# Presentation: 781823

## Incident Command System(ICS) 200 

## Roaring River Flood:

Scenario Introduction

Page 1 & 2

- Scenario Introduction
- Page 1 & 2

**Notes:**
Page 1 & 2 - Read

## Possible Management and Organizational Challenges:

**Coordination:**  Local, State and Federal personnel all have a role in responding to this incident.  Within USDA, multiple agencies/services will need to work closely together.
**Information:** The producers, farmers, distributors, and other external groups need accurate, timely information about potential hazards and actions that they should take.  The public needs to be assured that the Government is acting to protect the food supply and prevent potential health hazards associated with the dead livestock and poultry.

**Notes:**
Page 4

## Possible Management and Organizational Challenges:

**Resources and Facilities:**  Specialized personnel are needed to address the fruit fly release, food contamination issues, and veterinary needs.  Multiple facilities will be needed throughout the area including an airport and helibase.
**Safety:**  Attention must be paid to the safety of the general public and the response personnel.  Controls need to be established for the storage and application of pesticides and veterinary drugs.  Vectors (pests, snakes, etc.) and polluted waters also pose safety risks.

**Notes:**
Page 4

## Roaring River Flood:  Why Use ICS?

**Allows for the efficient delegation of responsibilities.**  This is a big incident and is more than one person can manage.  It will require all five ICS functions operating to manage effectively.  Effective incident management reduces potential chaos, establishes priorities, and helps manage workloads and resources.

**Notes:**
Page 4 – Test Question #1

## Establishes a clear chain of command.  All incident personnel know where they fit in the organization, who their supervisors are, and what they are responsible for achieving.
Avoids unclear communications. The use of common terminology allows personnel from different organizations to communicate with each other without being misunderstood. 

**Avoids unclear communications.** The use of common terminology allows personnel from different organizations to communicate with each other without being misunderstood.

**Notes:**
Page 4

## Ensures key functions are covered.  Command staff are assigned key functions such as safety, liaison for coordination with other organizations, and public information.  One voice is used to disseminate clear, accurate information.

**Notes:**
Page 4

## Why Use ICS? Effective Management

- 	ICS is a management system, not just an organizational chart.  The organization is just one of ICS’s major features.

**Notes:**
Page 4

## Roaring River Flood:

Scenario Update

Page 6 & 7

- Scenario Update
- Page 6 & 7

**Notes:**
Page 6 & 7 - Read

## Establishment of Command

-   The first arriving authority at the scene, who has jurisdiction for the incident, establishes incident command and identifies the initial Incident Command Post (ICP).

**Notes:**
Page 7

## The initial Incident Commander will also:

Establish needed authorization and delegations of authority.  These agreements allow the Incident Commander to act on behalf of the Secretary, State Emergency Board and others who have responsibilities for the incident.  They also allow the Incident Commander to make decisions and allocate funds.

**Establish needed authorization and delegations of authority.**  These agreements allow the Incident Commander to act on behalf of the Secretary, State Emergency Board and others who have responsibilities for the incident.  They also allow the Incident Commander to make decisions and allocate funds.

**Notes:**
Page 7 – Test Question #2

## Begin establishing incident facilities. The next priority is to establish the incident facilities, beginning with the Incident Command Post.  

Consider the need to transfer command.

**Consider the need to transfer command.**

**Notes:**
Page 7

## Transfer of Command

-   The initial Incident Commander will remain in charge until transfer of command is accomplished.  Command may transfer to higher qualified or more experienced personnel from the same agency, or be transferred to the employee of another responsible agency.

**Notes:**
Page 8 – Test Question #4

## Other Reasons to Transfer Command

- A more qualified person is available to assume command.
- A jurisdiction or agency is legally required to take command.
- Changing command makes good sense.
- The incident complexity changes.
- There is turnover of personnel on long or extended incidents.
- Personnel are called home for any reason.
- Agency administrators direct a change in command.

**Notes:**
Page 8

## Roaring River Flood:

Establishment and Transfer of Command

Page 8 & 9

- Establishment and Transfer of Command
- Page 8 & 9

**Notes:**
Page 8 & 9 - Read

## Management by Objectives:
Understand agency policy and direction.
Assist incident situation.
Establish incident objectives.
Select appropriate strategy or strategies to achieve objectives.
Perform tactical direction (applying tactics appropriate to the strategy, assigning the right resources, and monitoring their performance.)
Provide necessary follow-up (changing strategy or tactics, adding or subtracting resources, etc.)

