MEDICAL UNIVERSITY OF SOUTH CAROLINA
DEPARTMENT OF PUBLIC SAFETY
POLICY AND PROCEDURE #89
SUBJECT: INCIDENT COMMAND
(CALEA 46.1.2)
EFFECTIVE DATE: 1 January 1999
PAGE 1 OF 19
REVIEW DATE: 30 November 2017
APPROVED:
CHANGE DATE: May 20, 2014
THE POLICES AND PROCEDURES INCLUDED IN THIS MANUAL ARE NOT A
CONTRACT OF EMPLOYMENT AND SHOULD NOT BE RELIED ON AS SUCH. THESE
POLICIES AND PROCEDURES ARE SUBJECT TO AND MAY BE CHANGED AT ANY
TIME BY THE DEPARTMENT OF PUBLIC SAFETY, MEDICAL UNIVERSITY OF
SOUTH CAROLINA.
A.
Purpose
This Department has adopted the National Incident Management System (NIMS) as the
primary method to prepare for, respond to, and manage critical incidents. NIMS is a
comprehensive national approach to incident management, applicable at all jurisdictional
levels and across functional disciplines. It provides a consistent nationwide Incident
Command System (ICS) approach for federal, state, and local governments to work
effectively and efficiently. ICS may be utilized for any size or type of critical incident or
event as a means to coordinate the efforts of individual members and other responding
agencies as they work toward the stabilization of the incident. The ICS may expand or
contract depending on the complexity of the incident and the on-scene requirements, as
determined by the incident commander.
B.
Policy
This Department shall utilize the National Incident Management System / Incident
Command System (NIMS/ICS) in conjunction with other agency policies and procedures
as outlined in various written directives. These policies, plan, and agreements include,
but are not limited to, the following:

Critical Incident Responses

Emergency Operations Plans

Public Demonstrations and Civil Disorders

Hazardous Material Incidents

Lost or Missing Persons

Planned Special Events

Mutual Aid Agreements
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
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




Hostage / Barricade Situations
Natural or Man-made Disasters
Bomb Threats / Disposals
Weapons of Mass Destruction Incidents
Terrorist Acts
The Department must rely on the aid of other law enforcement agencies for specific
types of support. The Department does not have a Special Weapons and Tactics
(SWAT) Unit. The Charleston City Police will be the primary source for SWAT
support. In addition, other agencies may be contacted, as necessary. (CALEA
46.2.1.b and .c, 46.2.2, 46.2.3, 46.3.2) This Department performs no search and
rescue missions. Search and rescue is a function of the Charleston County Rescue
Team. (CALEA 46.2.5)
C.
Definitions
1.
National Incident Management System: A system mandated by Homeland
Security Presidential Directive 5 (HSPD-5) that provides a consistent nationwide
approach for state, local and tribal governments; the private sector; and
nongovernmental organizations to work effectively and efficiently together to
prepare for, respond to, and recover from domestic incidents, regardless of cause,
size, or complexity. To provide for interoperability and compatibility among
state, local and tribal capabilities, the NIMS includes a core set of concepts,
principles, and terminology. HSPD-5 identifies these as the incident command
system; multiagency coordination systems; training; identification and
management of resources (including systems for classifying types of resources);
qualification and certification; and the collection, tracking, and reporting of
incident information and incident resources.
2.
Incident Command System (ICS): A standardized on-scene emergency
management system that provides for the adoption of an integrated organizational
structure. ICS is the combination of facilities, equipment, personnel, procedures,
and communications operating within a common organizational structure,
designed to aid in the management of resources during incidents. It can be used
for all kinds of emergencies, and is applicable to small as well as large complex
incidents. ICS is used by various jurisdictions and functional agencies, both
public and private, to organize field-level incident management operations.
3.
Incident: An occurrence natural or human-caused that requires an emergency
response to protect life, property or both. Incidents can, for example, include
major disasters, terrorist attacks, terrorist threats, wild land and urban fires,
floods, hazardous materials spills, nuclear accidents, aircraft accidents,
earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
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health and medical emergencies, and other occurrences requiring an emergency
response.
4.
