MERT Incident Command System Questions=17 MERT...Incident Command System 14 management characteristics 2. Unified Command •a single command post ICP, and one supervisor. •One authority,

MERT Incident Command System

Questions=17 122 pages

US Volunteers Joint Services Command

8/31/2018 1

ICS Incident Command System Organization

8/31/2018 2

• incident type:

• Type 5: Local Village and Township Level

• Type 4: City, County, or Fire District Level

• Type 3: State or Metropolitan Area Level

• Type 2: National and State Level

• Type 1: National and State Level (Type 1 Incident)

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• Incident Set-Up Priorities: 1st Incident commander established (authority delegated). 2nd Evaluate situation. (IAP incident action plan) 3rd Operations center is established (ICP incident command post)

4th Communication with all assets. 5th Safety. 6th Traffic flow.

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TIMELINE

0330 Report of Lightening strike (one cotton ball) 8/31/2018 5

TIMELINE

0430 Local fire Department deploys, evaluates fire(2 &3 more cotton balls & fire truck)

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TIMELINE

0530 Incident Commander assigned (authority delegated).

(more cotton balls)

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TIMELINE

0630 IC Evaluates situation and IAP incident action plan is written) (more cotton balls)

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TIMELINE

0630 IAP: 1. Activate (safety) evacuation plan. 2. Safety for firefighters. 3. Create fire teams. 4. Call in other cities fire assets 5. Activate: Command Staff (PI, safety, and LO) & General Staff

Operation only. 6. Weather forecast? 7. Establish communications. 8. Traffic Flow.

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TIMELINE

0730 Operations center is established (ICP incident command post)

(more cotton balls fire engines arrive )

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TIMELINE

0830 IC activates the following duty position at the ICP: Command Staff (PI, safety, and LO) & General Staff Operation only.

(more cotton balls and place the staff markers)

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TIMELINE

0930 IC establishes Communication with all assets, Safety, and Traffic flow.

(more cotton balls and more trucks arrive)

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TIMELINE

1030 County EOC set up, General Staff: Planning, Logistics, and Finance/Admin set up at ICP.

(more cotton balls & set up EOC in town & command markers)

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TIMELINE

1100 Fire is out of control and heading for chemical plant. IC & County Executive ask for State Help.

(more cotton balls & set up EOC in town & command markers)

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What Is the Incident Command System? A standardized, on-scene, all-hazards incident

management approach

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ICS Incident Command System • Standardized management of small or large emergency or nonemergency

situations.

• Represents "best practices" for emergency management.

• May be used for planned events, natural disasters, and acts of terrorism.

• Is a key feature of the National Incident Management System (NIMS).

• The government and the private sector must be prepared to: prevent, respond to, and recover from major events and natural disasters that exceed the capabilities of any single entity.

• Threats from natural disasters and human-caused events requires a unified and coordinated national approach to planning and incident management.

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Why create the Incident Command System •Post disaster reports showed that problems are far

more likely to result from inadequate management due to: • unclear chains of command and supervision.

• Poor communication, due to both inefficient uses of available communications systems and conflicting codes and terminology.

• Lack of planning.

• Lack of flexible structure where commanders can delegate responsibilities and manage workloads efficiently.

• Lack of integrate interagency management structure and planning process.

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ICS works by • Management by Objectives:

• First Priority: Life Safety • Second Priority: Incident Stabilization • Third Priority: Property Preservation

• Delegation of authority.

• Plans IAP Incident Action plan written at the incident/disaster but are based on prewritten plans: • EOP (emergency operating plans) that are pre-written at local, State and Federal levels that

define: • SOP & Operating guidelines, Procedures, etc. • Defines coordinated response among different jurisdictions and agencies. • Defines planning.

• Defines management of resources. Facilities • Equipment • Personnel

• Defines Communications.

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Incident Command System is a standardized, on-scene, all-hazards

incident management approach with 14 proven management characteristics

1. Chain of Command & Unity of Command & Leadership.

2. Unified Command.

3. Establishment & Transfer of Command.

4. Span of Control.

5. Management by Objective.

6. Incident Action Plan.

7. Modular Organization.

8. Resource Management.

9. Information & Intelligence Management.

10. Common Terminology.

11. Integrated Communications.

12. Predesignated Locations & Facilities.

13. Accountability.

14. Mobilizations Dispatch/Deployment.

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Incident Command System 14 management characteristics

1. Command Chain of Command refers to the orderly line of authority within the ranks of the incident management organization.

