1. Slide 4-1 UNIT 4: INCIDENT COMMAND SYSTEM GENERAL STAFF FUNCTIONS AND APPLICATIONS

2. Slide 4-2 OBJECTIVES The students will: Identify the need for the functions of Operations, Planning, Logistics, and Finance/ Administration, based on incident complexity.

3. Slide 4-3 OBJECTIVES (cont'd) Define and explain the responsibilities of Operations, Planning, Logistics, and Finance/ Administration as functions within the Incident Command System (ICS).

4. Slide 4-4 OBJECTIVES (cont'd) Recognize how the functions of Command, Operations, Planning, Logistics, Finance/Administration, and the Command Staff positions can provide the tools necessary to manage any incident effectively.

5. Slide 4-5 COMMAND RESPONSIBILITIES Assess incident priorities Determine strategies Select tactics Develop the Incident Action Plan (IAP) Develop appropriate ICS organizational structure

6. Slide 4-6 COMMAND RESPONSIBILITIES (cont'd) Manage incident resources Coordinate overall emergency activities Ensure firefighter safety Coordinate activities of outside agencies Authorize release of information to the media

7. Slide 4-7 TOTAL INCIDENT COMMAND SYSTEM MANAGEMENT Involves more than just putting water on a fire Need for Incident Commander (IC) to realize full range of management tools available to handle entire incident Five functions Functions not staffed must be performed by the IC

8. Slide 4-8 FUNCTIONS OF COMMAND Assume and announce Command and establish an effective operating position (Command Post (CP)) Rapidly evaluate the situation (sizeup) Initiate, maintain, and control the communications process Identify the overall strategy Develop an effective ICS organization

9. Slide 4-9 Provide tactical objectives Review, evaluate, and revise (as needed) the IAP Provide for the continuity, transfer, and termination of Command Provide for safety and personnel accountability FUNCTIONS OF COMMAND (cont'd)

10. Slide 4-10 As Command is transferred, so is the responsibility for the functions.

11. Slide 4-11 OPERATIONS Responsible for management of all tactical operations at the incident. Operations should be implemented when necessary to maintain the IC's span of control.

12. Slide 4-12 OPERATIONS SECTION CHIEF RESPONSIBILITIES Direct and coordinate all tactical operations Assist the IC in development of strategies and tactics Develop tactical operational plan

13. Slide 4-13 Request or release resources through the IC Consult with IC on overall IAP Keep IC informed of situation and resource status within Operations Supervise the Staging Area Manager OPERATIONS SECTION CHIEF RESPONSIBILITIES (cont'd)

14. Slide 4-14 REASONS FOR STAFFING OPERATIONS Span-of-control problems for the IC. Allows IC to focus attention on the overall management of the entire incident as well as to interact with the Command Staff and General Staff. Operations assists the IC in determining strategic goals and tactical objectives.

15. Slide 4-15 OPERATIONAL RESPONSIBILITIES OF COMMAND INCLUDE THREE LEVELS Strategic level--determines overall direction of the incident Tactical level--assigns operational (tactical) objectives Task level--completes specific tasks assigned to companies

16. Slide 4-16 STRATEGIC LEVEL Function of the IC. IC sets the overall plan and strategic priorities.

17. Slide 4-17 TACTICAL LEVEL Function of the Operations Section Chief. Operations selects tactics and prioritizes the accomplishment of the tactics. When Operations Section Chief has not been designated, the IC must perform the tactical- level responsibilities. When, and if, the Planning Section is established, the strategic and tactical levels of operation should become part of the information given to the Planning Section Chief.

18. Slide 4-18 TACTICAL LEVEL (cont'd) This is vital information for Planning, since the primary function of this Section is to evaluate the incident and forecast incident needs. The Planning Section also must develop alternative plans that include both strategic- and tactical- level information.

19. Slide 4-19 TASK LEVEL Function of the Company Officer (CO) and firefighters Performing the individual tasks that achieve the tactics

20. Slide 4-20 EXAMPLE: IMPLEMENTING OPERATIONS

21. Slide 4-21 CONDITIONS Resources: 10 engines, 4 trucks, 2 chief officers, 10 ambulances, and 4 staff officers Life hazard: 15-20 employees injured 8 employees not accounted for Additional life hazards in adjacent structure Staffing: Average for companies in your locale Fire situation: An explosion has occurred on 4th floor Fire on the 4th and 5th floors Adjacent structures are threatened.

