1. The Incident Management System
A brief overview

2. Overview
IMS is a system designed to manage fire resources at small (single unit) or large (multi-jurisdictional) emergencies.
IMS is modular in nature and expands to meet the manager’s needs, much like a tool box where only the tool needed is used.

3. Business Management Applied to Emergency Incident Management
Tasks business managers perform include planning, directing, organizing, coordinating, communicating, delegating, and evaluating.
The IC gathers and evaluates info relative to preplans and size-up, as well as develops and communicates a plan.

4. Business Management Applied to Emergency Incident Management
The IC directs resources to accomplish goals.
The IC must be able to communicate effectively through use of common terms and assess feedback from those at the incident.
The IC assigns resources both functionally and geographically.

5. Business Management Applied to Emergency Incident Management
Overall effectiveness of the plan must be evaluated continually and the action plan modified as necessary.
Although the IC may delegate functional authority, he or she always retains ultimate responsibility for the incident.

6. Business Management Applied to Emergency Incident Management
If the IC chooses not to delegate authority for one or more functions, he or she must perform the function(s) as required by the incident.
Most common example is Safety officer.

7. Components of the ICS Common Terminology Modular Organization - *
Integrated Communications
Unified Command Structure
Consolidated Action Plans
Manageable Span of Control - *
Designated Incident Facilities
Comprehensive Resource Management

8. Functional Areas (5) Command – ALWAYS established Operations Planning
Logistics
Finance
Other areas established based on incident need. Simple org. structure for simple incident.

9. Span of Control
Defined as the number of subordinates one supervisor can manage effectively.
Desirable range = 3 to 7 persons with the optimum being 5.
Command officers must anticipate span of control problems and prepare for them – especially during rapid incident build-up.

10. Resource Management
Single resource: individual engines, trucks, rescues, crews, etc.
Task force: group of any type of resource with common comm. and leader assembled for tactical mission.
Strike team: group of same type of resource with common comm. & leader.

11. Resource Management Units “staged” for use.
Units maintain integrity and stay together.

12. Command
The title “Incident Commander” can apply equally to a firefighter or the chief of the department.
Command has the responsibility for overall management of the incident.
Following slides list basic responsibilities of the incident commander.

13. Command Responsibilities
Assess incident priorities:
Life Safety
Incident Stabilization
Property Conservation
Environmental Conservation

14. Command Responsibilities
Determine the incident’s strategic goals and tactical objectives:
Strategic goals generally based on incident priorities.
Goals are broad in nature and often require completion of several tactical objectives.
e.g. Goal = rescue occupants. Objective = S & R, ventilation, fire confinement until primary search complete.

15. Command Responsibilities
Develop or approve and implement the incident action plan:
IC develops plan on most simple incidents.
Complex incidents may require complex written plans developed by a staff led by the IC.
Action plans must be flexible and continually assessed. Incidents are almost always dynamic.

16. Command Responsibilities
Develop an incident command structure appropriate for the incident:
Structure not based on size but on complexity of incident.
Tool box – only use tools needed.

17. Command Responsibilities
Assess resource needs and orders, deploys, and releases needed resources:
Resource needs based on goals and objectives.
Effective resource management considers personnel safety a high priority.

18. Command Responsibilities
Coordinates overall emergency activities:
Coordination is essential to effective incident management.
Ensure units are not working against each other or duplicating efforts.
Ensure maximum productivity from all involved.

19. Command Responsibilities
Serves as the ultimate incident safety officer; responsible for preventing firefighter injuries and/or death.
Coordinates activities of outside agencies (liaison).
Authorizes information release to the media (PIO).
These 3 are normally handled by IC at most incidents. Assigned as incident escalates. Becomes the Command Staff

20. Effective Commander
Pro-active, decisive, objective, calm, and a quick thinker.
To handle previous listed responsibilities must also be adaptable, flexible, and realistic about his/her limitations.

21. Assumption of Command Command established at all incidents.
Ranking member of first arriving unit.
Transmit brief initial report:
Identify the Company transmitting.
Actual location of incident.
Brief description of incident and conditions.
Designation of individual assuming command.

22. Command Mode
IC must determine whether to conduct command activities from a fixed position or in conjunction with tactical operations.
Command from fixed position is preferred, particularly when incident is complex or rapidly escalating.

23. Command Mode IC must answer two questions:
Will the initial tactical operations of the first in company have a significant impact on the eventual outcome of the incident?
Will the personal efforts of the IC in tactical activity have significant impact on the ability of the company to achieve their assigned objectives?

24. Command Mode
If answer to these two questions is NO, command from fixed location should be established.
If YES, command in offensive mode should only be performed until command can be transferred.

25. Command Post May vary in type and size.
Provides central, stationary location to assist the IC in incident command and control.
CP generally established because of incident size and complexity.
CP location should be announced as soon as possible.

26. ICS Basic Application, 1.1 Structure: 2 story, 4 unit residential.
Resources: 2 engines, one truck.
Staffing: 4 on each piece.
Situation: one room well involved.
Life hazards: all apts. are occupied.

27. ICS Basic Application, 1.1 Strategic Goals: Tactical Objectives:
Remove endangered occupants.
Confine and extinguish the fire.
Provide ventilation.
Tactical Objectives:
Conduct primary search of the entire occupancy.
Place hoselines to control the fire.
Ventilate the building horizontally.