Unity of Command means that each individual has a designated supervisor to whom he or she reports at the scene of the incident.

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2. Unified Command • a single command post ICP, and one supervisor.

• One authority, responsibility, or accountability despite the different legal, geographic, or multi agencies involved.

• A single set of objectives is developed for the entire incident.

• A collective “team” approach.

• Information flow and coordination are improved between all jurisdictions and agencies involved in the incident.

• All agencies with responsibility for the incident have an understanding of joint priorities and restrictions.

• No agency’s legal authorities are compromised or neglected.

• The combined efforts of all agencies are optimized as they perform their respective assignments under a single Incident Action Plan.

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Incident Command System 14 management characteristics 3. Establish & Transfer of Command • Establish command.

• The command function must be clearly established from the beginning of incident operations. • The agency with primary jurisdictional authority over the incident designates the individual at

the scene responsible for establishing command. • Incident Commander are not appointed based on rank, grade, or technical expertise. • Person must have the level of training, experience, and expertise to serve in this capacity. • Based on authority coming from the Law or regulation.

• Transfer of command. • When a more qualified Incident Commander arrives and assumes command. • A jurisdiction or agency is legally required to take command. • When command is transferred, the process must include a briefing that captures all essential

information for continuing safe and effective operations. Transfer of command must include a transfer of command briefing which may be oral, written, or a combination of both.

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4. Span of Control • Supervisors must be able to adequately supervise and

control their subordinates, as well as communicate with and manage all resources under their supervision.

• ICS Limits the number of individuals or resources that one supervisor can manage effectively.

• Safety and Accountability are the top priority. • Ratio of 1:5 is recommended. • But can vary from three (3) to seven (7). • If the number of elements falls outside of these ranges,

expansion or consolidation of the organization may be necessary. (Flexible & Modular)

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ICS Incident Command System 5. Management by Objective.

• Establishing incident objectives. • First Priority: Life Safety • Second Priority: Incident Stabilization • Third Priority: Property Preservation

• Developing strategies based on the objectives. • Developing and issuing assignments, plans, procedures, and

protocols. • Specific, measurable tactics or tasks in support of defined

strategies. • Documenting results to measure performance and facilitate

corrective actions.

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ICS Incident Command System 6. Incident Action Plan

• Every incident must have an action plan. • Specific the objectives. • States the activities to be completed. • Covers a specified timeframe to be completed. • May be oral or written. • Incidents that extend beyond one operational period or become more complex, or involve multiple jurisdictions, a

written IAP will become increasingly important to maintain effective, efficient, and safe operations.

• In Plain English. • WHAT DO WE NEED TO DO? • WHO WILL DO IT? • WHAT RESOURCES DO WE NEED? • HOW DO WE COMMUNICATE?

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ICS Incident Command System

7. Modular Organization • The ICS organization is based on the size and complexity of the

incident, the incident objectives and resource requirements.

• Top-down based on the size and complexity of the incident. (note that in the Operations Section of Command Staff the expansion is bottom up. This is an exception to the rules.)

• Expands and contracts in a flexible manner.

• Requires that each element have one person in charge.

• Responsibility for the establishment and expansion of the ICS rests with Incident Command.

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29 Aug-18 29

Use The ICS Feature Of Modular Organization To Maintain The Optimal Span Of Control!

Ops Section Chief

Resource Resource Resource Resource


This

Ops Section Chief

Utilities Group


Debris Removal Group


To This

ICS Incident Command System 8. Managing resources Maintaining an accurate and up-to-date picture of resource utilization.

• Ordering and acquiring resources. • Mobilizing and dispatching resources. • Tracking and reporting on resource status. • Recovering and demobilizing resources. • Personnel and equipment should respond only when

requested or when dispatched by an appropriate authority.

• Safely and effectively. • INVENTORY • RE-IMBURSE

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ICS Incident Command System 9. Information and Intelligence Management. Establish a process for gathering, analyzing, assessing, sharing, and managing incident-related information and intelligence.

Process for sharing: • Risk assessments. • Threats involving potential for violence. • Surveillance of disease outbreak. • Weather forecasts. • Structural plans and vulnerabilities.

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9. Information and Intelligence Management.