**Understand agency policy and direction.**
**Assist incident situation.**
**Establish incident objectives.**
**Select appropriate strategy or strategies to achieve objectives.**
**Perform tactical direction (applying tactics appropriate to the strategy, assigning the right resources, and monitoring their performance.)**
**Provide necessary follow-up (changing strategy or tactics, adding or subtracting resources, etc.)**

**Notes:**
Page 9

## Unified Command

- 	In ICS, Unified Command is a unified team effort which allows all agencies with responsibility for the incident, either geographical or functional, to assign an Incident Commander to the Unified Command.  The Incident Commanders in the Unified Command establish a common set of incident objectives and strategies.

**Notes:**
Page 10 – Test Question # 12

## Five Major Management Functions

**Notes:**
Page 10

## Management Function Descriptions:

**  ****Command:** Sets incident objectives and priorities and has overall responsibility at the incident or event.
- 	**Operations:** Conducts tactical operations to carry out the plan.  Develops the tactical assignments and organization, and directs all tactical resources.

**Notes:**
Page 10 – Test Question # 3 for Operations

## Management Function Descriptions:

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

**Notes:**
Page 10 – Test Question # 11

## Management Function Descriptions:

**  ****Logistics:**  Provides support, resources, and all other services needed to meet the incident objectives.
**	****Finance/Administration:**  Monitors costs related to the incident.  Provides accounting, procurement, time recording and cost analyses.

**Notes:**
Page 10 – Test Question Logistics - # 18; Finance/Admin # 7

## Roaring River Flood:

Management Functions Activity

Page 11

- Management Functions Activity
- Page 11

**Notes:**
Page 11 - Read

## Remember:
Command should never be delegated.  In addition, command should always be exercised from the Incident Command Post.
Delaying planning is not a good option.  Without an effective planning function, incident management will become increasingly chaotic and ineffective, and will most likely fail.
Rotating assignments is not viable because it would result in an unclear chain of command and a lack of management continuity.  

- Command should never be delegated.  In addition, command should always be exercised from the Incident Command Post.
- Delaying planning is not a good option.  Without an effective planning function, incident management will become increasingly chaotic and ineffective, and will most likely fail.
- Rotating assignments is not viable because it would result in an unclear chain of command and a lack of management continuity.

**Notes:**
Page 11

## Organizational Flexibility

- 	The ICS organization reflects the principle of management by objectives.  Every incident has different requirements.  The organizational structure should reflect only what is required to meet and support planned incident objective.

**Notes:**
Page 11 – Test Question # 11

## Unity of command means that every individual has only one designated supervisor.

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

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

**Notes:**
Page 12 

## Slide 26

**Notes:**
Page 20

## Unit and Chain Command

**Command:** The Command Staff consists of the Public Information Officer, Safety Officer, and Liaison Officer.  They report directly to the Incident Commander.  They may have one or more assistants, as needed.

**Notes:**
Page 12 – Look at page 20

## Unit and Chain Command

**Sections: ** A Section is the organizational level with responsibility for a major functional area of the incident (e.g. Operations, Planning, Logistics, Finance/Administration).  Section Chiefs manage sections.

**Notes:**
Page 12 --- Look at page 20

## Unit and Chain Command

**Branches:**  A Branch is the organizational level having functional or geographic responsibility for major parts of incident operations.  Branch Directors are in charge of Branches.

**Notes:**
Page 12 --- Look at page 20

## Unit and Chain Command

**Division/Groups:**  Divisions are used to divide an incident geographically.  Groups are used to describe functional areas of operations.  Divisions and Groups are managed by Division/Group Supervisors.

**Notes:**
Page 12 --- Look at page 20

## Unit and Chain Command

**Units:**  A Unit is the Organizational element having functional responsibility for a specific incident planning, logistics, or finance/administration activity.  Units are managed by Unit Leaders.

**Notes:**
Page 12 --- Look at page 20

## Unit and Chain Command

**Task Force/Strike Teams:**  Task Forces are composed of **unlike** resources.  Strike Teams are composed of **like** resources.  Both Task Forces and Strike Teams must be organized within span of control guidelines, and have common communications and a leader.

**Notes:**
Page 12 --- Look at page 20

## Unit and Chain Command

**Resources:** Resources are personnel and equipment available, or potentially available, for assignment to incidents.  Resources are described by kind and type (e.g., ground, water, air, etc.) and may be used in tactical support or overhead capacities at an incident.

