1. Incident Command System Overview CANUSLANT Incident Management Workshop Portland, ME – May 15, LCDR Matt McCann

2. Objectives Wrap weeks of emergency management
command/control training into 45 minutes!
1. National policy mandates
2. Incident Command System for executives
3. ICS/Response Management System (RMS) linkages

3. Federal Coordinating Structures
Legislation: The Homeland Security Act of 2002,
and Homeland Security Presidential Directives 5/8
NRP: Establishes Federal coordination structures/mechanisms, directs incorporation of existing plans, and provides a consistent approach to managing incidents.
NIMS: Standardizes incident management processes, protocols, training, and procedures for use by all responders.
Preface & Page 1
Review the key points on the visual. Augment the discussion using the following additional key points:
In Homeland Security Presidential Directive (HSPD)-5, the President directed that the Department of Homeland Security develop a new National Response Plan (NRP) to align Federal coordinating structures, capabilities, and resources into a unified, all-discipline, and all-hazards approach to domestic incident management.
The National Response Plan is based upon the belief that incident are typically managed at the lowest possible geographic, organizational, and jurisdictional level.

4. National Response Plan
Builds on what worked from previous plans and incident responses
Forges new approaches and mechanisms to address today’s threats
Establishes a national incident management capability
Addresses the complete spectrum of incident management activities
Uses National Incident Management System (NIMS) Incident Command System
Preface
Explain that the NRP:
Builds on what works from previous plans and incident response. The NRP represents a true "national" framework in terms of both product and process. The NRP development process included extensive vetting and coordination with Federal, State, local, and tribal agencies, nongovernmental organizations, private-sector entities, and the first-responder and emergency management communities across the country. The NRP incorporates best practices from a wide variety of incident management disciplines to include fire, rescue, emergency management, law enforcement, public works, and emergency medical services. The collective input received from our public- and private-sector partners has been, and will continue to be, absolutely critical to the implementation and continued refinement of the core concepts included in this groundbreaking national plan.
Forges new approaches and mechanisms to address today’s threats. The NRP is not just a compilation of elements -- in this case the whole is vastly more than the sum of its parts.
Addresses the complete spectrum of incident management activities. The NRP is unique and far reaching. For the first time, the NRP eliminates critical seams and ties together a complete spectrum of incident management activities to include the prevention of, preparedness for, response to, and recovery from terrorism, major natural disasters, and other major emergencies.
Uses the National Incident Management System (NIMS) to establish a framework for coordination among Federal, State, local, tribal, nongovernmental, and private-sector organizations. The NRP is built on the template of the National Incident Management System (NIMS), which provides a consistent doctrinal framework for incident management at all jurisdictional levels, regardless of the cause, size, or complexity of the incident.

5. Foundation: National Incident Management System
NRP Construction
Key concepts
National Operations Center (was HSOC)
Interagency Advisory Council (was IIMG)
Principal Federal Official
Joint Field Office
Fully Incorporates
Federal Response Plan
Domestic Terrorism Concept of Ops Plan
Federal Radiological Emergency Response Plan
National Contingency Plan
Integrates
Other national-level contingency plans
The NRP will supercede the Federal Response Plan (FRP), Domestic Terrorism Concept of Operations Plan (CONPLAN), Federal Radiological Emergency Response Plan (FRERP) and the INRP. Many of the familiar concepts and mechanisms associated with these plans will be carried over to the NRP, such as the Emergency Support Function (ESF) process of the FRP, and the elements introduced in the INRP (HSOC, IIMG, PFO, and JFO).
The NRP, as the core plan, is designed to link to an array of national-level hazard-specific contingency plans, such as the National Oil and Hazardous Substances Pollution Contingency Plan (NCP), National SAR Plan, etc. These plans can be implemented independently during localized incident or concurrently with the NRP during Incidents of National Significance.
The NRP uses the National Incident Management System (NIMS) as a foundation and incorporates NIMS concepts, principles and processes, and applies them to a national structure.
Foundation: National Incident Management System

6. NIMS Components Command and Management Organizational systems
Preparedness
Planning/training/drills/exercises/mutual aid
Resource Management
Communications/Information Management
Supporting Technologies
Ongoing Management and Maintenance
NIMS Integration Center (NIC)