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ICS Incident Command System 10. Common Terminology. • Organizational Functions: Major functions and functional units are named and

defined. Terminology for the organizational elements is standard and consistent.

• Communications: National Incident Management System (NIMS) requires that all responders use "plain English," referred to as "clear text“. Ambiguous codes and acronyms have proven to be major obstacles in communications.

• Resource Descriptions: Major resources—including personnel, facilities, and major equipment and supply items are given common names and are “typed” with respect to their capabilities, to help avoid confusion and to enhance interoperability.

• Incident Facilities: Common terminology is used to designate the facilities in the vicinity of the incident area that will be used during the course of the incident.

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ICS Incident Command System 11. Integrated Communications. To ensure that personnel can communicate with one another during an incident. • Preparedness planning should address the equipment, systems,

and protocols necessary to achieve integrated voice and data communications.

• “Interoperability” Prior to an incident ensure that communication equipment, procedures, and systems can operate together during a response.

• Integrating communications can be as simple as making sure you have current phone numbers of all key players. 8/31/2018 34


12. Predesignated Locations & Facilities. • Various types of operational support facilities are established in the

vicinity of an incident.

• Depending on its size and complexity to accomplish a variety of purposes.

• The Incident Command will direct the identification and location of facilities based on the requirements of the situation.

• Typical designated facilities include Incident Command Posts, Bases, Camps, Staging Areas, mass casualty triage areas, point-of-distribution sites, and others as required.

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12.Predesignated Locations & Facilities. Typical designated facilities

• ICP Incident Command Post is the location from which the Incident Commander oversees all incident operations.

• Staging Areas are where personnel and equipment are gathered while waiting to be assigned.

• A Base is the location from which primary logistics and administrative functions are coordinated and administered.

• A Helibase is the location from which helicopter-centered air operations are conducted.

• Helispots are more temporary locations at the incident, where helicopters can safely land and take off.

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ICS Incident Command System 13. Accountability. Adherence to the following ICS principles and processes

• Check-In. All responders must report in to receive an assignment. • Personal Responsibility. Means that individuals must abide by their agency policies

and guidelines and any applicable local, tribal, State, or Federal rules and regulations. Managing your stress and being professional during the incident.

• Incident Action Plan. Response operations must be coordinated as outlined in the Incident Action Plan.

• Unity of Command. Each individual will be assigned to only one supervisor. • Span of Control. Supervisors must be able to adequately supervise and control their

subordinates, as well as communicate with and manage all resources under their supervision.

• Resource Tracking. Supervisors must record and report resource status changes as they occur.

• Dispatched personnel or equipment only when requested by an appropriate authority.

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13.Accountability.

Recordkeeping • All incidents require some form of recordkeeping. Requirements vary

depending upon the agencies involved and the nature of the incident. Below are general guidelines for incident recordkeeping: • Print or type all entries.

• Enter dates in month/day/year format.

• Enter date and time on all forms and records. Use local time.

• Fill in all blanks. Use N/A as appropriate.

• Use military 24-hour time.

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ICS Incident Command System 14. Mobilizations. • You must be mobilized or assigned to become part of the incident response. Until you

are mobilized, you remain in your everyday role.

• After being mobilized, your first task is to check in.

• Next locate your incident supervisor.

• Obtain your initial briefing.

• The briefings you receive and give should include: • Current assessment of the situation. • Identification of your specific job responsibilities. • Identification of coworkers. • Location of work area. • Identification of break areas, as appropriate. • Procedural instructions for obtaining needed resources. • Operational periods/work shifts. • Required safety procedures and personal protective equipment (PPE), as appropriate

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14. Mobilizations. • Many incidents last only a short time. However, if you were asked to

deploy to support a lengthy assignment away from home, you would need to prepare yourself and your family.

• Assembled a travel or go-kit containing any special technical information (e.g., maps, manuals, contact lists, and reference materials)?

• Prepared personal items needed for your estimated length of stay, including medications, cash, credit cards, etc.?

• Made arrangements to take care of your personal and home matters?

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ICS Incident Command System 14. De-Mobilizations. • Resource demobilization occurs at the end of your assignment or when the

incident is resolved. Before leaving an incident assignment, you should: • Complete all tasks and required forms/reports. • Brief replacements, subordinates, and supervisor. • Evaluate the performance of subordinates. • Follow check-out procedures. • Return any incident-issued equipment or other nonexpendable supplies. • Complete post incident reports, critiques, evaluations, and medical follow

up. • Complete all time records or other accounting obligations.

