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Course: IS-100 - Incident Command System (ICS) 100 Training
Lesson 1: Welcome/ICS Overview Lesson 2: ICS Features & Principles Lesson 3: ICS Organization: Part I Lesson 4: ICS Organization: Part II Lesson 5: Summary
Lesson 1: Welcome/ICS Overview
Lesson Overview
The Welcome/ICS Overview lesson introduces you to:
- The background and development of ICS.
- ICS as the standard for emergency management across the country.
- ICS as interdisciplinary and organizationally flexible.
- Applications of ICS.
- ICS as a key feature of the National Incident Management System (NIMS).
By the end of this lesson, you should be able to:
- Identify requirements to use ICS.
- Identify three purposes of ICS.
ICS and the Emergency Operations Center
You may be deployed to an Emergency Operations Center (EOC) rather than serve as an on-scene responder. The EOC is a multiagency coordination entity that provides support and coordination to the on-scene responders.
Although the EOC uses ICS management principles it does not manage on-scene operations. Therefore, not all aspects of ICS taught in this course may apply to EOC operations.
Gaining an understanding of the full spectrum of ICS used by Incident command will help you better support the on- scene responders if you serve in a multiagency coordination function.
The Incident Command System (ICS)
An incident is an occurrence, either caused by humans or a natural phenomenon, which requires response actions to prevent or minimize loss of life or damage to property and/or the environment.
Examples of incidents include:
- Fire, both structural and wild land.
- 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 alone to handle the management and resource needs.
Partnerships are often required among local, State, Tribal, and Federal agencies. These partners must work together in a smooth, coordinated effort under the same management system.
The Incident Command System, or ICS, is a standardized, on-scene, all-hazard incident management concept. ICS allows its users to adopt an integrated organizational structure to match the complexities and demands of single or multiple incidents without being hindered by jurisdictional boundaries.
ICS has considerable internal flexibility. It can grow or shrink to meet different needs. This flexibility makes it a very cost effective and efficient management approach for both small and large situations.
History of the Incident Command System (ICS)
The Incident Command System (ICS) was developed in the 1970s following a series of catastrophic fires in California's urban interface. Property damage ran into the millions, and many people died or were injured. The personnel assigned to determine the causes of this disaster studied the case histories and discovered that response problems could rarely be attributed 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 from inadequate 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 and safety. With so much at stake, we must effectively manage our response efforts. The Incident Command System, or ICS, allows us to do so. ICS is a proven management system based on successful business practices. This course introduces you to basic ICS concepts and terminology.
National Incident Management System (NIMS)
In response to attacks on September 11, President George W. Bush issued Homeland Security Presidential Directive 5 (HSPD-5) in February 2003.
HSPD-5 called for a National Incident Management System (NIMS) and identified steps for improved coordination of Federal, State, local, and private industry response to incidents and described the way these agencies will prepare for such a response.
The Secretary of the Department of Homeland Security announced the establishment of NIMS in March 2004. One of the key features of NIMS is the Incident Command System.
- ICS core system features.
- Common ICS responsibilities.
By the end of this lesson, you should be able to:
- Describe the basic features of ICS.
- Identify common incident tasks.
- Describe the six basic ICS facilities.
- Identify facilities that may be located together.
- Identify facility map symbols.
- Describe common responsibilities at an incident.
- List individual accountability responsibilities.
- Describe common mobilization responsibilities.
- Describe common demobilization responsibilities.
ICS Features
As you learned in the previous lesson, ICS is based on proven management principles, which contribute to the strength and efficiency of the overall system.
ICS principles are implemented through a wide range of management features including the use of common terminology and clear text, and a modular organizational structure.
ICS emphasizes effective planning, including management by objectives and reliance on an Incident Action Plan.
ICS helps ensure full utilization of all incident resources by:
- Maintaining a manageable span of control.
- Establishing pre-designated incident locations and facilities.
- Implementing resource management practices.
- Ensuring integrated communications.
The ICS features related to command structure include chain of command and unity of command as well as, unified command and transfer of command. Formal transfer of command occurs whenever leadership changes.
Through accountability and mobilization, ICS helps ensure that resources are on hand and ready.
And, finally ICS supports responders and decision makers by providing the data they need through effective information and intelligence management.
This lesson covers each of these ICS features in detail.
