INCIDENT COMMAND SYSTEM
TRAINING MANUAL
INSTRUCTOR'S OUTLINE
by John Freeman, KB8ZDX
Based on
"Introduction to the Incident
Command System"
by Chief Bill Miller, Gaines Township Fire
Department, Flint, MI
PURPOSE
This outline is intended to provide a learning and teaching tool to the
Amateur Radio Community pertaining to the Incident Command System that is being
used by various governmental agencies.
PREFACE
by John Freeman, KB8ZDX
The Incident Command System is being used more and more by the various
agencies served by the Amateur Radio Community and this makes it very necessary
for this subject to become a part of the educational program being developed.
We, as Amateur Radio Operators, must realize that there are times when we
have to adapt to a total different structure, or chain of command, than we are
used to. When faced with this change, we must remember that we are there to
serve, not to try to change the way things are being done or to make decisions
of a command nature. We must continue to run our nets as we have learned to do
and continue to conduct ourselves in a professional manner. Please remember
that we are AMATEURS only in the sense that we are not paid for our services
There will come a time when you will encounter this mysterious thing called "Incident
Command System", in fact you may already have and didn't know what it was
or what its purpose is. The next time you run into it, or hear someone talking
about it, you will be better prepared to work with it and will understand how
and why it works.
I. Need For A Management System
Successful organizations require dedication and professional management on
the part of those responsible for its achievements. In football, the coach puts
together the game plan rather than each player deciding where they run or who
they block. Emergencies require that an Incident Commander determine how to
utilize the various skills and expertise levels that will be present at an
emergency.
.
II. Elements of an Effective Incident Management
System (IMS)
- Suitable for use regardless of jurisdiction or agency involved
- The organizational structure must be able to adapt to an incident
regardless of how complicated
- Must be applicable and acceptable to users throughout the community and
region
- Readily adaptable to new technology such as computers or improved
communication capabilities
- Expandable in a logical manner from initial response to a major emergency
so as not to have one plan for "everyday" use and a separate plan for "the
big one"
- Basic common elements in organization, terminology, and procedures
- Cause the least possible disruption to the existing system during
implementation
- Fulfill the above requirements effectively and simply to ensure low
operation and maintenance costs
III. ICS as a Management System
- Provides for Span of Control which is the number of subordinates
one supervisor can manage effectively
- Ensures Unity of Command in that each individual participating in
the operation only reports to one supervisor
- Provides a standard set of terms for communicating designation of resources
and faciilities. Plain English is used rather than 10-codes
- Lines of authority provide for lines of communication. This means that the
right people receive the proper messages because all communications follow the
chain
- Has all-risk design. Confusion is reduced by the fact that the same methods
are used regardless of the type of situation and agencies involved
- Is suitable for "everyday" use. Eliminates the need and the
confusion of having multiple plans to suit the situation
- Provides for safety of personnel. All persons are accounted for and efforts
are coordinated in a manner which provides for the safety of all persons
- Provides for modular expansion. As either the incident enlarges or
additional resources become available, span of control continues to meet the
needs
- Improved resource utilization. With a clear organizational structure, each
resource can concentrate on its assignment and eliminate duplication of effort.
IV. History of ICS
- FIRESCOPE: Fire Resources of Southern California
Organized for Potential Emergencies. Formed in early
1970s due to problems managing large number of resources while fighting several
major wild land fires.
- FGC: Fireground Command System was
developed by Chief Alan Brunacini of the Phoenix Fire Department primarily for
structural firefighting. Has been adopted by many departments in the country as
their all-risk management system
- NFA Model System: National Fire Academy has
developed the Model Incident Command System that can be a model for agencies and
jurisdictions wishing to adopt ICS.
V. Development of Regulations and Standards
- In 1986, OSHA (Occupational Safety and Health Administration) put in place
regulations which required departments in states that have adopted OSHA
standards to use an ICS at all hazardous materials incidents.
- For those departments in states that do not require following OSHA
standards, the EPA (Environmental Protection Agency) has regulations that
requires that ICS be used.
VI. Using ICS Effectively
ICS is designed to allow for delegation of responsibilities and create
subordinate positions to maintain equality of control. Like a toolbox, if you
are changing the spark plugs in your car, you only use the tools necessary to do
the job, but the rest of the tools are still there and available when needed. In
ICS, the same is true, you only use the tools or organizations needed to get the
job done, with the rest waiting in case they are needed.
VII. Five ICS Functional Areas
These are General Staff positions. When assigned, Operations, Planning,
Logistics, and Finance report directly to Command.
- Command: Is to assume responsibility for the overall management of
an incident. Command decides who does what and how. The Command role is the
Incident Commander (IC) and there will always be one established at every
incident.
- Operations : Operations will accomplish the plans Command develops
by meeting the objectives. Operations directs all the incident tactical
operations and assists Command in the development of the action plan.
- Planning: Plannings function is to collect and evaluate information
that is needed for preparation of the action plan. Planning forecasts the
probable course the incident may take and prepares alternative plans for changes
to the action plan.