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Functional Areas &

Positions

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Functional Areas & Positions

• The Incident Commander, who has the overall responsibility for the incident management.

• The Deputy Incident Commander, who performs assigned tasks and may relieve the Incident Commander. A Deputy must be fully qualified and equally capable to assume the position.

• The Command Staff, which carries out staff functions needed to support the Incident Commander. These functions include interagency liaison, incident safety, and public information.

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ICS Incident Commander and Command Staff & General Staff

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Incident Commander

• Has the overall responsibility for the incident management.

• The only position that is always staffed in ICS applications.

• A highly qualified individual trained to lead the incident response.

• May accomplish all management functions on small incidents and events .

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Incident Commander Responsibilities

• Overall management responsibility.

• Have clear authority and knows agency policy.

• Establish the Incident Command Post.

• Ensure incident safety.

• Develops the incident objectives.

• Approves the Incident Action Plan.

• Set priorities, and determine incident objectives and strategies to be followed.

• Establish the organization needed to manage the incident.

• Coordinate Command and General Staff activities.

• Approve resource requests and use of volunteers and auxiliary personnel.

• Ensure after-action reports are completed.

• Approves the ordering and releasing of incident resources.

• Authorize information released to the media.

• Order demobilization as needed.

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Deputy Incident Commander

• Performs assigned tasks and may relieve the Incident Commander.

• He or she must be fully qualified to assume the Incident Commander’s position.

• Assigned to:

• Perform specific tasks as requested by the Incident Commander.

• Perform the incident command function in a relief capacity.

• Represent an assisting agency that shares jurisdiction.

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COMMAND STAFF

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Command Staff

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• The Command Staff only activated in response to the needs of the incident: • Public Information Officer is

responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.

• Safety Officer monitors incident operations and advises the Incident Commander/Unified Command on all matters relating to operational safety, including the health and safety of emergency responder personnel.

• Liaison Officer is the point of contact for representatives of other governmental agencies, nongovernmental organizations, and the private sector.

Public Information

Officer 8/31/2018 50

Public Information Officer • Interfacing with the public and media and/or with other agencies.

• Develops accurate and complete information on the incident’s cause, size, current situation, and resources committed.

• Only one incident PIO should be designated.

• The Incident Commander must approve the release of all incident-related information.

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Information Security • Lack of security

• Places responders and community members in danger.

• Increasing the spread of rumors and inaccurate information.

• Disrupting the critical flow of proper information.

• Wasting resources and valuable time correcting the misperceptions.

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Safety Officer

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Safety Officer • Is responsible to the Incident Commander.

• Has emergency authority to stop and/or prevent unsafe acts during incident operations.

• Advises the Incident Commander on all matters relating to operational safety and Health of emergency responders

• Sets up systems and procedures necessary to ensure ongoing assessment of hazardous environments.

• Ultimate responsibility rests with the Incident Commander and supervisors.

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LNO Liaison Officer

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Liaison Officer • The point of contact for representatives of other governmental

agencies, nongovernmental organizations, and/or private entities.

• Example: the LNO may help coordination between the Mayor or Governor and the Military or a FEMA organization.

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General Staff Section Chiefs

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ICS Command Staff MANAGEMENT FUNCTIONS

a

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General Staff (Section Chiefs)

• The General Staff includes a group of incident management personnel organized according to function and reporting to the Incident Commander. Typically, the General Staff consists of the Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief.

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Sections

• Operations Section: • Directs and coordinates all incident tactical operations. • One of the first organizations to be assigned to the incident. • Expands from the bottom up. • Has the most incident resources. • May have Staging Areas and special organizations.

• Planning Section: Responsible for the collection, evaluation, and dissemination of information related to the incident, and for the preparation and documentation of Incident Action Plans. This Section also maintains information on the current and forecasted situation, and on the status of resources assigned to the incident.

• Logistics Section: Responsible for providing facilities, services, and materials for the incident.

• Finance/Administration Section: Responsible for all incident costs and financial considerations.

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General Staff Operations Section

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Operations Section Chief • Responsible for developing and implementing strategy and tactics

to accomplish the incident objectives.

• Organizes, assigns, and supervises all the tactical or response resources assigned to the incident.

• Manages Staging Area.

