Student Manual February 2007 - hsdl.org

Student Manual February 2007

ICS-100: Introduction to ICSEMI Course Number: IS100

Student ManualFebruary 2007

Unit 1 Course Overview

Page i ICS-100: Introduction to ICS—Student Manual February 2007

Purpose This course provides training on and resources for healthcare and hospital personnelwho require a basic understanding of the Incident Command System (ICS).

Who ShouldAttend

ICS 100, Introduction to the Incident Command System for Healthcare/Hospitals,introduces the Incident Command System (ICS) and provides the foundation forhigher level ICS training. This course describes the history, features and principles,and organizational structure of the Incident Command System. It also explains therelationship between ICS and the National Incident Management System (NIMS).

The target audience includes healthcare and hospital personnel involved withemergency planning, and response or recovery efforts.

CourseObjective

The course objective is to enable participants to demonstrate basic knowledge of theIncident Command System (ICS).

TrainingContent

The training is comprised of the following lessons: Unit 1: Course Overview Unit 2: ICS Overview Unit 3: ICS Features & Principles Unit 4: Management, Command & Responsibilities Unit 5: ICS Organization: Part 1 Unit 6: ICS Organization: Part 2 Unit 7: Course Summary

Page 2 ICS-100: Introduction to ICS—Student Manual February 2007

Unit 1: Course OverviewSTUDENT MANUAL


February 2007 ICS-100: Introduction to ICS—Student Manual Page 1-1

Topic Unit Introduction

Visual 1.1

Visual Description: Unit Title Slide

Key Points

This unit provides an overview of the course, Introduction to the Incident Command System.


Page 1-2 ICS-100: Introduction to ICS—Student Manual February 2007

Topic Course Welcome

Visual 1.2

Visual Description: Course Welcome

Key Points

The Emergency Management Institute developed IS 100, Introduction to ICS forHealthcare/Hospitals to provide fundamentals training on the Incident Command System (ICS)to healthcare and hospital professionals.

IS-100 follows the National Incident Management System (NIMS) guidelines and meets theNIMS Baseline Training Requirements for IS-100.

This is the first in a series of ICS courses designed to meet all-hazard, all-agency NIMS ICSrequirements for operational personnel. This course addresses all of the concepts of the genericICS course, but has been tailored to the hospital environment by including many healthcareexamples and scenarios to demonstrate how ICS principles can be applied to this uniqueenvironment.

Descriptions and details about the other ICS courses in the series may be found on our website: http://training.fema.gov.



Topic ICS-100 Course Objectives

Visual 1.3

Visual Description: ICS-100 Course Objectives

Key Points

This course introduces the principles of the Incident Command System (ICS). At the end of thiscourse, you should be familiar with:

The major ICS functions and their primary responsibilities. The major incident facilities and the function of each. What an Incident Action Plan is and how it is used at an incident. The common responsibilities associated with incident assignments.



Topic Student Introductions

Visual 1.4

Visual Description: Student Introductions

Key Points

Introduce yourself to the class. Include the following information:

Name, job title, and organization Overall experience with emergency or incident response ICS qualifications and most recent ICS experience



Topic Expectations

Visual 1.5

Visual Description: What do you expect to gain from this course?

Key Points

Answer the question below:

What do you expect to gain from this course?



Topic Instructor Expectations

Visual 1.6

Visual Description: Instructor Expectations

Key Points

The instructors expect all course participants to:

Cooperate with the group. Be open minded to new ideas. Participate actively in all of the training activities and exercises. Return to class at the stated time. Use what you learn in the course to perform effectively within an ICS organization.



Topic Course Structure

Visual 1.7

Visual Description: Course Structure

Key Points

The course is broken up into 7 units:

Unit 1 – Course Overview Unit 2 – ICS Overview Unit 3 – ICS Features & Principles Unit 4 – Management, Command & Responsibilities Unit 5 – ICS Organization: Part 1 Unit 6 – ICS Organization: Part 2 Unit 7 – Course Summary



Topic Course Logistics

Visual 1.8

Visual Description: Course Logistics

Key Points

Course agenda Sign-in sheet Housekeeping:

o Breakso Message and telephone

locationo Cell phone policyo Facilitieso Other concerns



Topic Successful Course Completion

Visual 1.9

Visual Description: Successful Course Completion

Key Points

Participate in unit activities/exercises. Achieve 75% or higher on the final exam. Complete the end-of-course evaluation.

Unit 2: ICS OverviewSTUDENT MANUAL

Unit 2 ICS Overview



Visual 2.1

Visual Description: Unit Introduction

Key Points

Unit 2 provides a general overview of the Incident Command System, or ICS.

The next visual, shown on the following page, outlines the objectives for this unit.

Unit 2 ICS Overview


Topic Unit Objectives

Visual 2.2

Visual Description: Unit Objectives

Key Points

By the end of this lesson, you should be able to:

Describe the background of ICS. Describe how ICS relates to NIMS. Identify how ICS can be used by healthcare organizations. Identify three purposes of ICS.

Unit 2 ICS Overview


Topic ICS for Hospitals and Healthcare Systems

Visual 2.3

Visual Description: ICS for Hospitals and Healthcare Systems

Key Points

ICS is widely used in the emergency services community by such agencies as fire, police, andemergency medical services. In view of recent events and the potential threats to ourinfrastructure, it is important for healthcare organizations to participate in the planning andresponse to crisis situations. The formal adoption of ICS by healthcare organizations will resultin many benefits, including:

Greater Efficiency - Since ICS is designed for use by trained personnel to direct andcoordinate efforts in a crisis situation, healthcare organizations will be able to moreefficiently manage both internal and external crises.

Better Coordination - Healthcare organizations will be able to better coordinate withoutside agencies and organizations during a crisis if ICS is implemented.

More Effective Communication - Healthcare organizations will be able to moreeffectively communicate with outside agencies and organizations when they usecommon terminology. Using common titles for command and general staff positionsfacilitates communications with external, local responders.

Unit 2 ICS Overview


Topic Video Presentation: ICS Overview

Visual 2.4

Visual Description: Video Presentation: ICS Overview

Key Points

This video presentation provides an overview of what the Incident Command System is and whyit is used. A complete transcript of the video appears on the next page.

Jot down some notes, issues, or questions that you may want to address duringthe discussion following the video.

Unit 2 ICS Overview


Topic Video Presentation: ICS Overview (Continued)

Transcript: Incident Command System

An incident is an occurrence, either caused by humans or natural phenomena, that requiresresponse actions to prevent or minimize loss of life or damage to property and/or theenvironment.

Examples of incidents include:

Fire, both structural and wildland. Natural disasters, such as tornadoes, floods, ice storms or earthquakes. Human and animal disease outbreaks. Search and rescue missions. Hazardous materials incidents. Criminal acts and crime scene investigations. Terrorist incidents, including the use of weapons of mass destruction. National Special Security Events, such as Presidential visits or the Super Bowl. Other planned events, such as parades or demonstrations.

Given the magnitude of these types of events, it’s not always possible for any one agency ororganization alone to handle the management and resource needs.

Partnerships are often required among local, State, Tribal, and Federal agencies. Thesepartners must work together in a smooth, coordinated effort under the same managementsystem.

The Incident Command System, or ICS, is a standardized, all-hazard incident managementconcept. ICS allows its users to adopt an integrated organizational structure to match thecomplexities and demands of single or multiple incidents without being hindered by jurisdictionalboundaries.

ICS has considerable internal flexibility. It can grow or shrink to meet different needs. Thisflexibility makes it a very cost effective and efficient management approach for both small andlarge situations.

In the next video segment, you'll learn about the origins of ICS.

Unit 2 ICS Overview


Topic ICS Overview

Visual 2.5

Visual Description: ICS Overview – Video Key Points

Key Points

An incident is an occurrence, caused by either human actions or natural phenomena, thatrequires response actions to prevent or minimize loss of life, or damage to property and/or theenvironment.

The Incident Command System, or ICS, is a standardized, all-hazard incident managementconcept. ICS organizational structures are flexible and easy to adapt to meet the changingrequirements of any incident.

The Hospital Incident Command System (HICS) is one example of how ICS can be adapted tosuit particular disciplines.

Unit 2 ICS Overview


Topic Video Presentation: History of ICS

Visual 2.6

Visual Description: Video Presentation: History of ICS

Key Points

This video explains why the Incident Command System was initially developed. A completetranscript of the video appears on the next page.


Unit 2 ICS Overview


Topic Video Presentation: History of ICS (Continued)

Video Discussion

Transcript: History of the Incident Command System

The Incident Command System (ICS) was developed in the 1970s following a series ofcatastrophic fires in California's urban interface. Property damage ran into the millions, andmany people died or were injured. The personnel assigned to determine the causes of thisdisaster studied the case histories and discovered that response problems could rarely beattributed to lack of resources or failure of tactics. What were the lessons learned?Surprisingly, studies found that response problems were far more likely to result frominadequate management than from any other single reason.

Weaknesses in incident management were often due to:

Lack of accountability, including unclear chains of command and supervision. Poor communication due to both inefficient uses of available communications systems

and conflicting codes and terminology. Lack of an orderly, systematic planning process. No common, flexible, predesigned management structure that enables commanders to

delegate responsibilities and manage workloads efficiently. No predefined methods to integrate interagency requirements into the management

structure and planning process effectively.

A poorly managed incident response can be devastating to our economy and our health andsafety. With so much at stake, we must effectively manage our response efforts. The IncidentCommand System, or ICS, allows us to do so. ICS is a proven management system based onsuccessful business practices. This course introduces you to basic ICS concepts andterminology.

Unit 2 ICS Overview


Topic History of ICS

Visual 2.7

Visual Description: History of ICS – Video Key Points

Key Points

Weaknesses in incident management were often due to:

Lack of accountability. Poor communication. Lack of a planning process. Overloaded Incident Commanders. No method to integrate interagency requirements.

The identification of these areas of management weakness resulted in the development of theIncident Command System.

Unit 2 ICS Overview


Topic NIMS Components & ICS

Visual 2.8

Visual Description: NIMS Components & ICS

Key Points

In response to attacks on September 11, President George W. Bush issued Homeland SecurityPresidential Directive 5 (HSPD-5) in February 2003.

HSPD-5 called for a National Incident Management System (NIMS) and identified steps forimproved coordination of Federal, State, local, and private industry response to incidents anddescribed the way these agencies and organizations will prepare for such a response.

The Secretary of the Department of Homeland Security announced the establishment of NIMSin March 2004. One of the key features of NIMS is the Incident Command System.

Unit 2 ICS Overview


Topic Healthcare’s Use of ICS

Visual 2.9

Visual Description: Healthcare’s Use of ICS

Key Points

ICS is part of the organization’s all-hazards emergency management program that includesmitigation (including prevention), preparedness, response, and recovery activities. ICS is usedto manage the response and recovery activities.

