EVENT
LIST THE MAJOR STEPS NECESSARY IN THE INCIDENT OR EVENT DEMOBILIZATION PROCESS
Module 6 Common Responsibilities.PPT
GENERAL GUIDELINES
ASSEMBLE OR UPDATE A TRAVEL KIT
PREPARE PERSONAL ITEMS THAT YOU WILL NEED REVIEW YOUR EMERGENCY ASSIGNMENT KNOW TO WHOM YOU WILL REPORT AND WHAT YOUR RESPONSIBILITY WILL BE HAVE A CLEAR UNDERSTANDING OF THE DECISION-MAKING AUTHORITY YOU HOLD FOR YOUR AGENCY WHILE AT THE INCIDENT
GENERAL GUIDELINES (cont..)

DETERMINE WHAT COMMUNICATIONS PROCEDURES SHOULD BE FOLLOWED
ENSURE THAT FAMILY MEMBERS KNOW YOUR DESTINATION AND HOW TO CONTACT YOU FAMILIARIZE YOURSELF WITH TRAVEL AND PICKUP ARRANGEMENTS
DETERMINE WHAT YOUR RETURN MODE OF TRANSPORTATION WILL BE IF POSSIBLE

INFORMATION NEEDED PRIOR TO DEPARTURE FOR INCIDENT ASSIGNMENT

INCIDENT TYPE AND NAME OR DESIGNATION
INCIDENT CHECK-IN LOCATION REPORTING TIME
TRAVEL INSTRUCTIONS
COMMUNICATIONS INSTRUCTIONS RESOURCE ORDER NUMBER OR REQUEST NUMBER (IF APPLICABLE) YOUR UNITS RADIO DESIGNATION
USES OF INCIDENT CHECK-IN INFORMATION

PERSONNEL ACCOUNTABILITY
RESOURCES UNIT STATUS KEEPING PREPARATION OF ASSIGNMENTS AND REASSIGNMENTS LOCATING PERSONNEL FOR EMERGENCY NOTIFICATIONS ESTABLISHING PERSONNEL TIME RECORDS RELEASE PLANNING DEMOBILIZATION
INCIDENT CHECK-IN LOCATIONS

INCIDENT COMMAND POST:
- RESOURCES UNIT
BASE OR CAMP(S) STAGING AREAS HELIBASES
INCIDENT CHECK-IN LOCATIONS (cont...)

FOR DIRECT TACTICAL ASSIGNMENTS REPORT TO:
DIVISION / GROUP SUPERVISOR OR OPERATIONS SECTION CHIEF OR INCIDENT COMMANDER
AT THE END OF FIRST OPERATIONAL PERIOD, ENSURE THAT YOU HAVE CHECKED IN AT THE APPROPRIATE CHECK-IN LOCATION.
INCOMING PERSONNEL BRIEFING

CURRENT SITUATION ASSESSMENT
YOUR JOB RESPONSIBILITIES IDENTIFICATION OF CO-WORKERS LOCATION OF WORK AREA EATING / SLEEPING ARRANGEMENTS
INSTRUCTIONS ON OBTAINING SUPPORT

OPERATIONAL PERIOD WORK SHIFTS
FORMS KEEPING PROCEDURES

PRINT OR TYPE ALL ENTRIES
ENTER DATES BY MONTH/DAY/YEAR FORMAT ENTER DATE AND TIME ON ALL FORMS FILL IN ALL BLANKS, USE N/A AS APPROPRIATE USE MILITARY 24-HOUR CLOCK TIME
GOOD COMMUNICATIONS DISCIPLINE INVOLVES THE FOLLOWING:

ALL INCIDENT PERSONNEL MUST OBSERVE STRICT RADIO / TELEPHONE PROCEDURES USE CLEAR TEXT OR PLAIN ENGLISH. CODES SHOULD NOT BE USED IN RADIO TRANSMISSIONS LIMIT RADIO AND TELEPHONE TRAFFIC TO ESSENTIAL INFORMATION ONLY. PREPLAN WHAT YOU ARE GOING TO SAY
TRANSFER INFORMATION BY CLEAR TEXT TRANSMISSIONS

10-2? 10-20? 921M 10.7 10-97 12.27 11-98 10-88 415.E
DIVISION A IS ON-SCENE
AVOID CODES
USE CLEAR TEXT !

Last Revised: 24 June 2002 13
PRIOR TO DEMOBILIZATION, DO THE FOLLOWING

COMPLETE ALL WORK ASSIGNMENTS
BRIEF SUBORDINATES REGARDING DEMOBILIZATION COMPLETE AND FILE REQUIRED FORMS AND REPORTS
FOLLOW INCIDENT AND AGENCY CHECKOUT PROCEDURES

PRIOR TO DEMOBILIZATION, DO THE FOLLOWING

EVALUATE PERFORMANCE OF SUBORDINATES PRIOR TO RELEASE FROM THE INCIDENT (AS REQUIRED BY AGENCY POLICY)
RETURN ANY INCIDENT-ISSUED COMMUNICATIONS EQUIPMENT OR OTHER NON-EXPENDABLE SUPPLIES
PRIOR TO DEMOBILIZATION, DO THE FOLLOWING (cont.):

REPORT TO ASSIGNED DEPARTURE POINTS ON TIME OR SLIGHTLY AHEAD OF SCHEDULE AS APPROPRIATE, STAY WITH YOUR GROUP UNTIL YOU ARRIVE AT YOUR FINAL DESTINATION
SUMMARY CONSIDERATIONS
CORRECT / REPORT HARASSMENT OR DISCRIMINATION
DO NOT USE ALCOHOL OR DRUGS REPRESENT AGENCY & SELF PROFESSIONALLY
17
QUESTIONS?
18
Organization and Staffing Module 7 (I-300)

Module 7 Organization and Staffing.PPT Last Revised: 5 July 2002 1
OBJECTIVES
MATCH RESPONSIBILITY STATEMENTS TO EACH ICS ORGANIZATIONAL ELEMENT LIST THE ICS POSITIONS WHICH MAY INCLUDE THE DEPUTY POSITIONS, AND DESCRIBE ROLES AND RESPONSIBILITIES. DESCRIBE DIFFERENCES BETWEEN THESE POSITIONS AND ASSISTANTS
OBJECTIVES CONTINUED
DESCRIBE ICS REPORTING AND WORKING RELATIONSHIPS FOR TECHNICAL SPECIALISTS AND AGENCY REPRESENTATIVES
DESCRIBE REPORTING RELATIONSHIPS AND INFORMATION FLOW WITHIN THE ORGANIZATION
THE ICS ORGANIZATION

INCIDENT COMMANDER
MISSION CHAPLAIN
INFORMATION LIAISON SAFETY
OPERATIONS
PLANNING INTEL
LOGISTICS
FINANCE ADMIN.
4
Module 7 Organization and Staffing.PPT
Last Revised: 5 July 2002
THE ICS ORGANIZATION CONTINUED

BUILT AROUND 5 MAJOR FUNCTIONS FILLS ONLY THOSE PARTS OF THE ORGANIZATION THAT ARE REQUIRED ESTABLISHES LINES OF SUPERVISORY AUTHORITY AND FORMAL REPORTING RELATIONSHIPS
DEPUTY POSITIONS
MAY BE FROM THE SAME AGENCY OR FROM AN ASSISTING AGENCY
MAY ALSO BE USED AT SECTION AND BRANCH LEVELS OF ICS SHOULD HAVE SAME GENERAL QUALIFICATIONS AS THE PERSON THEY WORK FOR
INCIDENT COMMANDER: MAJOR RESPONSIBILITIES AND DUTIES ASSESS THE SITUATION AND /OR OBTAIN A BRIEFING FROM PRIOR INCIDENT COMMANDER DETERMINE INCIDENT OBJECTIVES AND STRATEGY
ESTABLISH THE IMMEDIATE PRIORITIES
INCIDENT COMMANDER: MAJOR RESPONSIBILITIES AND DUTIES CONTINUED

ESTABLISH AN INCIDENT COMMAND POST ESTABLISH AN APPROPRIATE ORGANIZATION
ENSURE PLANNING MEETINGS ARE SCHEDULED AS REQUIRED

APPROVE AND AUTHORIZE THE IMPLEMENTATION OF AN INCIDENT ACTION PLAN

ENSURE THAT ADEQUATE SAFETY MEASURES ARE IN PLACE COORDINATE ACTIVITY FOR ALL COMMAND AND GENERAL STAFF
COORDINATE WITH KEY PEOPLE AND OFFICIALS

APPROVE REQUESTS FOR ADDITIONAL RESOURCES OR FOR THE RELEASE OF RESOURCES

KEEP AGENCY ADMINISTRATOR INFORMED OF INCIDENT STATUS
APPROVE THE USE OF STUDENTS, VOLUNTEERS, AND AUXILIARY PERSONNEL AUTHORIZE RELEASE OF INFORMATION TO THE NEWS MEDIA ORDER THE DEMOBILIZATION OF THE INCIDENT
ESTABLISHING AN INCIDENT COMMAND POST

INITIALLY WHERE THE INCIDENT COMMANDER IS LOCATED ICP PROVIDES A CENTRAL COORDINATION POINT ICP CAN BE ANY FACILITY THAT IS AVAILABLE AND APPROPRIATE SHOULD NOT BE MOVED UNLESS ABSOLUTELY NECESSARY
IC - ESTABLISHES THE IMMEDIATE PRIORITIES

FIRST PRIORITY IS ALWAYS SAFETY OF:
PEOPLE INVOLVED IN INCIDENT RESPONDERS OTHER EMERGENCY WORKERS BYSTANDERS
IC - ESTABLISHES THE IMMEDIATE PRIORITIES CONTINUED
SECOND PRIORITY IS INCIDENT STABILIZATION

THE INCIDENT COMMANDER MUST:

ENSURE LIFE SAFETY STAY IN COMMAND MANAGE RESOURCES EFFICIENTLY AND COSTS EFFECTIVELY
14
APPROACH TO MEET INCIDENT GOALS AND OBJECTIVES
KNOW AGENCY POLICY

ESTABLISH INCIDENT OBJECTIVES DEVELOP APPROPRIATE STRATEGY(IES) EXECUTE TACTICAL DIRECTION
MONITOR SCENE SAFETY

ESTABLISH AND MONITOR INCIDENT ORGANIZATION

MANAGE PLANNING MEETINGS AS REQUIRED APPROVE AND AUTHORIZE THE IMPLEMENTATION OF AN INCIDENT ACTION PLAN (IAP)
APPROVE REQUESTS FOR ADDITIONAL RESOURCES OR FOR THE RELEASE OF RESOURCES

AUTHORIZE RELEASE OF INFORMATION TO THE MEDIA
CHARACTERISTICS OF AN EFFECTIVE INCIDENT COMMANDER

COMMAND PRESENCE UNDERSTANDS ICS PROVEN MANAGER PUTS SAFETY FIRST PROACTIVE DECISIVE OBJECTIVE CALM
QUICK THINKING
GOOD COMMUNICATOR
ADAPTABLE AND FLEXIBLE REALISTIC ABOUT PERSONAL LIMITATIONS POLITICALLY ASTUTE
18
THE COMMAND STAFF:
INCIDENT COMMANDER
COMMAND STAFF
PLANNING INTEL
INFORMATION LIAISON SAFETY CHAPLAIN
OPERATIONS
LOGISTICS
FINANCE ADMIN.
19
PURPOSE OF THE INFORMATION OFFICER

HIGH VISIBILITY OR SENSITIVE INCIDENT MEDIA DEMANDS MAY OBSTRUCT IC EFFECTIVENESS MEDIA WILL TRY TO ACQUIRE THEIR OWN INFORMATION REDUCES RISK OF MULTIPLE SOURCES OF INFORMATION RELEASE NEED TO ALERT/WARN PUBLIC
INFORMATION OFFICER CONSIDERATIONS:

BE SEPARATE FROM CP, BUT CLOSE ENOUGH TO ACCESS INFORMATION
ESTABLISH MEDIA AREA
CONSIDER INFO DISPLAYS / HANDOUTS

CONSIDER TOURS AND PHOTO OPPORTUNITIES
PURPOSE OF THE LIAISON OFFICER

SEVERAL AGENCIES WILL BE SENDING PERSONNEL
IC CAN NO LONGER PROVIDE THE TIME FOR ALL REPRESENTATIVES TWO OR MORE JURISDICTIONS WILL BE INVOLVED
PURPOSE OF THE SAFETY OFFICER

MONITORS FOR HAZARDOUS SITUATIONS
DEVELOPS SAFETY PROCEDURES AND SAFETY PLAN HAS AUTHORITY TO STOP UNSAFE ACTS OUTSIDE THE SCOPE OF THE IAP
PURPOSE OF THE MISSION CHAPLAIN

MINISTERS TO THE SPIRITUAL NEEDS OF THE INCIDENT STAFF AND FAMILY MEMBERS AS NECESSARY ARRANGES FOR RELIGIOUS SERVICES AS REQUESTED
ASSISTS KEY PERSONNEL MAKING DEATH NOTIFICATIONS
THE GENERAL STAFF

INCIDENT COMMANDER
OPERATIONS
PLANNING INTEL
LOGISTICS
FINANCE ADMIN.
GENERAL STAFF POSITIONS

OPERATIONS SECTION CONSISTS OF:

GROUND OR SURFACE-BASED TACTICAL RESOURCES AIR RESOURCES
STAGING AREAS (MAY BE ASSIGNED TO

LOGISTICS IN SOME DISCIPLINES)
26
GROUND OR SURFACE TACTICAL RESOURCES:

SINGLE RESOURCES
TASK FORCES STRIKE TEAMS, SQUADS, PLATOONS
27
GROUND OR SURFACE TACTICAL RESOURCES CONTINUED

RESOURCES CAN BE PLACED INTO THE OPERATIONS ORGANIZATION AS:
RESOURCES REPORTING TO THE IC OR OPERATIONS SECTION CHIEF DIVISIONS OR GROUPS BRANCHES

AIR OPERATIONS BRANCH ESTABLISHED WHEN:

AIR OPERATIONS BECOMES COMPLEX NUMEROUS AIRCRAFT INVOLVED
REQUIRES BOTH TACTICAL AND LOGISTICAL USE OF AIR SUPPORT
29
STAGING AREAS
RESOURCES WITHIN STAGING AREA BELONG TO THE INCIDENT RESOURCES IN STAGING AREA SHOULD HAVE 3 MINUTE RESPONSE STAGING AREAS ARE TEMPORARY FACILITIES
INCIDENT CAN HAVE SEVERAL STAGING AREAS

FOUR UNITS WITHIN THE PLANNING / INTELLIGENCE SECTION
RESOURCES UNIT
SITUATION UNIT
DOCUMENTATION UNIT
DEMOBILIZATION UNIT
COMMON RESPONSIBILITY OF ALL UNIT LEADERS:

OBTAIN BRIEFING FROM SECTION CHIEF PARTICIPATE IN INCIDENT PLANNING MEETINGS, IF NECESSARY DETERMINE CURRENT STATUS OF UNIT ACTIVITIES
COMMON RESPONSIBILITY OF ALL UNIT LEADERS CONTINUED: CONFIRM DISPATCH AND ESTIMATED TIME OF ARRIVAL OF STAFF AND SUPPLIES ASSIGN SPECIFIC DUTIES TO STAFF; SUPERVISE STAFF DEVELOP AND IMPLEMENT ACCOUNTABILITY, SAFETY, AND SECURITY MEASURES FOR PERSONNEL AND RESOURCES
COMMON RESPONSIBILITY OF ALL UNIT LEADERS CONTINUED: SUPERVISE DEMOBILIZATION OF UNIT, INCLUDING STORAGE OF SUPPLIES PROVIDE SUPPLY UNIT LEADER WITH A LIST OF SUPPLIES TO BE REPLENISHED MAINTAIN UNIT RECORDS, INCLUDING UNIT LOG
RESOURCES UNIT
OVERSEES CHECK-IN OF ALL RESOURCES
MAINTAINS STATUS-KEEPING SYSTEM OF ALL RESOURCES MAINTENANCE OF A MASTER LIST OF ALL RESOURCES
SITUATION UNIT
COLLECTION, PROCESSING, AND ORGANIZATION OF ALL INCIDENT INFORMATION MAY PREPARE FUTURE PROJECTIONS OF INCIDENT GROWTH, MAPS, AND INTELLIGENCE INFORMATION
36
DOCUMENTATION UNIT
MAINTENANCE OF ACCURATE, UP-TO-DATE INCIDENT FILES
DUPLICATION SERVICES STORAGE OF INCIDENT FILES FOR LEGAL, ANALYTICAL, AND HISTORICAL PURPOSES
DEMOBILIZATION UNIT
DEVELOPING THE INCIDENT DEMOBILIZATION PLAN
DISTRIBUTION OF PLAN AT INCIDENT AND OFF-INCIDENT, AS NECESSARY BEGIN DEMOBILIZATION PLANNING EARLY!
TECHNICAL SPECIALISTS
ASSIGNED WHEREVER NEEDED
SOME EXAMPLES ARE

METEOROLOGISTS ENVIRONMENTAL IMPACT SPECIALISTS FLOOD CONTROL SPECIALISTS FUELS AND FLAMMABLE SPECIALISTS STRUCTURAL ENGINEER CRITICAL INCIDENT STRESS TEAMS
Last Revised: 5 July 2002 39
LOGISTICS SECTION IS RESPONSIBLE FOR:

FACILITIES
TRANSPORTATION
COMMUNICATIONS SUPPLIES
EQUIPMENT MAINTENANCE AND FUELING FOOD SERVICES
MEDICAL SERVICES
ORDERING (INCLUDING PERSONNEL)
40
UNITS IN LOGISTICS SECTION

SUPPLY UNIT
FACILITIES UNIT
GROUND SUPPORT UNIT
COMMUNICATIONS UNIT
FOOD UNIT
MEDICAL UNIT
SUPPLY UNIT
RESPONSIBLE FOR ORDERING, RECEIVING, PROCESSING, AND STORING ALL INCIDENTRELATED RESOURCES ALL OFF-INCIDENT RESOURCES ARE ORDERED THROUGH THE SUPPLY UNIT INCLUDING:
TACTICAL / SUPPORT RESOURCES ALL EXPENDABLE / NON-EXPENDABLE SUPPORT SUPPLIES
FACILITIES UNIT
PROVIDES SET-UP, MAINTENANCE, AND DEMOBILIZATION OF ALL INCIDENT SUPPORT FACILITIES EXCEPT STAGING AREAS. THESE INCLUDE: INCIDENT COMMAND POST
INCIDENT BASE CAMPS OTHER FACILITIES NEEDED FOR FEEDING,

SLEEPING, SANITATION SERVICES
COMMUNICATIONS UNIT
DEVELOPING PLANS FOR THE USE OF INCIDENT COMMUNICATIONS EQUIPMENT AND FACILITIES INSTALLING AND TESTING COMMUNICATIONS EQUIPMENT SUPERVISION OF THE INCIDENT COMMUNICATIONS CENTER DISTRIBUTION AND MAINTENANCE OF COMMUNICATIONS EQUIPMENT
FOOD UNIT
SUPPLYING FOOD NEEDS FOR ENTIRE INCIDENT INCLUDING REMOTE SITES INTERACTS WITH THE FACILITIES UNIT FOR LOCATION OF FIXEDFEEDING SITES; THE SUPPLY UNIT FOR FOOD ORDERING; AND THE GROUND AND AIR SUPPORT UNITS FOR TRANSPORTING FOOD
MEDICAL UNIT
RESPONSIBLE FOR MEDICAL SERVICES FOR INCIDENT ASSIGNED PERSONNEL DEVELOP INCIDENT MEDICAL PLAN
DEVELOPMENT OF PROCEDURES FOR MANAGING MAJOR MEDICAL EMERGENCIES
46
MEDICAL UNIT CONTINUED

PROVIDE MEDICAL AID
ASSIST THE FINANCE / ADMIN SECTION WITH PROCESSING INJURY-RELATED CLAIMS
47

MANAGING ALL FINANCE ASPECTS OF AN INCIDENT
MANAGING ADMINISTRATIVE TASKS NOT ASSIGNED TO OTHER SECTIONS / UNITS
48
TIME UNIT
ENSURING ACCURATE RECORDING OF DAILY PERSONNEL TIME COMPLIANCE WITH AGENCY TIME RECORDING POLICIES MANAGING COMMISSARY OPERATIONS
49
PROCUREMENT UNIT
FINANCIAL MATTERS PERTAINING TO VENDOR CONTRACTS, LEASES, AND FISCAL AGREEMENTS MAINTAINS EQUIPMENT TIME RECORDS
ESTABLISHES LOCAL SOURCES FOR EQUIPMENT AND SUPPLIES
PROCUREMENT UNIT CONTINUED

MANAGES ALL EQUIPMENT RENTAL AGREEMENTS ALL RENTAL AND SUPPLY FISCAL DOCUMENT BILLING INVOICES
DRU RENTAL
51
COMPENSATION / CLAIMS UNIT

INVESTIGATES ALL CLAIMS INVOLVING PERSONNEL OR PROPERTY ASSOCIATED WITH OR INVOLVED IN THE INCIDENT
52
COST UNIT
PROVIDES ALL INCIDENT COST ANALYSIS PROPER IDENTIFICATION OF ALL EQUIPMENT AND PERSONNEL REQUIRING PAYMENT RECORDS ALL COST DATA
53
COST UNIT CONTINUED

ANALYZES AND PREPARES ESTIMATES OF INCIDENT COSTS MAINTAINS ACCURATE RECORDS OF ALL INCIDENT COSTS
54
FLOW OF INFORMATION:
TO EXTENT POSSIBLE, MUST BE COMPLETE FREEDOM FOR FLOW OF INFORMATION WITH IN ORGANIZATION
ORDERS, DIRECTIVES, RESOURCE REQUESTS, AND STATUS CHANGES MUST FOLLOW THE HIERARCHY OF COMMAND UNLESS OTHERWISE DIRECTED
QUESTIONS?
56
Organizing for Incidents or Events Module 8 (I-300)

Module 8 Organizing for Incident or Events.PPT Last Revised: 6 July 2002 1
MODULE SUBJECTS
APPROACH TO INCIDENT AND EVENT ORGANIZATION FIVE STEPS IN TRANSITION OF COMMAND CHANGING THE INCIDENT ACTION PLAN ORGANIZING FOR INCIDENT OPERATIONS STAFFING THE INCIDENT ORGANIZATION
EXERCISES IN DEVELOPING INCIDENT ORGANIZATIONS

MODULE OBJECTIVES
DESCRIBE THE STEPS IN TRANSFERRING AND ASSUMING INCIDENT COMMAND LIST THE MAJOR ELEMENTS INCLUDED IN THE INCIDENT BRIEFING DEVELOP SAMPLE ORGANIZATIONS AROUND SIMULATED INCIDENTS AND / OR EVENTS DESCRIBE HOW INCIDENTS CAN BEST BE MANAGED BY APPROPRIATE AND EARLY DESIGNATION OF KEY STAFF MEMBERS AND BY PROPER DELEGATION OF AUTHORITY
MODULE OBJECTIVES
DESCRIBE HOW UNIFIED COMMAND FUNCTIONS ON A MULTIJURISDICTIONAL OR MULTI-AGENCY INCIDENT LIST MINIMUM STAFFING REQUIREMENTS WITHIN EACH ORGANIZATIONAL ELEMENT FOR AT LEAST TWO INCIDENTS OF DIFFERENT SIZES
DESCRIBE THE ROLE AND USE OF FORMS IN EFFECTIVE INCIDENT MANAGEMENT
USE OF ICS FOR SPECIAL EVENTS

ORGANIZING FOR A MAJOR FIELD TRAINING EXERCISE OR SIMULATED EMERGENCY A PLANNED PUBLIC EVENT SUCH AS A MAJOR PARADE OR CONCERT
A PLANNED ACTIVITY SUCH AS A PRESCRIBED FIRE, A LAW ENFORCEMENT EVENT, A MAJOR PEST CONTROL EFFORT, OR A MARINE HAZARDOUS MATERIALS EXERCISE
EVENT PLANNING CONSIDERATIONS

TYPE INCIDENT / EVENT? LOCATION, SIZE, LOCATION SINGLE OR MULTI-AGENCY? SINGLE OR MULTIJURISDICTIONAL? COMMAND STAFF NEEDS? KIND, TYPE, NUMBER OF RESOURCES
EVENT PLANNING CONSIDERATIONS CONTINUED

AIR OPERATIONS INVOLVED?
STAGING AREAS REQUIRED?

OTHER FACILITIES REQUIRED?
LOGISTICAL SUPPORT NEEDS?

KNOWN LIMITATIONS & RESTRICTIONS AVAILABLE COMMUNICATIONS
CONSIDERATIONS FOR UNPLANNED INCIDENTS

AN INCIDENT OCCURS
TIME IS OF THE ESSENCE

THE SITUATION IS UNSTABLE
POTENTIAL TO EXPAND
COMMUNICATIONS AND INFO MAY BE INCOMPLETE
STAFF NOT NECESSARILY EXPERIENCED IN MANAGING EXPANDING INCIDENTS

CONSIDERATIONS FOR ORGANIZING FOR UNPLANNED EVENTS

Incident Complexity
MANY COMPLEXITIES
FEWER COMPLEXITIES
SMALL INCIDENT
Incident Size
LARGE INCIDENT
INITIAL STEPS IN ORGANIZING INCIDENTS

SIZE UP THE LOCATION
DETERMINE IF THERE ARE LIVES AT IMMEDIATE RISK

ESTABLISH THE IMMEDIATE OBJECTIVES DETERMINE IF THERE ARE ENOUGH AND THE RIGHT KIND OF RESOURCES ON SCENE AND/OR ORDERED
CONSIDER IF SPAN OF CONTROL IS OR WILL SOON APPROACH PRACTICAL LIMITS

INITIAL STEPS IN ORGANIZING INCIDENTS CONTINUED

ENSURE THAT PERSONNEL SAFETY FACTORS ARE TAKEN INTO ACCOUNT DETERMINE IF THERE ARE ANY ENVIRONMENTAL ISSUES THAT NEED TO BE CONSIDERED MONITOR WORK PROGRESS REVIEW AND MODIFY OBJECTIVES AND ADJUST THE ACTION PLAN AS NECESSARY
TRANSFER OF COMMAND CONSIDERATIONS

ASSESS THE SITUATION
GET A BRIEFING DETERMINE TIME TO TRANSITION COMMAND NOTIFY ALL PERSONNEL REASSIGN EXISTING I.C.
TRANSFER OF COMMAND BRIEFING

INCIDENT HISTORY (WHAT HAS HAPPENED) PRIORITIES AND OBJECTIVES
FACILITIES ESTABLISHED
STATUS OF COMMUNICATIONS ANY CONSTRAINTS OR LIMITATIONS
CURRENT PLAN
RESOURCE ASSIGNMENTS INCIDENT POTENTIAL INCIDENT ORGANIZATION DELEGATION OF AUTHORITY RESOURCES ORDERED / NEEDED
Module 8 Organizing for Incident or Events.PPT
13
USE OF THE INCIDENT BRIEFING

CURRENT OPERATIONAL PERIOD NEXT OPERATIONAL PERIOD
INITIAL INCIDENT BRIEFING ICS 201
UPDATED INCIDENT BRIEFING ICS 201
INCIDENT ACTION PLAN ICS 202 to 206
14
REASONS TO CHANGE THE INCIDENT ACTION PLAN

CHANGE IN AGENCY ADMINISTRATOR GOALS
CHANGE IN AVAILABLE RESOURCES - KINDS OR TYPES

FAILURE OR UNEXPECTED SUCCESS OF TACTICAL EFFORTS IMPROVED INTELLIGENCE COST FACTORS
POLITICAL CONSIDERATIONS
ENVIRONMENTAL CONSIDERATIONS
WHEN CHANGING AN EXISTING ACTION PLAN

BE CONCERNED ABOUT SAFETY CONSIDERATIONS
MAKE CHANGES IF NECESSARY

CHANGE SOONER THAN LATER
ORGANIZING INCIDENT OPERATIONS

FIRST POLICE UNIT ON SCENE IS I.C.
ADDTL. POLICE UNIT
MOTOR VEHICLE ACCIDENT SITUATION
FIRE UNIT
AMBULANCE
HAZMAT UNIT
INFORMATION OFFICER
ADDTL. RESOURCE ?
AS RESOURCES ARE ADDED, ORGANIZATION Last Revised: 6 July 2002 BECOMES MORE IMPORTANT
17
DEVELOPING THE OPERATIONS ORGANIZATION

COMMAND
COMMAND STAFF
OPERATIONS
BRANCH 1
OTHER BRANCHES
DIVISION / GROUP
MEDICAL
RESOURCES
WAYS TO USE BRANCHES ON AN INCIDENT

OPERATIONS
GEOGRAPHIC
ONE TWO THREE
FUNCTIONAL
SECURITY
OPERATIONS
MEDICAL
SEARCH
OPERATIONS RYE COUNTY PARKER CITY
JURISDICTIONAL
UNION SCH. DIST.
DEFINITION OF UNIFIED COMMAND:

A TEAM EFFORT WHICH ALLOWS ALL AGENCIES WITH THE RESPONSIBILITY FOR THE INCIDENT TO JOINTLY PROVIDE MANAGEMENT DIRECTION TO AN INCIDENT THROUGH A COMMON SET OF INCIDENT OBJECTIVES AND STRATEGIES ESTABLISHED AT THE COMMAND LEVEL
UNIFIED COMMAND APPLICATIONS

A B
INCIDENTS THAT AFFECT MORE THAN ONE POLITICAL JURISDICTION INCIDENTS INVOLVING MULTIPLE AGENCIES WITHIN A JURISDICTION INCIDENTS THAT IMPACT ON MULTIPLE GEOGRAPHIC AND FUNCTIONAL AGENCIES
C A
A C E
FIRE LAW MEDICAL
B D
ADVANTAGES OF USING UNIFIED COMMAND

ONE SET OF OBJECTIVES IS DEVELOPED FOR THE ENTIRE INCIDENT, AND A COLLECTIVE APPROACH IS MADE TO DEVELOPING STRATEGIES INFORMATION FLOW AND COORDINATION IS IMPROVED BETWEEN ALL JURISDICTIONS AND AGENCIES INVOLVED IN THE INCIDENT NO AGENCYS AUTHORITY OR LEGAL REQUIREMENTS WILL BE COMPROMISED OR NEGLECTED
EACH AGENCY IS FULLY AWARE OF THE PLANS, ACTIONS AND CONSTRAINTS OF ALL OTHERS

THE COMBINED EFFORTS OF ALL AGENCIES IS OPTIMIZED AS THEY PERFORM THEIR RESPECTIVE ASSIGNMENTS UNDER A SINGLE INCIDENT ACTION PLAN
DUPLICATIVE EFFORTS ARE REDUCED OR ELIMINATED, THUS REDUCING COST AND CHANCES FOR FRUSTRATION AND CONFLICT
23
UNDER UNIFIED COMMAND THERE IS:

A SINGLE INTEGRATED INCIDENT ORGANIZATION
ONE OPERATIONS SECTION CHIEF TO DIRECT TACTICAL EFFORTS

COLLOCATED (SHARED) FACILITIES
A SINGLE INTEGRATED PLANNING PROCESS AND INCIDENT ACTION PLAN

SHARED PLANNING / INTEL, LOGISTICAL AND FINANCE / ADMIN OPERATIONS WHEREVER POSSIBLE A COORDINATED PROCESS FOR RESOURCE ORDERING
THE MIX OF PARTICIPANTS IN A UNIFIED COMMAND ORGANIZATION DEPENDS ON:

THE LOCATION OF THE INCIDENT, WHICH OFTEN DETERMINES THE JURISDICTIONS THAT MUST BE INVOLVED THE KIND OF INCIDENT, WHICH DICTATES THE FUNCTIONAL AGENCIES OF THE INVOLVED JURISDICTION(S), AS WELL AS OTHER AGENCIES THAT MAY BE INVOLVED
GUIDELINES FOR DEVELOPING THE ICS ORGANIZATION

DEPUTY POSITIONS MAY BE USED FOR:
COMMAND STAFF GENERAL STAFF BRANCH LEVEL
COMMAND STAFF MAY ALSO HAVE ASSISTANTS MULTIJURISDICTIONAL INCIDENTS SHOULD ESTABLISH A UNIFIED COMMAND
GUIDELINES FOR DEVELOPING THE ICS ORGANIZATION

EXPAND ORGANIZATION AS NEEDED. FOR EXAMPLE:
PLANNING / INTEL SECTION
RESOURCE UNIT / SITUATION UNIT
LOGISTICS SECTION
COMMUNICATIONS UNIT / MEDICAL UNIT / GROUND SUPPORT

TIME UNIT / COST UNIT
EXAMPLE OF STAFFING REQUIRED

(WILL VARY BY INCIDENT)
ICS POSITIONS TWO DIVISIONS OR GROUPS FIVE DIVISIONS OR GROUPS 1 TWO BRANCHES 1 2 2 5 1 UP TO 10 1
OPERATIONS SECTION CHIEF

BRANCH DIRECTOR DIVISION/GROUP SUP. PLAN/INTEL SECTION CHIEF
STATUS RECORDERS
FIELD OBSERVERS LOGISTICS SECTION CHIEF INCIDENT DISPATCHER
1
2
2
4 1 1
FOOD UNIT
SUPPLY UNIT FINANCE / ADMIN SECTION TOTALS:
6
2
10
4
18
25
QUESTIONS?
29
Incident Resources Management Module 9 (I-300)

Module 9 - Incident Resources Management.PPT Last Revised: 7 July 2002 1
OBJECTIVES
IDENTIFY AND DESCRIBE THE FOUR BASIC PRINCIPLES OF RESOURCE MANAGEMENT IDENTIFY THE BASIC STEPS INVOLVED IN MANAGING INCIDENT RESOURCES
KNOW THE CONTENTS OF, AND HOW THE OPERATIONAL PLANNING WORKSHEET (ICS 215) IS USED
IDENTIFY THE ORGANIZATIONAL ELEMENTS AT THE INCIDENT THAT CAN ORDER RESOURCES
DESCRIBE THE DIFFERENCES BETWEEN SINGLE AND MULTI-POINT RESOURCE ORDERING AND THE REASONS FOR EACH DESCRIBE WHY AND HOW RESOURCES ARE ASSIGNED TO STAGING AREAS, CAMPS, AND DIRECT TACTICAL ASSIGNMENTS DESCRIBE THE PURPOSE AND IMPORTANCE OF PLANNING FOR RESOURCE DEMOBILIZATION IDENTIFY FIVE KEY CONSIDERATIONS ASSOCIATED WITH RESOURCE MANAGEMENT AND THE REASONS FOR EACH.
MODULE 9 SUBJECTS
SUBJECTS COVERED IN THIS MODULE INCLUDE:
PRINCIPLES OF RESOURCE MANAGEMENT
INCIDENT RESOURCE MANAGEMENT ESTABLISHING RESOURCE NEEDS
REDUCE ORDERING
RESOURCE CHECK-IN PROCESS UTILIZING RESOURCES - STAGING AREAS
RESOURCE DEMOBILIZATION
RESOURCE MANAGEMENT CONSIDERATIONS
PRINCIPLES OF RESOURCE MANAGEMENT PLANNING ORGANIZING
CONTROLLING
Module 9 - Incident Resources Management.PPT
DIRECTING
PLANNING
EVALUATE THE SITUATION DETERMINE OBJECTVES SELECT PROPER STRATEGY DECIDE WHICH RESOURCES SHOULD BE USED TO ACHIEVE THOSE OBJECTIVES IN THE MOST EFFICIENT AND COST_EFFECTIVE MANNER RESOURCE PLANNING IS ONGOING AND DIRECTED AT OPERATIONAL PERIODS
ORGANIZING
WHERE THE IC BRINGS ESSENTIAL PERSONNEL, EQUIPMENT AND OTHER RESOURCES TOGETHER IN A FORMALIZED RELATIONSHIP
RESOURCES DIRECTION INVOLVES: MOTIVATION

PROVIDING LEADERSHIP DELEGATION OF AUTHORITY
HOW IS DIRECTION ACCOMPLISHED?

IN ICS DIRECTION IS ACCOMPLISHED BY ASSIGNING RESPONSIBILITY AND AUTHORITY THROUGHOUT THE ORGANIZATION
USES OTHER PEOPLES KNOWLEDGE AND SKILLS
COMPLETES TASKS WITHOUT UNNECESSARY DELAY

ENHANCES TRAINING AND PERSONNEL DEVELOPMENT PROVIDES A MORE MEANINGFUL WORK ENVIRONMENT
CONTROLLING
EVALUATING THE PERFORMANCE OF AN ORGANIZATION AND ITS COMPONENTS APPLYING THE NECESSARY CORRECTIONS TO MAKE SURE THAT THE PERFORMANCE IS DIRECTED TOWARD ACCOMPLISHING THE ESTABLISHED OBJECTIVES
10
INCIDENT RESOURCE MANAGEMENT PROCESS

ESTABLISHING RESOURCE NEEDS
RESOURCE ORDERING CHECK-IN PROCESS RESOURCE USE RESOURCE DEMOBILIZATION
PLANNING MEETING ACTIVITY CHECKLIST

ACTIVITY
1 2 GIVE SITUATION AND RESOURCES BRIEFING
PRIMARY RESPONSIBILITY
PLANNING /INTEL SECTION CHIEF
3 4
5 6
7 8 9 10
STATE INCIDENT OBJECTIVES AND POLICY INCIDENT COMMANDER ISSUES STATE PRIMARY AND ALT. STRATEGIES OPERATIONS SECTION CHIEF DESIGNATE BRANCH, DIVISION, GROUP OPERATIONS SECTION CHIEF BOUNDARIES AND FUNCTIONS AS APPROP. DESCRIBE TACTICAL OPERATIONS & TACTICS OPS SECTION CHIEF MAKE TACTICAL RESOURCE ASSIGNMENTS OPS, WITH SUPPORT OF PLAN/INTEL, AND LOGISTICS SECTION CHIEFS DETERMINE OPERATIONS FACILITIES AND OPERATIONS & LOGISTICS REPORTING LOCATIONS CHIEFS DEVELOP THE RESOURCES, SUPPORT, AND PLAN/INTEL & LOGISTICS CHIEFS OVERHEAD ORDER. DEVELOP COMMUNICATIONS, MEDICAL, AND PLANNING/INTEL & LOGISTICS TRAFFIC SUPPORTING PLANS SECTIONS APPROVE AND IMPLEMENT THE PLAN I.C. APPROVES AND GENERAL STAFF IMPLEMENTS
THE OPERATIONAL PLANNING WORKSHEET CAN BE USED AS A DISPLAY AT THE PLANNING MEETING
OPERATIONAL PLANNING WORKSHEET - ICS 215
13
THE ICS 215 FORM IS A BASIC PLANNING TOOL

IT PROVIDES INFORMATION ON: INCIDENT WORK LOCATIONS WORK ASSIGNMENTS KIND & TYPE OF RESOURCES NEEDED
CURRENT AVAILABILITY OF INCIDENT RESOURCES

REPORTING LOCATION
REQUESTED ARRIVAL TIME FOR ADDITIONAL RESOURCES

INCIDENT RESOURCES
PERSONNEL RESOURCES:
ARE ASSIGNED TO FUNCTIONAL AREAS WITHIN ICS SECTIONS BASED ON EXPERIENCE, TRAINING, AND PAST PERFORMANCE
EQUIPMENT RESOURCES:
CONSIST OF BOTH THE EQUIPMENT AND THE PERSONNEL TO OPERATE THE EQUIPMENT THIS INCLUDES AVIATION RESOURCES
15
PLACING RESOURCE ORDERS FROM THE INCIDENT

INCIDENT COMMANDERS MUST APPROVE ALL RESOURCE ORDERS. PERSONNEL AUTHORIZED TO PLACE RESOURCE ORDERS:
INCIDENT COMMANDER LOGISTICS SECTION CHIEF SUPPLY UNIT

ESSENTIAL ELEMENTS OF INFORMATION FOR ANY RESOURCE ORDER:

INCIDENT NAME
ORDER AND/OR REQUEST NUMBER DATE AND TIME OF ORDER QUANTITY, KIND, TYPE OF RESOURCES REPORTING LOCATION
ESSENTIAL ELEMENTS OF INFORMATION FOR ANY RESOURCE ORDER:

REQUESTED ARRIVAL TIME RADIO FREQUENCY
PERSON / TITLE PLACING REQUEST

CALLBACK NUMBER OR RADIO DESIGNATION FOR CLARIFICATION
SEND RESOURCE ORDERS BY:

FAX
RADIO PHONE
COMPUTER TERMINAL
19
SINGLE vs. MULTI-POINT ORDERING OF RESOURCES FROM AN INCIDENT
SINGLE POINT ORDERING AGENCY DISPATCH DOC or EOC

INCIDENT
BE SURE YOU UNDERSTAND THE ORDERING PROCESS!!!

SINGLE POINT ORDERING PREFERRED METHOD AGENCY OVERLOAD AGENCY POLICY MULTI-POINT ORDERING DONE WHEN: MULTI-AGENCY INVOLVEMENT REQUIRES IT
COMPLEX ORDER
KIND OF RESOURCE REQUIRES SPECIAL HANDLING

REQUIRED BY AGENCY POLICY
21
MULTI-POINT RESOURCE ORDERING FROM AN INCIDENT
FIRE
POLICE
MEDICAL
22
RESOURCE CHECK-IN LOCATIONS AT AN INCIDENT

INCIDENT BASE
CAMP STAGING AREA RESOURCE UNIT AT THE INCIDENT COMMAND POST
HELIBASE
ON AN INCIDENT, RESOURCES ARE INITIALLY ASSIGNED TO:
BASE OR CAMPS
DIVISIONS OR GROUPS
STAGING AREAS
24
INCOMING RESOURCES ARE ASSIGNED TO STAGING AREAS BECAUSE:

RESOURCES WILL BE ASSIGNED DURING THE CURRENT OPERATIONAL PERIOD
RESOURCES ARE NEEDED TO PROVIDE A RESERVE FORCE FOR CONTINGENCIES RESOURCES ARE TO BE FORMED INTO TASK FORCES AND / OR STRIKE TEAMS, PLATOONS, SQUAD, ETC..
STAGING AREA MANAGERS MUST BE BRIEFED ON:

NUMBER & KIND OF RESOURCES COMMUNICATIONS MINIMUM RESOURCE LEVELS HOW TO OBTAIN RESOURCES EXPECTED DURATION LOGISTICS SUPPORT
TASK FORCES, STRIKE TEAMS, PLATOONS, SQUADS, ETC.:

CAN BE FORMED ON THE INCIDENT WHEN FORMED ON THE INCIDENT THEY MUST BE DISASSEMBLED PRIOR TO RELEASE FROM THE INCIDENT
27
DEMOBILIZATION
PLANNING - BEGIN EARLY!
SET UP A DEMOBILIZATION UNIT FOR LARGER INCIDENTS OPERATIONS SECTION WILL SET CONTINUING TACTICAL RESOURCE NEEDS
DEMOBILIZATION PLAN
GENERAL INFORMATION RESPONSIBILITIES RELEASE PRIORITIES RELEASE PROCEDURES DIRECTORY
HOME
KEY RESOURCE MANAGEMENT CONSIDERATIONS
SAFETY
PERSONNEL ACCOUNTABILITY MANAGERIAL CONTROL ADEQUATE RESERVES
COST
QUESTIONS?
31
Incident and Event Planning Module 11 (I-300)

Module 11 Incident and Event Planning.PPT Last Revised: 7 July 2002 1
INCIDENT & EVENT PLANNING

SUBJECTS TO BE COVERED IN THIS MODULE:
IMPORTANCE OF PLANNING ESSENTIAL INCIDENT ACTION PLAN ELEMENTS THE PLANNING PROCESS PLANNING FOR INCIDENT DEMOBILIZATION DEVELOPING THE INCIDENT ACTION PLAN
OBJECTIVES
LIST THE MAJOR STEPS INVOLVED IN THE PLANNING PROCESS IDENTIFY THE ICS TITLES OF PERSONNEL WHO HAVE RESPONSIBILITIES IN DEVELOPING THE INCIDENT ACTION PLAN, AND LIST THEIR DUTIES AS PART OF AN EXERCISE, IDENTIFY INCIDENT OBJECTIVES FOR A SIMULATED SCENARIO AS PART OF AN EXERCISE, DESCRIBE APPROPRIATE STRATEGIES AND TACTICS TO MEET INCIDENT OBJECTIVES FOR A SIMULATED SCENARIO
EXPLAIN THE USE OF OPERATIONAL PERIODS IN THE PLANNING PROCESS, AND THEY ARE DERIVED EXPLAIN THE FUNCTION OF THE OPERATIONAL PLANNING WORKSHEET (ICS 215) AND OTHER FORMS WHICH MAY BE USED IN PREPARING THE INCIDENT ACTION PLAN EXPLAIN THE CRITERIA FOR DETERMINING WHEN THE INCIDENT ACTION PLAN SHOULD BE PREPARED IN WRITING
IDENTIFY THE KINDS OF SUPPORTING MATERIALS INCLUDED IN AN INCIDENT ACTION PLAN LIST THE MAJOR SECTIONS IN A DEMOBILIZATION PLAN AS PART OF A GROUP EXERCISE, DEVELOP AN INCIDENT ACTION PLAN FOR A SIMULATED SCENARIO
WRITTEN INCIDENT ACTION PLANS

WRITTEN ACTIONS PLANS REQUIRED WHEN: TWO OR MORE JURISDICTIONS INVOLVED OVERLAP ANOTHER OPERATIONAL PERIOD ORGANIZATIONAL ELEMENTS ACTIVATED AS REQUIRED BY AGENCY
Module 11 Incident and Event Planning.PPT
WRITTEN INCIDENT ACTION PLANS PROVIDE:

CLEAR STATEMENT OF OBJECTIVES AND ACTIONS BASIS FOR MEASURING WORK EFFECTIVENESS AND COST EFFECTIVENESS BASIS FOR MEASURING WORK PROGRESS AND FOR PROVIDING ACCOUNTABILITY
INCIDENT COMMANDER DECIDES ON USE OF WRITTEN INCIDENT ACTION PLAN
ACTION PLAN WILL BE IN WRITING