Event: A scheduled occurrence that may require use of the ICS to be successfully
completed.
5.
Incident Action Plan (IAP): An oral or written plan containing general objectives
reflecting the overall strategy for managing an incident. It may include the
identification of operational resources and assignments, as well as plans and
contingencies for the demobilization of resources at the conclusion of the
operation. It may also include attachments that provide direction and important
information for management of the incident during one or more operational
periods.
6.
Incident Management Team (IMT): The IMT consists of the incident commander
and appropriate command and general staff personnel assigned to the incident.
7.
Unified Command (UC): This is an application of ICS used when there is more
than one agency with incident jurisdiction, or when incidents cross political
jurisdictions. Agencies work together through designated members of the UC,
often the senior person(s) from agencies and / or disciplines participating in the
UC, to establish a common set of objectives and strategies, appoint a single
operations section chief, and approve a single IAP. The IC responsibility is
shared within the UC, with the function most important at the time taking the lead
role. The lead responsibility may shift as the incident progresses. For example, at
a crash involving hazardous materials, the fire department would assume the lead
role until the HAZMAT concerns are mitigated. Then, as the incident progresses
to the crash investigation phase, the lead role would shift to the police department.
8.
Unity of Command: A chain of command designed to ensure efficiency in
meeting a specific objective. Every individual assigned to an incident or event
reports to one supervisor. If a responder is assigned to the HAZMAT group, he or
she reports to the HAZMAT group supervisor. That supervisor, in turn, reports to
a branch director, who reports to the operations section chief. In this manner,
there is less confusion about who is in charge of specific functions. The
exception to this is when the section chief reports to a unified command.
9.
Incident Commander (IC): The individual responsible for all incident activities,
including the development of strategies and tactics and the ordering and release of
resources. The IC has overall authority and responsibility for conducting incident
operations at the incident site. Responsibilities of the IC can be assumed by the
officer handling the original call to the chief of the department and any additional
qualified officers, depending on the size, scope and complexity of the incident or
event.
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
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10.
Command Staff: In an incident management organization, the command staff
consists of the deputy incident commander and the special staff positions of
public information officer, safety officer, liaison officer, and other positions as
required (such as an intelligence officer), who report directly to the IC. They may
have an assistant or assistants, as needed.
11.
Function: Function refers to the General Staff function areas in ICS: (1)
command, (2) operations, (3) planning, (4) logistics, and (5) finance /
administration. The term function is also used when describing the activity
involved, e.g., the planning function. A sixth function, intelligence, may be
established, if required, to meet incident management needs.
12.
Section: A section is the organizational level with responsibility for one of the
General Staff functional areas of incident management.
13.
Section Chief: The title for individuals responsible for management of one of the
General Staff functional sections: operations, planning, logistics, finance /
administration, and intelligence (if established as a separate section). A section
chief reports directly to the IC or UC and works with the command and general
staff to development and implement IAP’s.
14.
General Staff: The general staff is a group of incident management personnel
organized according to function and reporting to the IC. The general staff
normally consists of the section chiefs of the five main functional activities.
15.
Deputy: A Deputy is a fully qualified individual who, on the absence of a
superior, can be delegated the authority to manage a functional operation or
perform a specific task. In some cases, a deputy can act as relief for a superior
and, therefore, must be fully qualified in the position. Deputies can be assigned to
the IC, general staff, and branch directors.
16.
Assistant: This is the title for subordinates of principal command staff positions.
The title indicates a level of technical capability, qualifications, and responsibility
subordinate to the primary positions. Assistants may also be assigned to unit
leaders.
17.
Safety Officer: This officer oversees the safety of all operations within the
incident or event, and has the authority to stop and operations if it is unsafe. The
safety officer and his or her assistants oversee tactical operations to ensure the
safety of responders and the general public.
18.
Liaison Officer: A member of the command staff responsible for coordinating
with representatives from cooperating and assisting agencies.
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
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19.