7. Federal Response Concept
Incidents handled at lowest possible organizational level
DHS receives notification of actual and potential incidents
“Top-down” or “bottom-up” approach
Consultation/coordination amongst departments/agencies to:
Assess national implications
Determine need for full or partial NRP activation
Coordinating structures activated to provide unified, standardized approach for implementing Federal incident management responsibilities:
Direct implementation of Federal authorities
Federal support to State, local and tribal governments
Federal-to-Federal support
Proactive response to catastrophic incidents
Coordinating structures provide national capability
Ability to address impacts, execute immediate nation-wide actions to avert or prepare for subsequent events and manage multiple incidents
A basic premise of the NRP is that incidents are handled at the lowest level possible. DHS becomes involved through the routine reporting and monitoring of threats and incidents, and/or when notified of an incident or potential incident of the severity, magnitude, complexity and/or threat to homeland security that it is considered an Incident of National Significance.
DHS establishes multiagency structures at the headquarters, regional and field level to coordinate efforts and provide support to the on-scene incident command structures. Other Federal agencies carry out their incident management and emergency response authority within this overarching framework.
This framework is designed to accommodate the various roles the Federal Government plays during an incident, whether it is Federal support to State, local, or tribal governments; direct implementation of Federal incident management authorities and responsibilities; coordinating Federal-to-Federal support; or providing proactive Federal support in catastrophic incidents where it is clearly evident that aid is needed.
This framework also includes a national capability for incident management, and provides the ability to address impacts to the rest of the country, execute immediate nation-wide actions to avert or prepare for subsequent events, and manage multiple incidents.

8. ICS Program History
Born in the Vietnam War, but attributed to Southern California wildfires in 1970s
Recognized need for common emergency response system due to responder fatalities
Mandated all-risk application and initially evaluated in the wild land fire environment
Design objective includes all levels of government, including executives

9. Use of ICS is equally effective for planned or unplanned events…

10. Incident Command System
Designed to turn a crisis from an emergency phase to a project phase
as quickly as possible - From reactive to proactive.
Key features:
Modular Organization - highly structured yet flexible
Manageable Span of Control
Standard Terminology / Forms / Symbols
Chain of Command Structure
Consolidated Action Plan “All Hazards, All Risks”
Structured Resource Management System
Established Curriculum
Available at Low Cost
Commonly Used Nationwide
Logical/Functional
Common Incident Support Facilities
Integrated Communications
Management by Objectives
Personnel Accountability

11. Why did L’Etats Unis adopt ICS?
On-scene incident management structure
System generally being used by first responders to manage incidents
Training & exercise program
Certification & qualification system
Support technologies
System documentation

12. NIMS ICS National Training Curriculum Baseline
LEVEL
IS-700
NIMS Introduction
IS-800
NRP Introduction
Basic #1
Purpose of ICS #2
Basic Features of ICS #3
Incident Commander & Command Staff Positions #4
General Staff Functions #5
Facilities #6
Common Responsibilities
ICS-100
Q: Can you provide more information about the NIIMS ICS National Training Curriculum?
A: The ICS National Training Curriculum was sponsored by the National Wildfire Coordinating Group (NWCG), and development was directed and supported by the National Interagency Fire Center, Division of Training.
G-MOR has printed and distributed ICS Basic, ICS Intermediate, and ICS Advanced Student Guides containing NIIMS ICS Modules #1-17, History of ICS, ICS Position Descriptions & Responsibilities, ICS Glossary, and Syllabus Summary. ICS National Training Curriculum pubs may also be ordered from:
FOR GOVERNMENTAL AGENCIES:
National Interagency Fire Center, ATTN: Supply S. Development Avenue Boise, Idaho
(208) /5104
FOR NON-GOVT AGENCIES:
California Firescope, Office of Emergency Services
P.O. Box 55157
Riverside, CA
(909)
Basic #1
Leadership & Management #2
Delegation of Authority & Management by Objectives #3
Functional Areas & Positions #4
Briefings #5
Organizational Flexibility #6
Transfer of Command
ICS-200
Intermediate #6
Demob, Transfer of Command & Close Out #3
Assessment & Agency Guidance Establishing Objectives #5
Planning Process #1
ICS Fundamentals Review #2
Unified Command #4
Incident Resources Management
ICS-300

13. ICS Applied Agency/organization executives have vital role
All-risk system knows no bounds if properly applied
To be effective it must have:
Strong agency support
Thorough system documentation
Intensive training and exercises
Evaluation/corrective action process
System has never failed