LENGTH OF OPERATIONAL PERIOD

LENGTH OF TIME AVAILABLE / NEEDED TO ACHIEVE TACTICAL OBJECTIVES AVAILABILITY OF FRESH RESOURCES FUTURE INVOLVEMENT OF ADDITIONAL JURISDICTIONS AND/OR AGENCIES
WRITTEN ACTION PLANS

ESSENTIAL ACTION PLAN ELEMENTS
STATEMENT OF OBJECTIVES ORGANIZATION TACTICS & RESOURCE ASSIGNMENTS SUPPORT PLANS (TRAFFIC, MEDICAL, COMMUNICATIONS, OTHERS AS NEEDED)
ICS 202 INCIDENT OBJECTIVES WORKSHEET

INCIDENT NAME DATE / TIME PREPARED OPERATIONAL PERIOD GENERAL OBJECTIVES WEATHER FORECAST SAFETY MESSAGE ATTACHMENTS
ORGANIZATION ASSIGNMENT LIST ICS-203

ASSIGNMENT LIST ICS-204

INCIDENT RADIO COMMUNICATIONS PLAN ICS 205

MEDICAL PLAN ICS 206

ESSENTIAL STEPS IN INCIDENT ACTION PLANNING

UNDERSTAND THE SITUATION ESTABLISH INCIDENT OBJECTIVES AND STRATEGY DEVELOP TACTICAL DIRECTION AND ASSIGNMENTS PREPARE THE PLAN IMPLEMENT THE PLAN EVALUATE THE PLAN
UNDERSTAND THE SITUATION

WHAT HAS HAPPENED? WHAT PROGRESS HAS BEEN MADE? HOW GOOD IS THE CURRENT PLAN? WHAT IS THE INCIDENT GROWTH POTENTIAL? WHAT IS THE PRESENT AND FUTURE RESOURCE AND ORGANIZATIONAL CAPABILITY?
ESTABLISH INCIDENT OBJECTIVES AND STRATEGY INCIDENT OBJECTIVES SHOULD BE:
ATTAINABLE
MEASURABLE
FLEXIBLE
DETERMINE TACTICAL DIRECTION

INCIDENT OBJECTIVES
STRATEGY TO ACHIEVE OBJECTIVES
DIV A
TACTICS RESOURCES ASSIGNMENTS
DIV B
DIV C
ESSENTIAL ELEMENTS TO BE INCLUDED IN THE INCIDENT COMMANDERS ORAL ACTION PLAN

INCIDENT OBJECTIVE(S) STRATEGY (ONE OR MORE) TACTICS
ASSIGNMENTS
MAJOR ELEMENTS IN A WRITTEN ACTION PLAN:

INCIDENT ACTION PLAN
OBJECTIVES ORGANIZATION
ASSIGNMENTS
SUPPORT PLANS
ANY OTHER RELEVANT INFO

THE INCIDENT PLANNING PROCESS

PREPARE FOR PLANNING MEETING CONDUCT PLANNING MEETING ORDER & OBTAIN REQUIRED RESOURCES CONDUCT OPERATIONAL PERIOD BRIEFING
(REPEAT AS REQUIRED)
CONSIDERATIONS FOR EFFECTIVE PLANNING MEETINGS

ALL PARTICIPANTS MUST COME PREPARED STRONG LEADERSHIP MUST BE EVIDENT AGENCY REPRESENTATIVES MUST BE ABLE TO COMMIT THEIR AGENCIES ADHERE TO THE PLANNING PROVES NO RADIOS
PLANNING MEETING CHECKLIST

No. 1 2 ACTIVITY GIVE SITUATION & RESOURCE BRIEFING PRIMARY RESPONSIBILITY PLANNING SECT. CHIEF STATE INCIDENT OBJECTIVES - POLICY ISSUES INCIDENT COMMANDER
3
4 5 6 7 8 9 10
STATE PRIMARY & ALTERNATE. STRATEGIES

DESIGNATE BRANCH, DIVISION, GROUP BOUNDARIES & FUNCTIONS AS APPROPRIATE DESCRIBE TACTICAL OPERATIONS & TACTICS MAKE TACTICAL RESOURCE ASSIGNMENTS FACILITIES AND REPORTING LOCATIONS RESOURCES, SUPPORT, AND OVERHEAD SUPPORT PLANS - COMMO, MED., TRAFFIC FINALIZE, APPROVE & IMPLEMENT THE PLAN
OPS SECTION CHIEF

OPS SECTION CHIEF OPS & PLANS SECTION CHIEFS OPS, PLANNING, & LOGISTICS SECT. CHIEF LOGISTICS SECT. CHIEF PLANNING & LOGISTICS
SECTIONS CHIEFS
PLANNING SECT CH. / IC IC AND GEN. STAFF
FORM# FORM NAME 202 INCIDENT OBJECTIVES
PREPARED FOR PLAN BY: RESOURCES UNIT RESOURCES UNIT RESOURCES UNIT /
203/207 ORGANIZATION LIST/CHART
204
DIVISION ASSIGNMENT LISTS
PLANNING RECORDER
205 206 220 NONE NONE NONE NONE COMMUNICATIONS PLAN MEDICAL PLAN AIR OPERATIONS SUMMARY TRAFFIC PLAN SAFETY PLAN MAP DEMOBILIZATION PLAN COMMUNICATIONS UNIT MEDICAL UNIT AIR OPS BRANCH DIR. GROUND SUPPORT UNIT SAFETY OFFICER SITUATION UNIT DEMOB. UNIT
IMPLEMENTING THE PLAN

SMALLER INCIDENTS
ORAL BRIEFING BY THE IC
ICS 201 FORM MAY BE HELPFUL
LARGER INCIDENTS
REQUIRE WRITTEN INCIDENT ACTION PLAN GENERAL STAFF WILL IMPLEMENT THE PLAN
26
EVALUATING THE PLAN

DOES THE PLAN ACCURATELY REFLECT THE CURRENT SITUATION?
MONITOR PROGRESS AGAINST PLANNED TACTICAL OPERATIONS MAKE ADJUSTMENTS AS REQUIRED
27
ALL INCIDENTS END

DEMOBILIZATION UNIT
CHECK OUT HERE
28
KEY PLAYERS TO THE INCIDENT DEMOBILIZATION PLAN

PLANNING SECTION
HAS BASIC INFORMATION ON RESOURCES. (CHECK-IN LISTS AND INCIDENT 201 BRIEFING FORM ARE IMPORTANT TO THIS EFFORT)
LIAISON OFFICER
KNOWS TERMS OF AGREEMENTS INVOLVING USE AND RELEASE OF OTHER AGENCYS RESOURCES
29
KEY PLAYERS TO THE INCIDENT DEMOBILIZATION PLAN CONTINUED SAFETY OFFICER

CONSIDERS PHYSICAL CONDITION OF PERSONNEL, PERSONAL NEEDS, AND ADEQUACY OF TRANSPORTATION
LOGISTICS SECTION
HANDLES TRANSPORTATION AVAILABILITY, COMMUNICATIONS, MAINTENANCE, AND CONTINUING SUPPORT
KEY PLAYERS TO THE INCIDENT DEMOBILIZATION PLAN CONTINUED OPERATIONS SECTION

KNOWS CONTINUING NEEDS FOR VARIOUS KINDS OF TACTICAL RESOURCES

PROCESSES ANY CLAIMS, TIME RECORDS, AND COSTS OF INDIVIDUAL RESOURCES WHICH ARE A FACTOR IN DETERMINING RELEASE
KEY PLAYERS TO THE INCIDENT DEMOBILIZATION PLAN CONTINUED

AGENCY DISPATCH CENTER
GIVE HIGH PRIORITY TO TIMELY RETURN OF RESOURCES
32
MAJOR ELEMENTS OF AN INCIDENT DEMOBILIZATION PLAN

DEMOBILIZATION POLICY AND PROCEDURES
RESPONSIBILITIES
RELEASE PRIORITIES
RELEASE PROCEDURES
DIRECTORY
QUESTIONS?
34
Command and General Staff Module 12 (I-400)

Module 12 Command and General Staff.PPT Last Revised: 13 July 2002 1
OBJECTIVES
IDENTIFY THE STEPS BUILT INTO THE ICS DESIGN TO COMPENSATE FOR PREVIOUS INCIDENT MANAGEMENT PROBLEMS DESCRIBE THE PRIMARY GUIDELINES RELATED TO COMMAND AND GENERAL STAFF POSITIONS SUMMARIZE PRINCIPAL RESPONSIBILITIES FOR EACH COMMAND AND GENERAL STAFF MEMBER
DESCRIBE THE ROLES OF DEPUTY POSITIONS AND ASSISTANTS IN INCIDENT MANAGEMENT DESCRIBE THE PURPOSES AND RESPONSIBILITIES OF AGENCY REPRESENTATIVES, REPORTING RELATIONSHIPS, AND THEIR EFFECTIVE USE DEVELOP A COMMAND AND GENERAL STAFF ORGANIZATION AROUND A SIMULATED SCENARIO
ALL DECISIONS MADE BY ONE PERSON POOR SPAN OF CONTROL
No sweat! I can handle it!
Module 12 Command and General Staff.PPT
ICS DESIGN REQUIREMENTS

A STANDARDIZED, FUNCTIONAL ORGANIZATION MUST BE ESTABLISHED RELATED FUNCTIONS SHOULD BE GROUPED TOGETHER WITHIN THE ORGANIZATION
ICS DESIGN REQUIREMENTS CONTINUED

SUBORDINATES MUST BE DELEGATED THE AUTHORITY TO MANAGE THEIR ASSIGNED FUNCTIONS IN ACCORDANCE WITH ACTION PLAN OBJECTIVES
EVERY INCIDENT, SMALL OR LARGE, SIMPLE OR COMPLEX, MUST HAVE SOME FORM OF AN ACTION PLAN WHETHER ORAL OR WRITTEN
IDENTIFICATION OF INCIDENT MANAGEMENT NEEDS

DELEGATE AUTHORITY PROVIDE LOGISTICAL SUPPORT PROVIDE PLANNING SERVICES PROVIDE FOR ADMINISTRATIVE AND COST CONTROL PROVIDE INFORMATION SERVICES PROVIDE A SAFE OPERATING ENVIRONMENT INTERACT EFFECTIVELY WITH OTHER AGENCIES
INCIDENT COMMAND SYSTEM

COMMAND
COMMAND STAFF GENERAL STAFF

THE GENERAL STAFF
INCIDENT COMMAND
OPERATONS SECTION PLANNING / INTEL SECTION LOGISTICS SECTION FINANCE / ADMIN SECTION
THE COMMAND STAFF

INCIDENT COMMANDER INFORMATION OFFICER LIAISON OFFICER SAFETY OFFICER MISSION CHAPLAIN
10
GENERAL STAFF
YOUR DESIGNATION IS SECTION CHIEF
COMMAND STAFF
YOUR DESIGNATION IS LIAISON OFFICER
THE IMPORTANCE OF USING POSITION TITLES IN THE ICS ORGANIZATION

IN MULTI-AGENCY INCIDENTS TO PROVIDE STANDARDIZATION IN ORDERING RESOURCES TO ENSURE UNDERSTANDING TO ALLOW MOST QUALIFIED PERSONNEL TO BE USED
I DONT HAVE A QUALIFIED INFORMATION OFFICER FOR THIS INCIDENT. DOES YOUR AGENCY HAVE ONE THAT COULD BE ASSIGNED?
INCIDENT COMMANDER RESPONSIBILITIES:

HAVE CLEAR AUTHORITY AND KNOW AGENCY POLICY ENSURE INCIDENT SAFETY ESTABLISH AN INCIDENT COMMAND POST OBTAIN A BRIEFING FROM PRIOR INCIDENT COMMANDER AND/OR ASSESS THE SITUATION
ESTABLISH IMMEDIATE PRIORITIES

IC RESPONSIBILITIES CONTINUED
DETERMINE INCIDENT OBJECTIVES AND STRATEGIES TO BE FOLLOWED ESTABLISH THE LEVEL OF ORGANIZATION NEEDED, AND MONITOR THE OPERATIONS AND EFFECTIVENESS OF THAT ORGANIZATION
MANAGE PLANNING MEETINGS AS REQUIRED

APPROVE AND IMPLEMENT THE INCIDENT ACTION PLAN
COORDINATE ACTIVITY OF THE COMMAND AND GENERAL STAFF

IC RESPONSIBILITIES CONTINUED
APPROVE REQUESTS FOR ADDITIONAL RESOURCES OR FOR THE RELEASE OF RESOURCES APPROVE THE USE OF STUDENTS, VOLUNTEERS, AND AUXILIARY PERSONNEL AUTHORIZE RELEASE OF INFORMATION TO THE NEWS MEDIA ORDER DEMOBILIZATION OF THE INCIDENT WHEN APPROPRIATE
ENSURE INCIDENT AFTER-ACTION REPORTS ARE COMPLETE

INCIDENT COMMANDER AND GENERAL STAFF

INCIDENT COMMAND OPERATIONS SECTION CHIEF PLANNING/ INTELLIGENCE SECTION CHIEF LOGISTICS SECTION CHIEF FINANCE/ ADMIN. SECTION CHIEF
16
GUIDELINES FOR GENERAL STAFF

ONLY ONE PERSON WILL BE DESIGNATED TO LEAD EACH GENERAL STAFF POSITION GENERAL STAFF POSITIONS MAY BE FILLED BY QUALIFIED PERSONS FROM ANY AGENCY OR JURISDICTION EACH MEMBER OF THE GENERAL STAFF REPORTS DIRECTLY TO THE INCIDENT COMMANDER
GUIDELINES FOR GENERAL STAFF CONTINUED

DEPUTY POSITIONS MAY BE ESTABLISHED FOR EACH OF THE GENERAL STAFF POSITIONS. DEPUTIES CAN BE DESIGNATED FROM OTHER AGENCIES AS APPROPRIATE GENERAL STAFF MEMBERS MAY EXCHANGE INFORMATION WITH ANY PERSON WITHIN THE ORGANIZATION THROUGH THE CHAIN OF COMMAND
GENERAL STAFF POSITIONS (i.e.: SECTIONS) SHOULD NOT BE COMBINED

CLEAR SEPARATION OF SECTIONS

SECTIONS COMBINED
PLANNING/INTEL & LOGISTICS SECTION CHIEF
PLANNING/INTEL SECTION CHIEF
LOGISTICS SECTION CHIEF
REASONS NOT TO COMBINE ORGANIZATION UNITS: CAN CAUSE STAFFING CONFUSION LATER IF SECTIONS SEPARATE CREATES A NON-STANDARD ORGANIZATION
INCIDENT COMMAND
OPERATIONS
SECTION
PLANNING/ INTELL. SECTION
LOGISTICS SECTION
20
MAJOR RESPONSIBILITIES: OPERATIONS SECTION CHIEF

MANAGE TACTICAL OPERATIONS
ENSURE INTERACTION IS TAKING PLACE WITH OTHER AGENCIES

ASSIST IN THE DEVELOPMENT OF THE OPERATIONS PORTION OF THE INCIDENT ACTION PLAN SUPERVISE THE EXECUTION OF THE OPERATIONS PORTION OF THE INCIDENT ACTION PLAN
MAINTAIN CLOSE CONTACT WITH SUBORDINATE POSITIONS