• Responsible to the Incident Commander for the direct management of all incident-related operational activities.

• Establishes tactical objectives for each operational period.

• Direct involvement in the preparation of the Incident Action Plan.

• Manages Branches “Director”.

• May have one or more Deputies assigned.

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General Staff Operations Section

• Operations Section

• Directs and coordinates all incident tactical operations.

• Is typically one of the first organizations to be assigned to the incident.

• Expands from the bottom up. (note in ICS modular principle expansion is top down. So this is an exception to the rules.)

• Has the most incident resources.

• May have Staging Areas and special organizations.

63

ICS Incident Commander & General Staff Branches

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• Branches may be added when the number of Divisions or Groups exceeds the span of control. Branches can be either geographical or functional. The person in charge of each Branch is designated as a Director.

General Staff Planning Section

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Planning Section Responsibility for:

• Preparing the Incident Action Plan (IAP).

• Developing alternative strategies.

• Maintaining and displaying situation status.

• Maintaining resource status.

• Providing documentation services.

• Preparing the Demobilization Plan.

• Providing a primary location for Technical Specialists assigned to an incident.

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Planning Section Chief • Oversees the collection, evaluation, and dissemination of

operational information related to the incident.

• Prepares and disseminate the Incident Action Plan.

• Tracks the status of all incident resources.

• Supervises • Resources Unit • Situation Unit • Documentation Unit • Demobilization Unit

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Planning Section • Resources Unit: Responsible for all check-in activity and for

maintaining the status on all personnel and equipment resources assigned to the incident.

• Situation Unit: Collects and processes information on the current situation, prepares situation displays and situation summaries, and develops maps and projections.

• Demobilization Unit: On large, complex incidents, assists in ensuring that an orderly, safe, and cost-effective movement of personnel is made when they are no longer required at the incident.

• Documentation Unit: Prepares the Incident Action Plan, maintains all incident-related documentation, and provides duplication services.

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General Staff

Logistics Section

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Logistics Section Chief •Responsible for Providing: • Facilities, services, and material support for the

incident.

•Food, water, and medical services •Communication equipment, computers, transportation. •Anything else needed to support the incident. •Reduce time and money spent on an incident.

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Logistics Section

• Logistics Section is responsible for all support requirements:

• Service Branch for incident workers • Communications • Medical • Food

• Support Branch for the incident. • Supply • Facilities • Ground support

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Logistics Section

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Logistics Section Service Branch • Communications Unit:

• Developing plans for use of incident communications equipment and facilities. • Installing and testing of communications equipment. • Supervision of the Incident Communications Center. • Distribution of communications equipment to incident personnel. • Maintenance and repair of communications equipment.

• Medical Unit: • Medical Plan • Medical aid and transportation for injured and ill incident personnel. • Preparation of reports and records.

• Food Unit: • Supplying the food needs for the entire incident. • Including all remote locations.

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Logistics Section Support Branch • Supply Unit

• Ordering personnel, equipment, and supplies. • Receiving and storing all supplies. • Inventory of supplies. • Servicing nonexpendable supplies and equipment.

• Facilities Unit • Layout and activation of incident facilities (e.g., Base, Camp, and Incident Command Post

(ICP)). • Sleeping and sanitation facilities for incident personnel and manages Base and Camp(s)

operations. • Provide security service and general maintenance.

• Ground Support Unit • Out-of-service resources • Transporting personnel, supplies, food, and equipment • Fueling, service, maintenance, and repair of vehicles and other ground support equipment. • Implementing the Traffic Plan for the incident.

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Managing Resources

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Flow of Requests and Assistance During Large-Scale Incidents

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1. The Incident Command identifies resource requirements and communicates needs.

2. local EOC fulfills the need or requests assistance through mutual aid agreements and assistance agreements with private-sector and nongovernmental organizations.

3. The State acquires resources through an agreement, such as the Emergency Management Assistance Compact (EMAC), or through assistance agreements with nongovernmental organizations.

4. additional resources and/or capabilities are required beyond those available through interstate agreements, the Governor may ask the President for Federal assistance.

General Staff Finance/Administration

Section

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General Staff Finance/Administration Section • Established when incident management activities require finance and

other administrative support services. If only one specific function is needed (e.g., cost analysis), a Technical Specialist assigned to the Planning Section could provide these services.

• Handles claims related to property damage, injuries, or fatalities at the incident.

