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Incident Command System I - 200

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  1. Incident Command SystemI - 200 Module 3 Organization Overview

  2. Subjects to be Covered • Terminology • Organizational structure • Incident organization development • Changing the organization • Transfer of command

  3. Module 3 Objectives • Explain how the incident organization expands or contracts to meet operational needs of the incident or event • Describe the use of Branches, Division, and Groups within the Operations Section and provide supervisory titles associated with each level

  4. Module 3 Objectives (cont.) • List the essential elements of information involved in transfer of command • Match organizational positions with appropriate ICS sections. • Describe an ICS organization appropriate to a small incident using an Incident Briefing Form.

  5. ICS Organizational Structure Command Section Chiefs Branch Supervisors Leaders Units within Planning/Intelligence, Logistics and Finance/Admin.

  6. Primary ICS Management Functions Incident Command/MST Leader Operations Logistics Planning/ Intelligence Finance / Administration

  7. ICS Terminology is Used For: • Organizational Elements - e.g.,Division, • Branch, Unit, etc. • Position Titles - e.g., Officer, Director, etc. • Facilities - e.g., Command Post, Staging Area, etc. • Resources - e.g., Task Forces, Strike Teams, etc.

  8. Two Ways to Organize Incident Command INCIDENT COMMAND A A B C Single Command Unified Command

  9. Definition of Unified Command A team effort which allows all agencies with responsibility for the incident, to jointly provide management direction to an incident through a common set of incident objectives and strategies established at the command level.

  10. The Mix of Participants in a Unified Command Organization Depends on: • The location of the incident, which often determines the jurisdictions that must be involved. • The kind of incident, which dictates the functional agencies of the involved jurisdiction(s), as well as other agencies that may be involved.

  11. Incident Commander In Charge Deputy Fully Qualified

  12. Reasons to Designate a Deputy Incident Commander • Performs task as requested by the Incident Commander • Work as relief for the Incident Commander • Represent assisting agency as a Deputy IC

  13. Higher Ranking Persons Arriving at an Incident will: • Assume Command • Maintain Command • Reassign Command to a Third Party

  14. Functional Responsibilities of the Incident Commander Planning/ Intel Logistics Command Information Operations Safety Finance/Admin Liaison

  15. The Command Staff

  16. Information Officer • Only one per incident • Central point for information dissemination

  17. Safety Officer • Only one per incident • Anticipate, detect, and correct unsafe situations • Has emergency authority to stop unsafe acts • Often combined with security responsibilities.

  18. Medical Officer - MST • Only one per incident • Anticipate, detect, and advise the MST Leader of specific medical protocols, etc.

  19. Liaison Officer Contact point for representatives of assisting and cooperating agencies Assisting Agency - provides tactical or service resources Cooperating Agency - provides support other than tactical or service resources, e.g., Red Cross, Employment Office, etc.

  20. Agency Representatives • Individual assigned to an incident by an assisting or cooperating agency • Agency representatives have authority to make decisions for their agency • Agency representatives report to the Liaison Officer (if designated) or to the Incident Commander

  21. Assistant A level of technical capability, qualifications, and responsibility subordinate to primary positions Assistants are used as subordinates for the Command Staff positions, particularly Information Officer and Safety Officer. Assistants may also be used at camps to supervise unit activities

  22. General Staff

  23. Operations Section • Directs and coordinates all incident tactical operations • Organization develops as required • Organization can consist of: Single Resources, Task Forces, and Strike Teams Staging Areas Air Operations Divisions, Groups, Branches

  24. Organizing Incident Operations Person in Charge- Incident Commander POLICE UNIT Motor Vehicle Accident Situation AMBULANCE FIRE ENGINE HAZMAT VEHICLE ADDITIONAL POLICE UNIT Single Resources ROAD DEPARTMENT MEDIA ASSISTING FIRE DEPT. ETC. ... As resources are added, organization becomes more important.

  25. Geographic Divisions A B

  26. 7 6 5 4 3 2 1 OUTER GEOGRAPHIC DIVISIONS: INNER PERIMETER PERIMETER

  27. Functional Groups Operations Chief Medical Group Search Group Security Group

  28. Combined Divisions & Groups Operations Chief Division A Division B Medical Group

  29. Geographic Branches Branch 1 Branch 2 Division A Division B Functional Branches Medical Search Security

  30. Ways to Use Branches on an Incident Operations I III II Operations Geographic Recovery Security Search Functional Operations Jurisdictional Rye County Parker Pine N.F.

  31. Staging Area • Locations to place available resources • Several staging areas may be used • Manager reports to IC or Operations Section Chief • Resources are available on a 3 minute notice • May be relocated

  32. Air Operations Branch Director Air Tactical Group Supervisor Air Support Group Supervisor Helibases Helicopter Coordinator Fixed Wing Coordinator Helispots Airport Coordinator

  33. Planning/Intelligence Section • Maintain resource status • Maintain situation status • Prepare Incident Action Plan • Provide documentation service • Prepare Demobilization Plan • Provide technical specialist

  34. Planning/Intelligence Section may be organized into various positions • Resource Unit • Situation Unit • Documentation Unit • Demobilization Unit • Technical Specialists

  35. Logistics Section • Provides service & support to the incident or event • Six principal activities • Two-branch structure if needed

  36. Primary Logistics Units Communications Unit Supply Unit Medical Unit Facilities Unit Ground Support Unit Food Unit

  37. Communications Medical Food Supply Facilities Ground Support Logistics Branch Structure Support Service

  38. Finance/Administration Section • Monitors incident cost • Maintains financial records • Administers procurement contracts • Performs time recording

  39. Finance/Admin. Section • Time Unit-personnel time recording • Procurement Unit-equipment & rental supply • Compensation/Claims Unit-Workers Comp. • Cost Unit-collect cost information, provide cost estimates

  40. Guidelines in Developing the ICS Organization • Establish the Incident Command Post • Determine organization needs • Consider needs for Command staff • Monitor and maintain span of control • Demobilize organizational elements when possible • Avoiding combing organizational positions

  41. Transfer of Command Checklist • Appropriate ICS terminology is used • Incident Command Post is established • Face-to-face transfer of command • Briefing by outgoing Incident Commander • New Incident Commander assumes command • Appropriate notifications are made

  42. Transfer of Command Briefing • Situation status • Objectives and priorities • Current organization • Resource assignments • Resources enroute and ordered • Facilities established • Communications Plan • Prognosis, concerns - related issues

  43. ICS

  44. Command Staff - NDMS, MST

  45. MST Organization

  46. Hospital Emergency Incident Command System Incident Commander Liaison Officer Public Information Officer Safety & Security Officer Operations Chief Logistics Chief Planning Chief Finance Chief Medical Staff Director Medical Care Director

  47. Medical Staff Director

  48. You realize that you are no longer in a position to provide good direct supervision over all of the on-scene and incoming resources. You have exceeded your span of control. Your supervisor is en route and will be on-scene in thirty minutes. In small groups, discuss how you would organize this incident using the principles of ICS. This is not an exercise in tactics. You do not need to be concerned with unit (resource) deployment. Diagram the scene, your proposed organization and list the resources you have and those enroute, and state your current organization. List other information that you will need to collect for a briefing to your supervisor.