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Appendix

E/L/G 0300 I NTERMEDIATE I NCIDENT COMMAND S YSTEM FOR E XPANDING I NCIDENTS ,

ICS 300

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• National Incident Management System
  • NIMS Management Characteristics
  • Common Terminology
  • Modular Organization
  • Management by Objectives
  • Incident Action Planning
  • Manageable Span of Control
  • Incident Facilities and Locations
  • Comprehensive Resource Management
  • Integrated Communications
  • Establishment and Transfer of Command
  • Unified Command
  • Chain of Command and Unity of Command
  • Accountability
  • Dispatch/Deployment...................................................................................................
  • Information and Intelligence Management
• ICS History and Features
  • Incident Command System..........................................................................................
  • Incident Complexity, Complex Incidents and Incident Complex
  • Position Titles
  • ICS Organizational Structure and Elements
  • Overall Organizational Functions
  • ICS – Who Does What?.............................................................................................
  • Incident Commander
  • Incident Management Team
  • Command Staff
  • General Staff
  • Public Information Officer Responsibilities.................................................................
  • Safety Officer Responsibilities
  • Liaison Officer Responsibilities
  • Assistants
  • Additional Command
  • Operations Section Chief Responsibilities
  • Planning Section Chief Responsibilities.....................................................................
  • Logistics Section Chief Responsibilities.....................................................................
  • Finance/Administration Section Chief Resposibilities
  • Intelligence/Investigations Function
  • Deputies
  • Assistants
  • Technical Specialists
  • Agency Representatives
  • Incident Action Planning Process
• Unified Command..........................................................................................................
  • Shared General Staff Sections
  • Coordinated Resource Ordering
  • Responsibilities of the Incident Commander and Unified command
  • Authority
  • Advantages of Using Unified Command
• Air Operations Branch
  • Common Types of Aviation Operations
• Presidential Directives
• ICS Forms
• Glossary

NATIONAL INCIDENT MANAGEMENT SYSTEM

National Incident Management System (NIMS) is the culmination of more than 40 years of efforts to improve interoperability in incident management. This work began in the 1970s with local, state, and Federal agencies collaborating to create a system called Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE). FIRESCOPE included ICS and the Multiagency Coordination System (MACS). In 1982, the agencies that developed FIRESCOPE and the National Wildfire Coordinating Group (NWCG) created the National Interagency Incident Management System (NIIMS), in part to make ICS guidance applicable to all types of incidents and all hazards. Under Homeland Security Presidential Directive #5 (February 2003), the Federal government created the National Incident Management System (NIMS). This system directed the creation of a comprehensive, national approach to incident management. Recognizing the value of these systems, communities across the Nation have adopted NIMS. The most current revision of NIMS was released in October 2017.

NIMS Management Characteristics

The following characteristics are the foundation of incident command and coordination under NIMS and contribute to the strength and efficiency of the overall system:

• Common Terminology
• Modular Organization
• Management by Objectives
• Incident Action Planning
• Manageable Span of Control
• Incident Facilities and Locations
• Comprehensive Resource Management
• Integrated Communications
• Establishment and Transfer of Command
• Unified Command
• Chain of Command and Unity of Command
• Accountability
• Dispatch/Deployment
• Information and Intelligence Management

Common Terminology

NIMS establishes common terminology that allows diverse incident management and support organizations to work together across a wide variety of functions and hazard scenarios. This common terminology covers the following:

agencies, preparing a written IAP becomes increasingly important to maintain unity of effort and effective, efficient, and safe operations.

Staff in EOCs also typically conduct iterative planning and produce plans to guide their activities during specified periods, though these are typically more strategic than IAPs.

Manageable Span of Control

Maintaining an appropriate span of control helps ensure an effective and efficient incident management operation. It enables management to direct and supervise subordinates and to communicate with and manage all resources under their control. The type of incident, nature of the task, hazards and safety factors, experience of the supervisor and subordinates, and communication access between the subordinates and the supervisor are all factors that influence manageable span of control.

The optimal span of control for incident management is one supervisor to five subordinates; however, effective incident management frequently necessitates ratios significantly different from this. The 1:5 ratio is a guideline, and incident personnel use their best judgment to determine the actual distribution of subordinates to supervisors for a given incident or EOC activation.

Incident Facilities and Locations

Depending on the incident size and complexity, the Incident Commander, Unified Command, and/or EOC director establish support facilities for a variety of purposes and direct their identification and location based on the incident. Typical facilities include the Incident Command Post (ICP), incident base, staging areas, camps, mass casualty triage areas, points-of-distribution, and emergency shelters.