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General Staff Finance/Administration Section

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General Staff Finance/Administration Section • Time Unit is responsible for equipment and personnel time recording.

• Procurement Unit is responsible for administering all financial matters pertaining to vendor contracts, leases, and fiscal agreements.

• Compensation/Claims Unit is responsible for financial concerns resulting from property damage, injuries, or fatalities at the incident.

• Cost Unit is responsible for tracking costs, analyzing cost data, making cost estimates, and recommending cost-saving measures.

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Finance and Administration Section Chief •Responsible for all of the financial and cost analysis

aspects of an incident.

•Contract negotiation.

•Recording personnel and equipment time.

•Documenting and processing claims for accidents and injuries occurring at the incident

•Running total of the costs associated with the incident.

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IAP Incident Action Plan

vs EOP

Emergency Operations Plan

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IAP Incident Action Plan vs EOP Emergency Operations Plan

• Incident Action Plan (IAP) Has a outline or format. But

the specifics of the plan are written and implement at the incident scene.

• Emergency Operations Plan (EOP) has a specific outline of what is to be in the plan. But EOPs are developed at the Federal, State, and local levels before the incident. Pre-planning for all types of emergencies.

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Elements of an Incident Action Plan

• Incident Action Plan (IAP) covers:

• What must be done. • Who is responsible. • How information will be communicated. • What should be done if someone is injured.

• IAP must be: • Measurable and include a standard and timeframe. • Attainable and reasonable. • In accordance with the Incident Commander's authorities. • Evaluated to determine effectiveness of strategies and tactics

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Emergency Operations Plan (EOP)

• EOPs are developed at the Federal, State, and local levels to provide a uniform response to all hazards that a community may face. • Hazards and risks in the area.

• Resources in the area.

• Other formal agreements and plans.

• Contact information for agency administrators and response personnel.

• Other pertinent information.

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ICP vs EOC

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Incident Command Post

• The incident Command and Management organization is located at the Incident Command Post (ICP).

• Incident Command directs operations from the ICP, which is generally located at or in the immediate vicinity of the incident site. Typically, one ICP is established for each incident.

• When emergency management/response personnel deploy, they must, regardless of agency affiliation, report to and check in at the designated location and receive an assignment in accordance with the established procedures.

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EOC Emergency Operations Center

• Incident Command structure in the field retains control of the incident operations.

• Supports the on-scene response by relieving the Incident Commander of the burden of external coordination and securing additional resources.

• Agencies under the Unified Command can work here instead of locating with the incident commander and staff.

• Provides strategic and policy guidance, information, and resource support. • Equipped with mechanisms for communicating inside with the incident site

and Outside with potential resources. • Managed through protocols. • Applicable at different levels of government.

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AREA COMMAND

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Area Command

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Area Command

• Area Command is an organization to oversee the management of multiple incidents handled individually by separate ICS organizations.

• activated only if necessary to: • Develop broad objectives for the impacted area(s). • Coordinate the development of individual incident objectives and strategies. • Allocate/reallocate resources as the established priorities change. • Ensure that incidents are properly managed. • Ensure effective communications. • Ensure that incident management objectives are met and do not conflict with each

other or with agency policies. • Identify critical resource needs and report them to the established EOC/MAC Groups. • Ensure that short-term “emergency” recovery is coordinated to assist in the

transition to full recovery operations.

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JIC Joint Information

Center 8/31/2018 92

Public Information System & Center • Joint Information System (JIS) integrates incident information and

public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, and timely information.

• Joint Information Center (JIC) provides a structure for developing and delivering incident-related coordinated messages by developing, recommending, and executing public information plans and strategies. The JIC is the central point of contact for all news media at the scene of an incident.

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Joint Information System

• Provides the mechanism to organize, integrate, and coordinate information to ensure timely, accurate, accessible, and consistent messaging across multiple jurisdictions and/or disciplines with nongovernmental organizations and the private sector.

• Includes the plans, protocols, procedures, and structures used to provide public information.

• Federal, State, tribal, territorial, regional, or local Public Information Officers and established Joint Information Centers (JICs) are critical supporting elements of the JIS

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Joint Information Center

• A central location that facilitates operation of the Joint Information System.

• A single JIC location is preferable.

• A location where personnel with public information responsibilities perform critical emergency information functions, crisis communications, and public affairs functions Used to coordinate:

• Critical emergency information. • Crisis communications. • Public affairs functions.