Public Information Officer (PIO): This officer prepares and dispenses all public
information regarding the incident, with the approval of the IC. In a large or
complex incident, there may be many PIOs operating under a joint information
system (JIS) and out of a joint information center (JIC), but there shall be only
one overall PIO for the incident or event. This individual is usually assigned from
the agency having primary control of the incident. All Agency PIOs enter their
input for the public information release, help edit it, and agree to its contents. It is
then approved by the IC or UC before being released to the public. A media
staging area shall be designated to ensure that media access will not interfere with
law enforcement operations. The location of the media staging area should be
communicated to media outlets to help ensure their cooperation. The IC shall
approve all media releases prior to the PIO giving them to the media. (CALEA
46.1.3.f)
20.
Operations Section: This component has the responsibility for all tactical
operations at the incident site directed toward reducing the immediate hazard,
saving lives and property, establishing situational control, establishing perimeters,
conducting evacuations, maintaining the command post and scene security
(CALEA 46.1.4.a., b., c.) and restoring normal conditions. The operations
section is responsible for implementing the IAP and achieving the objectives set
forth in that plan.
21.
Operations Section Chief (OSC): The OSC is responsible for all tactical
operations within the incident or event, ensuring implementation of the IAP, and
helping to develop the IAP for the oncoming shift.
22.
Planning Section: The planning section is responsible for collecting, evaluating,
and processing tactical information in order to develop an IAP with the IC,
command, and general staff. Planning should establish a documentation unit, as
needed.
23.
Planning Section Chief (PSC): The PSC is the individual responsible for
monitoring the current operation and determining the needs for personnel and
activities for the oncoming shift. The PSC develops, writes, and disperses the
IAP after it is approved by the IC.
24.
Documentation Unit: The documentation unit maintains a master record of all
personnel and components involved in the response to a critical incident, and is
comprised of status recorders who maintain a chronological log, personnel rosters,
and a record of all telephone communications. The unit leader ensures
maintenance of all files and documentation deemed necessary to complete
situation or resource status reports and required after action reports.
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
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25.
Logistics Section: The logistics section is responsible for meeting all support
needs for the incident through appropriate procurement of facilities, food service,
transportation, supplies, communications, equipment maintenance and fueling,
medical services for incident personnel, and personnel for expanding incidents or
relief on log incidents. Logistics is responsible for ensuring the safety of
responders when they are in a base, camp or staging area prior to deployment and
ensuring that relief personnel and equipment are available for deployment as
needed. (CALEA 46.1.6.a thru e)
26.
Logistics Section Chief (LSC): The LSC is responsible for ensuring that the
activities for the incident or event can be sustained. This includes obtaining,
securing, and maintaining the facilities needed to sustain the operation, including
a base, camp or stage area.
27.
Finance / Administration Section: The finance / administration section is
responsible for incident management activities that require finance and other
administrative support services. This includes the record keeping requirements of
the Federal Emergency Management Agency (FEMA); processing payroll during
a critical incident; (CALEA 46.1.7.a) collecting and maintaining all records
necessary for reimbursement of qualified expenditures; (CALEA 46.1.7.c)
documenting injuries and liability issues; (CALEA 46.1.7.d) and administering
all financial matters pertaining to vendor contracts and claims for reimbursement.
(CALEA 46.1.7.b)
28.
Finance Section Chief (FSC): The FSC ensures that personnel time,
expenditures, and procurements are tracked and used in an efficient manner.
29.
Intelligence: Intelligence can be its own section (especially in police incidents),
an officer assigned to Command, or an officer within each section. This function
is responsible for managing internal information, intelligence, and operational
security requirements. These may include information security and operational
security activities, as well as the complex task of ensuring that sensitive
information of all types (e.g., classified information, law enforcement sensitive
information, proprietary information, or export-controlled information) is handled
in a way that not only safeguards the information, but also ensures that it is
disseminated to those who need access in order to perform their missions
effectively and safely. This section may be part of the command staff; assigned to
the general staff; or assigned to a subset of the operations, planning, or logistics
sections, depending on the need. Each section may need its own intelligence
branch, group, or unit.
30.
Division: Divisions are created in order to partition an incident into geographical
areas of operation. Divisions are established when the number of resources
exceeds the manageable span of control of the OSC.
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
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D.
31.
Branch: A branch has functional or geographical responsibility for major aspects
of incident operations. Branches are identified by the use of roman numerals or by
functional area.
32.