Using ICS concepts and principles enables organizations to meet one component of NIMScompliance and promotes collaborative participation in a larger, national system. NIMSpromotes a coordinated effort among all primary and secondary response agencies to betterprevent, prepare for, respond to, and recover from events and incidents.

Many healthcare organizations have incorporated ICS into their emergency managementprograms since 2001 to comply with the Joint Commission on Accreditation of HealthcareOrganizations (JCAHO) Standards.

Unit 2 ICS Overview


Topic Healthcare’s Use of ICS (Continued)

NIMS Compliance for Healthcare Organizations

Compliance with NIMS is a condition for any healthcare organization receiving Federalassistance, including grants and contracts from such agencies as the Human ResourcesServices Administration (HRSA), the Agency for Healthcare Research and Quality (AHRQ), andthe Centers for Disease Control (CDC).

NIMS compliance involves a series of activities aimed at improving institutional preparednessand integration with a community-based response system. Some of the compliancerequirements include engaging in preparedness efforts, resource management, communicationsand information management, supporting technologies, and training and exercises.

More information on NIMS and its compliance requirements can be found on the NIMS Website: www.fema.gov/pdf/emergency/nims/imp_hos.pdf.

Unit 2 ICS Overview


Topic ICS and the Hospital Incident Command System (HICS)

Visual 2.10

Visual Description: ICS and the Hospital Incident Command System (HICS)

Key Points

Hospital emergency preparedness efforts have been influenced for decades by a variety ofFederal, State, and local regulations and non-governmental guidelines which must beaddressed in a hospital's emergency management program.

In response to these requirements, a group of hospitals in the early 1990s developed theHospital Emergency Incident Command System (HEICS) as a foundation for preparing for andresponding to various types of disasters. The latest version of HEICS, renamed the HospitalIncident Command System (HICS), reflects consistency with the National Incident ManagementSystem (NIMS). Hospitals are not required to use HICS. It is only one of several models thatpresent ICS for hospitals.

Unit 2 ICS Overview


Topic ICS and the Hospital Incident Command System (HICS)

The Hospital Incident Command System (HICS)

HICS was developed by a National Work Group of hospital subject matter experts from acrossthe US representing all hospital types and government representatives from FEMA, theDepartment of Health and Human Services/Human Resources Services Administration (HRSA),the Joint Commission on Accreditation of Healthcare Organizations (JCAHO), and the AmericanHospital Association (AHA)/American Society for Healthcare Engineering.

HICS provides guidance for developing a hospital Emergency Management Plan (EMP) and foradopting a flexible incident management system, with the goal of helping hospitals of all sizesbetter prepare for and respond to both emergency and non-emergency incidents.

In its evolution from HEICS to HICS, the system changed to:

Expand the fundamental concepts of HEICS. Clarify system components and its relationship to NIMS. Broaden its response capability to a wider array of incident type. Incorporate new hospital practices in emergency management. Establish a closer alignment with community partners through the incorporation of NIMS,

released March 2004, and the NIMS Implementation Activities for Hospitals andHealthcare Systems, released September 2006.

Unit 2 ICS Overview


Topic ICS Built on Best Practices

Visual 2.11

Visual Description: ICS Built on Best Practices

Key Points

ICS is:

A proven management system based on successful business and military practices. The result of decades of lessons learned in the organization and management of

emergency incidents.

ICS has been tested in more than 30 years of emergency and nonemergency applications, byall levels of government and in the private sector. It represents organizational "best practices,"and as a component of NIMS has become the standard for emergency management across thecountry.

NIMS requires the use of ICS for all domestic responses. NIMS also requires that all levels ofgovernment, including Territories and tribal governments, adopt ICS as a condition for receivingFederal preparedness funding.

Unit 2 ICS Overview


Topic What ICS is Designed To Do

Visual 2.12

Visual Description: What ICS is Designed To Do

Key Points

Designers of the system recognized early that ICS must be interdisciplinary and organizationallyflexible to meet the following management challenges:

Meet the needs of incidents of any kind or size. Allow personnel from a variety of agencies and organizations to meld rapidly into a

common management structure. Provide logistical and administrative support to operational staff. Be cost effective by avoiding duplication of efforts.

ICS consists of procedures for controlling personnel, facilities, equipment, and communications.It is a system designed to be used or applied from the time an incident occurs until therequirement for management and operations no longer exists.

Remember that ICS is separate from a hospital’s day-to-day organizational structure. ICS isused during specific events and incidents, and is not intended to replace a hospital’s existingorganizational structure.

Unit 2 ICS Overview


Topic Knowledge Review

Visual 2.13

Visual Description: True or False? Hospitals and healthcare systems already use some elements of ICSas part of their emergency management programs.

Key Points

Is the following statement TRUE or FALSE?

Hospitals and healthcare systems already use some elements of ICS as part oftheir emergency management programs.

Unit 2 ICS Overview



Visual 2.14

Visual Description: True or False? Three benefits of adopting ICS include greater efficiency during acrisis, better coordination internally and with external organizations, and more effective communicationwith external organizations.

Key Points


Three benefits of adopting ICS include greater efficiency during a crisis, bettercoordination internally and with external organizations, and more effectivecommunication with external organizations.

Unit 2 ICS Overview



Visual 2.15

Visual Description: True or False? Adoption of ICS is one component of NIMS compliance.

Key Points


Adoption of ICS is one component of NIMS compliance.

Unit 2 ICS Overview



Visual 2.16

Visual Description: True or False? ICS is intended to replace a hospital’s day-to-day organizationalstructure and procedures.

Key Points


ICS is intended to replace a hospital’s day-to-day organizational structure andprocedures.

Unit 2 ICS Overview


Topic Applications for the Use of ICS

Visual 2.17

Visual Description: Applications for the Use of ICS

Key Points

Applications for the use of ICS by healthcare organizations include both planned events, suchas exercises, and incidents, such as bioterrorist attacks. As the organization works through theNIMS compliance process, ICS will be incorporated within the overall emergency managementprogram. This means that ICS will become the method that is used to manage limited responseemergencies (such as a child abduction) to major ones (such as evacuations or mass casualtyevents).

Since ICS may be used for small or large events, it can grow or shrink to meet the changingdemands of an incident or event.

Unit 2 ICS Overview



Visual 2.18

Visual Description: True or False? The study of previous incident responses found that failures weremore likely to result from a lack of resources.

Key Points


The study of previous incident responses found that failures were more likely toresult from a lack of resources.

Unit 2 ICS Overview



Visual 2.19

Visual Description: True or False? The Incident Command System is the result of decades of bestpractices from both the business community and emergency management.

Key Points


The Incident Command System is the result of decades of best practices fromboth the business community and emergency management.

Unit 2 ICS Overview



Visual 2.20

Visual Description: True or False? ICS is used for personnel who only perform administrative andlogistics functions in an emergency. The organizational structure is preset and does not includespecialized personnel.

Key Points


ICS is used for personnel who only perform administrative and logistics functionsin an emergency. The organizational structure is preset and does not includespecialized personnel.

Unit 2 ICS Overview



Visual 2.21

Visual Description: True or False? ICS could be used to manage a training conference, charityfundraising event, or emergency response and recovery.

Key Points


ICS could be used to manage a training conference, charity fundraising event, oremergency response and recovery.

Unit 2 ICS Overview


Topic Activity: Management Challenges

Visual 2.22

Visual Description: Activity: Management Challenges (1 of 2)

Key Points

Purpose: The purpose of this activity is to illustrate how ICS can be used to address incidentmanagement issues.

Instructions: Follow the steps below to complete this activity:

1. Work as a team to review the scenario presented on the next visual.2. Identify the top three challenges for managing this incident. Write the challenges on

chart paper.3. Your group should also discuss how ICS could be used to address these challenges.4. Select a spokesperson for your group and be prepared to present in 5 minutes.

Unit 2 ICS Overview


Topic Activity: Management Challenges

Visual 2.23

Visual Description: Activity: Management Challenges (2 of 2)

Key Points

Review the following scenario:

An unexpected flash flood has struck a small community. As a result:

Homes, schools, and the business district have been evacuated. Critical infrastructure has been damaged including contamination of the water supply,

downed power lines, and damaged roads. The local hospital’s emergency room is being overwhelmed by victims of the flood with a

range of associated injuries. Other regional healthcare centers are offering assistance but need direction on how to

help.

What are the top three challenges for managing this incident? (Write these onchart paper.)

How could ICS be used to address these challenges? (Write these on chartpaper.)

Unit 2 ICS Overview


Topic Objectives Review

Visual 2.24

Visual Description: Objectives Review

Key Points

You should now be able to:

Describe the background of ICS. Describe how ICS relates to NIMS. Identify how ICS can be used by healthcare organizations. Identify three purposes of ICS.

Unit 3: ICS Features & PrinciplesSTUDENT MANUAL

Unit 3 ICS Features & Principles



Visual 3.1


Key Points

This unit provides an overview of the basic features of the Incident Command System.




Visual 3.2


Key Points


Describe the basic features of ICS Identify the principle ICS facilities. Identify facility map symbols.



Topic Video Presentation: ICS Features

Visual 3.3

Visual Description: Video Presentation: ICS Features

Key Points

This video presentation provides an overview of features of the Incident Command System. Acomplete transcript of the video appears on the next page.




Topic Video Presentation: ICS Features (Continued)

ICS Features

As you learned in the previous lesson, ICS is based on proven management principles, whichcontribute to the strength and efficiency of the overall system.

ICS principles are implemented through a wide range of management features including the useof common terminology and clear text, and a modular organizational structure.

ICS emphasizes effective planning, including management by objectives and reliance on anIncident Action Plan.

ICS helps ensure full utilization of all incident resources by:

Maintaining a manageable span of control. Establishing predesignated incident locations and facilities. Implementing resource management practices. Ensuring integrated communications.

The ICS features related to command structure include chain of command and unity ofcommand, as well as unified command and transfer of command. Formal transfer of commandoccurs whenever leadership changes.

Through accountability and mobilization, ICS helps ensure that resources are on hand andready.

And, finally, ICS supports responders and decision makers by providing the data they needthrough effective information management.

This lesson covers each of these ICS features in detail.



Topic ICS Features

Visual 3.4

Visual Description: ICS Features – Video Key Points

Key Points

Video Key Points:

ICS is based on proven management principles, which contribute to the strength and efficiencyof the overall system.

ICS principles are implemented through a wide range of management features including the useof common terminology and clear text, and a modular organizational structure.



Topic Common Terminology

Visual 3.5

Visual Description: Use of Plain English. Discussion question: Even if you use organization-specificcodes on a daily basis, why should you use plain English during an incident response?

Key Points

The ability to communicate within the ICS is absolutely critical. An essential method for ensuringthe ability to communicate is by using common terminology and clear text.

A critical part of any effective incident management system is for all communications to be inplain English. That is, use clear text. Do not use radio codes, organization-specific codes,or jargon.


Even if you use organization-specific codes on a daily basis, why should you useplain English during an incident response?




Visual 3.6

Visual Description: Why Plain English?

