1. INTRODUCTION TO THE INCIDENT COMMAND SYSTEM

2. OBJECTIVE Module 5 Overview Define the need for a management system to be used at emergency incidents and demonstrate how ICS can be applied as an effective emergency management system. Need for a Management System History of ICS Development of Regulations and Standards

3. OBJECTIVE Module 5 Overview Define the five ICS functions, Command Staff positions, and Staging The Five ICS Functional Areas Command Staff Positions Staging

4. OBJECTIVE Module 5 Overview Define the role of the Incident Commander (IC) and the importance of the CO as initial IC. The Incident Commander’s Role

5. OBJECTIVE Module 5 Overview Given a scenario, establish an effective ICS organization to manage the initial phase of the incident. Using ICS Effectively Divisions and Groups

6. NEED FOR A MANAGEMENT SYSTEM

7. Successful organizations are managed in a professional manner. True for all types of organizations Business Military Sports Firefighting

8. Successful organizations are managed in a professional manner. Managing emergencies is much like a team sport Coordinate efforts Not all have the same skills Needs to concentrate

9. Successful organizations are managed in a professional manner. Need is greater for emergency incident to be managed in a professional manner Risk of death Reduce damage Critical decisions Provide highest level of service

10. Successful organizations are managed in a professional manner. An emergency does not exclude the need for professional management Safety Reduce confusion Coordinate

11. Elements of an effective Incident Management System Suitable for use regardless of jurisdiction or agency involved Adapt to an incident regardless of type of complexity

12. Elements of an effective Incident Management System Acceptable to users Readily adaptable to new technology Expand in a logical manner

13. Elements of an effective Incident Management System Basic common elements Least possible disruption to exiting system Ensure low operational maintenance costs

14. ICS as a Management System Manageable span of control “Number of subordinates one supervisor can manage effectively” Allows for delegation

15. ICS as a Management System Ensures unity of command Provides standard set of terms Lines of authority provide for lines of communication All-risk design

16. ICS as a Management System Suitable for “everyday” use Provides for safety of personnel Modular expansion Improved resource utilization

17. HISTORY OF ICS

18. ICS originated as a result of major wildland fires Coordination and management problems Command was not clearly defined Communication problems Resources not fully utilized

19. Responsible agencies formed FIRESCOPE to identify solutions Was the first generation of ICS Evolved into an all-risk system

20. Fireground Command (FGC) Developed by Chief Alan Brunacini Same management principles as ICS For use in structural firefighting

21. National Fire Academy (NFA) Model System National Curriculum Advisory Committee Proposed ICS be an all-risk system Model for agencies wishing to adopt ICS

22. Each emergency management system based on sound management principles Safety of personnel Coordinate activities Clear lines of authority Effective use of resources Unity of command Span of control

23. DEVELOPMENT OF REGULATIONS AND STANDARDS

24. Success of ICS has led to its inclusion in a variety of regulations and standards Used nationally Use at all emergencies One common management system

25. Occupational Safety and Health Administration (OSHA) and the Environmental Protection Agency (EPA) require use of ICS for hazardous materials incidents.

26. NFPA Standard 1500: Fire Department Occupational Safety and Health Program

27. NFPA Standard 1561:Fire Department Emergency Management Systems

28. USING ICS EFFECTIVELY

29. Understanding How To Use The System Organizational charts do not put out fires-- well-managed firefighters do ICS provides numerous subordinate positions

30. Thing of ICS Organization as a Toolbox You don’t need every tool Only delegate those positions that will help do the job Know what positions will help

31. Importance of First-In Officer As Initial IC “What starts bad--stays bad” First-in officer organizes incident If well organized, it is easier to expand the organization if needed

32. The CO’s Role When Not The IC First-arriving CO may act as initial IC until command can be passed Not first-in may be assigned to subordinate positions CO’s must understand the system if they are to do an effective job

33. THE FIVE ICS FUNCTIONAL AREAS

35. Responsible for overall management Establishes the strategy and tactics Responsible for firefighter safety Responsible for success of incident activities Filled by IC Established at every incident