Group: A group is often a specialized unit within a division or branch. Examples
include a HAZMAT group, traffic control group, or SWAT group.
33.
Incident Command Post (ICP): The field location at which the primary tacticallevel, on0scene incident command functions are performed. The ICP may be
located jointly with the incident base or other incident facilities and is normally
identified by a green rotating or flashing light.
34.
Base: A base is the location where primary logistics functions are coordinated and
administered. The ICP and the base may share a location. An incident can have
more than one base, with each base name containing an appropriate designator to
prevent confusion. If the incident is so geographically large that one base cannot
support it, a second logistics section can be activated. A deputy IC (logistics) can
be assigned to monitor the logistics needs of each base.
35.
Camp: A location where personnel not currently assigned to the incident can rest
and recuperate. A camp is often adjacent to a base with the term base / camp
referring to both.
36.
Staging Area: Staging areas are established to assemble resources while awaiting
a tactical assignment. The Command section manages staging areas. (CALEA
46.1.3.e)
Procedures
1.
Responsibility and Planning (CALEA 46.1.1)
a.
2.
The Patrol Commander is the principal advisor to the Director on all
Critical Incidents. Operational plans will be accessible to all command
personnel. The Department maintains separate procedures and
Operational Procedures for Critical Incidents. The Patrol Commander and
/ or his designee will be responsible for developing and conducting and
annual review of all “Critical Incident” operational plans.
Declaration of Emergency:
a.
The Governor has sole authority to excuse employees of state government
from reporting to work during extreme weather or other emergency
conditions. Only the Governor may issue a Declaration of Emergency
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
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stating that, employees should not report to work. Unless such a
Declaration of Emergency has been issued, all state government
employees are expected to report for work or take approved leave. If an
emergency occurs on campus, only the University President or the
Director of Public Safety, or his designee will direct the evacuation or
curtailment of work activities.
3.
b.
When a Declaration of Emergency has been made, the director, or his
designee, shall place into immediate effect the appropriate procedures
necessary for the emergency situation to safeguard personnel, property,
and secure facilities. During this declaration, only registered students,
faculty and staff are authorized to be present on campus. Those who
cannot present proper identification showing their legitimate business on
campus will be required to leave campus or be subject to arrest. (SC Code
16-11-620, Trespass After Notice)
c.
Additionally, only those faculty and staff members who have been
assigned emergency team duties will be allowed to enter the immediate
disaster site.
Communications: (CALEA 46.1.6.a)
Multi-Channel mobile radio equipment capable of two-way communication with
surrounding law enforcement, fire, and EMS agencies, have been issued to all
officers (CALEA 81.3.4). These channels should only be used during emergency
conditions. If transmission from the communications center is disrupted or
unavailable, the repeater can still be used for police communications on Channel
1 and can be powered by the emergency power generator. Channel 2 can be used,
as well as the pager system. Additional communications equipment is available
from SLED and the Charleston City Police Department, if needed.
4.
Release of Information / Rumor Control / Casualty Information:
All personnel will be reminded of the Public Safety Departments Public
Information Policy concerning the release of information. It is the sole
responsibility of the Director or his designee, or the Office of Public Affairs to
release any information to the news media. Accuracy in reporting is extremely
important to the Department. Accurate casualty and damage numbers are
essential to prevent the spread of rumors and exaggerations, which may trigger
panic in the community. All personnel will be instructed to direct any member of
the news media to the designated information center. It is not the intent of the
MUSC Public Safety Department to withhold information from the media or the
general public. The specific purpose for having one person responsible for
releasing information, is to ensure that information is accurate and free from
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
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speculation or opinion. (CALEA 46.1.3.f)
5.
Situation Maps:
Situational maps are located in the Communications Center, Briefing Room, and
as attachments to each specific Operations Plan.
6.
Field Command Post: (CALEA 46.1.3.b)
a.
Other than hurricanes, the Public Safety Command Post will be at 101
Doughty Street. If the emergency involves an unforeseen event ie:
earthquake, fire, tornado, the renders 101 Doughty Street unsafe, the
Director will direct that operations be moved to a safe facility. The
Command Post will be staffed by the Patrol Commander, Senior
Investigator and communications personnel. Facilities will be made
available for outside agency’s emergency assistance teams, media crews,
and medical personnel, if present.
b.