28. ICS Basic Application, 1.1 Three assignments for 3 companies:
IC: Engine 1 officer.
Fire attack: Engine 1
Search & Rescue: Engine 2
Ventilation: Truck 1
Next for chart

29. ICS Basic Application, 1.1

30. ICS Basic Application, 1.1
Most incidents can be handled with simple version of ICS.
ICS should contribute to the solution of the problem not add to it.
A simple incident requires a simple ICS.

31. Staging
As incident escalates and more resources are requested, IC may not have immediate assignment for those resources.
Staging gives units a place to wait for immediate deployment
Staging manager reports to IC if Operations is not assigned.
Staging implementation will vary just as ICS structure will vary.

32. Staging Properly run staging area: Allows for accountability.
Prevents premature deployment.
Prevents freelancing.

33. ICS Basic Application, 1.2 Structure: 2 story, 4 unit residential.
Resources: 1st alarm: 2 engines, 1 truck, 1 chief. 2nd alarm: 4 engines, 1 truck.
Staffing: 4 on each piece.
Situation: Fire extending into 2nd floor and attic.
Life hazards: all apts. are occupied.

34. ICS Basic Application, 1.2 Strategic Goals: Tactical Objectives:
Remove endangered occupants.
Confine and extinguish the fire.
Provide ventilation.
Perform salvage.
Tactical Objectives:
Conduct primary search of the entire occupancy.
Place hoselines to control the fire.
Ventilate the building horizontally.
Place salvage covers.

35. ICS Basic Application, 1.2
Several options available to IC for deployment of additional resources:
Send all units to Staging pending assignment.
Send some units to Staging and assign others.
Next slide depicts second choice.

36. ICS Basic Application, 1.2

37. Span of Control problem?
Previous slide shows all companies reporting to the IC.
Ideal span of control = 5 (3-7).
Deployment of staged units would exceed span of control and create confusion.
Establish Groups or Divisions to ease span of control issue.

38. Division
An organizational level responsible for operations in a specified geographical area at an incident.
e.g. Division 1 = 1st floor.

39. Group
An organizational level responsible for a specified functional assignment at an incident.
e.g. Salvage group, Search & Rescue group.

40. Divisions & Groups Both commanded by supervisors.
Operate at the same command level, either the IC or the Operations Section.
Divisions work in one area performing many tasks, Groups work in many areas performing one task.

41. Divisions & Groups Group’s assignment may cross Division’s boundaries.
Once an assignment is given to a Group, the Division is no longer responsible for accomplishing that task.
Division/Group supervisors provide accountability, keep next command level informed of status/needs.
Each supervisor needs to know: radio designator, assigned objective, resources commanded.

42. ICS Basic Application, 1.2

43. Branch
An organizational level between Divisions/Groups and the IC, Operations, or Logistics.
Implemented at large incidents with many division/groups to reduce the span of control.
Supervised by a Branch Chief.
Most commonly used in Operations or Logistics.

44. Branch example

45. Crew
Specified number of personnel (without apparatus) assembled for a task with a common leader.
May be designated by the last name of the leader or by function and number (Vent Crew 1).
Used as any other single resource.

46. Dividing the Incident Each exterior side given letter designation.
Side “A” is generally address (front) side.
Exposures labeled similarly.

47. Dividing the Incident
Each floor is a Division.

48. Functional Staff Operations Planning Logistics Finance
Any position not assigned must be performed by the IC.
Some incidents will allow functional responsibilities to be combined (pio & liaison).

49. Operations
Responsible for management of all tactical operations at the incident.
Implemented when IC is faced with demands in one or more of the major functional elements.
e.g. Haz-mat incident demands IC focus on Planning, Logistics, and Finance.

50. Operations
Assists the IC in developing strategic goals and tactical objectives.
Develops operational plans.
Requests/ releases resources through the IC.
Consults with the IC about the overall action plan.
Keeps the IC informed of situation and resource status within Operations.
Supervises the Staging Area Manager.

51. Operations Most commonly staffed to relieve span of control problems.
Should only be implemented to improve the management of the incident.
Used incorrectly the IC could end up with a span of control of one.

52. Planning
Responsible for the collection, evaluation, dissemination, and use of information about development of the incident and the status of resources.
Assessment of present and projected situation.
Tracks resources committed and projects resource requirements.
Assists the IC in being a proactive manager.

53. Planning Components Situation Status unit. Resource Status unit.
Documentation unit.
Demobilization unit.
Technical specialists.

54. Logistics
Responsible for providing facilities, services, and materials for the incident.
Logistical needs of minor incident include: breathing air supply, drinking water, EMS for firefighting personnel.
Logistics for long duration incidents (haz-mat) are significant.

55. Logistics Components Service Branch Support Branch Communication unit
Medical unit
Food unit
Support Branch
Supply unit
Facilities unit
Ground Support unit

56. Finance
Responsible for tracking all incident costs and evaluating the financial considerations of the incident.
Not a major factor during most incident operations.
Consider Town finance director for this position.

57. Finance Components Time unit Procurement unit Compensation/Claims unit
Cost unit