Key Points

The following examples provide different meanings of a common acronym.

EMT = Emergency Medical TreatmentEMT = Emergency Medical TechnicianEMT = Emergency Management TeamEMT = Eastern Mediterranean Time (GMT+0200)EMT = Effective Methods TeamEMT = Effects Management ToolEMT = El Monte, CA (airport code)EMT = Electron Microscope TomographyEMT = Email Money Transfer




Visual 3.7

Visual Description: Common Terminology

Key Points

ICS establishes common terminology allowing diverse incident management and supportentities to work together. Common terminology helps to define:

Organizational Functions: Major functions and functional units with incidentmanagement responsibilities are named and defined. Terminology for the organizationalelements involved is standard and consistent.

Resource Descriptions: Major resources (personnel, facilities, and equipment/ supplyitems) are given common names and are "typed" or categorized by their capabilities.This helps to avoid confusion and to enhance interoperability.

Incident Facilities: Common terminology is used to designate incident facilities. Position Titles: ICS management or supervisory positions are referred to by titles, such

as Officer, Chief, Director, Supervisor, or Leader.

Each of the above areas will be covered in more detail in this and the remaining lessons.




Visual 3.8

Visual Description: Which is the example of common terminology? (A) This is Unit 1, we have a 10-37,Code 2. OR (B) This is Unit 1, the flood waters are rising and we need additional resources forsandbagging.

Key Points

Which example below uses common terminology?

A. This is Unit 1, we have a 10-37, Code 2.

B. This is Unit 1, the flood waters are rising and we need additional resources forsandbagging.



Topic Modular Organization

Visual 3.9

Visual Description: Modular Organization (1 of 2)

Key Points

The ICS organizational structure develops in a top-down, modular fashion that is based on thesize and complexity of the incident, as well as the specifics of the hazard environment createdby the incident. As incident complexity increases, the organization expands from the top downas functional responsibilities are delegated.



Topic Modular Organization

Visual 3.10

Visual Description: Modular Organization (2 of 2)

Key Points

The ICS organizational structure is flexible. When needed, separate functional elements can beestablished and subdivided to enhance internal organizational management and externalcoordination. As the ICS organizational structure expands, the number of managementpositions also expands to adequately address the requirements of the incident.

In ICS, only those functions or positions necessary for a particular incident will be filled.



Topic Management by Objectives

Visual 3.11

Visual Description: Management by Objectives

Key Points

During the NIMS compliance process, ICS will be incorporated in the organization’s EmergencyOperations Plan (EOP) and standard operating procedures (SOPs) for priority hazards. Thisguidance is used in the early phases to “start” the response to an event. As part of that initialresponse phase, ICS is implemented through identifying an initial Incident Commander, whoidentifies objectives to guide response activities. This is how the incident action planningprocess begins.




Visual 3.12

Visual Description: Management by Objectives: Steps

Key Points

The process consists of the following steps:

Step 1: Understand organization policy and direction. Step 2: Assess incident situation. Step 3: Establish incident objectives. Step 4: Select appropriate strategy or strategies to achieve objectives. Step 5: Perform tactical direction (applying tactics appropriate to the strategy, assigning

the right resources, and monitoring their performance). Step 6: Provide necessary followup (changing strategy or tactics, adding or subtracting

resources, etc.).

This “management by objectives” approach is used to communicate functional actionsthroughout the entire ICS organization.




Visual 3.13

Visual Description: Overall Priorities

Key Points

Incident objectives are established based on the following priorities:

First Priority: Life SavingSecond Priority: Incident StabilizationThird Priority: Property Preservation



Topic Incident Action Plan

Visual 3.14

Visual Description: Reliance on an Incident Action Plan

Key Points

In ICS, considerable emphasis is placed on developing effective Incident Action Plans.

An Incident Action Plan (IAP) can be an oral or written plan. It reflects the overall strategy formanaging an incident within a prescribed timeframe called an Operational Period. An IAPincludes the identification of operational resources and assignments and may includeattachments that provide additional direction.




Visual 3.15

Visual Description: Elements of an Incident Action Plan

Key Points

At the simplest level, all Incident Action Plans must have four elements:

What do we want to do and how are we going to do it? Who is responsible for doing it? How do we communicate with each other? What is the procedure if incident personnel are injured?



Topic Incident Action Plan (Continued)

Written Incident Action Plan

All levels of a growing organization must have a clear understanding of the tactical actions forthe next operational period. It is recommended that written plans be used whenever:

Oral plans could result in the miscommunication of critical information. Two or more jurisdictions or disciplines are involved. Large changes of personnel occur by operational periods. Personnel are working across more than one operational period. There is a full activation of the ICS organization. The incident has important legal, political, or public ramifications. Complex communication issues arise. A written record of actions taken is needed for historical or administrative needs.

Written Incident Action Plans are required for all HazMat incidents. In addition, the IncidentCommander may direct the organization to develop a written Incident Action Plan at any time.

Documenting the Plan

In ICS, an Incident Briefing Form is used to record initial actions and list assigned and availableresources. For example, during initial actions, the outgoing Incident Commander would brief theincoming Incident Commander using the Initial Briefing Form, ICS-201, during the transitionmeeting. As incidents grow in complexity and/or size, ICS provides a format and a systematicprocess for the development of a written Incident Action Plan.

Four essential elements of a plan are:

Incident Objectives (ICS 202) Organization Assignment List (ICS 203) Division Assignment List(s) (ICS 204) Supporting Documents

Developing Incident Objectives

The initial step in the incident action planning process is to develop the incident objectives. TheIncident Commander must develop incident objectives within a short timeframe after assumingcommand. After the incident objectives are clear, strategies and tasks to achieve the objectivescan begin to be developed. Some objectives will change over the course of the incident. Someobjectives will be achieved and new objectives will be developed. Strategies will also change.

The Incident Objectives are documented and displayed in ICS Form 202.




Visual 3.16

Visual Description: Activity: Incident Action Plan

Key Points

Purpose: The purpose of this activity is to illustrate how to develop an IAP.


1. Working as a team, identify four items to include in the Incident Action Plan, based on theincident objectives identified earlier.

2. Write these items on chart paper.3. Select a spokesperson for your group and be prepared to present in 5 minutes.

List the four items that your group determined would be included in the IncidentAction Plan. (Write these on chart paper.)



Topic Span of Control

Visual 3.17

Visual Description: Manageable Span of Control

Key Points

Another basic ICS feature concerns the supervisory structure of the organization.

Span of control pertains to the number of individuals or resources that one supervisor canmanage effectively during emergency response incidents or special events. Maintaining aneffective span of control is particularly important on incidents where safety and accountabilityare a top priority.

Span of control is the key to effective and efficient incident management. The type of incident,nature of the task, hazards and safety factors, and distances between personnel and resourcesall influence span of control considerations.




Visual 3.18

Visual Description: Span of Control Considerations

Key Points

Span of control considerations are influenced by the:

Type of incident. Nature of the task. Hazards and safety factors. Distances between personnel and resources.




Visual 3.19

Visual Description: ICS Management: Span of Control

Key Points

Maintaining adequate span of control throughout the ICS organization is very important.

Effective span of control on incidents may vary from three (3) to seven (7), and a ratio of one(1) supervisor to five (5) reporting elements is recommended.

If the number of reporting elements falls outside of these ranges, expansion or consolidation ofthe organization may be necessary. There may be exceptions, usually in lower-risk assignmentsor where resources work in close proximity to each other.




Visual 3.20

Visual Description: Discussion Question: At the simplest level, what are the four elements that allIncident Action Plans must have?

Key Points


At the simplest level, what are the four elements that all Incident Action Plansmust have?




Visual 3.21

Visual Description: Determine if the span of control is consistent with ICS guidelines. Scenario: Heavyrains have caused flash flooding throughout the municipality, and the hospital has stood up its ICS toallow closer coordination with its outpatient facilities and nursing homes. The diagram below shows howeight resources are organized under the Operations Section Chief.

Key Points

Review the situation on the visual and answer the question below.

Scenario: Heavy rains have caused flash flooding throughout the municipality, and the hospitalhas stood up its ICS to allow closer coordination with its outpatient facilities and nursing homes.The diagram below shows how eight resources are organized under the Operations SectionChief.

Is the situation consistent with the basic feature of span of control?




Visual 3.22

Visual Description: Remember…Modular Organization with a visual depicting the Operations Section’seight resources divided into two groups.

Key Points

Use the ICS feature of modular organization to maintain the optimal span of control.

The Operations Section Chief has two groups reporting to him or her, and each group has onlyfour resources under it.

Because the ICS organization develops in a top-down modular fashion, you can add positionsas the needs of the incident grow and still maintain an optimal span of control.



Topic Video Presentation: Incident Facilities Virtual Tour

Visual 3.23

Visual Description: Video Presentation: Incident Facilities Virtual Tour

Key Points

Incident activities may be accomplished from a variety of operational locations and supportfacilities. Facilities will be identified and established by the Incident Commander depending onthe requirements and complexity of the incident or event.

It is important to know and understand the names and functions of the principal ICS facilities.

This video presentation provides an overview of standard ICS incident facilities. A completetranscript of the video appears on the next page.




Topic Video Presentation: Incident Facilities Virtual Tour (Continued)

Transcript: Incident Facilities Virtual Tour

The Incident Command Post, or ICP, is the location from which the Incident Commanderoversees all incident operations. There is generally only one ICP for each incident or event, butit may change locations during the event. Every incident or event must have some form of anICP. It may be located in a vehicle, trailer, tent, or within a building. The ICP will be positionedoutside of the present and potential hazard zone but close enough to the incident to maintaincommand. It will be designated by the name of the incident, e.g., City General ICP.

Staging Areas are temporary locations at an incident where personnel and equipment are keptwhile waiting for tactical assignments. A Labor Pool is a specific type of staging area formedical and non-medical personnel within the ICS application for healthcare organizations. Theresources in the Staging Area/Labor Pool are always in available status. Staging Areas/LaborPools should be located close enough to the incident for a timely response, but far enough awayto be out of the immediate impact zone. There may be more than one Staging Area/Labor Poolat an incident. Staging Areas/Labor Pools can be co-located with the ICP, Helibases, orHelispots.

A Helibase is the location from which helicopter-centered air operations are conducted, mainlyfor field operations. Helibases are generally used on a more long-term basis and include suchservices as fueling and maintenance. The Helibase is usually designated by the name of theincident (e.g., Trail Creek Helibase).

Helispots are more relevant to hospitals and healthcare organizations. Helispots may be eitherfixed, pre-constructed locations (such as a hospital’s helipad) or temporary locations adjacent tothe healthcare facility, where helicopters can safely land and take off. Multiple helispots may beused.



Topic Incident Facilities

Visual 3.24

Visual Description: Incident Facilities – Video Key Points

Key Points

Video Key Points:

The standard ICS incident facilities include:

Incident Command Post (ICP): Where the Incident Commander oversees the incident.Every incident or event will have an ICP.