14. USCG Application Examples
Oil spill/HAZMAT response and recovery
Multi-casualty
Port Security
Water transportation or private sector accidents
Planned marine or waterside events
Terrorism response
Designated Emergency Support Function

15. Factors Determining Response Size & Structure
Administrative/jurisdictional complexity
Geographic area involved
Functional specialties required
Logistics/support, planning needs
Potential for growth

16. Basic ICS Organization
Command Staff
Information
Liaison
Safety
Legal
Intelligence
For familiarization, here is the basic ICS wire diagram. Shown here is the unified command structure of an ICS, increasingly popular among agencies, and industry elements, with shared jurisdictional responsibilities. ICS is a functional system. Those functions, Planning, Operations, Logistics, Finance and Command Staff will always be a part of Coast Guard responses to some degree. Among responders, except for the OSC (oil & Hazmat), or Incident Commander for everything else), anyone who is qualified can fill other organizational positions. For Coast Guard purposes, this allows us to maximize our unique abilities, whether operational or support, and staff other elements with qualified personnel that might not wear a blue suit. Because everyone is trained to a standard, this is not only possible, its superbly effective and efficient. Another point I’d like to make is that ICS retains its functionality regardless of the size of the response. In smaller responses, one person may fill several positions. ICS may be customized and grows only as needed to meet the complexity of the incident.
Planning
Operations
Logistics
Finance
* Resources
* Situation
* Demobilization
* Documentation
* Staging Area
* Branches
* Divisions
* Groups
* Communications
* Food
* Medical
* Supply
* Ground Support
* Facilities
* Procurement
* Claims
* Time
* Cost
* Compensation

17. Response Priorities Incident objectives are established
based on the following priorities:
#1: Life Saving
#2: Incident Stabilization
#3: Property Preservation

18. Management by Objectives
Top down management activity with the following
steps to achieve incident response goals:
Establish objectives
Identify/select strategies
Develop/implement tactics

19. ICS span of control for any supervisor:
ICS Management
ICS span of control for any supervisor:
Between 3 and 7 subordinates.
Optimally does not exceed 5 subordinates.

20. Resource/Planning Characteristics
Written Incident Action Plans are produced when:
Large number of tactical and support resources need to be ordered, tracked and managed.
Multiple operational periods are required.
Transfer of command is likely.
Or…the boss wants one.

21. Planning “P” Deliberate Planning Cycle/Process
Initial UC
Meeting
Incident/Event
Notification
Initial Response
& Assessment
Incident Brief
ICS-201
Preparing for the Tactics Meeting
Operations
Briefing
Execute Plan & Assess Progress
New Ops
Period
Begins
Command &
General Staff
Meeting /Briefing
IC / UC Develop/Update
Objectives
Preparing for the Planning Meeting
Planning
IAP Prep
&
Approval
Tactics Meeting
Deliberate Planning Cycle/Process
Complete a set of actions from Incident Action Plan
Operational period: Normally hours
Determined by Incident Commander

22. Resource Management
Maximizes effective use of personnel and equipment.
Reduces span of control.
Reduces communications traffic.
Process to categorize/track resources ordered, dispatched, recovered and demobilized.
Includes processes for reimbursement, as appropriate.

23. ICS Summary Utilizes management features including common terminology
and a modular organizational structure.
Emphasizes effective planning through management by
objectives and Incident Action Plans.
Supports responders by providing needed data through
effective information and intelligence management.
Utilizes principles of chain, unity and transfer of command.
Ensures ready resources through accountability/mobilization.
Ensures utilization of incident resources by maintaining a span
of control, establishing incident facilities, implementing resource
management practices and ensuring integrated communications.

24. Incident Complexity - Typing

25. What Are Major Incidents?
Involve more than one agency and/or political jurisdiction.
Involve complex management and communication issues.
Require experienced, highly qualified supervisory personnel.
Require numerous tactical and support resources.
Involve multiple victims, fatalities, or illnesses.
Include widespread damage to property/environment.
Result in psychological threat/trauma.
Span multiple operational periods (days, weeks).
Costly to control and mitigate.
Require extensive recovery efforts.
Draw national media interest.
Designated an Incident of National Significance.