Common Terminology and Clear Text
The ability to communicate within the ICS is absolutely critical. An essential method for ensuring the ability to communicate is by using common terminology and clear text.
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.
ICS establishes common terminology allowing diverse incident management and support entities to work together. Common terminology helps to define:
Organizational Functions: Major functions and functional units with incident management responsibilities are named and defined. Terminology for the organizational elements involved is standard and consistent. Resource Descriptions: Major resources (personnel, facilities, and equipment/ supply items) 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.
Modular Organization
The ICS organizational structure develops in a top-down, modular fashion that is based on the size and complexity of the incident, as well as the specifics of the hazard environment created by the incident. As incident complexity increases, the organization expands from the top down as functional responsibilities are delegated.
The ICS organizational structure is flexible. When needed, separate functional elements can be established and subdivided to enhance internal organizational management and external coordination. As the ICS organizational structure expands, the number of management positions 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.
Management by Objectives
All levels of a growing ICS organization must have a clear understanding of the functional actions required to manage the incident. Management by objectives is an approach used to communicate functional actions throughout the entire ICS organization. It can be accomplished through the incident action planning process, which includes the following steps:
Step 1: Understand agency 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 follow-up (changing strategy or tactics, adding or subtracting resources, etc.).
Reliance on an Incident Action Plan
In ICS, considerable emphasis is placed on developing effective Incident Action Plans.
An Incident Action Plan (IAP) is an oral or written plan containing general objectives reflecting the overall strategy for managing an incident. An IAP includes the identification of operational resources and assignments and may include attachments that provide additional direction.
Every incident must have a verbal or written Incident Action Plan. The purpose of this plan is to provide all incident supervisory personnel with direction for actions to be implemented during the operational period identified in the plan.
Staging Areas are temporary locations at an incident where personnel and equipment are kept while waiting for tactical assignments. The resources in the Staging Area are always in available status. Staging Areas should be located close enough to the incident for a timely response, but far enough away to be out of the immediate impact zone. There may be more than one Staging Area at an incident. Staging Areas can be collocated with the ICP, Bases, Camps, Helibases, or Helispots.
A Base is the location from which primary logistics and administrative functions are coordinated and administered. The Base may be collocated with the Incident Command Post. There is only one Base per incident, and it is designated by the incident name. The Base is established and managed by the Logistics Section.
A Camp is the location where resources may be kept to support incident operations if a Base is not accessible to all resources. Camps are temporary locations within the general incident area, which are equipped and staffed to provide food, water, sleeping areas, and sanitary services. Camps are designated by geographic location or number. Multiple Camps may be used, but not all incidents will have Camps.
A Helibase is the location from which helicopter-centered air operations are conducted. Helibases are generally used on a more long-term basis and include such services as fueling and maintenance. The Helibase is usually designated by the name of the incident, e.g. Trail Creek Helibase.
Helispots are more temporary locations at the incident, where helicopters can safely land and take off. Multiple Helispots may be used.
Incident Facility Map Symbols
In ICS, it is important to be able to identify the map symbols associated with the basic incident facilities. The map symbols used to represent each of the six basic ICS facilities are:
Resource Management
ICS resources can be factored into two categories:
- Tactical Resources: Personnel and major items of equipment that are available or potentially available 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 support resources.
Tactical resources are always classified as one of the following:
- 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 immediate assignment.
- Out-Of-Service: Out-of-service resources are not ready for available or assigned status.
Maintaining an accurate and up-to-date picture of resource utilization is a critical component of resource management.
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.
Integrated Communications
The use of a common communications plan is essential for ensuring that responders can communicate with one another during an incident. Communication equipment, procedures, and systems must operate across jurisdictions (interoperably).
Developing an integrated voice and data communications system, including equipment, systems, and protocols, must occur prior to an incident.
Effective ICS communications include 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.
Chain of Command and Unity of Command
In the Incident Command System:
- 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.
- Unity of command means that every individual is accountable to only one designated supervisor to whom they report at the scene of 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 all personnel 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 may directly communicate with each other to ask for or share information.
The command function may be carried out in two ways:
- Resource Tracking: Supervisors must record and report resource status changes as they occur.
Mobilization
At any incident or event, the situation must be assessed and response planned. Resources must 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 dispatched by an appropriate authority.
Information and Intelligence Management
The analysis and sharing of information and intelligence is an important component of ICS. The incident management organization must establish a process for gathering, sharing, and managing incident-related information and intelligence.