MAJOR RESPONSIBILITIES: OPERATIONS SECTION CHIEF CONTINUED

ASSURE SAFE TACTICAL OPERATIONS
REQUEST ADDITIONAL RESOURCES TO SUPPORT TACTICAL OPERATIONS

APPROVE RELEASE OF RESOURCES FROM ACTIVE ASSIGNMENTS (NOT RELEASE FROM THE INCIDENT) MAKE OR APPROVE EXPEDIENT CHANGES TO THE OPERATIONS PORTION OF THE INCIDENT ACTION PLAN MAINTAIN CLOSE COMMUNICATION WITH THE INCIDENT COMMANDER
INCIDENT COMMAND
OPERATIONS SECTION
PLANNING / INTELL. SECTION
LOGISTICS SECTION
23
MAJOR RESPONSIBILITIES PLANING / INTEL SECTION CHIEF

COLLECT AND MANAGE ALL INCIDENTRELEVANT OPERATIONAL DATA PROVIDE INPUT TO THE IC AND OPERATIONS SECTION CHIEF FOR USE IN PREPARING THE INCIDENT ACTION PLAN SUPERVISE PREPARATION OF THE INCIDENT ACTION PLAN
CONDUCT AND FACILITATE PLANNING MEETINGS

MAJOR RESPONSIBILITIES PLANING / INTEL SECTION CHIEF CONTINUED

REASSIGN PERSONNEL ALREADY ON-SITE TO ICS ORGANIZATIONAL POSITIONS AS APPROPRIATE
ESTABLISH INFORMATION REQUIREMENTS AND REPORTING SCHEDULE FOR UNITS (e.g.. RESOURCES, SITUATION UNITS) DETERMINE NEED FOR SPECIALIZED RESOURCES TO SUPPORT THE INCIDENT
ASSEMBLE AND DISASSEMBLE TASK FORCES AND STRIKE TEAMS NOT ASSIGNED TO OPERATIONS
PLANNING / INTEL SECTION CHIEF RESPONSIBILITIES:

ESTABLISH SPECIALIZED DATA COLLECTION SYSTEMS AS NECESSARY (e.g. WEATHER) ASSEMBLE INFORMATION ON ALTERNATIVE STRATEGIES PROVIDE PERIODIC PREDICTIONS ON INCIDENT POTENTIAL REPORT ANY SIGNIFICANT CHANGES IN INCIDENT STATUS
PLANNING / INTEL SECTION CHIEF RESPONSIBILITIES CONTINUED

COMPILE AND DISPLAY INCIDENT STATUS INFORMATION OVERSEE PREPARATION OF THE DEMOBILIZATION PLAN
INCORPORATE TRAFFIC, MEDICAL, COMMUNICATIONS PLANS, AND OTHER SUPPORTING MATERIAL INTO THE INCIDENT ACTION PLAN
INCIDENT COMMAND OPERATIONS SECTION PLANNING / INTELL SECTION LOGISTICS SECTION FINANCE /ADMIN SECTION
28
LOGISTICS SECTION PROVIDES:

FACILITIES TRANSPORTATION COMMUNICATIONS FOOD SERVICES FOR INCIDENT PERSONNEL MEDICAL SERVICES - FOR INCIDENT PERSONNEL
SUPPLIES
EQUIPMENT MAINTENANCE AND FUELING
ALL OFF-INCIDENT RESOURCES

MAJOR RESPONSIBILITIES OF LOGISTICS SECTION CHIEF

MANAGE ALL INCIDENT LOGISTICS PROVIDE LOGISTICS INPUT TO THE INCIDENT ACTION PLAN BRIEF LOGISTICS BRANCH DIRECTORS AND UNIT LEADERS AS NEEDED IDENTIFY ANTICIPATED AND KNOWN INCIDENT SERVICE AND SUPPORT REQUIREMENTS
MAJOR RESPONSIBILITIES OF LOGISTICS SECTION CHIEF CONTINUED

REQUEST ADDITIONAL RESOURCES AS NEEDED
DEVELOP AS REQUIRED, THE COMMUNICATIONS, MEDICAL AND TRAFFIC PLAN OVERSEE DEMOBILIZATION OF THE LOGISTICS SECTION
INCIDENT COMMAND OPERATIONS SECTION PLANNING / INTELL SECTION LOGISTICS SECTION FINANCE /ADMIN SECTION
32
RESPONSIBILITIES OF THE FINANCE / ADMINISTRATION SECTION:

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
RESPONSIBILITIES OF THE FINANCE / ADMINISTRATION SECTION CONTINUED

GATHER PERTINENT INFORMATION FROM BRIEFINGS WITH RESPONSIBLE AGENCIES
DEVELOP AN OPERATING PLAN FOR THE FINANCE/ADMIN SECTION; FILL SECTION SUPPLY AND SUPPORT NEEDS DETERMINE NEED TO SET UP AND OPERATE AN INCIDENT COMMISSARY
RESPONSIBILITIES OF THE FINANCE / ADMINISTRATION SECTION CHIEF

MEET WITH ASSISTING AND COOPERATING AGENCY REPRESENTATIVES AS NEEDED MAINTAIN DAILY CONTACT WITH AGENCY(S) ADMINISTRATIVE HEADQUARTERS ON FINANCE MATTERS ENSURE THAT ALL PERSONNEL TIME RECORDS ARE ACCURATELY COMPLETED AND TRANSMITTED TO HOME AGENCIES, PER POLICY
RESPONSIBILITIES OF THE FINANCE / ADMINISTRATION SECTION CHIEF CONTINUED

PROVIDE FINANCIAL INPUT FOR DEMOBILIZATION PLANNING 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 FOLLOW-UP
THE ICS COMMAND STAFF OFFICERS

Incident Commander Information Officer Liaison Officer
Safety Officer
Mission Chaplain
Operations Section Chief
Planning / Intelligence Section Chief
Logistics Section Chief
Finance / Administration Section Chief 37
GUIDELINES FOR COMMAND STAFF

ONLY ONE PERSON WILL BE DESIGNATED FOR EACH OF THE COMMAND STAFF POSITIONS COMMAND STAFF POSITIONS SHOULD NOT BE COMBINED
COMMAND STAFF POSITIONS MAY BE FILLED BY PERSONS FROM OTHER AGENCIES OR JURISDICTIONS
THERE ARE NO DEPUTY POSITIONS AT THE COMMAND STAFF LEVEL
GUIDELINES FOR COMMAND STAFF CONTINUED

EACH OF THE POSITIONS MAY HAVE ONE OR MORE ASSISTANTS AS NECESSARY ASSISTANTS ARE RECOMMENDED FOR LARGER INCIDENTS ASSISTANTS CAN BE DESIGNATED FROM OTHER JURISDICTIONS OR AGENCIES AS APPROPRIATE
GUIDELINES FOR COMMAND STAFF CONTINUED

COMMAND STAFF MEMBERS REPORT DIRECTLY TO THE INCIDENT COMMANDER COMMAND STAFF MEMBERS MAY INTERACT WITH ANY POSITION WITHIN THE ICS FOR PURPOSES OF INFORMATION EXCHANGE
REASONS TO DESIGNATE AN INFORMATION OFFICER

IS IT HIGH VISIBILITY INCIDENT? ARE THE MEDIA TAKING ICS TIME? WILL THEY GET THEIR INFORMATION ANYWAY? ARE THERE MULTIPLE AGENCIES INVOLVED?
41
RESPONSIBILITIES OF THE INFORMATION OFFICER

DETERMINE FROM THE INCIDENT COMMANDER ANY LIMITS ON INFORMATION RELEASE DEVELOP INFORMATION FOR USE IN MEDIA BRIEFINGS OBTAIN INCIDENT COMMANDERS APPROVAL OF MEDIA NEWS RELEASES CONDUCT PERIODIC MEDIA BRIEFINGS
RESPONSIBILITIES OF THE INFORMATION OFFICER CONTINUED

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
RESPONSIBILITIES OF THE INFORMATION OFFICER CONTINUED

MAKE INFORMATION ABOUT THE INCIDENT AVAILABLE TO INCIDENT PERSONNEL PARTICIPATE IN THE PLANNING MEETING
44
SAFETY OFFICER
MONITOR FOR HAZARDOUS SITUATIONS DEVELOP SAFETY PROCEDURES AND SAFETY PLAN
HAS AUTHORITY TO STOP UNSAFE ACTS, OUTSIDE THE SCOPE OF THE INCIDENT ACTION PLAN.
RESPONSIBILITIES OF THE SAFETY OFFICER

PARTICIPATE IN PLANNING MEETINGS
IDENTIFY AND MITIGATE HAZARDOUS SITUATIONS
ASSIGN ASSISTANTS QUALIFIED TO EVALUATE SPECIAL HAZARDS

REVIEW THE INCIDENT ACTION PLAN FOR SAFETY IMPLICATIONS
RESPONSIBILITIES OF THE SAFETY OFFICER CONTINUED

EXERCISE EMERGENCY AUTHORITY TO STOP AND PREVENT UNSAFE ACTS INITIATE PRELIMINARY INVESTIGATION OF ACCIDENTS WITHIN THE INCIDENT AREA REVIEW AND APPROVE THE MEDICAL PLAN ENSURE SAFETY MESSAGES AND BRIEFINGS ARE MADE
REASON TO ESTABLISH A LIAISON OFFICER

SEVERAL AGENCIES ARE SENDING AGENCY REPRESENTATIVES INCIDENT COMMANDER NO LONGER HAS TIME FOR INDIVIDUAL COORDINATION
48
RESPONSIBILITIES OF THE 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
RESPONSIBILITIES OF THE LIAISON OFFICER CONTINUED

MONITOR INCIDENT OPERATIONS TO IDENTIFY CURRENT OR POTENTIAL INTERORGANIZATIONAL PROBLEMS PARTICIPATE IN PLANNING MEETINGS, PROVIDE CURRENT RESOURCE STATUS, INCLUDING LIMITATIONS AND CAPABILITY OF AGENCY RESOURCES PROVIDE AGENCY-SPECIFIC DEMOB INFO AND REQUIREMENTS
AGENCY REPRESENTATIVES
COME FROM ASSISTING OR COOPERATING AGENCIES
HAVE AUTHORITY TO MAKE DECISIONS FOR THE AGENCY REPORT TO THE LIAISON OFFICER OR INCIDENT COMMANDER
RESPONSIBILITIES OF THE AGENCY REPRESENTATIVE

ENSURE THAT ALL AGENCY RESOURCES HAVE CHECKED-IN OBTAIN BRIEFING FROM THE LIAISON OFFICER OR INCIDENT COMMANDER INFORM AGENCY PERSONNEL ON THE INCIDENT THAT THE AGENCY REPRESENTATIVE POSITION HAS BEEN FILLED
RESPONSIBILITIES OF THE AGENCY REPRESENTATIVE CONTINUED

ATTEND PLANNING MEETINGS AS REQUIRED
PROVIDE INPUT ON USE OF AGENCY RESOURCES

COOPERATE FULLY WITH THE INCIDENT COMMANDER AND THE COMMAND AND GENERAL STAFF OVERSEE THE WELL-BEING AND SAFETY OF AGENCY PERSONNEL

ADVISE THE LIAISON OFFICER OF SPECIAL NEEDS OR REQUIREMENTS REPORT TO AGENCY DISPATCH OR HEADQUARTERS ON A PRE-ARRANGED 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 HAVE A DEBRIEFING SESSION WITH THE LIAISON OFFICER OR INCIDENT COMMANDER PRIOR TO DEPARTURE
55
REASON TO CALL IN A MISSION CHAPLAIN

MISSION BEING CONDUCTED OVER TIMES TYPICALLY RESERVED FOR RELIGIOUS SERVICES CRISIS SITUATIONS MAY REQUIRE PERSONNEL EXPERIENCED IN INTERVENTION TECHNIQUES NEED A POC FOR FAMILIES OF VICTIMS OR SURIVORS
RESPONSIBILITIES OF THE MISSION CHAPLAIN

MINISTER TO THE SPIRITUAL NEEDS OF THE INCIDENT STAFF
ARRANGE FOR RELIGIOUS SERVICES AND OBSERVANCES FOR MISSION STAFF SERVE AS POC FOR AFFECTED MEMBERS OF THE COMMUNITY
QUESTIONS?
58
Unified Command Module 13 (I-400)

Module 13 Unified Command.PPT Last Revised: 14 July 2002 1
TOPICS
ORIGIN AND DESCRIPTION OF UNIFIED COMMAND
ADVANTAGES AND APPLICATIONS
PRIMARY FEATURES
GUIDELINES FOR USE UNIFIED COMMANDERS RESPONSIBILITIES
OBJECTIVES
DEFINE UNIFIED COMMAND
DEFINE THE ADVANTAGES OF UNIFIED COMMAND AND DEFINE THE KINDS OF SITUATIONS WHICH MAY CALL FOR A UNIFIED COMMAND ORGANIZATION
IDENTIFY PRIMARY FEATURES OF A UNIFIED COMMAND DESCRIBE ROLES AND REPORTING RELATIONSHIPS UNDER A UNIFIED COMMAND WHICH INVOLVES AGENCIES FROM WITHIN THE SAME JURISDICTION, AND UNDER MULTI-JURISDICTION CONDITIONS
DESCRIBE AREAS OF COST SHARING WHICH MIGHT APPLY UNDER A UNIFIED COMMAND STRUCTURE GIVEN A SIMULATED SITUATION, DESCRIBE AN APPROPRIATE UNIFIED COMMAND ORGANIZATION
Module 13 Unified Command.PPT
INCIDENT INVOLVING THREE JURISDICTIONS CREATE A UNIFIED COMMAND
B A
???
C
WHOS IN CHARGE?
INCIDENT COMMAND A? B? C? OPERATIONS SECTION PLANNING /INTELL SECTION LOGISTICS SECTION FINANCE /ADMIN SECTION
6
A-ICS B-ICS
B A
C-ICS
C
UNIFIED COMMAND
B A
A
C
ELEMENTS
OBJECTIVES POLICY
ORGANIZATION RESOURCES
ICS UNIFIED COMMAND

JURISDICTIONS AGENCIES
UNIFIED COMMAND STRUCTURE AGENCY PERSONNEL EQUIPMENT OPERATIONS SECTION CHIEF
OPERATIONS

ONE SET OF OBJECTIVES COLLECTIVE APPROACH TO STRATEGIES IMPROVED INFORMATION FLOW AND COORDINATION BETTER UNDERSTANDING OF OBJECTIVES, PRIORITIES, LIMITATIONS, AND RESTRICTIONS
ADVANTAGES OF USING UNIFIED COMMAND CONTINUED

NO COMPROMISE OF AUTHORITY
EACH AGENCYS PLANS, ACTIONS, AND CONSTRAINTS ARE KNOWN OPTIMIZES COMBINED EFFORTS OF ALL AGENCIES
COST EFFECTIVE
UNIFIED COMMAND APPLICATIONS

B
A
C
FIRE LAW
MEDICAL
INCIDENTS THAT AFFECT MORE THAN ONE POLITICAL JURISDICTION INCIDENTS INVOLVING MULTIPLE AGENCIES WITHIN A JURISDICTION INCIDENTS THAT IMPACT ON MULTIPLE GEOGRAPHIC AND FUNCTIONAL AGENCIES
A
A
B E
C D
UNIFIED INCIDENT COMMAND

SHERIFF'S FIRE MEDICAL DEPARTMENTS
OPERATIONS SECTION CHIEF (LAW) DEPUTY (FIRE) DEPUTY (HEALTH)
STAGING AREAS
AIR OPERATIONS
LAW BRANCH 1
LAW BRANCH 2
MEDICAL BRANCH 3
DIVISIONS
DIVISIONS
DIVISIONS
RESOURCES
RESOURCES
RESOURCES
(SINGLE/TEAMS/TASK FORCES)
ICS UNIFIED COMMAND