22. Slide 4-22 STRATEGYTACTICS Conduct primary search Triage, treatment, transportation Hoselines to confine and extinguish OBJECTIVE Remove endangered occupants Provide emergency medical care Control the fire Rescue Provide Medical Group Confine/Extinguish

23. Slide 4-23 Vent Throw salvage covers Deploy law enforcement Remove smoke and toxic gases Protect property Provide traffic control VentilationSalvage Secure streets STRATEGYTACTICSOBJECTIVE

24. Slide 4-24 IC Chief 1 Staging E-8 Officer Safety Officer Training Officer E-8E-9 RICE-3 Liaison Officer Fire Prev. Officer Public Information Officer Pub. Ed. Officer Suppression Branch Chief 2 Division 4 E-1 Officer Division 5 E-5 Officer Rescue Group T-1 Officer Vent Group T-3 Officer Triage Group A-1 FF/EMT Medical Branch EMS Officer Law Branch PD Lt. 100 Treatment Group A-2 FF/EMT Transportation Group T-3 Officer Traffic Control Group PD Sgt. 110 Security Group PD Sgt. 120 T-3T-4 T-1T-2 E-1E-2E-4E-5E-6E-7

25. Slide 4-25 How could this be reorganized with an Operations Section?

26. Slide 4-26 STAFFING OPERATIONS All incident tactical activitiesAll incident tactical activities Tactical prioritiesTactical priorities The safety of personnel working in the Operations SectionThe safety of personnel working in the Operations Section The Operations Section is responsible for the direct management of:

27. Slide 4-27 WHEN SHOULD OPERATIONS BE STAFFED? Most common reason is span-of- control problems for the IC Incident covering large geographical area Complex incident--IC needs assistance in determining strategies and tactics

28. Slide 4-28 Operations should be staffed only to improve the management of the incident.

29. Slide 4-29 IC Chief 1 Safety Officer Training Officer Liaison Officer Fire Prev. Officer Public Information Officer Pub. Ed. Officer Suppression Branch Chief 2 Triage Group A-1 FF/EMT Medical Branch EMS Officer Law Branch PD Lt. 100 Treatment Group A-2 FF/EMT Transportation Group T-3 Officer Traffic Control Group PD Sgt. 110 Security Group PD Sgt. 120 T-3T-4 T-1T-2 E-1E-2E-4E-5E-6E-7 Staging E-9 Officer E-9E-10 RICE-3 Operations Section Chief 3 Division 4 E-1 Officer Division 5 E-5 Officer Rescue Group T-1 Officer Vent Group T-3 Officer

30. Slide 4-30 PLANNING Responsible for the collection, evaluation, dissemination, and use of information about the development of the incident and the status of resources

31. Slide 4-31 PRIMARY PLANNING FUNCTIONS Situation status Resource status Use of this information

32. Slide 4-32 PLANNING SECTION CHIEF RESPONSIBILITIES Gather and display information Assists the IC

33. Slide 4-33 PLANNING SECTION COMPONENTS Resource Unit Situation Unit Documentation Unit Demobilization Unit Technical Specialists

34. Slide 4-34 LOGISTICS Responsible for providing facilities, services, and materials for the incident

35. Slide 4-35 LOGISTICS SECTION CHIEF RESPONSIBILITIES Acts as "supply sergeant" for the incidentActs as "supply sergeant" for the incident Manages service and support resourcesManages service and support resources

36. Slide 4-36 SERVICE BRANCH Managed by a Branch DirectorManaged by a Branch Director Components:Components: – Communications Unit – Medical Unit -- responder rehab – Food Unit

37. Slide 4-37 SUPPORT BRANCH Responsible for providing resources, equipment, and supplies in support of incident operations Managed by a Branch Director Components: – Supply Unit – Facilities Unit – Ground Support Unit

38. Slide 4-38 FINANCE/ ADMINISTRATION Responsible for all financial, administrative, and cost analysis aspects of the incident

39. Slide 4-39 FINANCE/ADMINISTRATION SECTION CHIEF RESPONSIBILITIES Future payments Future budgeting Payment of personnel costs Cost recovery Legal risks of incident

40. Slide 4-40 STAFFING OF FINANCE/ADMINISTRATION SECTION Usually only in large-scale or complex incidents.Usually only in large-scale or complex incidents. Most fire departments lack the organizational structure to manage financial demands of such incidents.Most fire departments lack the organizational structure to manage financial demands of such incidents. Likely candidate: financial officer of jurisdiction involved.Likely candidate: financial officer of jurisdiction involved. The Finance/Administration Section may be located away from the incident site.The Finance/Administration Section may be located away from the incident site.

41. Slide 4-41 Time UnitTime Unit Procurement UnitProcurement Unit Compensation/Claims UnitCompensation/Claims Unit Cost UnitCost Unit FINANCE/ADMINISTRATION COMPONENTS

42. Slide 4-42 IF ANY FUNCTIONS ARE NOT ASSIGNED The IC must be familiar with those responsibilities. Ultimate responsibility of the IC is to ensure that all incident requirements are met.

43. Slide 4-43 REVIEW OF MAJOR INCIDENT COMMAND SYSTEM FUNCTIONS Command Operations Planning Logistics Finance/Administration

44. Slide 4-44 EIGHT SYSTEM COMPONENTS Common terminology Modular organization Comprehensive resource management Unified Command structure

45. Slide 4-45 Consolidated IAP's Manageable span of control Designated incident facilities Integrated communications EIGHT SYSTEM COMPONENTS (cont'd)

46. Slide 4-46 SUMMARY Appropriate use of the ICS provides effective span of control at all organizational levels. Benefits of using ICS: firefighter safety, effective use of resources, and improved incident management. The ICS provides tools for the IC. The IC should use only the tools that are needed to manage incident resources.