**Notes:**
Page 12 --- Look at page 20

## Span of Control

- Span of control pertains to the number of individuals one supervisor can effectively manage.  It is especially important to maintain an effective span of control at incidents where safety and accountability have top priority.
**The general rule for span of control in ICS is one supervisor to five subordinates.  **

**Notes:**
Page 13 – Test Question # 13

## Written Incident Action Plan

- 	All levels of a growing organization must have a clear understanding of the tactical actions for the next operational period.

**Notes:**
Page 13

## 	It is recommended that written plans be used whenever:

Verbal 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.

- Verbal 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.

**Notes:**
Page 13 – Test Question # 16

## 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 issue arise.

- There is a full activation of the ICS organization.
- The incident has important legal, political, or public ramifications.
- Complex communication issue arise.

**Notes:**
Page 13

## Roaring River Flood:

Incident Objectives Activity

Page 14

- Incident Objectives Activity
- Page 14

**Notes:**
Page 14 – Read 

## Common Terminology

- 	A critical part of an effective multiagency incident management system is for all communications to be in plain English.  That is, **use clear text.  Do not use radio codes, agency-specific codes, or jargon.**

**Notes:**
Page 15

## Position Titles

-  	The use of specific position titles in ICS serves three important purposes:
- Titles provide a common organizational language for multiagency use at an incident.
- The use of distinct titles for ICS positions allows a distinction to be made between the administrative position and rank of the individual and the ICS position.
- The lack of standardization of position titles can also confuse the ordering process when requesting qualified personnel.

**Notes:**
Page 15 – Test Question # 14 

## Personnel Accountability: Procedures  

| Check-In | All personnel must check in upon arrival at an incident.  Check in only once! |
| --- | --- |
| Unity of 
Command | Everybody has only one supervisor. |
| Resource
Status | The Resources Unit maintains status of all incident resources. |
| Assignment
List | Division/Group Assignment Lists identify resources with active assignments in the Operations Section.
 |
| Unit Logs | Unit Logs record personnel assigned and major events in all ICS organizational elements |

**Notes:**
Page 17 – Test Question # 22

## Roaring River Flood:

Scenario Update

Page 18

- Scenario Update
- Page 18

**Notes:**
Page 18 – Read 

## Slide 43

**Notes:**
Page 20 

## ICS – A Flexible System	

- There are no hard and fast rules for expanding the ICS organization.
- Experienced Incident Commanders can predict workloads and potential staffing needs, regardless of the kind of incident.

**Notes:**
Page 21 – Test Question # 25

## Types of Command

- 	The Incident Command knows that the command function may be carried out in two ways:
- As a **single command** in which the Incident Commander will have complete responsibility for incident management.
- As an **unified command** in which responding agencies and/or jurisdictions with responsibility for the incident share incident management.

**Notes:**
Page 21 – Test Question # 9

## Deputies

The Incident Commander may have one or more deputies.  An individual assuming a deputy role must be equally capable of assuming the primary role.  

- The Incident Commander may have one or more deputies.  An individual assuming a deputy role must be equally capable of assuming the primary role.

**Notes:**
Page 22 – Test Question # 20

## Planning Section

- The Planning Section is responsible for:
- Collecting and evaluating incident situation information.
- Preparing situation status reports.
- Displaying situation information.
- Maintaining status of resources.
- Preparing and documenting the Incident Action Plan.
- Preparing and archiving incident-related documentation.

**Notes:**
Page 30 

## Planning Section Units

**Resources Unit:**  Conducts all check-in activities and maintains the status of all incident resources.  The resources Unit plays a significant role in preparing the written Incident Action Plan.
**Situation Unit:** Collects and analyzes information on the current situation, prepares situation displays and situation summaries, and develops maps and projections.

**Notes:**
Page 31

## Planning Section Units

**Documentation Unit:** Provides duplication services, including the written Incident Action Plan.  Maintains and archives all incident-related documentation.
**Demobilization Unit:** Assists in ensuring that resources are released from the incident in an orderly, safe, and cost-effective manner.
**Technical Specialist:** (individuals with skills or knowledge that may be of use to the Incident Management Team) may also be assigned to the Planning Section.

**Notes:**
Page 31

## Logistics Section Branches

- Logistics personnel may be organized into the above Branches.  A director manages each Branch.  Each Branch may have up to three Units assigned to it based upon need.  Unit Leaders report to their Branch Director.