PRACTICAL
COST EFFECTIVE
IMPROVES INCIDENT MANAGEMENT

14
UNIFIED COMMAND FEATURES

SINGLE INTEGRATED INCIDENT ORGANIZATION COLLOCATED FACILITIES INTEGRATED PLANNING PROCESS ACTION PLAN SHARED PLANNING/INTEL, LOGISTICAL, FINANCE FUNCTIONS COORDINATED RESOURCE ORDERING
PARTICIPANTS IN A UNIFIED COMMAND ORGANIZATION DEPEND ON:

THE LOCATION OF THE INCIDENT, WHICH OFTEN DETERMINES THE JURISDICTIONS THAT MUST BE INVOLVED THE KIND OF INCIDENT, WHICH DICTATES THE FUNCTIONAL AGENCIES OF THE INVOLVED JURISDICTION(S), AS WELL AS OTHER AGENCIES THAT MAY BE INVOLVED
PURPOSE OF THE COMMAND MEETING

STATE JURISDICTIONAL / AGENCY PRIORITIES AND OBJECTIVES PRESENT JURISDICTIONAL LIMITATIONS, CONCERNS, RESTRICTIONS
DEVELOP A COLLECTIVE SET OF INCIDENT OBJECTIVES

ESTABLISH AND AGREE ON ACCEPTABLE PRIORITIES ADOPT AN OVERALL STRATEGY OR STRATEGIES
PURPOSE OF THE COMMAND MEETING CONTINUED

AGREE ON THE BASIC ORGANIZATION STRUCTURE DESIGNATE AN ACCEPTABLE OPERATIONS SECTION CHIEF AGREE ON PLANNING/INTEL, LOGISTICAL AND FINANCE/ADMIN PROCEDURES AGREE ON THE RESOURCE ORDERING PROCESS AGREE ON COST-SHARING PROCEDURES
AGREE ON INFORMATIONAL MATTERS

PURPOSE OF THE COMMAND MEETING CONTINUED

DESIGNATE ONE AGENCY OFFICIAL AS A UNIFIED SPOKESPERSON
19
COMMAND MEETING REQUIREMENTS

THE COMMAND MEETING SHOULD INCLUDE ONLY AGENCY INCIDENT COMMANDERS THE MEETING SHOULD BE BRIEF, AND IMPORTANT POINTS SHOULD BE DOCUMENTED PRIOR TO THE MEETING, THE RESPONSIBLE OFFICIALS SHOULD REVIEW THE PURPOSES AND AGENDA ITEMS, AND BE PREPARED TO DISCUSS THEM
INCIDENT ACTION PLANNING MEETING RESULTS ARE USED TO:

DECIDE ON TACTICAL OPERATIONS FOR THE NEXT OPERATIONAL PERIOD ESTABLISH RESOURCE REQUIREMENTS AND DETERMINE RESOURCE AVAILABILITY AND SOURCES
MAKE RESOURCE ASSIGNMENTS

ESTABLISH THE UNIFIED OPERATIONS SECTION ORGANIZATION ESTABLISH COMBINED PLANNING/INTEL, LOGISTICS, AND FINANCE/ADMIN OPERATIONS AS NEEDED
USE OF DEPUTY POSITIONS UNDER UNIFIED COMMAND

UNIFIED COMMAND
A B C
OPERATIONS A DEPUTY - B DEPUTY - A,C
PLANNING / INTEL B
LOGISTICS A DEPUTY - B
FINANCE / ADMIN A
GUIDELINES FOR USING UNIFIED COMMAND

UNDERSTAND ICS UNIFIED COMMAND COLLOCATE ESSENTIAL FUNCTIONS START EARLY TO USE ICS AGREE ON OPERATIONS SECTION CHIEF DESIGNATE A SPOKESPERSON IF NECESSARY TRAIN OFTEN AS A TEAM
Dept. of Public Works
UNIFIED COMMANDERS RESPONSIBILITIES

BE CLEAR ON AGENCY POLICY AND LIMITATIONS
HAVE PROPER AUTHORIZATION MANAGE EFFECTIVELY WORK AS A TEAM!!!
MANAGING IN UNIFIED COMMAND MEANS:

WORKING CLOSELY AND TOGETHER WITH OTHER ICS PROVIDING SUFFICIENT, QUALIFIED STAFF / RESOURCES ANTICIPATING AND RESOLVING PROBLEMS DELEGATING AUTHORITY AS NEEDED INSPECTING AND EVALUATING PERFORMANCE
COMMUNICATING WITH OWN AGENCY ON PRIORITIES, PLANS, PROBLEMS, AND PROGRESS

LEVELS OF COORDINATION REQUIRED IN UNIFIED COMMAND:

WITH OTHER MEMBERS OF THE UNIFIED COMMAND
WITH HIGHER AUTHORITIES, AGENCY ADMINISTRATORS
26
QUESTIONS?
27
Major Incident Management Module 14 (I-400)

Module 14 Major Incident Management.PPT Last Revised: 14 July 2002 1
MODULE SUBJECTS
PROBLEMS IN MAJOR AND COMPLEX INCIDENT MANAGEMENT
MAJOR INCIDENT MANAGEMENT ORGANIZATIONS
Module 14 Major Incident Management.PPT
OBJECTIVES
LIST THE PRINCIPAL FACTORS OFTEN FOUND IN, OR RELATED TO, MAJOR AND/OR COMPLEX INCIDENTS LIST THE FOUR EXPANSION OPTIONS FOR INCIDENT ORGANIZATION, AND DESCRIBE THE CONDITIONS UNDER WHICH THEY WOULD BE APPLIED DEMONSTRATE THROUGH AN EXERCISE, HOW TO APPLY THE VARIOUS OPTIONS RELATED TO MAJOR OR COMPLEX INCIDENT MANAGEMENT
CHARACTERISTICS OF MAJOR INCIDENTS:

INVOLVE MORE THAN ONE AGENCY (OFTEN MANY)
MAY INVOLVE MORE THAN ONE POLITICAL JURISDICTION

HAVE THE MORE COMPLEX MANAGEMENT AND COMMUNICATION PROBLEMS REQUIRE MORE EXPERIENCED, QUALIFIED SUPERVISORY PERSONNEL REQUIRE LARGE NUMBERS OF TACTICAL AND SUPPORT RESOURCES CAUSE MORE INJURY, DEATH, ILLNESS
CHARACTERISTICS OF MAJOR INCIDENTS CONTINUED

PRODUCE THE MOST DAMAGE TO PROPERTY AND THE ENVIRONMENT ARE LONGER IN DURATION HAVE EXTREME ELEMENTS OF CRISIS / PSYCHOLOGICAL TRAUMA THAT DIMINISHES HUMAN CAPACITY TO FUNCTION ARE THE MOST COSTLY TO CONTROL AND MITIGATE REQUIRE EXTENSIVE MITIGATION, RECOVERY, AND REHABILITATION HAVE GREATER MEDIA INTEREST
INCIDENTS CAN EITHER...

START AS MAJOR INCIDENTS OR BECOME MAJOR INCIDENTS
THERE IS VIRTUALLY NO LOCATION FREE FROM THE POTENTIAL OF HAVING A MAJOR OR COMPLEX INCIDENT
WHEN MAJOR INCIDENTS OCCUR...

ALL OF THE COMMAND AND GENERAL STAFF POSITIONS ARE FILLED, AND A LARGE ORGANIZATION IS IN PLACE OR IS DEVELOPING MOST OR ALL OF THE FUNCTIONAL ORGANIZATIONAL UNITS WITHIN SECTIONS ARE NEEDED DIVISIONS/ GROUPS ARE ESTABLISHED TO GEOGRAPHICALLY FACILITATE MAKING WORK ASSIGNMENTS
WHEN MAJOR INCIDENTS OCCUR.... CONTINUED

THE NUMBER OF DIVISIONS MAY BE SUCH THAT OPERATIONS SECTION BRANCHES ARE NEEDED TO REDUCE SPAN OF CONTROL MULTIPLE OPERATIONAL PERIODS ARE PROBABLY REQUIRED THERE WILL BE A TRANSITION TO A MORE QUALIFIED INCIDENT COMMANDER, AND THE MOST QUALIFIED PERSONNEL WILL BE USED THROUGHOUT THE ORGANIZATION
WHEN MAJOR INCIDENTS OCCUR.... CONTINUED

OTHER AGENCIES OR JURISDICTIONS WILL BE ASSISTING WRITTEN ACTION PLANS WILL BE REQUIRED OPERATIONS PERSONNEL MAY EXCEED SEVERAL HUNDRED PER OPERATIONAL PERIOD COSTS ASSOCIATED WITH MAINTAINING THE INCIDENT ARE HIGH
FACTORS IN DETERMINING SIZE OF ICS ORGANIZATION

ADMINISTRATIVE AND JURISDICTIONAL COMPLEXITY GEOGRAPHICAL AREA INVOLVED SPAN OF CONTROL CONSIDERATIONS. THIS INCLUDES SPAN OF CONTROL IN OPERATIONS AS WELL AS ALL OTHER ORGANIZATIONAL ELEMENTS FUNCTIONAL SPECIALTIES REQUIRED INCIDENT LOGISTICAL, PLANNING, AND OTHER SUPPORT NEEDS POTENTIAL FOR GROWTH
COMMAND OPERATIONS BRANCH DIVISION
SINGLE RESOURCES, TASK FORCES, STRIKE TEAMS, PLATOONS, SQUADS, ETC..
11
EXAMPLE DIVISION (WILDLAND FIRE MODEL)

PERSONNEL 3 HAND CREW STRIKE TEAMS 1 BULLDOZER STRIKE TEAM 1 ENGINE STRIKE TEAM 108 6 16
TOTAL PERSONNEL
Module 14 Major Incident Management.PPT Last Revised: 14 July 2002
130
12
MAJOR INCIDENT MANAGEMENT ICS ORGANIZATION OPTIONS

INCIDENT COMPLEX - MULTIPLE INCIDENT MANAGEMENT WITH A SINGLE ICS ORGANIZATION DIVIDING A SINGLE INCIDENT INTO TWO (OR MORE) INCIDENTS EXPANDING THE ICS PLANING CAPABILITY FOR INCIDENTS EXPANDING THE ICS ORGANIZATION TO ACCOMMODATE A SECOND OPERATIONS OR LOGISTICS SECTION
THREE FLOOD LOCATIONS MANAGED AS A COMPLEX

1
2 3
EXAMPLES OF THE USE OF AN INCIDENT COMPLEX

AN EARTHQUAKE, TORNADO, FLOOD, ETC., SITUATION WHERE THERE ARE MANY SEPARATE INCIDENTS OCCURRING CLOSE TOGETHER SEVERAL SEPARATE FIRES ARE BURNING IN CLOSE PROXIMITY TO ONE ANOTHER ONE INCIDENT IS UNDERWAY WITH AN ICS MANAGEMENT TEAM ASSIGNED, AND OTHER SMALLER INCIDENTS OCCUR IN THE SAME PROXIMITY
CONSIDERATIONS FOR THE USE OF A COMPLEX

A COMPLEX MAY BE MANAGED UNDER A SINGLE OR UNIFIED COMMAND THE INCIDENTS ARE CLOSE ENOUGH TO BE MANAGED BY THE SAME INCIDENT MANAGEMENT TEAM
SOME STAFF AND/OR LOGISTICAL SUPPORT ECONOMIES COULD BE ACHIEVED THROUGH A COMBINED MANAGEMENT APPROACH
CONSIDERATIONS FOR THE USE OF A COMPLEX CONTINUED

THE NUMBER OF OVERALL INCIDENTS WITHIN THE JURISDICTION REQUIRES CONSOLIDATIONS TO CONSERVE STAFF AND REDUCE COSTS PLANNING/INTEL, LOGISTICAL, AND FINANCE/ADMINISTRATION ACTIVITIES CAN BE ADEQUATELY PROVIDED.
KEY TO ESTABLISHING AN INCIDENT COMPLEX:

ESTABLISH EACH OF THE SEPARATE INCIDENTS WITHIN AN INCIDENT COMPLEX AS BRANCHES OF A SINGLE INCIDENT
18
DIVIDING A SINGLE INCIDENT INTO TWO INCIDENTS

OPERATIONAL AREA - B
RIVER
CITY
FLOOD OPERATIONAL AREA - A DIVIDE INTO TWO INCIDENTS

HOW TO DIVIDE AN INCIDENT

CONSIDER THE FOLLOWING:
TERRAIN AND ACCESS CONSIDERATIONS LOCATIONS OF FUTURE RESOURCE AND LOGISTICAL SUPPORT JURISDICTIONAL/ADMINISTRATIVE BOUNDARIES CURRENT OPERATIONS SECTION STRUCTURE (BRANCHES, DIVISIONS, ETC.)
HOW TO DIVIDE AN INCIDENT CONTINUED

SELECT INCIDENT COMMANDERS AND THE COMMAND AND GENERAL STAFF FOR EACH INCIDENT DESIGNATE SUPPORTING ORGANIZATION FACILITIES, LOCATIONS, ETC. DESIGNATE TIME FOR ESTABLISHING TWO SEPARATE INCIDENTS WITH INDIVIDUAL NAMES DIRECT THE TWO INCIDENT MANAGEMENT ORGANIZATIONS TO COORDINATE STRATEGY AND CRITICAL RESOURCES AN AREA COMMAND SHOULD NORMALLY BE ESTABLISHED
EXPANDING THE ICS PLANNING CAPABILITY

TWO WAYS:
BRANCH TACTICAL PLANNING
ADVANCED INCIDENT PLANNING
22
BRANCH LEVEL TACTICAL PLANNING

CONDITIONS:
MAJOR OR COMPLEX INCIDENT WIDELY VARIED OBJECTIVES EXIST
PLAN PREPARATION AND DISTRIBUTION CANNOT BE DONE WITHIN AVAILABLE TIME

23
BRANCH LEVEL TACTICAL PLANNING CONTINUED

PROVIDE THE FOLLOWING:
GENERAL INCIDENT OBJECTIVES

SPECIFIC STRATEGY FOR THE BRANCH FOR THE NEXT OPERATIONAL PERIOD BRANCH RESOURCE SUMMARY FOR THE NEXT OPERATIONAL PERIOD
24
OTHER CONSIDERATIONS...
WEATHER AND SAFETY INFORMATION
ANY CHANGES TO LOGISTICAL SUPPORT PERSONNEL TO SUPPORT PLANNING AS REQUIRED
OPTIONS FOR ACCOMPLISHING ADVANCE INCIDENT PLANNING:

ASSIGN A DEPUTY PLANNING / INTEL CHIEF THE ADVANCE PLANNING FUNCTION ASSIGN A TECHNICAL SPECIALIST(S) TO PERFORM THE FUNCTION
ESTABLISH A SPECIAL UNIT WITHIN THE PLAN/INTEL SECTION TO HANDLE ADVANCE PLANNING
OVERALL GOAL AND INCIDENT OBJECTIVES
PREVIOUS AND PRESENT OPERATIONAL PERIOD PLAN ADEQUACY