Comprehensive Resource Management

Resources include personnel, equipment, teams, supplies, and facilities available or potentially available for assignment or allocation. Maintaining an accurate and up-to- date inventory of resources is an essential component of incident management. Section II, the Resource Management component of this document, describes this in more detail.

Integrated Communications

Leadership at the incident level and in EOCs facilitates communication through the development and use of a common communications plan, interoperable communications processes, and systems that include voice and data links. Integrated communications provide and maintain contact among and between incident resources, enable connectivity between various levels of government, achieve situational awareness, and facilitate information sharing. Planning, both in advance of and during an incident, addresses equipment, systems, and protocols necessary to achieve integrated voice and data communications. Section IV, the Communications and Information Management component of this document, describes this in more detail.

Establishment and Transfer of Command

The Incident Commander or Unified Command should clearly establish the command function at the beginning of an incident. The jurisdiction or organization with primary responsibility for the incident designates the individual at the scene responsible for establishing command and protocol for transferring command. When command transfers, the transfer process includes a briefing that captures essential information for continuing safe and effective operations, and notifying all personnel involved in the incident.

Unified Command

When no one jurisdiction, agency or organization has primary authority and/or the resources to manage an incident on its own, Unified Command may be established. In Unified Command, there is no one “commander.” Instead, the Unified Command manages the incident by jointly approved objectives. A Unified Command allows these participating organizations to set aside issues such as overlapping and competing authorities, jurisdictional boundaries, and resource ownership to focus on setting clear priorities and objectives for the incident. The resulting unity of effort allows the Unified Command to allocate resources regardless of ownership or location. Unified Command does not affect individual agency authority, responsibility, or accountability.

Chain of Command and Unity of Command

Chain of command refers to the orderly line of authority within the ranks of the incident management organization. Unity of command means that each individual only reports to one person. This clarifies reporting relationships and reduces confusion caused by multiple, conflicting directives, enabling leadership at all levels to effectively direct the personnel under their supervision.

Accountability

Effective accountability for resources during an incident is essential. Incident personnel should adhere to principles of accountability, including check-in/check-out, incident action planning, unity of command, personal responsibility, span of control, and resource tracking.

Dispatch/Deployment

Resources should deploy only when appropriate authorities request and dispatch them through established resource management systems. Resources that authorities do not request should refrain from spontaneous deployment to avoid overburdening the recipient and compounding accountability challenges.

• Potential hazardous materials
• Weather and other environmental influences
• Likelihood of cascading events
• Potential crime scene (including terrorism)
• Political sensitivity, external influences, and media relations
• Area involved, jurisdictional boundaries
• Availability of resources

Complex Incidents are larger incidents with higher incident complexity (normally Type 1 or Type 2 incidents) that extend into multiple operational periods and rapidly expand to multijurisdictional and/or multidisciplinary efforts necessitating outside resources and support.

According to NIMS 2017, Incident Complex refers to two or more individual incidents located in the same general area and assigned to a single Incident Commander or Unified Command.

Position Titles

Organizational Element Leadership Position Title Support Positions Incident Command Incident Commander Deputy Command Staff Officer Assistant Section Chief Deputy, Assistant Branch Director Deputy Divisions/Groups Supervisor N/A Unit Unit Leader Manager, Coordinator Strike Team/Resource Team/Task Force

Leader Single Resource Boss

Single Resource Boss, Leader N/A Technical Specialist Specialist N/A

ICS Organizational Structure and Elements

• Command Staff: The staff who report directly to the Incident Commander, including the Public Information Officer, Safety Officer, Liaison Officer, and other positions as required.
• Section: The organizational level having responsibility for a major functional area of incident management (e.g., Operations, Planning, Logistics, Finance/Administration, and Intelligence/Investigations (if established)). The Section is organizationally situated between the Branch and the Incident Command.
• Branch: The organizational level having functional and/or geographical responsibility for major aspects of incident operations. A Branch is organizationally situated between the Section Chief and the Division or Group in the Operations Section, and between the Section and Units in the Logistics Section. Branches are identified by the use of Roman numerals or by functional area.
• Division: The organizational level having responsibility for operations within a defined geographic area. The Division level is organizationally between the Strike Team and the Branch.
• Group: An organizational subdivision established to divide the incident management structure into functional areas of operation. Groups are located between Branches (when activated) and resources (personnel, equipment, teams, supplies, and facilities) in the Operations Section.
• Unit: The organizational element with functional responsibility for a specific incident planning, logistics, or finance/administration activity.