Staging Areas or Labor Pool: Where resources are kept while waiting to be assigned.A Labor Pool is a specific type of staging area for medical and non-medical personnelwithin the ICS application for healthcare.

Helibase/Helispot: The area from which helicopter operations are conducted.

For large incidents involving multiple organizations and government agencies, there may alsobe an Emergency Operations Center (EOC). The EOC is a multi-agency coordination centerthat provides support and coordination to the on-scene responders.



Topic Incident Facilities

Visual 3.25

Visual Description: Incident Facility Map Symbols

Key Points

In ICS, it is important to be able to identify the map symbols associated with the basic incidentfacilities. The map symbols used to represent each of the principle ICS facilities are:




Visual 3.26

Visual Description: Answer the following question: Where would you find Disaster Medical AssistantTeams and other medical personnel that are awaiting tactical assignments?

Key Points


Where would you find Disaster Medical Assistance Teams and other medical personnelthat are awaiting tactical assignments?




Visual 3.27

Visual Description: Answer the following question: The Incident Commander is operating out of a firstfloor conference room because it allowed for effective communication and easy access. What incidentfacility is the conference room?

Key Points


The Incident Commander is operating out of a first floor conference roombecause it allowed for effective communication and easy access. What incidentfacility is the conference room?




Visual 3.28


Key Points


Describe the basic features of ICS. Identify the principal ICS facilities. Identify facility map symbols.

Unit 4: Management, Command &Responsibilities

STUDENT MANUAL

Unit 4 Management, Command & Responsibilities



Visual 4.1


Key Points

This unit provides an overview of the principles of management and command in ICS, andindividual responsibilities on an incident.




Visual 4.2


Key Points


Describe common responsibilities for responding to an incident. List individual accountability responsibilities. Describe common mobilization and demobilization responsibilities.



Topic Resource Management

Visual 4.3

Visual Description: Resources: Tactical & Support

Key Points

ICS resources can be factored into two categories:

Tactical Resources: Personnel and major items of equipment that are available or potentiallyavailable to the Operations function on assignment to incidents are called tactical resources.

Support Resources: All other resources required to support the incident. Food,communications equipment, tents, supplies, and fleet vehicles are examples of supportresources.




Visual 4.4

Visual Description: Tactical Resources Classifications

Key Points

Tactical resources are always classified as one of the following:

Assigned: Assigned resources are working on an assignment under the direction of aSupervisor.

Available: Available resources are assembled, have been issued their equipment, andare ready for immediate assignment.

Out-Of-Service: Out-of-service resources are not ready for available or assigned status.




Visual 4.5

Visual Description: Resource Management

Key Points

Resource management includes processes for:

Categorizing resources. Ordering resources. Dispatching resources. Tracking resources. Recovering resources.

It also includes processes for reimbursement for resources, as appropriate.



Topic Integrated Communications

Visual 4.6

Visual Description: Integrated Communications

Key Points

The use of a common communications plan is essential for ensuring that responders cancommunicate with one another during an incident. Communication equipment, procedures, andsystems must operate across jurisdictions (interoperability).

Developing an integrated voice and data communications system, including equipment,systems, and protocols, must occur prior to an incident.



Topic Integrated Communications

Visual 4.7

Visual Description: Integrated Communications Elements

Key Points

Effective ICS communications include the following three elements:

Modes: The "hardware" systems that transfer information. Planning: Planning for the use of all available communications resources. Networks: The procedures and processes for transferring information internally and

externally.

List the types of communications resources that are available to you during anincident.



Topic Integrated Communications (Continued)

Integrated Communications: Modes

It is not unusual for the communications needs on large incidents to outstrip available radio frequencyresources.

Some incidents are conducted entirely without radio support. In such situations, other communicationsresources—cell phones, alpha pagers, e-mail, secure phone lines, etc.—may be used as the onlycommunication methods for the incident.

Integrated Communications: Planning

Every incident needs a Communications Plan. The plan can be simple and stated orally, or it can becomplex and written. An Incident Radio Communications Plan (ICS Form 205) is a component of thewritten Incident Action Plan.

An awareness of available communications resources, combined with an understanding of incidentrequirements, will enable the Communications Unit Leader to develop an effective Communications Plan.

Integrated Communications: Networks

At a minimum, any communication network must:

Link supervisory personnel within the Operations Section to each other and to the IncidentCommander.

Provide the ability to communicate among resources assigned to tactical elements such asBranches, Divisions/Groups, and ground-to-air and air-to-air assets.

Provide a link to the rest of the organization for resource status changes, logistical support, etc.




Visual 4.8

Visual Description: Review the photos of an equipment technician, a triage team, and a helicopterambulance. What do they have in common?

Key Points

Review the photos on the visual.

What do they have in common?



Topic Chain of Command

Visual 4.9

Visual Description: Chain of Command with a visual that illustrates the orderly line of authority within theincident management organization.

Key Points

In the Incident Command System:

Chain of command means that there is an orderly line of authority within the ranks ofthe organization, with lower levels subordinate to, and connected to, higher levels.

Unity of command means that every individual is accountable to only one designatedsupervisor to whom they report during an incident.

The principles clarify reporting relationships and eliminate the confusion caused by multiple,conflicting directives. Incident managers at all levels must be able to control the actions of allpersonnel under their supervision. These principles do not apply to the exchange of information.Although orders must flow through the chain of command, members of the organization maydirectly communicate with each other to ask for or share information.



Topic Unified Command

Visual 4.10

Visual Description: Unified Command with a graphic that shows that all three agencies and theirrespective Incident Commanders operate from the same Incident Command Post.

Key Points

The command function may be carried out in two ways:

As a Single Command in which the Incident Commander has complete responsibility forincident management. For example, a Single Command would be used when a hospital ismanaging an influx of patients resulting from a nearby passenger train derailment.

As a Unified Command in which hospitals and non-healthcare organizations with responsibilityfor the incident share incident management. For example, a Unified Command structure wouldbe used when a fire department was assisting a hospital with the evacuation of patients andemployees as a result of severe damage to the building. Under such circumstances, the UnifiedCommand would include the hospital and the fire department.




Visual 4.11

Visual Description: Determine the ICS feature or principle being described: Every individual isaccountable to only one supervisor, to whom they report during an incident.

Key Points

Determine the ICS feature or principle being described.

Every individual is accountable to only one designated supervisor, to whom theyreport during an incident.




Visual 4.12

Visual Description: Determine the ICS feature or principle being described: In an incident involving onlyone agency or organization, the Incident Commander will have complete responsibility for incidentmanagement.

Key Points


In an incident involving only one agency or organization, the Incident Commanderwill have complete responsibility for incident management.




Visual 4.13

Visual Description: Determine the ICS feature or principle being described: An orderly line of authoritywithin the ranks of the organization, with lower levels subordinate to, and connected to, higher levels.

Key Points


An orderly line of authority within the ranks of the organization, with lower levelssubordinate to, and connected to, higher levels.




Visual 4.14

Visual Description: Determine the ICS feature or principle being described: Responding organizationswith responsibility for the incident share incident management.

Key Points


Responding organizations with responsibility for the incident share incidentmanagement.



Topic Transfer of Command

Visual 4.15

Visual Description: Transfer of Command (1 of 2)

Key Points

The process of moving responsibility for incident command from one Incident Commander toanother is called transfer of command.

The transfer of command process always includes a transfer of command briefing, which maybe oral, written, or a combination of both. The briefing covers such topics as the currentsituation, response needs, and available resources.



Topic Transfer of Command

Visual 4.16

Visual Description: Transfer of Command (2 of 2)

Key Points

Transfer of Command may take place when:

A more qualified person assumes command. Changing command makes good sense, e.g., an Incident Management Team takes

command of an incident from a local jurisdictional unit due to increased incidentcomplexity.

There is normal turnover of personnel on long or extended incidents, i.e., toaccommodate work/rest requirements.

The incident response is concluded and incident responsibility is transferred back to thehome agency.




Visual 4.17

Visual Description: Respond to the following question: A more qualified person arrives on the scene andwill assume command. What should happen?

Key Points

Respond to the question below.

A more qualified person arrives on the scene and will assume command.What should happen?



Topic Accountability

Visual 4.18

Visual Description: Accountability (1 of 2)

Key Points

Effective accountability during incident operations is essential at all jurisdictional levels andwithin individual functional areas. Accountability refers to one’s personal choice and willingnessto contribute to the outcome of an incident. Individuals must abide by their organization’spolicies and guidelines and any applicable local, tribal, State, or Federal rules and regulations.

The following guidelines must be adhered to:

Check-In: All responders, regardless of organization affiliation, must report in to receivean assignment in accordance with the procedures established by the IncidentCommander.

Incident Action Plan: Response operations must be directed and coordinated asoutlined in the IAP.

Unity of Command: Each individual involved in incident operations will be assigned toonly one supervisor.



Topic Accountability

Visual 4.19

Visual Description: Accountability (2 of 2)

Key Points

The following principles must be adhered to:

Span of Control: Supervisors must be able to adequately supervise and control theirsubordinates, as well as communicate with and manage all resources under theirsupervision.

Resource Tracking: Supervisors must record and report resource status changes asthey occur.



Topic Mobilization

Visual 4.20

Visual Description: Mobilization

Key Points

At any incident or event, the situation must be assessed and response planned. Resourcesmust be organized, assigned, and directed to accomplish the incident objectives. As they work,resources must be managed to adjust to changing conditions.

Managing resources safely and effectively is the most important consideration at an incident.Therefore, personnel and equipment should respond only when requested or when dispatchedby an appropriate authority.



Topic Mobilization

Visual 4.21

Visual Description: Respond to the following question: What’s the problem with having personnel arriveat an incident without being requested or dispatched?

Key Points


What’s the problem with having personnel arrive at an incident without beingrequested or dispatched?



Topic Information & Intelligence Management

Visual 4.22

Visual Description: Information and Intelligence Management

Key Points

The analysis and sharing of information and intelligence is an important component of ICS. Theincident management organization must establish a process for gathering, sharing, andmanaging incident-related information and intelligence.

Intelligence includes not only national security or other types of classified information, but alsoother sensitive, operational information that may come from a variety of different sources, suchas:

Risk assessments. Medical intelligence (i.e., surveillance). Weather information. Geospatial data. Structural designs. Toxic contaminant levels. Utilities and public works data.

For example, hospitals and healthcare systems may receive intelligence from governmentagencies pertaining to a scheduled high-profile event, such as government officials visiting ahospital. Or hospitals may exchange public health intelligence and information with otherorganizations to track cases of an e-coli outbreak.




Visual 4.23

Visual Description: True or False? All responders, regardless of organization affiliation, must check-into receive an assignment in accordance with the procedures established by the IAP.

Key Points


All responders, regardless of organization affiliation, must check-in to receive anassignment in accordance with the procedures established by the IAP.




Visual 4.24

Visual Description: True or False? In a major incident, willing and able personnel and equipment shouldrespond even without being requested.

