INTRODUCTION TO THE INCIDENT COMMAND SYSTEM

1. INTRODUCTION TO THE INCIDENTCOMMAND SYSTEM

2. Module 5Overview OBJECTIVE 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 aManagementSystem History of ICS Development of Regulations and Standards

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

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

5. Module 5Overview OBJECTIVE 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. • Coordinate efforts. • Not all have the same skills. • Needs to concentrate. Managing emergencies is much like a team sport.

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

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

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 existing 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. HISTORYOF 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. HISTORY OF THE INCIDENT COMMAND SYSTEM

23. DEVELOPMENT OF INTERAGENCY INCIDENT MANAGEMENT SYSTEM • Devastating wildland fires in Southern California in early 1970's • Examining various aspects concerning interagency response to incidents

24. FIRESCOPE • Fire • RESources of • California • Organized for • Potential • Emergencies

25. NATIONAL INTER-AGENCY INCIDENT MANAGEMENT SYSTEM (NIIMS) • Developed by the wildland community to provide a common system • Includes six agencies • Consists of fire major subgroups

26. NEED FOR A SINGLE INCIDENT COMMAND SYSTEM • Inconsistencies • Effective command • Reduce confusion

27. NATIONAL FIRE SERVICE INCIDENT MANAGEMENT CONSORTIUM • Created in 1990 • Determine what ICS would look like in the future • Consists of leaders and representatives from most major fire service organizations and Federal agencies • Model Procedures Guide for Structural Firefighting

28. NATIONAL FIRE ACADEMY • Adopted FIRESCOPE ICS in 1980 • Incorporated material into its training curricula

29. Other FIRESCOPE model Incident Command System applications include Multicasualty Hazardous Materials Urban Search and Rescue

30. Federal Emergency Management Agency formally adopted FIRESCOPE ICS as the incident management system for any Federal response.

31. 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

32. DEVELOPMENT OF REGULATIONS AND STANDARDS

33. 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.

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

35. NFPA Standard 1500:Fire DepartmentOccupational Safety and Health Program

36. NFPA Standard 1561:Fire Department EmergencyManagement Systems

37. USING ICSEFFECTIVELY

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

39. Think 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.

40. 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.

41. 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.

42. THE FIVE ICSFUNCTIONALAREAS

43. COMMAND OPERATIONS PLANNING LOGISTICS FINANCE

44. COMMAND OPERATIONS PLANNING LOGISTICS FINANCE • 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.

45. COMMAND OPERATIONS PLANNING LOGISTICS FINANCE • Accomplishes strategy that command develops by meeting the tactical objectives. • Directs all tactical operations. • Assists in the development of action plan.

46. COMMAND • Collects and evaluates information. • Forecasts probable course of events. • Prepares alternative strategies. OPERATIONS PLANNING LOGISTICS FINANCE

47. COMMAND OPERATIONS PLANNING LOGISTICS FINANCE • Provides services and supplies. • Fills the "Supply Sergeant" role.

48. Command Finance/Administration Planning Logistics Operations • Responsible for required fiscal documentation. • Provides financial planning.

49. Command Finance/Administration Planning Logistics Operations

50. COMMANDSTAFFPOSITIONS