If the emergency involves only a small portion of the campus, or one
building, a police vehicle can be placed at a safe distance from the
emergency site and used as a Command Post. This Command Post will
contain only essential personnel to handle the emergency, along with the
Shift Supervisor, and uniformed personnel assigned to the emergency
area. If the situation requires a larger Command Post, reasonable
measures will be taken to accommodate the personnel of the Department
and / or other agencies.
c.
The Shift vehicle may be used as a Command Post and should be
equipped with at least the following:
1.
2.
3.
4.
5.
7.
Barrier Tape and Signs (if necessary);
First Aid Kit;
Bio-Hazard Protection Kit;
Fire Extinguisher; and
Radio and / or Cell Phone
Chain of Command:
The Director has the final authority for all operational responses to Critical
Incidents within the University campus. The Patrol Commander will assume this
responsibility in the absence of the Director. At the initial outset of any Critical
Incident, it will be the responsibility of the ranking officer at the scene to assume
the responsibility of the On-Scene Commander until a higher ranking officer
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
9
arrives at the scene. The Director or Patrol Commander may relinquish on-scene
command to the South Carolina Law Enforcement Division or other agency, if
deemed necessary. Coordination between outside agencies will be accomplished
through the Director or his designee.
8.
Public Facility Security:
At the onset of a large scale critical incident, the On-Scene Commander may
dispatch personnel to guard key facilities on the University campus. Such
facilities may include, but not be limited to, the following:
9.
a.
MUSC Hospital;
b.
Institute of Psychiatry;
c.
Thurmond Gazes Building;
d.
Basic Science Building;
e.
Quadrangle Complex;
f.
Harborview Towers;
g.
Rutledge Towers;
i.
College of Health Professions Building;
j.
College of Dental Medicine Building;
k.
Ashley River Tower;
l.
Hollings Cancer Center; and
m.
Any other area deemed necessary by the On-Scene Commander
Traffic Control: (CALEA 46.1.4.e)
Traffic Control is vital for maintaining an orderly flow of official vehicles to and
from the scene and to ensure that unauthorized personnel are denied access.
Specific traffic control points will be determined by the On-Scene Commander
and modified when necessary. The Patrol Commander, or his designee, will
coordinate with any outside agencies for assistance with traffic control at specific
points that may fall under the jurisdiction of another agency, i.e., streets under the
jurisdiction of the Charleston City Police Department. As soon as possible, an
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
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Entry Authorization List should be produced and distributed to all personnel
performing traffic control duties. This is extremely critical for officers from
outside agencies assisting the Department.
10.
Equipment Availability: (CALEA 46.1.6.d)
a.
The Department will maintain equipment designated for use in Critical
Incident situations. This equipment will remain in a state of operational
readiness and will be inspected by the appropriate supervisor at least
quarterly. (CALEA 46.1.8) Equipment includes, but is not limited to, the
following:
1.
Traffic safety vests;
2.
Extra flashlights and batteries;
3.
Work gloves;
4.
Extra portable radios and batteries;
5.
Safety cones and barricades;
6.
Large first aid kit;
7.
Bio-hazard kits;
8.
Body armor;
9.
Extra flex cuffs (mass arrest);
10.
Portable booking equipment (mass arrest); and
11.
Hurricane supplies.
b.
The Operations Support Commander will insure the equipment necessary
to perform these specific duties are inspected at least quarterly, or in
accordance with equipment requirements. A written report of the
inspection to include an inventory list will be submitted to the Director.
c.
The Director has the authority to expedite resources during times of
emergency. The Department may also utilize other departments on
campus for equipment and other resources, such as food, water, housing,
vehicles, etc.
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
11
11.
Transportation: (CALEA 46.1.6.b)
The Director of Transportation Services will make available to the Director, or his
designee, any and all vehicles necessary, along with sufficient personnel, to
handle the Critical Incident. Upon notification of the Critical Incident, the
Director of Transportation Services will establish a command post at the
University Motor Pool, if possible, and will and will be staffed wit the necessary
personnel to handle the incident. Necessary personnel will include, but not be
limited to, administrative personnel, drivers, mechanics, and any other personnel
deemed necessary by the Director of Transportation Services.