Key Points


In a major incident, willing and able personnel and equipment should respondeven without being requested.




Visual 4.25

Visual Description: True or False? Response operations are directed and coordinated using an IncidentAction Plan.

Key Points


Response operations are directed and coordinated using an Incident Action Plan.




Visual 4.26

Visual Description: True or False? The incident management organization must establish a process forgathering, sharing, and managing incident-related information and intelligence.

Key Points


The incident management organization must establish a process for gathering,sharing, and managing incident-related information and intelligence.



Topic General Guidelines

Visual 4.27

Visual Description: General Guidelines – Lengthy Assignments

Key Points

You should now be familiar with the core system features of ICS. In this section, you'll learnabout the common responsibilities associated with ICS assignments. You will receiveadditional training and guidance on your specific duties.

General Guidelines – Lengthy Assignments

Many internal or local incidents last only a short time, and may not require travel. However,sometimes healthcare professionals and hospital personnel may need to respond to a morelengthy assignment away from home. For example, after Hurricane Katrina, many healthcareprofessionals deployed to the affected area to help treat victims.

Below are general guidelines for incidents requiring extended stays or travel:

Determine appropriate travel authorizations. Familiarize yourself with travel and transportation arrangements. Determine your return mode of transportation (if possible). Determine payroll procedures (at incident or through home agency). If you are going on a foreign assignment, be sure to take your passport. Assemble a travel kit containing any special technical information (e.g., maps, manuals,

contact lists, and reference materials). Prepare personal items needed for your estimated length of stay, including medications,

cash, credit cards, etc. Ensure that family members know your destination and how to contact you.



Topic General Guidelines

Visual 4.28

Visual Description: General Guidelines – Roles and Authorities

Key Points

It is important to understand your role and responsibilities during an emergency. Prior to anevent, you should discuss with your supervisor how your organizational unit supports the overallresponse effort. If you are assigned a role in the organization’s ICS structure, then:

Review your emergency assignment. Know who you will report to and what your positionwill be.

Establish a clear understanding of your decision-making authority. Determine communications procedures for contacting your headquarters or home office

(if necessary). Identify purchasing authority and procedures.



Topic Check-In at the Incident

Visual 4.29

Visual Description: Check-In at the Incident (1 of 2)

Key Points

Check-In at the Incident: Activities

Check-in officially logs you in at the incident. The check-in process and information helps to:

Ensure personnel accountability. Track resources. Prepare personnel for assignments and reassignments. Locate personnel in case of an emergency. Establish personnel time records and payroll documentation. Plan for releasing personnel. Organize the demobilization process.



Topic Check-In at the Incident

Visual 4.30

Visual Description: Check-In at the Incident (2 of 2)

Key Points

Check-In at the Incident: Locations

Check in only once. Check-in locations may be found at several incident facilities, including:

Incident Command Post. Staging Area/Labor Pool. Helibase. Division/Group Supervisor (for direct assignment).

Note that these locations may not all be activated at every incident.

Healthcare providers reporting to support another healthcare institution should always bringcopies of their licenses and competency folders.



Topic Initial Incident Briefing

Visual 4.31

Visual Description: Initial Incident Briefing

Key Points

After check-in, locate your incident supervisor and obtain your initial briefing. The briefinginformation helps you plan your tasks and communicate with others. Briefings received andgiven should include:

Current situation assessment. Identification of your specific job responsibilities. Identification of coworkers. Location of work area. Location of Staging Area/Labor Pool. Identification of eating and sleeping arrangements, as appropriate. Procedural instructions for obtaining additional supplies, services, and personnel. Operational periods/work shifts. Required safety procedures and Personal Protective Equipment (PPE), as appropriate.




Visual 4.32

Visual Description: Respond to the following question: You arrive at your deployment location andcomplete your check-in at the Incident Command Post. What action should you take next?

Key Points


You arrive at your deployment location and complete your check-in at the IncidentCommand Post. What action should you take next?



Topic Incident Recordkeeping

Visual 4.33

Visual Description: Respond to the following questions: Why is incident recordkeeping important? Whatare the challenges for maintaining records at an incident?

Key Points

Respond to the questions below.

Why is incident recordkeeping important?

What are the challenges for maintaining records at an incident?




Visual 4.34

Visual Description: Incident Recordkeeping (1 of 2)

Key Points

All incidents require some form of recordkeeping. Requirements vary depending upon theorganizations involved and the nature of the incident. Detailed information on using ICS formswill be covered in other training sessions.

Below are general guidelines for incident recordkeeping:

Print or type all entries. Enter dates by month/day/year format. Use military 24-hour time. Enter date and time on all forms and records. Use local time. Fill in all blanks. Use N/A as appropriate. Section Chiefs and above assign recordkeeper (scribe).




Visual 4.35

Visual Description: Incident Recordkeeping (2 of 2)

Key Points

If you are expected to be a supervisor:

You must maintain a daily Unit Log (ICS-214), indicating the names of personnelassigned and a listing of the major activities that occurred during the operational periodsto which you were assigned.

You are expected to give briefings to your subordinates, adjacent forces, andreplacement personnel.



Topic Communications Discipline

Visual 4.36

Visual Description: Communications Discipline

Key Points

Important considerations related to communications include:

Observing strict radio/telephone procedures. Using plain English in all communications. Codes should not be used in radio

transmissions. Limit the use of discipline-specific jargon, especially on interdisciplinaryincidents.

Limiting radio and telephone traffic to essential information only. Plan what you are goingto say.

Following procedures for secure communications as required.



Topic Personal Conduct

Visual 4.37

Visual Description: Personal Conduct

Key Points

Sexual harassment or discrimination of any type and the use of illegal drugs and/or alcohol areprohibited on all incidents. Report all such activities to your supervisor.

Often times, incident response can produce high stress situations. As part of yourresponsibilities, you may be required to interact with people who have been adversely affectedby the incident. It is important to be patient and act in a professional manner at all times.



Topic Incident Demobilization

Visual 4.38

Visual Description: Incident Demobilization (1 of 2)

Key Points

Incident requirements for demobilization may vary considerably. General demobilizationguidelines for all personnel are to:

Complete all work assignments and required forms/reports. Brief replacements, subordinates, and supervisor. Evaluate the performance of subordinates. Follow incident and organization check-out procedures. Provide adequate followup contact information.



Topic Incident Demobilization

Visual 4.39

Visual Description: Incident Demobilization (2 of 2)

Key Points

General demobilization guidelines for all personnel are to:

Return any incident-issued equipment or other nonexpendable supplies. Complete postincident reports, critiques, evaluations, and medical followup. Complete all payment and/or payroll issues or obligations.




Visual 4.40


Key Points


Describe common responsibilities for responding to an incident. List individual accountability responsibilities. Describe common mobilization and demobilization responsibilities.

Unit 5: ICS Organization – Part 1STUDENT MANUAL

Unit 5 ICS Organization – Part 1



Visual 5.1


Key Points

This unit provides an overview of the role of the five major ICS management functions, theIncident Commander, and the Command Staff.




Visual 5.2


Key Points


Describe the five major management functions in ICS. Describe the role and function of the Incident Commander. Describe the role and function of the Command Staff.



Topic ICS Structure

Visual 5.3

Visual Description: ICS Structure

Key Points

The ICS structure is unique but easy to understand. There is no correlation between the ICSstructure and the administrative structure of any single agency or organization. This isdeliberate, because confusion over different position titles and organizational structures hasbeen a significant stumbling block to effective incident management in the past.

For example, someone who serves as a Department Head every day may not hold that level orarea of responsibility when deployed under an ICS structure.



Topic Management Functions

Visual 5.4

Visual Description: Performance of Management Functions

Key Points

Every incident or event requires that certain management functions be performed. The problemmust be identified and assessed, a plan to deal with it developed and implemented, and thenecessary resources procured and paid for.

Regardless of the size of the incident, these management functions will still apply.



Topic Management Functions

Visual 5.5

Visual Description: Five Major Management Functions

Key Points

There are five major management functions that are the foundation upon which the ICSorganization develops. These functions apply whether you are handling a routine emergency,organizing for a major non-emergency event, or managing a response to a major disaster. Thefive major management functions are:

Incident Command: Sets the incident objectives, strategies, and priorities, and hasoverall responsibility at the incident or event.

Operations: Conducts tactical operations (such as patient care or clean-up) to carry outthe plan. Develops the defined objectives and organization, and directs all tacticalresources.

Planning: Prepares and documents the Incident Action Plan to accomplish theobjectives, collects and evaluates information, maintains resource status, and maintainsdocumentation for incident records.

Logistics: Provides support, resources, and all other services needed to meet theoperational objectives.

Finance/Administration: Monitors costs related to the incident. Provides accounting,procurement, time recording, and cost analyses.



Topic Organizational Structure

Visual 5.6

Visual Description: Organizational Structure – Incident Commander

Key Points

On small incidents and events, one person, the Incident Commander, may accomplish all fivemanagement functions. In fact, the Incident Commander is the only position that is alwaysstaffed on an incident regardless of its nature. However, large incidents or events may requirethat these functions be set up as separate Sections within the organization.

Within the ICS organizational structure, the hospital or healthcare system’s Director or CEO isreferred to as the Agency Executive. The Agency Executive delegates authority over theincident to the Incident Commander, while he or she manages the organization’s day-to-dayadministration. It is important that the Incident Commander manage the incident independently,but still periodically communicate incident status to the Agency Executive.



Topic Organizational Structure

Visual 5.7

Visual Description: Organizational Structure – ICS Sections

Key Points

Each of the primary ICS Sections may be subdivided as needed. The ICS organization has thecapability to expand or contract to meet the needs of the incident.

A basic ICS operating guideline is that the person at the top of the organization is responsibleuntil the authority is delegated to another person. Thus, on smaller incidents when theseadditional persons are not required, the Incident Commander will personally accomplish ormanage all aspects of the incident organization.




Visual 5.8

Visual Description: Answer the question below: Who has overall responsibility at an incident?

Key Points


Who has overall responsibility at an incident?




Visual 5.9

Visual Description: Answer the question below: If the Operations Section has not been activated, whodirects the tactical operations?

Key Points


If the Operations Section has not been activated, who directs the tacticaloperations?



Topic Use of Position Titles

Visual 5.10

Visual Description: Use of Position Titles

Key Points

To maintain span of control, the ICS organization can be divided into many levels ofsupervision. At each level, individuals with primary responsibility positions have distinct titles.Using specific ICS position titles serves three important purposes:

Titles provide a common standard for all users. For example, if one agency uses the titleBranch Chief, another Branch Manager, etc., this lack of consistency can causeconfusion at the incident.

The use of distinct titles for ICS positions allows for filling ICS positions with the mostqualified individuals rather than by seniority.

Standardized position titles are useful when requesting qualified personnel. Forexample, in deploying personnel, it is important to know if the positions needed are UnitLeaders, clerks, etc.

The next screen presents the ICS position titles.