- LogisticsThe "Supply Sergeant" role at the incident.
Includes responsibilities for facilities, transportation, supplies, equipment
maintenance and fueling, feeding and medical services for response personnel.
- Finance: Usually only put in place during large-scale incidents.
Responsible for the required fiscal documentation needed and produced as a
result of the incident. Finance also provides the IC with financial planning and
advice to meet any fiscal statutory requirements.
VIII. Command Staff Positions:
These positions are designed to provide aid and assistance to the IC to
fulfill responsibilities associated with managing the incident. They handle key
incident activities that enable the IC to concentrate on managing the incident.
Command Staff are not part of the line organization.
- Safety Officer: Responsible for monitoring and evaluating safety
hazards or unsafe situations and developing measures for ensuring personnel
safety. Also has the authority to take immediate action to correct an unsafe act
or practice or to remove personnel from the threat of imminent danger. After
this is done, the SO must report action taken to the IC and affected
supervisors. If there is no threat of imminent danger, the SO must still follow
the normal chain of command.
- Liaison Officer: Where multiple agencies are involved the LO will
provide the point of contact and coordination for assisting agencies not
involved in the Command function. Aids in coordinating the efforts of the other
agencies and reduces the risk of their operating independently. Each agency
involved in the incident should have an Agency Representative with whom the LO
can work. It is imperative that the AR have decision making authority to prevent
delays which can have a negative impact on the incident
- Information Officer: Acts as the point of contact for the media and
is responsible for the development and release of accurate and complete
information regarding the incident. Establishes an area away from the Command
Post and safely away from the incident.
IX. Staging
The location where resources are held until given an assignment.
- Staging Increases Accountability: By reporting first to Staging,
the IC maintains control over the resources and this prevents "freelancing".
- Staging Area Manager: Manages all of the activities with the
Staging Area
- Keeps track of all resources coming and leaving Staging Area
- Updates the IC as to resources available in Staging Area
- Maintains a minimum level of a resource if IC determines this is needed
- Responds to requests for resources at the incident
.
X. Incident Commander's Role:
The IC must assume command, establish the strategy and tactics needed to
control the incident and must delegate responsibilities.
XI. Divisions and Groups
- Division: An organizational level responsible for operations on a
specified geographical level.
- Group: An organizational level responsible for a specified
functional assignment.
- Division and Group Supervisors manage these levels. They report back to
the IC unless incident is large enough to require an Operations Chief.
XII. Summary
Incident Command System is a management system that uses proven
Management principles. It provides the "tools" an Incident Commander
needs to be an effective manager and to protect personnel safety. ICS can be
used at the largest or smallest incident, which makes it even more valuable.
The key to any system is how well it is understood by those who have to use
it and how it is utilized. For ICS to be effective, all parties involved must
understand how it works and how you fit into the picture and what your
responsibilities are.
INCIDENT COMMAND SYSTEM OUTLINE
QUIZ
1. ICS is short for
- Interesting Cool Stuff
- Interesting Command Staff
- Incident Command Staff
- Incident Command System
2. IMS is short for
- Incident Management System
- Incidental Managers System
- Interesting Management Stuff
- Incident Managers Socks
3. An important element of IMS is
- Suitable for use by any agency or jurisdiction
- Cannot adapt to new technology
- Cause the least possible disruption to the existing system when being
applied
- A and C
4. ICS provides for Span of Control
5. ICS can only be used during "The Big One"
6. ICS provides for the safety of personnel
7. FIRESCOPE was founded in Southern Colorado in the early 1970's
8. OSHA has nothing to do with ICS
9. EPA has adopted regulations that impose the same requirements in
non-OSHA states
10. If you compare ICS to a toolbox, you would use the largest
screwdriver on the smallest screw
11. The five major functional areas of ICS are
- Command, Operations, Planning, Logistics, Finance
- Command, Resources, Communications, Firefighting
- Operations, Community Awareness, Firefighting
- Communications, Operations, Planning, Logistics, Finance
12. The Planning function forecasts the probable course of events the
incident may take
13. Logistics can be described as "The Supply Sergeant"
14. Command Staff are part of the line organization
15. The Safety Officer reports to the media
16. The Liaison Officer should meet with the Agency Representatives
17. The Agency Representative can be anyone who happens to be available
18. Staging is practicing for "The Big One"
19. Staging is the location where resources report until given an
assignment
20. The Staging Area makes it harder to keep track of resources
21. The Staging Area Manager
- Keeps track of all resources coming into and leaving the Staging Area
- Updates the IC as to the level of resources available at the Staging Area
- Responds to requests for personnel and equipment from the incident
- All of the above
- Works for the Director on a movie set.
22. A Division is responsible for a specific geographical area
23. A Group is responsible for a specific incident or site
24. A Group Supervisor is the individual who manages a Group and reports
to the IC
25. Many agencies and jurisdictions across the country have found that
ICS does not always work