ICS – Who Does What?

Incident Commander

The Incident Commander is technically not a part of either the General or Command Staff. The Incident Commander is responsible for:

• Having clear authority and knowing agency policy.
• Ensuring incident safety.
• Establishing an Incident Command Post.
• Setting priorities, and determining incident objectives and strategies to be followed.
• Establishing the ICS organization needed to manage the incident.
• Approving the Incident Action Plan.
• Coordinating Command and General Staff activities.
• Approving resource requests and use of volunteers and auxiliary personnel.
• Ensuring after-action reports are completed.
• Authorizing information release to the media.
• Ordering demobilization as needed.

Incident Management Team

An Incident Management Team (IMT) is a rostered group of ICS-qualified personnel consisting of an Incident Commander, Command and General Staff, and personnel assigned to other key ICS positions. The level of training and experience of the IMT members, coupled with the identified formal response requirements and responsibilities of the IMT, are factors in determining “type,” or level, of IMT.

Command Staff

The Command Staff is assigned to carry out staff functions needed to support the Incident Commander. These functions include interagency liaison, incident safety, and public information.

Command Staff positions are established to assign responsibility for key activities not specifically identified in the General Staff functional elements. These positions may include the Public Information Officer (PIO), Safety Officer (SO), and Liaison Officer (LNO), in addition to various others, as required and assigned by the Incident Commander.

General Staff

The General Staff represents and is responsible for the functional aspects of the Incident Command structure. The General Staff typically consists of the Operations, Planning, Logistics, and Finance/Administration Sections. In some incidents the General Staff may also include the Intelligence/Investigations Function, either operating under a staff section, or as a stand alone section.

General guidelines related to General Staff positions include the following:

• Only one person will be designated to lead each General Staff position.
• General Staff positions may be filled by qualified persons from any agency or jurisdiction.
• Members of the General Staff report directly to the Incident Commander. If a General Staff position is not activated, the Incident Commander will have responsibility for that functional activity.
• Deputy positions may be established for each of the General Staff positions. Deputies are individuals fully qualified to fill the primary position. Deputies can be designated from other jurisdictions or agencies, as appropriate. This is a good way to bring about greater interagency coordination.
• General Staff members may exchange information with any person within the organization. Direction takes place through the chain of command. This is an important concept in ICS.
• General Staff positions should not be combined. For example, to establish a "Planning and Logistics Section," it is better to initially create the two separate

• Provide agency-specific demobilization information and requirements.

Assistants

• In the context of large or complex incidents, Command Staff members may need one or more assistants to help manage their workloads. Each Command Staff member is responsible for organizing his or her assistants for maximum efficiency.

Additional Command

• Staff Additional Command Staff positions may also be necessary depending on the nature and location(s) of the incident, and/or specific requirements established by the Incident Commander. For example, a Legal Counsel may be assigned directly to the Command Staff to advise the Incident Commander on legal matters, such as emergency proclamations, legality of evacuation orders, and legal rights and restrictions pertaining to media access. Similarly, a Medical Advisor may be designated and assigned directly to the Command Staff to provide advice and recommendations to the Incident Commander in the context of incidents involving medical and mental health services, mass casualty, acute care, vector control, epidemiology, and/or mass prophylaxis considerations, particularly in the response to a bioterrorism event.

Operations Section Chief Responsibilities

The Operations Section Chief is responsible for managing all tactical operations at an incident. The Incident Action Plan (IAP) provides the necessary guidance. The need to expand the Operations Section is generally dictated by the number of tactical resources involved and is influenced by span of control considerations.

Major responsibilities of the Operations Section Chief are to:

• Assure safety of tactical operations.
• Manage tactical operations.
• Develop the operations portion of the IAP.
• Supervise execution of operations portions of the IAP.
• Request additional resources to support tactical operations.
• Approve release of resources from active operational assignments.
• Make or approve expedient changes to the IAP.
• Maintain close contact with IC, subordinate Operations personnel, and other agencies involved in the incident.

Planning Section Chief Responsibilities

The Planning Section Chief is responsible for providing planning services for the incident. Under the direction of the Planning Section Chief, the Planning Section collects situation and resources status information, evaluates it, and processes the information

for use in developing action plans. Dissemination of information can be in the form of the IAP, in formal briefings, or through map and status board displays.