36. Accomplishes strategy that command develops by meeting the tactical objectives Directs all tactical operations Assists in the development of action plan

37. Collects and evaluates information Forecasts probable course of events Prepares alternative strategies

38. Provides services and supplies Fills the “Supply Sergeant” role

39. Responsible for required fiscal documentation Provides financial planning

40. GENERAL STAFF POSITIONS

41. COMMAND STAFF POISITIONS

42. Command Staff Positions Enable the IC to better manage the incident Do not count when determining the IC’s span of control

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45. Safety Officer Appointed when IC cannot adequately monitor hazards or unsafe conditions Keeps IC informed as to existing or potential safety hazards Can take immediate action to correct unsafe acts Must have requisite background and knowledge

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47. Liaison Officer Helps IC coordinate the efforts of assisting agencies Determine if Agency Representative have decisionmaking authority for their agencies Helps each agency do what it does best

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49. Information Officer Gets incident briefing and updates from IC for release to the media Establishes a press area Provides for tours and photos Arranges for media to speak with IC

50. STAGING

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52. Staging Definition: Staging is the location to which resources report until given an assignment Located close enough to the incident If IC has not determined an assignment, report in the Staging Area IC has time to determine proper assignments

53. Staging Provides a resource pool Keeps from turning the front of the building into a parking lot Does not count as part of the IC’s span of control

54. Increases Accountability Resources are prevented from choosing their own assignment Keeps companies and personnel from freelancing Resources are tracked Controls personnel Facilitates the formation of crews

55. Staging Area Manager Responsible for managing all activities within the Staging area

56. Staging Area Manager First-arriving officer designated as Staging Area Manager Keeps track of resources Updates IC Maintains minimum resource level Responds to requests for personnel Reports to IC

57. THE INCIDENT COMMANDER’S ROLE

58. Safe and effective incident operations require that someone be in command If one person does not assume command-- the incident does Responsibility for incident management and firefighter safety IC establishes the strategy and tactics

59. Responsibilities not delegated by the IC are retained by the IC Without delegating, IC can quickly exceed effective span of control

60. The CO’s Responsibility As Initial IC Do a thorough size-up Identify strategy and select tactics Develop initial action plan Implement the action plan

61. The CO’s Responsibility As Initial IC Coordinate incident resources Modify action plan as needed Call for additional resources if needed Maintain command until it can be passed or transferred Be prepared to fill a subordinate position

62. DIVISIONS AND GROUPS

63. Establishing Divisions or Groups Most incidents handled with individual assignments to each company or tactical unit

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66. When number of companies involved exceed IC’s span of control, IC needs a means of maintaining a manageable level

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69. Divisions and/or Groups likely to be first-line positions delegated by IC

70. Divisions: An organizational level responsible for operations in a specified geographical area Example: A Division may be responsible for operations on a specified floor of a building or a specified side or area of a structure

71. Groups: An organizational level responsible for a specified functional assignment Example: A Group may be responsible for search and rescue or for ventilating in the entire structure

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74. Relationship Between Divisions and Groups Same organizational level.

75. Relationship Between Divisions and Groups Group’s responsibilities may cross Division boundaries.

76. Insert Organizational Chart Relationship Between Divisions and Groups Divisions are responsible for all tactical operations in their assigned area that are not assigned to a group

77. Managing Divisions and Groups Managed by Division or Group Supervisors Report directly to the IC CO’s may very well be assigned role of a Supervisor Initial IC can be reassigned CO’s not first in may be assigned a Division or Group

78. When creating a Division or Group, the IC needs to communicate to the Supervisors: Area(s) they are responsible for and tactics or objectives they need to accomplish Resources they are assigned Their radio designation

79. Responsibilities of Division and Group Supervisors Ensure safety and survival Implement their assigned portion of the incident action plan Keep track of assigned resources Anticipate the needs of personnel Advise IC if meeting objectives Coordinate with other divisions and groups

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88. Summary Incident Command System is a management system It provides the IC with tools needed Used at any type incident and by all responders Suitable for “everyday” use and can expand in a modular fashion Company Officers must understand the system