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ICS Organization Units

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ICS Organization • Incident commander can to activate as the Incident expands:

• General Staff units • Sections Operations, planning, logistics, or finance • A Unit: Organization element having functional responsibility for a

specific job under planning, logistics, or finance sections. • General Staff Operations Section organization:

• Branches • Divisions • Groups • Teams (strike) • Task Force • Single Resource

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98 Aug-18 98

Incident Command System – Common Structure

Time Unit

Compensation Claims Unit

Procurement Unit

Cost Unit

Public Information Officer

Liaison Officer

Safety Officer

Supply Unit

Facilities Unit

Ground Support

Unit

Commun. Unit

Medical Unit

Food Unit

Service Branch

Support Branch

Information & Intelligence

Resources Unit

Demob. Unit

Situation Unit

Doc. Unit

Technical Specialists

Section, Branch,

Group, Unit, or

Command Staff

Section Chief / Deputy

Branch Director / Deputy

Division or Supervisor / N/A Group

Unit Leader / Manager

Strike Tm or Leader / Single Resource Task Force Boss

Position Titles

Branches Air Ops Branch

Divisions Groups

Single Resource

Strike Team

Task Force

Air Tactical Group

Air Support Group

Logistics Section Finance/Admin.

Section Planning Section Operations Section

Incident Commander


• Branch: That organizational level having functional, geographical, or jurisdictional responsibility for major parts of the incident operations. The Branch level is organizationally between Section and Division/Group in the Operations Section, and between Section and Units in the Logistics Section. Branches are identified by the use of Roman numerals, by function, or by jurisdictional name.

• Division: That organization level having responsibility for operations within a defined geographic area. The Division level is organizationally between the Strike Team and the Branch.

• Group: Groups are established to divide the incident into functional areas of operation. Groups are located between Branches (when activated) and Resources in the Operations Section.

• Strike Team: Specified combinations of the same kind and type of resources, with common communications and a leader.

• Task Force: A group of resources with common communications and a leader that may be preestablished and sent to an incident, or formed at an incident.

• Single Resource: An individual, a piece of equipment and its personnel complement, or an established crew or team of individuals with an identified work supervisor, that can be used on an incident.

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Divisions and Groups

•Divisions are established to divide an incident into physical or geographical areas of operation.

•Groups are established to divide the incident into functional areas of operation.

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Functional Areas & Positions

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Branches

• Branches may be used to serve several purposes, and may be functional or geographic in nature. Branches are established when the number of Divisions or Groups exceeds the recommended span of control of one supervisor to three to seven subordinates for the Operations Section Chief. Branches are identified by Roman numerals or functional name, and are managed by a Branch Director.

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Branches

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Air Operations Branch

• Some incidents may require the use of aviation resources to provide tactical or logistical support. On smaller incidents, aviation resources will be limited in number and will report directly to the Incident Commander or to the Operations Section Chief.

• On larger incidents, it may be desirable to activate a separate Air Operations organization to coordinate the use of aviation resources. The Air Operations organization will then be established at the Branch level, reporting directly to the Operations Section Chief.

• The Air Operations Branch Director can establish two functional groups. The Air Tactical Group coordinates all airborne activity. The Air Support Group provides all incident ground-based support to aviation resources.

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NIMS National Incident

Management System

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What Is NIMS?

• National Incident Management System (NIMS) provides the foundation needed to ensure that we can work together when our communities and the Nation need us the most.

• NIMS allows us to work together to prepare for, prevent, respond to, recover from, and mitigate the effects of incidents.

• So when there is a “incident” with:

• Multiple jurisdictions,

• Requires combination of specialties or disciplines,

• Several levels of government,

• Nongovernmental organizations

• The private sector.

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NIMS National Incident Management System • Building upon the Incident Command System (ICS). • NIMS requires that ICS be institutionalized. • NIMS provides the Nation's first responders and

authorities with the same foundation for incident management: • Terrorist attacks

• Natural disasters

• Other emergencies.

• NIMS provides for incident management at all jurisdictional levels.

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NIMS National Incident Management System • Flexible Communications and Information Systems.

• The same protocols, plain language, and standardized reporting formats allows responders to share critical information and make effective decisions.

• Common Operating Picture. • allows on-scene and off-scene personnel to have the same information about

the incident

• Interoperability • Be the same or linked to the same system that the jurisdiction uses for

nonemergency procedures.