26. Incident Of National Significance
IONS are declared by the Secretary for the Department of Homeland Security,
but Federal incident management activities are coordinated by the President
unless delegated under the following HSPD-5 criteria:
When a Federal department/agency requests assistance.
When state/local capabilities are overwhelmed and they request assistance.
When an incident substantially involves more than one Federal agency.
When DHS has been directed by the President to assume incident
management responsibilities.
The NRP establishes the national framework for assessing domestic incidents to determine the appropriate level of Federal involvement, and for coordinating interagency incident management efforts for events considered “Incidents of National Significance.”
Based on the criteria established in HSPD-5 (shown here), Incidents of National Significance are those high-impact events that require a coordinated and effective response by an appropriate combination of Federal, State, local, tribal, private-sector, and nongovernmental entities in order to save lives, minimize damage, and provide the basis for long-term community and economic recovery.
Pursuant to HSPD-5, as the principal Federal official for domestic incident management the Secretary of Homeland Security declares Incidents of National Significance (in consultation with other departments and agencies as appropriate) and provides coordination for Federal operations and/or resources, establishes reporting requirements, and conducts ongoing communications with Federal, State, local, tribal, private-sector, and nongovernmental organizations to maintain situational awareness, analyze threats, assess national implications of threat and operational response activities, and coordinate potential or actual incidents.

27. Area Command Functions
Directs multiple responses handled by ICS organizations; or a large incident
with multiple response teams assigned.
Provide agency/jurisdictional authority for assigned incidents.
Ensure a clear understanding of expectations, intentions, and constraints.
Establish critical resource efficient use priorities between incidents.
Ensure responder assignments are appropriate.
Coordinate demobilization or reassignment of resources between incidents.
Assists in interagency coordination.
Reduces workload for agency officials.

28. Area Commander Responsibilities
ICP
Set overall objectives.
Establish priorities.
Allocate/reallocate critical resources.
Coordinate with higher entities and
the media….think ‘buffer’.
Coordinate the demobilization of
assigned resources.
Does not direct tactical operations.
ICP

29. Multi-agency Coordination System
A combination of facilities, equipment, personnel,
procedures, and communications integrated into a
common system with responsibility for coordinating
and supporting incident management activities.

30. Why Focus on Coordination?
Increasing incident complexity
Complex and confusing legal authorities
Increasing litigation
Increasing response costs
High property losses
Life, health, safety issues
Media and public scrutiny
Political, legislative and budgetary ramifications
Competing priorities

31. Multi-agency Coordination Centers
Local
Emergency
Ops Center
(EOC)
State
Emergency
Ops Center
(EOC)
Joint Field Office
(JFO)
Provide support and coordination to incident command.
Identify resource shortages and issues.
Gather and provide information.
Implement multiagency coordination entity decisions.
Area Command
Incident Command Post
Incident Command Post
Incident Command Post

32. Expansion vs. Activation
Multi-agency coordination centers/entities may be
established through:
Expanding an existing function that includes
full-time staff and pre-emergency administrative
systems and controls. Or
Activating a structure based on interagency
mutual-aid agreements during an emergency.

33. Activating Coordination Centers
When an emergency situation threatens, significantly impacts the agency, or involves other agencies
When pre-established threat levels are reached
Under pre-established guidelines (recommended)
Joint powers agreements or memorandums of understanding
Jurisdictional response plans
Without pre-established guidelines
When there is an interagency need to coordinate
When resource requests exceed availability

34. Joint Field Office
Focal coordination point for Federal support to on-scene incident management efforts (Federal MACC).
Principal Federal Official
Senior Federal Law Enforcement Official
Federal Coordinating Officer
State, Local and Tribal Representative(s)
Other Senior Federal Officials
JFO Coordination Group
Chief of Staff
Liaison Officer
Safety Coordinator
Security Officer
Infrastructure Liaison Others as needed
External Affairs
JFO Coordination Staff
Defense Coordinating Officer (DCO)
JFO is the focal point for coordination of Federal support to on-scene incident management efforts.
It is a temporary Federal facility established to unify the Federal assistance effort at the State and local level and to coordinate the provision of Federal assistance to the affected jurisdiction(s). The JFO provides a central point for Federal, State, local and tribal executives with responsibility for incident oversight, direction and/or assistance to effectively coordinate prevention, preparedness, response and recovery actions.
 The JFO utilizes the scalable organizational structure of NIMS ICS. Personnel from State and Federal departments and agencies provide staffing for the JFO generally through their respective ESFs.
 The JFO combines the traditional functions of the FBI Joint Operations Center (JOC) and FEMA/ Disaster Field Office (DFO) within one Federal facility. The JFO fully replaces the DFO. FBI investigative law enforcement activities are managed through the JOC structure, which is incorporated into the JFO when the NRP is activated.
 The JFO consists of the JFO Coordination Group, JFO Coordination Staff, and JFO sections. The JFO Coordination Group serves as a multiagency coordination entity and may include: Principal Federal Official, Federal Coordinating Officer, Senior Federal Law Enforcement Official and other Senior Federal Officials representing agencies with primary responsibility and authority for managing a major aspect of the incident, and State, local and tribal representatives.
Office of Inspector General
JFO Sections
Operations Section
Planning Section
Logistics Section
Finance and Admin