Intelligence includes not only national security or other types of classified information but also other operational information that may come from a variety of different sources, such as:
- Risk assessments.
- Medical intelligence (i.e., surveillance).
- Weather information.
- Geospatial data.
- Structural designs.
- Toxic contaminant levels.
- Utilities and public works data.
General Guidelines—Lengthy Assignments
Many incidents last only a short time, and may not require travel. Other deployments may require a lengthy assignment away from home. Below are general guidelines for incidents requiring extended stays or travel:
- 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.
- 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.
General Guidelines—Roles and Authorities
In addition to preparing for your travel arrangements, it is important to understand your role and authorities.
- Review your emergency assignment. Know who you will report to and what your position will be.
- Establish a clear understanding of your decisionmaking authority.
- Determine communications procedures for contacting your headquarters or home office (if necessary).
- Identify purchasing authority and procedures.
- Identify procedures for obtaining food and lodging.
Actions Prior to Departure
Upon receiving an incident assignment, your deployment briefing should include, but may not be limited to, the following information:
- Incident type and name or designation
- Descriptive location and response area
- Incident check-in location
- Specific assignment
- Reporting date and time
- Travel instructions
- Communications instructions, e.g., incident frequencies
- Special support requirements (facilities, equipment transportation and off-loading, etc.)
- Travel authorization for air, rental car, lodging, meals, and incidental expenses
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.
Check-In at the Incident: Locations
Check in only once. Check-in locations may be found at several incident facilities, including:
- Incident Command Post.
- Base or Camp(s).
- Staging Areas.
- Helibase.
- Division/Group Supervisor (for direct assignment).
Note that these locations may not all be activated at every incident.
Check-in information is usually recorded on ICS Form 211, Check-In List.
Initial Incident Briefing
After check-in, locate your incident supervisor and obtain your initial briefing. The briefing information helps you plan your tasks and communicate with others. Briefings received and given should include:
- Current situation assessment.
- Identification of your specific job responsibilities.
- Identification of coworkers.
- Location of work area.
- Identification of eating and sleeping arrangements, as appropriate.
- Evaluate the performance of subordinates.
- Follow incident and agency check-out procedures.
- Provide adequate followup contact information.
- 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.
- Contact the Demobilization Unit to obtain demobilization instructions.
- Upon arrival at home, notify the home unit (i.e., whomever is tracking you) of your arrival and ensure your readiness.
Lesson 3: ICS Organization: Part I
Lesson Overview
The ICS Organization: Part I lesson introduces you to the:
- Organizational structure of ICS.
- Five major management functions.
- Use of position titles.
- Roles and responsibilities of the Incident Commander and Command Staff.
- Selection and transfer of the Incident Commanders.
By the end of this lesson, you should be able to:
- Describe the role and function of the Incident Commander.
- Describe the role and function of the Command Staff.
ICS Organization
The ICS organization is unique but easy to understand. There is no correlation between the ICS organization and the administrative structure of any single agency or jurisdiction. This is deliberate, because confusion over different position titles and organizational structures has been a significant stumbling block to effective incident management in the past.
For example, someone who serves as a Chief every day may not hold that title when deployed under an ICS structure.
Performance of Management Functions
Every incident or event requires that certain management functions be performed. The problem must be identified and assessed, a plan to deal with it developed and implemented, and the necessary resources procured and paid for.
Regardless of the size of the incident, these management functions still will apply.
Five Major Management Functions
There are five major management functions that are the foundation upon which the ICS organization 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. The five major management functions are:
- Incident Command: Sets the incident objectives, strategies, and priorities and has overall responsibility for the incident.
- Operations: Conducts operations to reach the incident objectives. Establishes the tactics and directs all operational resources.
- Planning: Supports the incident action planning process by tracking resources, collecting/analyzing information, and maintaining documentation.
- Logistics: Provides resources and needed services to support the achievement of the incident objectives.
- Finance/Administration: Monitors costs related to the incident. Provides accounting, procurement, time recording, and cost analyses.
Organizational Structure—Incident Commander
The Incident Commander has overall responsibility for managing the incident by objectives, planning strategies, and implementing tactics. The Incident Commander is the only position that is always staffed in ICS applications. On small incidents and events, one person, the Incident Commander, may accomplish all management functions.