12.
Court and Prosecutorial Liaison: (CALEA 46.1.4.d)
The On-Scene Commander will consult with legal staff, if necessary, to discuss
prosecutorial, court, and / or other legal considerations. If a civil disturbance
occurs, the local magistrate may be available. Defense counsel will not be
permitted to access the scene or the field command post. Defense counsel may
visit the client after he / she has been released or transported to the detention
facility.
13.
Legal Authority:
Public Safety Officers employed by the Medical University by virtue of their
position are appointed to the office of Constables by the Governor of South
Carolina with statewide jurisdiction and arrest powers. Section 23-1-60 of the
South Carolina Code of Laws authorizes the use of State Constables by the
Governor of the State of South Carolina. The Governor may, at his discretion,
appoint constables to assist in the detection of crime and the enforcement of any
criminal laws of the state. The chief of the South Carolina Law Enforcement
Division (SLED) will regulate State Constables and will prescribe such training as
he deems appropriate.
14.
Incident Assessment:
a.
The first responder shall assess the operational situation immediately upon
arrival and proceed according to applicable policies and procedures.
1.
The initial responsibility for management of assigned resources
lies with the first responder on scene. The initial IC will be
responsible for the follow duties:
(a)
Assess the situation;
(b)
Establish the command organization based on the needs of
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
12
the incident and the assets available;
2.
b.
(c)
Establish immediate priorities;
(d)
Ensure adequate safety measures are in place; and
(e)
Coordinate with key people and officials.
The first responder shall maintain command and control of the
incident until relieved by a higher authority, if necessary. (CALEA
46.2.1.a)
Determining which incidents warrant ICS implementation is a matter of
good judgment. Factors to consider for implementation include the
following:
1.
Size. How large a geographical area is or will be affected?
2.
Scope. How many resources are likely involved? What will be
necessary to achieve stabilization and / or containment?
3.
Duration. How long can one reasonably expect the incident to last
with or without ICS intervention?
4.
Multi-Agency Involvement. Will other police agencies and
emergency responding departments, such as fire department, be
involved? (CALEA 46.1.3.d)
The MUSC Public Safety Department is a state police agency,
however, it has entered into formal written mutual aid agreements
with other agencies. In the event of a critical incident, assistance
may be required form outside agencies. The emergency telephone
numbers will be available at the Field Command Post and at the
Communications Center. The following agencies should be
contacted if assistance is required:
(a)
SLED;
(b)
Charleston City Police Department;
(c)
Charleston County Sheriff’s Office;
(d)
South Carolina Highway Patrol;
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
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(e)
Charleston City Fire Department;
(f)
Emergency Medical Services;
(g)
Dept. of Health & Environmental Control;
(h)
American Red Cross;
(i)
South Carolina Electric & Gas and
(j)
Special Task Force Personnel.
If necessary, the Director in consultation with the University
President, may request the Governor’s Office to order out the
National Guard to the scene of a Critical Incident. (CALEA
46.1.3.d)
5.
Will specialized teams be deployed, such as SWAT or search and
rescue?
The Department must rely on the aid of other law enforcement
agencies for specific types of support. The Department does not
have a Special Weapons and Tactics (SWAT) Unit. The
Charleston City Police will be the primary for SWAT support. In
addition, other agencies may be contacted as necessary. (CALEA
46.1.3.d)
15.
16.
ICS Activation: (CALEA 46.1.3.a)
a.
The on-duty supervisor or highest ranking officer shall determine whether
the incident warrants an ICS response.
b.
The first responder shall serve as the initial IC. Prior to being relieved, the
first responder shall have the latitude and authority to assign any person to
any assignment or task, regardless of rank.
Establishing Command:
a.
As soon a practical, following ICS activation, the responsibility of the
initial IC shall be assumed by a ranking member, if necessary. Most often,
this will be an on-duty patrol supervisor. However, depending upon the
nature of the incident, command may be first assumed by a higher ranking
or more qualified member.
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
14
b.