Topic Use of Position Titles

Visual 5.11

Visual Description: ICS Supervisory Position Titles

Key Points

The titles for all supervisory levels of the organization are shown in the table below.

Organizational Level Title Support Position

Incident Command Incident Commander Deputy

Command Staff Officer Assistant

General Staff (Section) Chief Deputy

Branch Director Deputy

Division/Group Supervisor N/A

Unit Leader Manager

Strike Team/Task Force Leader Single Resource Boss

Later, you will learn more about the different ICS organizational levels.



Topic Incident Commander

Visual 5.12

Visual Description: Incident Commander Role

Key Points

The Incident Commander has overall responsibility for managing the incident by objectives,planning strategies, and implementing tactics. The Incident Commander must be fully briefedand should have a written delegation of authority. Initially, assigning tactical resources andoverseeing operations will be under the direct supervision of the Incident Commander.

Personnel assigned by the Incident Commander have the authority of their assigned positions,regardless of the rank they hold within their respective organizations.

Jot down some notes while listening to an audio clip of an Incident Commanderdescribing his role. (A complete transcript appears below.)

Transcript: Incident Commander's Overall Role

My job is to provide the overall leadership for incident response. I am able to delegate myauthority to others to manage the ICS organization. Like any other organization, I have bossestoo. I take general direction and receive my delegation of authority from the accountable agencyexecutive. It's important to note that the agency executive may or may not include my real-lifeboss.




Visual 5.13

Visual Description: Incident Commander Responsibilities

Key Points

Jot down some notes while listening to an audio clip of an Incident Commanderdescribing his responsibilities. (A complete transcript appears below.)

Transcript: Incident Commander's Responsibilities

As the Incident Commander, I am responsible for all activities and functions until I staff them.So, one of the first things I do is assess my need for staff. I know that for an incident that is bothcomplex and long-term, I will need more staff. In addition, I may decide that I need a Deputy.

Also, I establish incident objectives for the organization based on the situation and directiongiven by the Agency Executive. The type of plan depends on the magnitude of the incident.During a complex incident, I'll direct my staff to develop a written Incident Action Plan. Thebenefit of ICS is that the organization can be tailored to match the need.




Visual 5.14

Visual Description: Incident Commander Responsibilities (Continued)

Key Points

In addition to having overall responsibility for managing the entire incident, the IncidentCommander is specifically responsible for:

Ensuring incident safety. Providing information services to internal and external stakeholders. Establishing and maintaining liaison with other organizations participating in the incident.

The Incident Commander may appoint one or more Deputies, if applicable, from the sameorganization or from other organizations or jurisdictions. Deputy Incident Commanders must beas qualified as the Incident Commander.




Visual 5.15

Visual Description: Changing Incident Commanders

Key Points

As incidents expand or contract, change in jurisdiction or discipline, or become more or lesscomplex, command may change to meet the needs of the incident.

Rank, grade, and seniority are not the factors used to select the Incident Commander. TheIncident Commander is always a highly qualified individual trained to lead the incident response.

As you learned in Lesson 2, formal transfer of command at an incident always requires atransfer of command briefing for the incoming Incident Commander and notification to allpersonnel that a change in command is taking place.

It is normal for a transfer of command, along with a change in ICS staff, to occur when there is ashift change, or when an operational period ends.




Visual 5.16

Visual Description: Knowledge Review

Key Points

Review the scenario and answer the question below:

Scenario: As the incident became more complex, command was transferred to a moreexperienced Incident Commander, which required notification to all personnel that a transfer incommand was taking place.

What other action was required when the transfer of command took place?



Topic Expanding the Organization

Visual 5.17

Visual Description: Expanding the Organization

Key Points

As incidents grow, the Incident Commander may delegate authority for performance of certainactivities to the Command Staff and the General Staff. The Incident Commander will addpositions only as needed.

The Command Staff provides Information, Safety, and Liaison services for the entireorganization. The General Staff are assigned functional authority for Operations, Planning,Logistics, and Finance/Administration.



Topic Command Staff

Visual 5.18

Visual Description: Command Staff

Key Points

Depending upon the size and type of incident or event, it may be necessary for the IncidentCommander to designate personnel to provide information, safety, and liaison services for theentire organization. In ICS, these personnel make up the Command Staff and consist of the:

Public Information Officer, who serves as the conduit for information to internal andexternal stakeholders, including the media or other organizations seeking informationdirectly from the incident or event.

Safety Officer, who monitors safety conditions and develops measures for assuring thesafety of all assigned personnel.

Liaison Officer, who serves as the primary contact for supporting organizations that areassisting at an incident, but are not participating within the ICS structure.

The Command Staff reports directly to the Incident Commander.



Topic Command Staff

Visual 5.19

Visual Description: Public Information Officer (PIO)

Key Points

The Public Information Officer:

Advises Incident Commander on information dissemination and media relations. TheIncident Commander approves information that the PIO releases.

Obtains information from and provides information to the Planning Section. Obtains information from and provides information to community and media.

Jot down some notes while listening to an audio clip of a Public InformationOfficer describing her role. (A complete transcript appears below.)

Transcript: Public Information Officer

I report directly to the Incident Commander and advise him or her on issues related toinformation dissemination and media relations. I am the primary contact for anyone who wantsinformation about the incident and our response to it. I serve both an external audience throughthe media, and an internal audience including both incident staff and agency personnel. It's veryimportant for me to coordinate with other public information staff to ensure that we do not issueconfusing or conflicting information. Since the Planning Section is gathering intelligence andother information, I get a lot of my information from them. Because I get a lot of information fromthe community, the media, and others, I also provide information to the Planning Section Chiefand the Incident Commander.

Accurate information is essential. In the end, the Incident Commander will approve allinformation that I release. During a complex incident, I will probably need several AssistantPublic Information Officers to help me.



Topic Command Staff

Visual 5.20

Visual Description: Safety Officer

Key Points

The Safety Officer:

Advises Incident Commander on issues regarding incident safety. Works with Operations to ensure safety of field personnel. Ensures safety of all incident personnel.

Jot down some notes while listening to an audio clip of a Safety Officer describinghis role. (A complete transcript appears below.)

Transcript: Safety Officer

My job is to make sure everyone does the job safely and gets home in one piece. I advise theIncident Commander on issues regarding incident safety, but I would like to emphasize thatsafety is everyone's responsibility. I work very closely with Operations to make sure that ourpeople in the field are as safe as possible under the circumstances, including wearingappropriate protective equipment and implementing the safest tactical options. I conduct riskanalyses and implement safety measures. I normally do this through the planning process, but Ido have the authority to stop any unsafe activity that I observe. While a lot of my attention isfocused on Operations, I am also concerned about safety for the rest of the organization. Iminimize other employee risks by promoting safe driving habits, eliminating tripping hazards,ensuring safe food handling, things like that. I spend a lot of time out of the command postlooking at what's going on. During a complex incident, I will need quite a few assistants to be myeyes and ears.



Topic Command Staff

Visual 5.21

Visual Description: Liaison Officer

Key Points

The Liaison Officer:

Advises Incident Commander by serving as point of contact for agency representativeswho are helping to support the operation.

Provides briefings to and answers questions from supporting agencies.

Jot down some notes while listening to an audio clip of a Liaison Officerdescribing her role. (A complete transcript appears below.)

Transcript: Liaison Officer

I’m the go between. I assist the Incident Commander by serving as the point of contact for anysupporting organization or agency representatives that are assisting at the incident. My job is toremain visible on the incident to all incoming cooperating and assisting agencies, and otherhealthcare organizations. I provide briefings to organization and agency representatives, andwork with them to address their questions and concerns about the operation. I respond torequests from incident personnel for contacts among the assisting and cooperating agenciesand organizations. I also monitor incident operations in order to identify any current or potentialproblems between supporting organizations. I participate in planning meetings. During acomplex incident, I may have a lot of organization and agency representatives, but can usuallyhandle the job myself.




Visual 5.22

Visual Description: Knowledge Review (1 of 3)

Key Points

Review the job description and determine which member of the Command Staff is beingdescribed:

Job description:

Advises Incident Commander on issues related to information dissemination and mediarelations.

Serves as primary contact for anyone who wants information about the incident. Serves external and internal audiences. Obtains information from Planning Section.

Which member of the Command Staff performs these functions?




Visual 5.23


Key Points


Job description:

Makes sure everyone does their job safely. Advises Incident Commander on issues regarding incident safety. Conducts risk analyses and implements safety measures. Promotes safe work habits.





Visual 5.24


Key Points


Job description:

Serves as point of contact for any supporting organization or agency representative. Identifies problems between supporting organizations. Participates in planning meetings.




Topic Activity: Command Staff Roles

Visual 5.25

Visual Description: Activity: Command Staff Roles (1 of 2)

Key Points

Purpose: The purpose of this activity is to illustrate how ICS can be used to address incidentmanagement issues.


1. Working as a team, review the scenario presented on the next page.2. Identify which Command Staff positions would be assigned.3. As Incident Commander, identify the specific activities that would be delegated to each

Command Staff member.4. Select a spokesperson. Be prepared to present in 10 minutes.



Topic Activity: Command Staff Roles

Visual 5.26

Visual Description: Activity: Command Staff Roles (2 of 2)

Key Points

Review the following scenario that was first presented in Unit 2:

An unexpected flash flood has struck a small community. As a result:

Homes, schools, and the business district are being evacuated. Critical infrastructure has been damaged including contamination of the water supply,

downed power lines, and damaged roads. Mutual aid is arriving from several surrounding hospitals. Media representatives are arriving at the scene.

Identify the Command Staff positions that would be assigned.

Identify the specific activities that would be delegated to each Command Staffmember.




Visual 5.27


Key Points


Describe the five major management functions in ICS. Describe the role and function of the Incident Commander. Describe the role and function of the Command Staff.

Unit 6: ICS Organization – Part 2STUDENT MANUAL




Visual 6.1


Key Points

This unit provides an overview of the roles and responsibilities of the General Staff and theprinciple of expanding and contracting the organization.




Visual 6.2


Key Points


Describe the role and function of the Operations Section. Describe the role and function of the Planning Section. Describe the role and function of the Logistics Section. Describe the role and function of the Finance/Administration Section.



Topic General Staff

Visual 6.3

Visual Description: General Staff

Key Points

Expansion of an incident may require the delegation of authority for the performance of theother management functions. The people who perform the other four management functions aredesignated as the General Staff. The General Staff is made up of four Sections: Operations,Planning, Logistics, and Finance/Administration.

The General Staff reports directly to the Incident Commander.

The person in charge of each Section is designated as a Chief. Section Chiefs have the abilityto expand their Section to meet the needs of the situation. Each of the Section Chiefs may havea Deputy, or more than one, if necessary. The Deputy:

May assume responsibility for a specific portion of the primary position, work as relief, orbe assigned other tasks.

Should always be as proficient as the person for whom he or she works.

In large incidents, especially where multiple disciplines or jurisdictions are involved, the use ofDeputies from other organizations can greatly increase interagency coordination.