**Notes:**
Page 32

## Logistics Service Branch

**Communications Unit:**  Develops the Communication Plan, distributes and maintains communications equipment, and manages the Incident Communications Center.
**Medical Unit: ** Develops the Medical Plan, and provides first aid and light medical treatment for personnel assigned to the incident.
**Food Unit:** Supplies the food and potable water for all incident personnel.

**Notes:**
Page 32

## Finance/Administration Section Unit

**Time Unit:** Ensures that all personnel time on the event is recorded.
**Cost Unit:** Collects all cost information and provides cost estimates and cost savings recommendations.
**Procurement Unit:** Processes administrative paperwork associated with contract services.

**Notes:**
Page 34

## Compensation/Claims Unit: Combines two import functions:
Compensation is responsible for seeing that all documentation related to workers compensation is correctly completed.  Also, Compensation maintains files of injuries and/or illnesses associated with the incident.
Claims handles the investigation of all claims involving damaged property associated with or involved in the incident. 

**Compensation **is responsible for seeing that all documentation related to workers compensation is correctly completed.  Also, Compensation maintains files of injuries and/or illnesses associated with the incident.
**Claims** handles the investigation of all claims involving damaged property associated with or involved in the incident.

**Notes:**
Page 34

## Transfer of Command Procedures

	One of the main features of ICS are procedures to transfer command with minimal disruption.  These procedures may be used anytime personnel in supervisory positions change. 

- 	One of the main features of ICS are procedures to transfer command with minimal disruption.  These procedures may be used anytime personnel in supervisory positions change.

**Notes:**
Page 35 – Test Question # 6

## Transfer-of-Command Briefing should always take place.  The briefing should include the following critical information:

- Situation Status
- Incident objective and priorities
- Current organization
- Resource assignments
- Resources en route and/or ordered

- Facilities established
- Communications Plan
- Prognosis, concerns, and related issues
- Introduction of Command Staff and General Staff

**Notes:**
Page 36 – Test Question # 8 – Communications Plan

## Roaring River Flood:

Incident Update

Page 37 & 38

- Incident Update
- Page 37 & 38

**Notes:**
Page 37 & 38 - Read

## Tactical Resources

	Personnel and major items of equipment (with or without operator) available or potentially available to the Operations function on assignment to incidents are called tactical resources.  

- 	Personnel and major items of equipment (with or without operator) available or potentially available to the Operations function on assignment to incidents are called **tactical resources.  **

**Notes:**
Page 39 – Test Question # 15

## Describing Resources:  Kind

- 	The **kind of resource** describes what the resource is.  For example helicopter, medical staff, portable X-ray machine, bulldozer, and plow are all kinds of resources.

**Notes:**
Page 40 – Test Question # 17

## Advantages of Typing Resources

- “Typing” is a system of describing the size, capability, equipment, and staffing characteristics of a specific resource.

**Notes:**
Page 41

## Advantages of Typing Resources

**In Planning:** Knowing the specific capabilities of the kinds of resources helps planners decide the type and quantity of resources needed.
**In Ordering:** Ordering resources by type saves time, reduces errors, and reduces nonessential communications.
**In Monitoring Resource Use:** Type descriptions enable managers to monitor for under capability or over capability.  Careful monitoring of resource performance can lead to the use of less costly resources, ultimately increasing work performance and reducing cost.

**Notes:**
Page 41 – Test Question # 21

## Task Forces and Strike Teams: Requirements

- Have a Leader.
- Have communications between team members and Leaders, and between Leaders and the next highest level of supervision.
- Have their own transportation, when required.
- Organize within span-of-control limits.

**Notes:**
Page 44 – Test Question # 23 (Last two)

## Resource Status Conditions

- All Tactical resources at an incident will be assigned to one of the three following status conditions:
**Assigned:** Assigned resources are working on an assignment under the direction of a Supervisor.
**Available:** Available resources are assembled, have been issued their equipment, and are ready for deployment.  Available resources are located at one of the staging areas.
**Out-of-Service:** Out-of-service resources are not ready for available or assigned status.
**	**

**Notes:**
Page 46 – Test Question # 24

## Roaring River Flood: Demobilization

- 	Demobilization planning starts at the very beginning of the incident.  The complexity of the demobilization process is based on the needs of the incident.  Personnel begin demobilizing when their objectives have been achieved. Then personnel will be released according to the demobilization plan.

**Notes:**
Page 48 – Test Question # 19

- Guess What? It’s test time.
- Best of Luck!

**Notes:**
You may refer to your notes and materials printed from this course.  Answer ever test item.  If you do not the answer, review the reference materials.