• Effectively interface with national standards, as they are developed.

• Allow the sharing of data throughout the incident management process and among all key players.

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NIMS National Incident Management System • Is a set of doctrines, concepts, principles, terminology, and

organizational processes.

• NIMS Builds on Best Practices of existing emergency management and incident response systems.

• NIMS Is Dynamic fostering the development of specialized technologies that allows for the adoption of new approaches.

• Flexibility components of NIMS are adaptable and scalable to any situation.

• Standardized organizational structures that improve integration and connectivity among jurisdictions and disciplines.

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Multiagency Coordination Systems

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NIMS National Incident Management System

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Multiagency Coordination Systems • The second Command and

Management element is Multiagency Coordination Systems.

• Multiagency coordination is a process that allows all levels of government and all disciplines to work together more efficiently and effectively.

• Defines business practices, standard operating procedures, processes, and protocols by which participating agencies will coordinate their interactions.

• Provides support, coordination, and assistance with policy-level decisions to the ICS structure managing an incident.

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Public Information

• The final Command and Management element is Public Information.

• Public Information consists of the processes, procedures, and systems to communicate timely, accurate, and accessible information on the incident’s cause, size, and current situation to the public & responders.

• Public information help ensure that numerous audiences receive timely, consistent messages about:

• Lifesaving measures.

• Evacuation routes.

• Threat and alert system notices.

• Other public safety information.

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Public Information Officer

• Supports the incident command structure as a member of the Command Staff. Public Information Officers are able to create coordinated and consistent messages by collaborating to:

• Identify key information that needs to be communicated to the public.

• Craft messages conveying key information that are clear and easily understood by all, including those with access and functional needs.

• Prioritize messages to ensure timely delivery of information without overwhelming the audience.

• Verify accuracy of information through appropriate channels.

• Disseminate messages using the most effective means available.

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The National Response Framework (NRF):

• Is designed to ensure that local jurisdictions retain command, control, and authority over response activities for their areas.

• A basic premise of both NIMS and the NRF is that incidents typically are managed at the local level first.

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National Integration Center

• The Secretary established the National Integration Center (NIC) to serve as an asset for government agencies, the private sector, and nongovernmental organizations that are implementing NIMS. • Administration and Compliance

• Standards and Credentialing

• Training and Exercise Support

• Publication Management

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Briefings

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Briefings

• Is conducted at the beginning of each operational period.

• Presents the Incident Action Plan for the upcoming period to supervisory personnel within the Operations Section.

• Should be concise.

• In addition to the Operations Section Chief, the other members of the Command and General Staffs as well as specific support elements (i.e., Communications Unit, Medical Unit) can provide important information needed for safe and effective performance during the shift.

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Briefings • The Planning Section Chief reviews the agenda and facilitates the briefing. • The Incident Commander presents incident objectives or confirms existing

objectives. • The current Operations Section Chief provides current assessment and

accomplishments. • The on-coming Operations Section Chief covers the work assignments and

staffing. • The Safety Officer reviews specific risks to operational resources and the

identified safety/mitigation measures. • The Special Operations Chief briefs on areas such as Air Operations (if

activated). • The Incident Commander reiterates his or her operational concerns and

directs resources to deploy. • The Planning Section Chief announces the next planning meeting and

Operational Period Briefing, then adjourns the meeting. 119

Briefings • There are three types of briefings/meetings used in ICS:

• Staff-level briefings are delivered to resources assigned to nonoperational and support tasks at the Incident Command Post or Base.

• Field-level briefings are delivered to individual resources or crews who are assigned to operational tasks and/or work at or near the incident site.

• Section-level briefings are delivered to an entire Section and include the Operational Period Briefing.

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Briefings • Briefing Topics Checklist

• Current Situation and Objectives

• Safety Issues and Emergency Procedures

• Work Tasks

• Facilities and Work Areas

• Communications Protocols

• Supervisory/Performance Expectations

• Process for Acquiring Resources, Supplies, and Equipment

• Work Schedules

• Questions or Concerns

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Incident Command System End

Reviewed 8 April 2018 BG Schirle

US Volunteers Joint Services Command

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Documents

MERT Incident Command System Questions=17 MERT...Incident Command System 14 management characteristics 2. Unified Command •a single command post ICP, and one supervisor. •One authority,