Topic Operations Section

Visual 6.4

Visual Description: Role of Operations Section Chief

Key Points

Until Operations is established as a separate Section, the Incident Commander has directcontrol of tactical resources. The Incident Commander will determine the need for a separateOperations Section at an incident or event. When the Incident Commander activates anOperations Section, he or she will assign an individual as the Operations Section Chief.

The Operations Section Chief will develop and manage the Operations Section to accomplishthe incident objectives set by the Incident Commander. The Operations Section Chief isnormally the person with the greatest technical and tactical expertise in dealing with the problemat hand.

Jot down some notes while listening to an audio clip of an Operations SectionChief describing her role. (A complete transcript appears below.)

Transcript: Operations Section Chief

I'm responsible for developing and implementing strategy and tactics to carry out the incidentobjectives. This means that I organize, assign, and supervise all of the tactical resourcesassigned to an incident, including those resources in a Staging Area.

I work very closely and coordinate my activities with the other members of the Command andGeneral Staff.




Visual 6.5

Visual Description: Operations Section

Key Points

The 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. Has the most incident resources. May have Staging Areas and/or Labor Pools and other special organizations.




Visual 6.6

Visual Description: Maintaining Span of Control

Key Points

The Operations function is where the tactical fieldwork is done and the most incident resourcesare assigned. Often the most hazardous activities are carried out there. The followingsupervisory levels can be added to help manage span of control:

Divisions are used to divide an incident geographically. Groups are used to describe functional areas of operation. Branches are used when the number of Divisions or Groups exceeds the span of control

and can be either geographical or functional.

The following screens present more information on Divisions, Groups, and Branches.




Visual 6.7

Visual Description: Operations Section: Divisions

Key Points

Divisions are used to divide an incident geographically. The person in charge of each Divisionis designated as a Supervisor. How the area is divided is determined by the needs of theincident.

The most common way to identify Divisions is by using alphabet characters (A, B, C, etc.).Other identifiers may be used as long as Division identifiers are known by assigned responders.

The important thing to remember about ICS Divisions is that they are established to divide anincident into geographical areas of operation.




Visual 6.8

Visual Description: Operations Section: Groups

Key Points

Groups are used to describe functional areas of operation. The person in charge of eachGroup is designated as a Supervisor.

The kind of Group to be established will also be determined by the needs of an incident. Groupsare normally labeled according to the job that they are assigned (e.g., Business ContinuityGroup, Infrastructure Group, etc.). Groups will work wherever their assigned task is needed andare not limited geographically.




Visual 6.9

Visual Description: Operations Section: Divisions & Groups

Key Points

Divisions and Groups can be used together on an incident. Divisions and Groups are at anequal level in the organization. One does not supervise the other. When a Group is workingwithin a Division on a special assignment, Division and Group Supervisors must closelycoordinate their activities.




Visual 6.10

Visual Description: Operations Section: Branches

Key Points

If the number of Divisions or Groups exceeds the span of control, it may be necessary toestablish another level of organization within the Operations Section, called Branches. Theperson in charge of each Branch is designated as a Director. Deputies may also be used at theBranch level. Branches can be divided into Groups or Divisions — or can be a combination ofboth.

While span of control is a common reason to establish Branches, additional considerations mayalso indicate the need to use these Branches, including:

Multidiscipline Incidents. Some incidents have multiple disciplines involved (e.g.,Firefighting, Health & Medical, Hazardous Materials, Public Works & Engineering,Energy, etc.) that may create the need to set up incident operations around a functionalBranch structure.

Multijurisdiction Incidents. In some incidents it may be better to organize the incidentaround jurisdictional lines. In these situations, Branches may be set up to reflectjurisdictional boundaries.

Very Large Incidents. Very large incidents may be organized using geographic orfunctional Branches.




Visual 6.11

Visual Description: Audio: Operations Section Challenges

Key Points

While there are any number of ways to organize field responses, Branches and Groups may beused to organize resources and maintain span of control.

Jot down some notes while listening to an audio clip of an Operations SectionChief describing the challenges of managing the Operations Section. (A completetranscript appears below.)

Transcript: Operations Section Challenges

In a recent incident, there were hundreds of resources deployed to the Operations Section. Icouldn't possibly manage them all directly. Trying to do so would result in inefficient resourcemanagement at best, and personal injury at worst. While there are any number of ways toorganize resources, I might decide to use Branches for each agency, as well as Groups, toorganize resources and maintain the recommended span of control of one supervisor to fiveresources.

It can be a big job and with all of the tactics often needed in an incident, I have to depend on myBranch Directors to help me. For complex incidents, I may also have a Deputy. I also depend onthe rest of the General Staff to support me. I can't develop detailed situation analyses - or worryabout where the staff and meals are coming from or who's paying for them - and still do my job.



Topic Video Presentation: Operations Section: Expanding and Contracting

Visual 6.12

Visual Description: Video Presentation: Operations Section: Expanding and Contracting

Key Points

This video presentation provides an overview of how and why the Operations Section expandsand contracts. A complete transcript of the video appears on the next page.




Topic Video Presentation: Operations Section (Continued)

Transcript: Operations Section: Expanding and Contracting

The Incident Commander or Operations Section Chief at an incident may work initially with onlya few single resources or staff members.

The Operations Section usually develops from the bottom up. The organization will expand toinclude needed levels of supervision as more and more resources are deployed.

Task Forces are a combination of mixed resources with common communications operatingunder the direct supervision of a Leader. Task Forces can be versatile combinations ofresources and their use is encouraged. The combining of resources into Task Forces allows forseveral resource elements to be managed under one individual's supervision, thus lesseningthe span of control of the Supervisor.

Strike Teams are a set number of resources of the same kind and type with commoncommunications operating under the direct supervision of a Strike Team Leader. Strike Teamsare highly effective management units. The foreknowledge that all elements have the samecapability and the knowledge of how many will be applied allows for better planning, ordering,utilization and management.

Single Resources may be individuals, a piece of equipment and its personnel complement, or acrew or team of individuals with an identified supervisor that can be used at an incident.

As we covered earlier, it is important to maintain an effective span of control. Maintaining spanof control can be done easily by grouping resources into Divisions or Groups.

Another way to add supervision levels is to create Branches within the Operations Section.

At some point, the Operations Section and the rest of the ICS organization will contract. Thedecision to contract will be based on the achievement of tactical objectives. Demobilizationplanning begins upon activation of the first personnel and continues until the ICS organizationceases operation.




Visual 6.13

Visual Description: Operations Section: Task Forces

Key Points

Task Forces: A combination of mixed resources with common operating communicationssupervised by a Task Force Leader.




Visual 6.14

Visual Description: Operations Section: Strike Teams

Key Points

Strike Teams: A set number of resources of the same kind and type supervised by a StrikeTeam Leader.




Visual 6.15

Visual Description: Operations Section: Single Resources

Key Points

Single Resources: May be individuals, a piece of equipment and its personnel complement, ora crew or team of individuals with an identified supervisor.




Visual 6.16

Visual Description: Determine the type of ICS organizational structure being described: TwoSupervisors have been dispatched with resources (personnel and equipment) to evacuate clinics withinthe potential hazard zone. One Supervisor has responsibility for the East Side clinics and the other hasresponsibility for the West Side clinics.

Key Points

Determine the type of ICS organizational structure being discussed:

Two Supervisors have been dispatched with resources (personnel and equipment)to evacuate clinics within the potential hazard zone. One Supervisor hasresponsibility for the East Side clinics and the other has responsibility for theWest Side clinics.




Visual 6.17

Visual Description: Determine the type of ICS organizational structure being described: Several nurses,a security officer, and an environmental specialist are grouped together under a single supervisor for thepurpose of decontaminating victims of a mass casualty incident involving chemicals.

Key Points


Several nurses, a security officer, and an environmental specialist are groupedtogether under a single supervisor for the purpose of decontaminating victims ofa mass casualty incident involving chemicals.




Visual 6.18

Visual Description: Determine the type of ICS organizational structure being described: An industrialhygienist has been assigned to assess the safety of the air and environmental impact of a flood at anurgent care clinic operated by your hospital.

Key Points


An industrial hygienist has been assigned to assess the safety of the air andenvironmental impact of a flood at an urgent care clinic operated by your hospital.




Visual 6.19

Visual Description: Determine the type of ICS organizational structure being described: Registerednurses, with the same equipment, training, and capability, are being used to respond to an incident. Thenurses are using a common communications system under the direct supervision of a Leader within thehospital.

Key Points


Registered nurses, with the same equipment, training, and capability, are beingused to respond to an incident. The nurses are using a common communicationssystem under the direct supervision of a Leader within the hospital.




Visual 6.20

Visual Description: Determine the type of ICS organizational structure being described: As incidentobjectives and resources expand, the Operations Section Chief begins organizing resources intofunctional areas that are managed by a Supervisor.

Key Points


As incident objectives and resources expand, the Operations Section Chief beginsorganizing resources into functional areas that are managed by a Supervisor.




Visual 6.21

Visual Description: Determine the type of ICS organizational structure being described: As the operationexpands even further, the Operations Section Chief appoints a Director to manage the Groups.

Key Points


As the operation expands even further, the Operations Section Chief appoints aDirector to manage the Groups.



Topic Planning Section

Visual 6.22

Visual Description: Audio: Planning Section Chief

Key Points

The Incident Commander will determine if there is a need for a Planning Section and designatea Planning Section Chief. If no Planning Section is established, the Incident Commander willperform all planning functions. It is up to the Planning Section Chief to activate any neededadditional staffing.

Jot down some notes while listening to an audio clip of a Planning Section Chiefdescribing his role. (A complete transcript appears below.)

Transcript: Planning Section Chief

My job is to gather and analyze information so that we'll be ready for tomorrow and the nextday. I'm responsible for intelligence and information gathering, analysis, and dissemination.Also, our section manages the planning process and compiles the Incident Action Plan usinginput from the rest of the organization.

For large incidents, and when the Incident Commander has directed, we will develop a writtenIncident Action Plan. I also may be responsible for managing the activities of TechnicalSpecialists who are individuals with technical knowledge that will be useful in the managementof this incident.

I work closely with the Incident Commander and other members of the General Staff to be surethat information is shared effectively and results in an efficient planning process to meet theneeds of the Incident Commander and Operations.




Visual 6.23

Visual Description: Planning Section

Key Points

The major activities of the Planning Section may include:

Collecting, evaluating, and displaying incident information. Preparing and documenting Incident Action Plans. Conducting long-range and/or contingency planning. Developing plans for demobilization. Maintaining incident documentation. Tracking resources assigned to the incident.




Visual 6.24

Visual Description: Planning Section Units

Key Points

The Planning Section can be further staffed with four Units. In addition, Technical Specialistswho provide special expertise useful in incident management and response may also beassigned to work in the Planning Section. Depending on the needs, Technical Specialists mayalso be assigned to other Sections in the organization.