35. NRP Coordination Structure
Field Level
Regional Level
National Level
NIMS Role
Multi-agency Coordination System
Interagency Advisory Council
JFO Coordination Group
Multiagency Coordination Entity
Strategic coordination
Multi-agency Coordination Centers/EOCs
Support and coordination
Local Emergency Operations Center
State Emergency Operations Center
Joint Field Office
Regional Response Coordination Center
National Operations Center
Incident Command
Directing on-scene emergency management
Role of regional components varies depending on scope and magnitude of the incident.
The structure for NRP coordination is based on the NIMS that utilizes Incident Command structures on-scene supported by a Multiagency Coordination System, which consists of:
Multiagency Coordination Entities; and
Multiagency Coordination Centers/Emergency Operations Centers.
Reflecting the NIMS construct, the NRP includes the following command and coordination structures:
      -   ICPs on-scene using the Incident Command System (ICS)/Unified Command;
      -   Area Command (if needed);
      -   State, local, tribal, and private sector EOCs;
      -   JFO, which is responsible for coordinating Federal assistance and supporting incident management activities locally;
      -   RRCC and HSOC, which serve as regional and national-level multiagency situational awareness and operational coordination centers; and
      -   IIMG, which serves as the national headquarters-level multiagency strategic coordination entity for domestic incident management.
This structure addresses both site-specific incident management activities and the broader regional or national issues related to the incident.
An Area Command is established when needed due to the complexity or number of incidents.
Area
Command
Incident Command Post
Incident Command Post
Incident Command Post

36. Coordinated Planning RMS #8 Planning Meeting RMS #17 Operations
Initial UC
Meeting
Incident/Event
Notification
Initial Response
& Assessment
Incident Brief
ICS-201
Preparing for the Tactics Meeting
Operations
Briefing
Execute Plan & Assess Progress
New Ops
Period
Begins
Command &
General Staff
Meeting /Briefing
IC / UC Develop/Update
Objectives
Preparing for the Planning Meeting
Planning
IAP Prep
&
Approval
Tactics Meeting
RMS #7
Form Flow
Process
RMS #6
IAP Completion
& Sub-Plan
Development
RMS #10
Task ID
& Logistics
Facilitation
RMS #18
Strategy
Meeting
RMS #5
Initial IAP
Development
RMS #12
Pre-implement
Debrief
RMS #19
Initiation of
IAP
Development
RMS #4
Initial Strategy
Meeting
RMS #9
Post IAP
Debrief
RMS #11
Post Logistics
Debrief
RMS #3
Initial Response
RMS #13
IAP Implemented
RMS #14
Post Operations
Debrief
RMS #15
Expenditures
RMS #2
Initial Objectives
RMS #16
Total
Expenditures
RMS #1
Incident &
Notification

37. Jurisdictionally Transparent Functions
The Joint Information Center is used to
coordinate emergency information, crisis
communications and public affairs functions;
must include representatives of all stakeholders.
Technical Specialists are personnel with special
skills who can be used anywhere within a
response organization.

38. Trans-boundary Personnel
Joint Response Team advisory personnel not filling On Scene/ Incident Commander roles as per Section of the JMPCP provide a variety of counseling and debriefing support.
Liaison Officers can be requested as per Section 404 of the JMPCP at both Incident Command Posts.
Public Information Officers and Communications Officers working at a (Joint) Information Center.
Regional Environmental Emergency Team and Environmental Unit Leader and/or Technical Specialists working at either Command Post location.
Representatives of the Responsible Party, if applicable.

39. Questions?