The Incident Commander is responsible for all ICS management functions until he or she delegates the function.
Organizational Structure—ICS Sections
Each of the primary ICS Sections may be subdivided as needed. The ICS organization has the capability 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 responsible until the authority is delegated to another person. Thus, on smaller incidents when these additional persons are not required, the Incident Commander will personally accomplish or manage all aspects of the incident organization.
ICS Position Titles
To maintain span of control, the ICS organization can be divided into many levels of supervision. 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 title Branch Chief, another Branch Manager, etc., this lack of consistency can cause confusion at the incident.
- The use of distinct titles for ICS positions allows for filling ICS positions with the most qualified individuals rather than by seniority.
- Standardized position titles are useful when requesting qualified personnel. For example, in deploying personnel, it is important to know if the positions needed are Unit Leaders, clerks, etc.
Supervisory Position Titles
Organizational Level Title Support Position
Incident Command Incident Commander Deputy
Command Staff
Depending upon the size and type of incident or event, it may be necessary for the Incident Commander to designate personnel to provide information, safety, and liaison services for the entire 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 and external stakeholders, including the media or other organizations seeking information directly from the incident or event.
- Safety Officer , who monitors safety conditions and develops measures for assuring the safety of all assigned personnel.
- Liaison Officer , who serves as the primary contact for supporting agencies assisting at an incident.
The Command Staff reports directly to the Incident Commander.
Lesson 4: ICS Organization: Part II
Lesson Overview
The ICS Organization: Part II lesson introduces you to the:
- Roles and responsibilities of the General Staff.
- Expansion and contraction of the ICS organization.
By the end of this lesson, you should be able to:
- 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.
General Staff
Expansion of the incident may also require the delegation of authority for the performance of the other management functions. The people who perform the other four management functions are designated 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.
ICS Section Chiefs and Deputies
As mentioned previously, the person in charge of each Section is designated as a Chief. Section Chiefs have the ability to expand their Section to meet the needs of the situation. Each of the Section Chiefs may have a Deputy, or more than one, if necessary. The Deputy:
- May assume responsibility for a specific portion of the primary position, work as relief, or be 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 of Deputies from other organizations can greatly increase interagency coordination.
Operations Section
Until Operations is established as a separate Section, the Incident Commander has direct control of tactical resources. The Incident Commander will determine the need for a separate Operations Section at an incident or event. When the Incident Commander activates an Operations Section, he or she will assign an individual as the Operations Section Chief.
Operations Section Chief
The Operations Section Chief will develop and manage the Operations Section to accomplish the incident objectives set by the Incident Commander. The Operations Section Chief is normally the person with the greatest technical and tactical expertise in dealing with the problem at hand.
Operations Section: Maintaining Span of Control
Operations Section: Establishing Branches
If the number of Divisions or Groups exceeds the span of control, it may be necessary to establish another level of organization within the Operations Section, called Branches. The person in charge of each Branch is designated as a Director. Deputies may also be used at the Branch level. Branches can be divided into Groups or Divisions — or can be a combination of both.
Operations Section: Branches, Other Factors
While span of control is a common reason to establish Branches, additional considerations may also 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 functional Branch structure.
- Multijurisdiction Incidents. In some incidents it may be better to organize the incident around jurisdictional lines. In these situations, Branches may be set up to reflect jurisdictional boundaries.
- Very Large Incidents. Very large incidents may be organized using geographic or functional Branches.
Managing the Operations Section
While there are any number of ways to organize field responses, Branches and Groups may be used to organize resources and maintain span of control.
Operations Section: Expanding and Contracting
The Incident Commander or Operations Section Chief at an incident may work initially with only a few single resources or staff members.
The Operations Section usually develops from the bottom up. The organization will expand to include needed levels of supervision as more and more resources are deployed.
Task Forces are a combination of mixed resources with common communications operating under the direct supervision of a Leader. Task Forces can be versatile combinations of resources and their use is encouraged. The combining of resources into Task Forces allows for several resource elements to be managed under one individual's supervision, thus lessening the span of control of the Supervisor.
Strike Teams are a set number of resources of the same kind and type with common communications operating under the direct supervision of a Strike Team Leader. Strike Teams are highly effective management units. The foreknowledge that all elements have the same capability 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 a crew or team of individuals with an identified supervisor that can be used at an incident.