ADVANCED PLANNING CONSIDERATIONS AT AN INCIDENT CONTINUED

FUTURE AGENCY AND MUTUAL-AID RESOURCE AVAILABILITY
STRATEGY ASSESSMENT AND ALTERNATIVES ENVIRONMENTAL FACTORS (TERRAIN, WEATHER, ETC.) ORGANIZATIONAL ASSESSMENT AND ALTERNATIVES POLITICAL ISSUES
EXAMPLE #1
X
= REPORTED INCIDENTS
X X X X
X X X X X X
NORTH OPERATIONS
RIVER
X X
X
SOUTH OPERATIONS
28
EXAMPLE #2
NORTH OPERATIONS RIVER
X
FIRE/FLOOD/OTHER ORIGIN
SOUTH OPERATIONS
INCIDENT COMMANDER
COMMAND STAFF
DEPUTY IC OPERATIONS
(IF REQUIRED)
NORTH OPERATIONS
SOUTH OPERATIONS
PLANNING /INTELL
LOGISTICS
FINANCE /ADMIN
30
MAJOR STEPS IN ADDING A SECOND OPERATIONS SECTION TO AN EXISTING ICS ORGANIZATION:

ENSURE COMMAND AND GENERAL STAFF FUNCTIONS CAN ADEQUATELY SUPPORT THE EXPANSION. COULD REQUIRE ESTABLISHING A DEPUTY INCIDENT COMMANDER FOR OPERATIONS ENSURE THAT ADEQUATE INCIDENT ACTION PLANNING CAN BE ACCOMPLISHED
ENSURE THAT LOGISTICS, FACILITIES, AND COMMUNICATIONS ARE ADEQUATELY TO SUPPORT THE ADDITIONAL SECTION
MAJOR STEPS IN ADDING A SECOND OPERATIONS SECTION TO AN EXISTING ICS ORGANIZATION: CONTINUED
ESTABLISH THE SECOND OPERATIONS SECTION AT THE BEGINNING OF AN OPERATIONAL PERIOD ENSURE THAT ALL INCIDENT SUPERVISORY PERSONNEL ARE AWARE OF THE EXPANDED ORGANIZATION
NORTH
LOGISTICS
RIVER
X
FIRE/FLOOD/OTHER ORIGIN
SOUTH
LOGISTICS
INCIDENT COMMANDER
COMMAND STAFF
OPERATIONS
PLANNING /INTELL
DEPUTY IC LOGISTICS (IF REQUIRED)
FINANCE /ADMIN.
NORTH LOGISTICS
SOUTH LOGISTICS
34
MAJOR STEPS IN ADDING ANOTHER LOGISTICS SECTION TO AN EXISTING ICS ORGANIZATION:

ENSURE COMMAND AND GENERAL STAFF FUNCTIONS CAN ADEQUATELY SUPPORT THE EXPANSION. MAY REQUIRE DESIGNATING A DEPUTY INCIDENT COMMANDER FOR LOGISTICS ENSURE THAT ADEQUATE INCIDENT ACTION PLANNING CAN BE ACCOMPLISHED
MAJOR STEPS IN ADDING ANOTHER LOGISTICS SECTION TO AN EXISTING ICS ORGANIZATION: CONTINUED
ESTABLISH THE SECOND LOGISTICS SECTION AT THE BEGINNING OF AN OPERATIONAL PERIOD ENSURE THAT ALL INCIDENT SUPERVISORY PERSONNEL ARE AWARE OF THE EXPANDED ORGANIZATION
QUESTIONS?
37
Area Command Module 15 (I-400)

Module 15 Area Command.PPT Last Revised: 15 July 2002 1
SUBJECTS
SUBJECTS COVERED IN THE MODULE INCLUDE: DESCRIPTION OF AREA COMMAND DIFFERENCES BETWEEN AREA COMMAND, INTERAGENCY COORDINATION, AND EOCS
ESTABLISHING AREA COMMAND

GENERAL RESPONSIBILITIES POSITION RESPONSIBILITIES AND CHECKLISTS AREA COMMAND EXERCISE
OBJECTIVES
DEFINE AREA COMMAND IDENTIFY DIFFERENCES BETWEEN AREA COMMAND, UNIFIED COMMAND, INTERAGENCY COORDINATION, AND EMERGENCY OPERATIONS CENTERS LIST THE PRINCIPAL ADVANTAGES OF USING AREA COMMAND
DESCRIBE HOW, WHEN, AND WHERE AREA COMMAND WOULD BE ESTABLISHED

DESCRIBE THE AREA COMMAND ORGANIZATION
IDENTIFY SIX PRIMARY FUNCTIONAL RESPONSIBILITIES OF AREA COMMAND WORKING WITH A SIMULATED SCENARIO, DEVELOP AN AREA COMMAND ORGANIZATION
FOR THE SMALL GROUP EXERCISE AREA COMMAND TEAMS WILL:

DEVELOP AN AREA COMMAND ORGANIZATION DETERMINE AREA COMMAND STAFFING REQUIREMENTS DESCRIBE AREA COMMAND FACILITY & SUPPORT NEEDS DEVELOP STATEMENT OF AGENCY POLICY TO BE GIVEN TO INCIDENT COMMANDERS ESTABLISH RESOURCE PRIORITIES
FOR THE SMALL GROUP EXERCISE AREA COMMAND TEAMS WILL: CONTINUED
ESTABLISH AREA COMMAND SUPPLEMENTAL RESOURCE NEEDS
DEVELOP QUESTIONS TO ASK THE AGENCY EXECUTIVE
Module 15 Area Command.PPT
DEFINITION OF AREA COMMAND

OVERSEE THE MANAGEMENT OF MULTIPLE INCIDENTS THAT ARE EACH BEING HANDLED BY AN INCIDENT COMMAND SYSTEM ORGANIZATION; OR TO OVERSEE THE MANAGEMENT OF A VERY LARGE INCIDENT THAT HAS MULTIPLE INCIDENT MANAGEMENT TEAMS ASSIGNED TO IT.
SYSTEM / PROCESS COMPARISON TABLE

SYSTEM / PROCESS DESCRIPTION
INCIDENT COMMAND SYSTEM UNIFIED COMMAND
THE MANAGEMENT SYSTEM USED TO DIRECT ALL OPERATIONS AT FIELD LEVEL INCIDENT SCENES. THE INCIDENT COMMANDER (IC) IS LOCATED ON SCENE AT AN INCIDENT COMMAND POST (ICP) AN APPLICATION OF ICS USED WHEN THERE IS MORE THAN ONE AGENCY WITH INCIDENT JURISDICTION. AGENCIES WORK TOGETHER THROUGH THEIR DESIGNATED ICS AT A SINGLE ICP TO ESTABLISH COMMON SET OF OBJECTIVES AND A SINGLE ICP. THE OPS SECTION CHIEF HAS DELEGATED AUTHORITY TO IMPLEMENT AND MANAGE THE OPERATIONS PORTION OF THE IAP
SYSTEM / PROCESS
DESCRIPTION
AREA COMMAND (UNIFIED AREA COMMAND)
ESTABLISHED AS NECESSARY TO PROVIDE COMMAND AUTHORITY AND COORDINATION FOR TWO OR MORE INCIDENTS IN CLOSE PROXIMITY. AREA COMMAND WORKS DIRECTLY WITH INCIDENT COMMANDERS. AREA COMMAND BECOMES UNIFIED AREA COMMAND WHEN INCIDENTS ARE MULTI-JURISDICTIONAL. AREA COMMAND MAY BE COLLECTED AS A SEPARATE ACTIVITY AT AN EOC FACILITY OR AT SOME OTHER LOCATION OTHER THAN AN INCIDENT ICP.
SYSTEM / PROCESS
DESCRIPTION
AN ACTIVITY USED AT ALL SEMS INTER-AGENCY LEVELS TO COORDINATE SUPPORT TO COORDINATION EMERGENCIES BETWEEN AGENCIES WITHIN A JURISDICTION OR BETWEEN JURISDICTIONS
EMERGENCY OPERATIONS CENTER (EOCS)
EOCs ARE USED IN VARYING WAYS AT ALL LEVELS OF GOVERNMENT AND WITHIN PRIVATE INDUSTRY TO PROVIDE COORDINATION DURING EMERGENCIES. INTER-AGENCY COORDINATION IS A PART OF EOC FUNCTIONING AT ALL SEMS LEVELS.
AREA COMMAND RESPONSIBILITIES

SET OVERALL AGENCY INCIDENT-RELATED PRIORITIES ALLOCATE CRITICAL RESOURCES BASED ON PRIORITIES
ENSURE THAT INCIDENTS ARE PROPERLY MANAGED

ENSURE THAT INCIDENT(S) OBJECTIVES ARE MET AND DO NOT CONFLICT WITH EACH OTHER OR WITH AGENCY POLICY
CHAIN OF COMMAND AND REPORTING RELATIONSHIPS

AGENCY ADMINISTRATOR
AREA COMMANDER
INCIDENT COMMANDER A
INCIDENT COMMANDER B
INCIDENT COMMANDER C
12
AREA COMMAND
WHERE?
HOW?
WHEN?
WHY?
REASONS TO USE AREA COMMAND

MUCH OF THE INTER-INCIDENT COORDINATION NORMALLY REQUIRED OF EACH IC WILL BE ACCOMPLISHED AT THE AREA COMMAND LEVEL ALLOWING INCIDENT MANAGEMENT TEAMS TO FOCUS ATTENTION ON ASSIGNED INCIDENTS AREA COMMAND SETS PRIORITIES AND ALLOCATES CRITICAL RESOURCES
REASONS TO USE AREA COMMAND CONTINUED

AREA COMMAND HELPS THE AGENCY EXECUTIVE BY ENSURING THAT AGENCY POLICIES, PRIORITIES, CONSTRAINTS, AND GUIDANCE ARE BEING MADE KNOWN TO THE RESPECTIVE INCIDENT COMMANDERS AREA COMMAND ALSO REDUCES THE WORKLOAD OF THE AGENCY EXECUTIVE, DOC OR EOC, ESPECIALLY IF THERE ARE MULTIPLE INCIDENTS GOING ON AT THE SAME TIME.
WHEN SHOULD AREA COMMAND BE ESTABLISHED?

EARLY ... AND:
WHEN SEVERAL ACTIVE INCIDENTS ARE IN CLOSE PROXIMITY WHEN CRITICAL HUMAN OR PROPERTY VALUES ARE AT RISK DUE TO INCIDENTS
WHEN SHOULD AREA COMMAND BE ESTABLISHED? CONTINUED

WHEN INCIDENTS WILL CONTINUE INTO THE
NEXT OPERATIONAL PERIOD
WHEN INCIDENTS ARE USING SIMILAR AND

LIMITED CRITICAL RESOURCES
WHEN DIFFICULTIES ARE ENCOUNTERED

WITH INTER-INCIDENT RESOURCE ALLOCATION AND COORDINATION
AREA COMMAND
ESTABLISHED BY AGENCY EXECUTIVE
IS GIVEN WRITTEN DELEGATED AUTHORITY PATTERNED AFTER ICS COMMAND / GENERAL STAFF OPERATES UNDER SAME PRINCIPLES OF ICS ORGANIZATION SHOULD BE KEPT SMALL
AREA COMMAND ORGANIZATION

INCIDENT A INCIDENT B INCIDENT C
PLANNING/ INTEL CHIEF LOGISTICS CHIEF
AREA COMMANDER
INFORMATION OFFICER LIAISON OFFICER
19
EXAMPLE OF TECHNICAL SPECIALISTS AT AN AREA COMMAND:

AVIATION SPECIALISTS HAZARDOUS MATERIALS SPECIALISTS ENVIRONMENTAL SPECIALISTS
COMMUNICATIONS SPECIALISTS
CRITICAL INCIDENT STRESS TEAMS
MORTUARY SPECIALISTS
CRITERIA FOR ESTABLISHING AN AREA COMMAND FACILITY

CLOSE TO INCIDENTS (BUT NOT AN ICP)
SUFFICIENT SIZE (STAFF, DISPLAYS, AND CONFERENCES)

CAPABLE OF CONTINUOUS OPERATIONS ADEQUATE COMMUNICATIONS FACILITIES (TELEPHONES, FAX, COMPUTER CONNECTIONS) AVAILABILITY OF BACKUP POWER CAPABLE OF SUPPORTING RADIO COMMUNICATIONS TO INCIDENTS AND AGENCY OFFICES ADEQUATE AND SECURE PARKING NEAR SOURCES OF FOOD AND LODGING
PRIMARY FUNCTIONS OF AN AREA COMMAND

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
PRIMARY FUNCTIONS OF AN AREA COMMAND CONTINUED

ENSURE THAT INCIDENT MANAGEMENT TEAM PERSONNEL ASSIGNMENTS AND ORGANIZATIONS ARE APPROPRIATE MAINTAIN CONTACT WITH OFFICIALS IN CHARGE, OTHER AGENCIES AND GROUPS COORDINATE THE DEMOBILIZATION OR REASSIGNMENT OF RESOURCES BETWEEN ASSIGNED INCIDENTS
PROVIDING MANAGEMENT AUTHORITY OVER INCIDENTS (CHECKLIST)

GENERAL SITUATION INCIDENTS ASSIGNED JURISDICTIONAL DELEGATION OF AUTHORITY ASSUMPTION OF COMMAND TIMING AND NOTIFICATIONS PROCEDURES
NAMES AND QUALIFICATIONS OF ASSIGNED INCIDENT COMMANDERS

INCIDENTS OPERATING UNDER UNIFIED COMMAND
LIMITATIONS ON THE AREA COMMANDERS AUTHORITY OVER INCIDENT COMMANDERS(SHOULD BE IN THE DELEGATION OF AUTHORITY)
PROVIDING MANAGEMENT AUTHORITY OVER INCIDENTS (CHECKLIST) CONTINUED

INCIDENT ACTION PLANS AVAILABLE
POLICIES, POLITICAL FACTORS, OR OTHER CONSTRAINTS

AGENCY ADVISOR ASSIGNED AREA COMMAND FACILITY DESIGNATED STATUS OF COMMUNICATIONS SYSTEMS TO INCIDENTS AND AGENCY / JURISDICTIONAL HEADQUARTERS CRITICAL RESOURCE DESIGNATIONS POLICY AND EXPECTATIONS FOR INTERACTION WITH THE MEDIA
PROVIDING MANAGEMENT AUTHORITY OVER INCIDENTS (CHECKLIST) CONTINUED

AREA COMMAND REPORTING RESPONSIBILITY TO AGENCY SCHEDULES FOR REQUIRED BRIEFINGS AND CONTACTS
AGENCY EXECUTIVE
AREA COMMANDER RESPONSIBILITY

SET OVERALL OBJECTIVES ESTABLISH PRIORITIES ALLOCATE / REALLOCATE CRITICAL RESOURCES
27
AREA COMMAND CONSIDERATIONS

AREA COMMAND IS USUALLY ESTABLISHED TO SUPPORT INCIDENTS WHICH ARE ALREADY UNDERWAY OBJECTIVES, STRATEGIES, AND INCIDENT ACTION PLANS SHOULD ALREADY BE IN PLACE AREA COMMANDER MUST RAPIDLY ASSESS EACH INCIDENT AND ENSURE THE INCIDENT ACTION PLANNING IS ADDRESSING THE PRIORITIES AND DIRECTION SET BY THE AGENCY EXECUTIVE
28
AREA COMMAND CONSIDERATIONS CONTINUED

AREA COMMANDER SHOULD ESTABLISH, IN WRITING, PRIORITIES RELATED TO INCIDENTS. THIS INFORMATION SHOULD BE PART OF THE DELEGATION OF AUTHORITY FROM THE AGENCY EXECUTIVE AREA COMMANDER SHOULD DEVELOP PROCEDURES TO BE FOLLOWED
AREA COMMAND PROCEDURES SHOULD INCLUDE:

INCIDENT AND AGENCY / JURISDICTIONAL PRIORITIES
PRIORITIES FOR ASSIGNMENTS OF CRITICAL RESOURCES SCHEDULES OF MEETINGS AND BRIEFINGS
REPORTS & INCIDENT ACTION PLANS

AREA COMMAND PROCEDURES SHOULD INCLUDE: CONTINUED

POINTS OF CONTACT WITH AGENCY EXECUTIVES MEDIA RELATIONS AND CONTACT PROCEDURES UNUSUAL SITUATION OR EMERGENCY PROCEDURES REPORTING DEMOBILIZATION PROCEDURES
AGENDA FOR AREA COMMAND MEETING WITH INCIDENT COMMANDERS

OBTAIN CONCISE INDIVIDUAL INCIDENT BRIEFINGS
EXPLAIN THE ROLE AND RESPONSIBILITIES OF AN AREA COMMANDER REVIEW POLICY AND DIRECTION RECEIVED FROM AGENCY EXECUTIVE RESOLVE ANY CONFLICTS REVIEW APPROPRIATE PROCEDURES AS OUTLINED ABOVE OPEN FOR QUESTIONS COLLECT AVAILABLE INCIDENT ACTION PLANS AND OTHER ESSENTIAL DOCUMENTATION
ESTABLISHING PRIORITIES AMONG VARIOUS INCIDENTS

MUST BE BASED ON INCIDENT NEEDS AND AGENCY POLICY AND DIRECTION REMEMBER:
PRIORITIES AMONG INCIDENTS ARE OFTEN RELATED TO THE DEGREE OF LIFE AND PROPERTY AT RISK MUST CONSIDER THE ALLOCATION OF CRITICALLY NEEDED RESOURCES CAREFULLY
AVAILABILITY AND DEMOBILIZATION REQUIREMENTS AND PRIORITIES MUST ALSO BE CONSIDERED

THE MANAGEMENT TEAM MUST BE APPROPRIATE FOR THE INCIDENTS

RECOMMEND / MAKE APPROPRIATE IMPORTANT PERSONNEL CHANGES AND MOVES ONLY AS NECESSARY ENSURE THAT APPROPRIATE INCIDENT ORGANIZATION ACTIVATION HAVE BEEN MADE DETERMINE IF TEMPORARY FLIGHT RESTRICTIONS ARE ADEQUATE OR NEED REVISION
COORDINATING SERVICES DONE BY AREA COMMAND

BETWEEN AGENCY / JURISDICTIONAL EXECUTIVES AND INCIDENT COMMANDERS BETWEEN AREA COMMAND, INCIDENTS AND ASSISTING AND COOPERATING AGENCIES BETWEEN THE MEDIA AND THE INCIDENTS
COORDINATE THE DEMOBILIZATION OF ASSIGNED INCIDENTS

ESTABLISH PROCEDURES WITH INCIDENTS AND AGENCY DISPATCH CENTERS ON DEMOBILIZATION DETERMINE DEMOBILIZATION PRIORITIES AND PROCEDURE FOR HANDLING CRITICAL RESOURCES
PROVIDE INCIDENTS WITH A LIST OF CRITICAL RESOURCES AND INSTRUCTIONS FOR CLEARING RELEASES WITH AREA COMMAND
INCIDENTS MUST PROVIDE AREA COMMAND WITH COPIES OF DEMOBILIZATION SCHEDULES
QUESTIONS?
37
Multi-Agency Coordination Module 16 (I-401)

ICS MODULE 16.PPT Last Revised: 06Sept 2002 1
Objectives
Describe the kinds of incident management problems that can occur due to a lack of multiagency coordination Define essential terms related to multi-agency coordination Identify the levels at which multi-agency coordination is commonly accomplished Identify essential differences between Unified Command, Area Command, Multi-agency Coordination and Emergency Operations Centers
Objectives Continued
Identify the primary components of a Multiagency Coordination System List the responsibilities of a Multi-Agency Coordination Group Identify the major guidelines for establishing and using Multi-agency Coordination Groups and Systems Identify principal positions within a Multi-agency Coordination System
Multi-Agency Coordination Module Subjects

Problems necessitating improved Multi-agency Coordination Examples of Multi-agency Coordination Terminology and relationships Defining an intergovernmental Multi-agency Coordination System Multi-agency Coordination Groups Guidelines for establishing MACS and MAC Groups Primary function responsibilities associated with MACS Sample Position descriptions for a MACS organization A MACS development exercise
Past Problems Related to Effective Interagency Coordination

Different policies and procedures among agencies Lack of a common interagency organizational structure Lack of a process for coordinated and collocated incident planning between agencies Lack of interagency communications including systems, frequencies, and use agreements
Past Problems Related to Effective Interagency Coordination Continued

Differences in terminology for personnel, for assignments, and resources Lack of valid, timely, and complete information from all available sources Unfamiliarity with other agencys methods of operation, skills and qualifications, and resource capabilities Little previous interagency training
Problems of Today
Some of the past and Ever increasing response costs which affect, among other things, the use of mutual aid High property losses associated with many incidents Life, health, and safety issues of responders and citizens Often a deteriorating public view of government effectiveness Intense media scrutiny
Multi-agency Coordination is Currently Done:

At the scene of the incident(s) At the Area Command At a jurisdictions Emergency Operations Center (EOC) At an inter-jurisdictional or regional level At state and federal levels Internationally
Terminology and Relationships

Emergency Operations Centers (EOC)
Multi-agency Coordination Systems (MACS)
ICS MODULE 16.PPT
Last Revised: 06Sept 2002
EOC
Usually the primary facilities for housing emergency management services
Intra-jurisdiction coordination is essential
Degrees of intra-coordination depend on the systems and procedures in place

EOCs are Often Used at Various Organizational Levels

State EOC
Dept. EOC
Dept. EOC
Dept. EOC
Dept. EOC
Dept. Region 1 EOC

ICS MODULE 16.PPT
Dept. Region 2 EOC
Dept. Region 3 EOC

11
EOCs continued
Terminology may differ depending on number of resources and locations
ICS MODULE 16.PPT
12
MACS
There is possible confusion over the use of the terms MACS and MAC Groups
MACS is the SYSTEM.
MAC Groups are the people who make it work.

Types of MACS
Could be as simple as a scheduled teleconference
But may require a face-to-face meeting of the MAC Group to coordinate an activity.
ICS MODULE 16.PPT
14
Incident Command System The management system used to direct all operations at the incident scene. The Incident Commander (IC) is located at the Incident Command Post (ICP) at the incident scene.
Area Command (Unified Area Command) An application Established as of ICS used necessary to provide when there is command authority more than one and coordination for agency with two or more incident incidents in close jurisdiction. proximity. Area Agencies work Command works together directly with through their Incident designated Commanders. Area Incident Command becomes Commanders Unified Area at a single ICP Command when to establish a incidents are common set of multijurisdictional. objectives and Area Command may strategies, and be established at an a single EOC facility or at Incident some location other Action Plan. than an ICP.
Unified Command
Multi-agency Coordination Systems (MACS) An activity or a formal system used to coordinate resources and support between agencies or jurisdictions. A MAC Group functions within the MACS. MACS interact with agencies or jurisdictions not with incidents. MACS are useful for regional situations. A MACS can be established at a jurisdictional EOC or at a separate facility.
Emergency Operations Centers (EOCs) Also called Expanded Dispatch, Emergency Command and Control Centers, etc., EOCs are used in varying ways at all levels of government and within private industry to provide coordination, direction, and control during emergencies. EOC facilities can be used to house Area Command and MACS activities as determined by agency or jurisdiction policy
A Multi-agency Coordination System will consist of:

facilities equipment procedures information systems internal and external communications
All integrated into a common system
Primary Function of MACS

Incident priority determination Critical resource use priorities Communications systems integration Information coordination Intergovernmental decision coordination
ICS MODULE 16.PPT
17
Establishing a MACS will Depend on:

Goals and desires of the agencies Established working relationships Desired benefits
ICS MODULE 16.PPT
18
MACS Can Include:

Pre-emergency administrative systems and controls
Emergency response systems and procedures
or simply be: An agreement to operate within an interagency mutual aid agreement
ICS MODULE 16.PPT
19
MACS Size and Complexity

Determined by its mission; may be quite simple or quite complex
ICS MODULE 16.PPT
20
Activate MACS
When an emergency situation: Threatens Significantly impacts the agency, or Involves other agencies When pre-established threat levels are reached
Activating a MACS assists agency dispatch centers in the following ways:

Assists in making key decisions on the use of critical resources. Establish priorities between incidents. Coordinating interagency policies and procedures
ICS MODULE 16.PPT
22
Guidelines for Activating MACS

With pre-established guidelines (recommended) Joint powers agreements, memorandums of understanding can be used for areas which experience frequent or recurring emergencies.
Without pre-established guidelines (not recommended) When resource requests exceed availability.
When there is an obvious interagency need to coordinate

that is not being met.
Who can Activate MACS

For agencies within a single political subdivision: Jurisdiction Chief Executive Officer For multiple political subdivisions: Consensus of involved jurisdictions
ICS MODULE 16.PPT
24
MACS Locations
MACS is a systemNot a facility MACS can be set up: At a jurisdictional EOC At a regional facility At a state or federal facility Wherever it is needed
MAC Groups
MAC Groups are the people that make the MACS function. Representatives are authorized to commit agency resources and funds.
ICS MODULE 16.PPT
26
MAC Group Organization
MAC Group Agency Representatives
Coordinator
Situation Unit
Resource Unit
Information Unit
ICS MODULE 16.PPT
27
MACS Information Flow

MAC Group Agency Representatives Agency Policy and Direction Other Data Sources
MACS ----------------MAC Group
Situation & Information Interagency Coordination Incident Priorities Critical Resourse Allocation
ICS MODULE 16.PPT
28
MACS Established to Aid in Inter-jurisdiction Coordination

Regional MACS
County EOC
County EOC
County EOC
Departments
Incidents
Departments
Incidents
Departments
Incidents
MACS coordination & information exchange Agency/jurisdictional chain of command

Difference Between MAC Groups and Area Command

MAC Group
Expansion of the off-site coordination and support system Members are agency administrators or designees from the agencies involved or heavily committed to the incidents. Organization generally consists of the MAC Group (agency administrators), MAC Group Coordinator, and an intelligence and information support staff. Is the agency administrator or designee Allocate and reallocate critical resources through the dispatch system by setting incident priorities. Make coordinated agency administrator level decisions on issues that affect multiple agencies.
ICS MODULE 16.PPT Last Revised: 06Sept 2002
Area Command
Expansion of the on-incident command function of the ICS Members are the most highly skilled incident management personnel Organization generally consists of an Area Commander, Area Command Planning Chief and an Area Command Logistics Assign and reassign critical resources allocated to them by MAC or the normal dispatch system. Ensure that incident objectives and strategies are complementary between Incident Management Teams and their supervision.
30
Principal MAC Group Functions

Situation assessment Critical resource acquisition and allocation
Local, state, and federal disaster coordination Coordination with agency/jurisdiction political establishments Coordination of summary information related to multi-agency/multi-jurisdiction response efforts Incident priority determination
Criteria for Determining Incident Priorities

Life threatening situations Real property threatened High damage potential Incident complexity Environmental impact Other criteria as established by the MAC Group
ICS as the EOC or MACS Model

Five primary function of ICS are appropriate at EOCs. Duplication of terminology could create confusion.
Example: EOC Incident Commander Incident Incident Commander Best to vary the position titles to avoid confusion. EOC sub-functions should be based on the operational need.
QUESTIONS?
ICS MODULE 16.PPT
34

Incident Command System Modules

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Incident Command System Modules

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Principles and Features of ICS Module 2 (I-200)

Developed as part of the National Emergency Services Curriculum Project

FIVE PRIMARY I.C.S. MANAGEMENT FUNCTIONS

PLANNING INTELLIGENCE FINANCE ADMINISTRATION

DIRECT TACTICAL ACTIONS

PLANNING = INTELLIGENCE LOGISTICS =

SELECT APPROPRIATE STRATEGY

UNDERSTAND AGENCY POLICY & DIRECTION

UNITY AND CHAIN OF COMMAND

UNITY OF COMMAND: HAVE A CLEAR LINE OF SUPERVISION

INCIDENT OPERATIONS ORGANIZATION

LARGE INCIDENT ORGANIZATION

BRANCH DIVISION / GROUP RESOURCES

REASONS TO TRANSFER COMMAND

PERSONNEL TURNOVER ON LONG INCIDENTS

NEEDS OF INCIDENTS WILL DETERMINE THE REQUIRED ORGANIZATION

PLANNING / INTEL SECTION CHIEF

Module 2 Principles and Features of ICS.PPT

Last Revised: 19 March 2002

MANAGING AN INCIDENT USING UNIFIED COMMAND

DIV. A DIV. B DIV. C

Module 2 Principles and Features of ICS.PPT

Last Revised: 19 March 2002

INEFFECTIVE AND POSSIBLY DANGEROUS

EFFECTIVE SPAN OF CONTROL

OPTIMUM SPAN OF CONTROL IS

IN ICS COMMON TERMINOLOGY IS APPLIED TO:

PERSONNEL ACCOUNTABILITY IS MAINTAINED THROUGH:

RESOURCE STATUS KEEPING SYSTEM

PERSONNEL ACCOUNTABILITY IS MAINTAINED THROUGH:

DIVISION / GROUP ASSIGNMENT LISTS

ICS INTEGRATED COMMUNICATIONS

COMMUNICATIONS NETWORKS THAT MAY BE REQUIRED

COMMAND NET TACTICAL NETS SUPPORT NET GROUND-TO-AIR AIR-TO-AIR

RESOURCE MANAGEMENT IN I.C.S.

TASK FORCES COMBINATION OF SINGLE RESOURCES

Module 2 Principles and Features of ICS.PPT

STRIKE TEAM COMBINATION OF SAME KIND AND TYPE

RESOURCE STATUS CONDITIONS IN I.C.S.

WRITTEN ACTION PLANS ARE IMPORTANT WHEN:

Module 2 Principles and Features of ICS.PPT

Last Revised: 19 March 2002

Organizational Overview of ICS

Developed as part of the National Emergency Services Curriculum Project

MODULE 3 - ORGANIZATION OVERVIEW

INCIDENT ORGANIZATION DEVELOPMENT CHANGING THE ORGANIZATION

BRANCH, GROUP, SECTOR DIVISION DESIGNATIONS

SINGLE RESOURCES STRIKE TEAMS TASK FORCES SQUADS PLATOONS

PRIMARY I.C.S. MANAGEMENT: REVIEW OF FUNCTIONS

Module 3 Organizational Overview.PPT

Last Revised: 19 March 2002

TWO WAYS TO ORGANIZE INCIDENT COMMAND

I.C.S. TERMINOLOGY IS USED FOR:

HIGHER RANKING PERSONS ARRIVING AT AN INCIDENT WILL:

FUNCTIONAL RESPONSIBILITIES OF THE INCIDENT COMMANDER

REASONS TO DESIGNATE A DEPUTY I.C.

WORK AS RELIEF INCIDENT COMMANDER REPRESENT ASSISTING AGENCY AS DEPUTY I.C.

Module 3 Organizational Overview.PPT

Last Revised: 19 March 2002

Module 3 Organizational Overview.PPT

Last Revised: 19 March 2002

REPORTS TO LIAISON OFFICER

DIRECTS ALL INCIDENT TACTICAL OPERATIONS

SECTORS & DIVISIONS