Major responsibilities of the Planning Section Chief are to:

• Collect and manage all incident-relevant operational data.
• Supervise preparation of the IAP.
• Provide input to the IC and Operations in preparing the IAP.
• Incorporate Traffic, Medical, and Communications Plans and other supporting materials into the IAP.
• Conduct and facilitate planning meetings.
• Reassign personnel within the ICS organization.
• Compile and display incident status information.
• Establish information requirements and reporting schedules for units (e.g., Resources and Situation Units).
• Determine need for specialized resources.
• Assemble and disassemble Task Forces and Strike Teams (or law enforcement Resource Teams) not assigned to Operations.
• Establish specialized data collection systems as necessary (e.g., weather).
• Assemble information on alternative strategies.
• Provide periodic predictions on incident potential.
• Report significant changes in incident status.
• Oversee preparation of the Demobilization Plan.

Logistics Section Chief Responsibilities

The Logistics Section Chief provides all incident support needs with the exception of logistics support to air operations. The Logistics Section is responsible for providing:

• Facilities.
• Transportation.
• Communications.
• Supplies.
• Equipment maintenance and fueling.
• Food services (for responders).
• Medical services (for responders).
• All off-incident resources.

Intelligence/Investigations Function

The collection, analysis, and sharing of incident-related information are important activities for all incidents. Typically, staff in the Planning Section are responsible for gathering and analyzing operational information and sharing situational awareness, and staff in the Operations Section are responsible for executing tactical activities.

However, some incidents involve intensive intelligence gathering and investigative activity, and for such incidents, the Incident Commander or Unified Command may opt to reconfigure intelligence and investigations responsibilities to meet the needs of the incident. This may occur when the incident involves a criminal or terrorist act and/or other non-law-enforcement intelligence/investigations efforts such as epidemiological investigations.

The purpose of the Intelligence/Investigations function is to ensure that intelligence and investigative operations and activities are properly managed and coordinated to:

• Prevent and/or deter potential unlawful activity, incidents, and/or attacks;
• Collect, process, analyze, secure, and disseminate information, intelligence, and situational awareness;
• Identify, document, process, collect, create a chain of custody for, safeguard, examine and analyze, and store evidence or specimens;
• Conduct thorough and comprehensive investigations that lead to the perpetrators’ identification and apprehension;
• Conduct missing persons and mass fatality/death investigations;
• Inform and support life safety operations, including the safety and security of all response personnel, by helping to prevent future attacks or escalated impacts;
• Determine the source or cause of an ongoing incident (e.g., disease outbreak, fire, complex coordinated attack, or cyber incident) to control its impact and/or help prevent the occurrence of similar incidents.

The Incident Commander or Unified Command makes the final determination regarding the scope and placement of the Intelligence/Investigations function within the command structure. The intelligence/investigations function can be incorporated as an element of the Planning Section, in the Operations Section, within the Command Staff, as a separate General Staff section, or in some combination of these locations.

Additional information on the I/I function can be found in NIMS and in the Intelligence and Investigations Function Guidance and Field Operations Guide available on the FEMA website https://www.fema.gov/nims-doctrine-supporting-guides-tools.

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. Therefore, a Deputy Incident Commander must be able to assume the Incident Commander's role.

Following are three reasons to designate Deputies:

• To perform specific tasks as requested by the Incident Commander.
• To perform the Incident Command function in a relief capacity (e.g., to take over the next Operational Period).
• To represent an assisting agency that may share jurisdiction or have jurisdiction in the future.

The Operations Section Chief, Planning Section Chief, Logistics Section Chief, Finance/Administration Section Chief, and Branch Directors may also have one or more Deputies.

Assistants

The Public Information Officer, Safety Officer, and Liaison Officer may have Assistants, as necessary. The Assistants may represent assisting agencies or jurisdictions, or simply assist in managing the workload associated with the position.

• Assistant Public Information Officers may be assigned to the field or Joint Information Center or assigned to handle internal information.
• Assistant Safety Officers may have specific responsibilities, such as aviation, hazardous materials, etc.
• Assistant Liaison Officers may coordinate with specific agency representatives or groups of representatives.

The Assistant title indicates a level of technical capability, qualification, and responsibility subordinate to the primary positions.

Technical Specialists

Certain incidents or events may require the use of Technical Specialists who have specialized knowledge and expertise. Technical Specialists may function within the Planning Section, or be assigned wherever their services are required.

While each incident dictates the need for Technical Specialists, some examples of the more commonly used specialists are:

• Meteorologists.
• Environmental Impact Specialists.
• Flood Control Specialists.
• Water Use Specialists.