Visual 6.25

Visual Description: Planning Section: Resources Unit

Key Points

Resources Unit: Conducts all check-in activities and maintains the status of all incidentresources. The Resources Unit plays a significant role in preparing the written Incident ActionPlan.




Visual 6.26

Visual Description: Planning Section: Situation Unit

Key Points

Situation Unit: Collects and analyzes information on the current situation, prepares situationdisplays and situation summaries, and develops maps and projections.




Visual 6.27

Visual Description: Planning Section: Documentation Unit

Key Points

Documentation Unit: Provides duplication services, including the written Incident Action Plan.Maintains and archives all incident-related documentation.




Visual 6.28

Visual Description: Planning Section: Demobilization Unit

Key Points

Demobilization Unit: Assists in ensuring that resources are released from the incident in anorderly, safe, and cost-effective manner.




Visual 6.29

Visual Description: If you needed copies made of the Incident Action Plan, which Unit would you go to?

Key Points


If you needed copies made of the Incident Action Plan, which Unit would you goto?




Visual 6.30

Visual Description: If you needed a map of the incident area, which Unit would you go to?

Key Points


If you needed a map of the incident area, which Unit would you go to?




Visual 6.31

Visual Description: If you needed to check in at an incident, which Unit would you go to?

Key Points


If you needed to check in at an incident, which Unit would you go to?



Topic Logistics Section

Visual 6.32

Visual Description: Audio: Logistics Section Chief

Key Points

The Incident Commander will determine if there is a need for a Logistics Section at the incident,and designate an individual to fill the position of the Logistics Section Chief. If no LogisticsSection is established, the Incident Commander will perform all logistical functions. The size ofthe incident, complexity of support needs, and the incident length will determine whether aseparate Logistics Section is established. Additional staffing is the responsibility of the LogisticsSection Chief.

Jot down some notes while listening to an audio clip of a Logistics Section Chiefdescribing his role. (A complete transcript appears below.)

Transcript: Logistics Section Chief

Logistics can make or break an incident response. I assist the Incident Commander by providingthe resources and services required to support incident activities. I coordinate my activities veryclosely with the other members of the Command and General Staff.

The Logistics Section develops several portions of the written Incident Action Plan and forwardsthem to the Planning Section. Logistics and Finance have to work closely to contract for andpurchase goods and services needed at the incident. I may have up to six Unit Leaders whoreport to me. When an incident becomes highly complex, I need them all. So, I would have toreduce my span of control by ordering Service and Support Branch Directors to supervise theUnit Leaders.




Visual 6.33

Visual Description: Logistics Section

Key Points

The Logistics Section is responsible for all of the services and support needs, including:

Ordering, obtaining, maintaining, and accounting for essential personnel, equipment,and supplies.

Providing communication planning and resources. Setting up food services. Setting up and maintaining incident facilities. Providing support transportation. Providing medical services to incident personnel.




Visual 6.34

Visual Description: Logistics Section Branches and Units

Key Points

The Logistics Section can be further staffed by two Branches and six Units.

Not all of the Units may be required; they will be established based on need. The titles of theUnits are descriptive of their responsibilities.




Visual 6.35

Visual Description: Service Branch: Communication Unit

Key Points

Communication Unit: Prepares and implements the Incident Communication Plan (ICS-205),distributes and maintains communications equipment, supervises the Incident CommunicationsCenter, and establishes adequate communications over the incident.




Visual 6.36

Visual Description: Service Branch: Medical Unit

Key Points

Medical Unit: Develops the Medical Plan (ICS-206), provides first aid and light medicaltreatment for personnel assigned to the incident, and prepares procedures for a major medicalemergency. It does not provide medical care for the public.




Visual 6.37

Visual Description: Service Branch: Food Unit

Key Points

Food Unit: Supplies the food and potable water for all incident facilities and personnel, andobtains the necessary equipment and supplies to operate food service facilities.




Visual 6.38

Visual Description: Support Branch: Supply Unit

Key Points

Supply Unit: Determines the type and amount of supplies needed to support the incident. TheUnit orders, receives, stores, and distributes supplies, and services nonexpendable equipment.All resource orders are placed through the Supply Unit. The Unit maintains inventory andaccountability of supplies and equipment.




Visual 6.39

Visual Description: Support Branch: Facilities Unit

Key Points

Facilities Unit: Sets up and maintains required facilities to support the incident.




Visual 6.40

Visual Description: Support Branch: Ground Support Unit

Key Points

Ground Support Unit: Prepares the Transportation Plan. Arranges for, activates, anddocuments the fueling, maintenance, and repair of ground resources. Arranges for thetransportation of personnel, supplies, food, and equipment.




Visual 6.41

Visual Description: If the lighting at the Incident Command Post was not operating properly, which Unitwould do the repairs?

Key Points


If the lighting at the Incident Command Post was not operating properly, whichUnit would do the repairs?




Visual 6.42

Visual Description: Which Unit would arrange transport of personnel across town to the main hospital?

Key Points


Which Unit would arrange transport of personnel across town to the mainhospital?




Visual 6.43

Visual Description: If your radio was not working properly, which Unit would you go to?

Key Points


If your radio was not working properly, which Unit would you go to?




Visual 6.44

Visual Description: If you needed to place an order for additional protective equipment, which Unitwould you go to?

Key Points


If you needed to place an order for additional protective equipment, which Unitwould you go to?



Topic Finance/Administration Section

Visual 6.45

Visual Description: Audio: Finance/Administration Section Chief

Key Points

The Incident Commander will determine if there is a need for a Finance/ Administration Sectionat the incident and designate an individual to fill the position of the Finance/AdministrationSection Chief.

If no Finance/Administration Section is established, the Incident Commander will perform allfinance functions.

Jot down some notes while listening to an audio clip of a Finance/AdministrationSection Chief describing her role. (A complete transcript appears below.)

Transcript: Finance/Administration Section Chief

I'm the one who worries about paying for the response efforts. I'm responsible for all of thefinancial and cost analysis aspects of an incident. These include contract negotiation, trackingpersonnel and equipment time, documenting and processing claims for accidents and injuriesoccurring at the incident, and keeping a running tally of the costs associated with the incident.Sometimes I wish I had financial veto authority, but I don't.

Because of the large scope of some incidents, the number of organizations involved, and theamount of financial activity it will generate, I might need to activate all four units that report tome. These include the Time, Cost, Compensation and Claims, and Procurement Units. Icoordinate with all members of the Command and General Staff, but I work most closely withLogistics to be sure that we are able to contract for and procure the resources necessary tomanage an incident.




Visual 6.46

Visual Description: Finance/Administration Section

Key Points

The Finance/Administration Section is set up for any incident that requires incident-specificfinancial management. The Finance/ Administration Section is responsible for:

Contract negotiation and monitoring. Timekeeping. Cost analysis. Compensation for injury or damage to property.

There are four available units under the Finance/Administration Section:

Procurement Unit Time Unit Cost Unit Compensation/Claims Unit

More and more larger incidents are using a Finance/Administration Section to monitor costs.Smaller incidents may also require certain Finance/Administration support.

For example, the Incident Commander may establish one or more Units of theFinance/Administration Section for such things as procuring special equipment, contracting witha vendor, or making cost estimates for alternative response strategies.




Visual 6.47

Visual Description: Finance/Administration Section: Procurement Unit

Key Points

Procurement Unit: Responsible for administering all financial matters pertaining to vendorcontracts, leases, and fiscal agreements.




Visual 6.48

Visual Description: Finance/Administration Section: Time Unit

Key Points

Time Unit: Responsible for incident personnel time recording.




Visual 6.49

Visual Description: Finance/Administration Section: Cost Unit

Key Points

Cost Unit: Collects all cost data, performs cost effectiveness analyses, provides cost estimates,and makes cost savings recommendations.




Visual 6.50

Visual Description: Finance/Administration Section: Compensation/Claims Unit

Key Points

Compensation/Claims Unit: Responsible for the overall management and direction of alladministrative matters pertaining to compensation for injury and claims related activities kept forthe incident.




Visual 6.51

Visual Description: If you wanted to confirm that your pay was correct, which Unit would you go to?

Key Points


If you wanted to confirm that your pay was correct, which Unit would you go to?




Visual 6.52

Visual Description: If you were injured at an incident, which Unit would you go to?

Key Points


If you were injured at an incident, which Unit would you go to?




Visual 6.53

Visual Description: If you needed to lease equipment, which Unit would you go to?

Key Points


If you needed to lease equipment, which Unit would you go to?



Topic General Staff Functions: Case Study

Visual 6.54

Visual Description: General Staff Functions: Case Study: Read the scenario developments and answerthe question below.

Key Points

Read the scenario below and then answer the question.

Scenario: Saturday afternoon, 4:43 pm. A severe earthquake impacts a community of 40,000.The most senior doctor, the Emergency Department Physician in Charge, on call at the EastSide Hospital announces the implementation of the hospital’s Emergency Operations Plan, andbegins organizing the response. The doctor knows that the hospital is about to receive a flood ofearthquake victims. The initial ICS organization is established.

In the ICS organization described above, Emergency Department Physician inCharge has assumed which role?




Visual 6.55


Key Points


The Incident Continues: The hospital's Executive Vice President of Clinical Operations arrivesat the hospital and assumes command after a briefing from the initial Incident Commander. ADeputy Incident Commander is also now assisting with Command Staff functions. In addition,three Groups have been established.

What is the correct position title for the individuals in charge of the Groups?




Visual 6.56


Key Points


Scenario: As the complexity of the response activities increases, the Incident Commander addsa Public Information Officer and a Safety Officer. The Deputy Incident Commander becomes theOperations Section Chief. A second Section is established to prepare the Incident Action Planand track resources.

What is the correct title of the second section?




Visual 6.57


Key Points


Describe the role and function of the Operations Section. Describe the role and function of the Planning Section. Describe the role and function of the Logistics Section. Describe the role and function of the Finance/Administration Section.

Unit 7: Course SummarySTUDENT MANUAL

Unit 7 Course Summary



Visual 7.1


Key Points

This unit provides an overview and summary of the course.



Topic Review ICS-100 Course Objective

Visual 7.2

Visual Description: Review ICS-100 Course Objective

Key Points

You should now be familiar with:

The major ICS functions and their primary responsibilities. The major incident facilities and the function of each. What an Incident Action Plan is and how it is used at an incident. The common responsibilities associated with incident assignments.



Topic Taking the Exam

Visual 7.3

Visual Description: Taking the Exam

Key Points

Instructions:

1. Take a few moments to review your Student Manuals and identify any questions.2. Make sure that you get all of your questions answered prior to beginning the final test.3. When taking the test . . .

Read each item carefully. Circle your answer on the test. Check your work and transfer your answers to the computer-scan (bubble) answer

sheet or enter the answers online.

You may refer to your Student Manuals when completing this test.



Topic Feedback

Visual 7.4

Visual Description: Feedback

Key Points

Please complete the course evaluation form.

Your comments are important!