Various components of the ICS should be activated depending on the size
and complexity of the incident or event. Operational need is the primary
factor in determining which components or functions are activated. In
addition to establishing a command post and function, the IC, utilizing the
standardized ICS structure, shall activate those components necessary for
the particular incident. (CALEA 46.1.3.a) These components include the
following:
1.
Sections (operations, planning, logistics, finance / administration,
and intelligence, if necessary)
2.
Branches (subdivisions within the operations section formed to
manage the broad span of control issues)
3.
Divisions (geographical subdivisions)
4.
Groups (functional subdivisions)
c.
The IC shall specify the components to be activated and designate an
officer in charge of each component. If a section is not activated for the
incident, the IC shall be responsible for performing that function.
d.
Sworn personnel and select support staff shall be activated and assigned
by the IC, or his / her designee, as warranted. Additional agency
personnel, or assistance from other localities, shall be requested by the IC
in accordance with the emergency operations plans, mutual aid
agreements, or mutual aid as permitted by state law. (CALEA 46.1.3.c.,
d.)
e.
All section chiefs shall report directly to the IC.
f.
All requests for additional staffing or specialized units shall be authorized
by the IC.
g.
The IC shall establish an Incident Command and determine an incident
designator to be used by all responders. This designator shall be one or
two geographical words, such as the street name or specific place name of
the incident. Examples include: “Trauma Lot Command,” or ART Garage
Command.” The designator chosen shall clearly distinguish the event and
not be easily confused with other locations.
h.
The IC will determine the ICP location. This location should be carefully
chosen based on such factors as incident size, need for security, proximity
POLICY AND PROCEDURE # 89 INCIDENT COMMAND
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to the incident, and support issues such as communications, shelter from
the elements, and related considerations. (CALEA 46.1.3.b)
i.
The IC will inform communications of the establishment of command and
the ICP’s specific location. For example, the “ICP’s location will be in G
Lot at the south end of the lot.”
j.
Documentation Unit (CALEA 46.1.5)
1.
2.
k.
The unit is also responsible for preparing and maintaining the
following:
(a)
Status reports and intelligence on the current situation;
(CALEA 46.1.5.b)
(b)
Status of resources assigned to the incident;
(c)
Situation summaries (situation status reports, resource
status reports, and projections for future events;
(d)
Incident and area maps;
(e)
Accurate and complete incident files;
(f)
Incident demobilization plan to include specific
instructions, if needed; (CALEA 46.1.5.c) and
(g)
Technical specialist to deal with special areas of expertise.
For events that can be planned, the PSC or his designee should
assign members to assist in planning the event with other county,
public safety, or law enforcement agencies. Additionally, plans for
events that occur annually (such as graduation), shall be
maintained, updated and disseminated prior to the event. (CALEA
46.1.5.a)
Personnel Accountability (CALEA 46.1.3.g)
1.
The IC, or designee, shall maintain strict personnel accountability
and shall be continually updated by the section chiefs in order to
keep an ongoing, accurate assessment of the entire operation.
2.
If the IC establishes command after units are already actively
deployed, the IC should conduct (or have conducted) a radio roll
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call to determine their positions. In ICS mode, communications
shall maintain and keep the IC apprised of the location of all
deployed units.
l.
3.
During major incidents, the IC may appoint a safety officer who
shall have the responsibility and authority to stop an operation or
part of it if safety requirements are not being met.
4.
Depending on the size and duration of the incident, consideration
should be given to relief provisions for operations personnel.
Transfer or Assumption of Command
1.
2.
m.
Incident Command can be transferred to an officer of higher rank,
to a more qualified member, an individual with particular
expertise, or to a larger IMT in order to help maintain a
manageable span of control. Transfer of command may also be
necessary in order to relieve a member who has been in command
for an extended period of time. Prior to the transfer of command,
the following actions are required:
(a)
Assess the current situation with the current IC;
(b)
Receive a briefing from the current IC and document the
transfer. At minimum, the incoming commander should
be apprised of the current situation, assignment of
resources, and tactical and strategic needs;
(c)
Determine an appropriate time for the transfer of command;
(d)
Notify others of the change in incident command; and
(e)
Assign the current IC to another position in the incident
organization (such as OPS).
There shall be a transfer of command briefing wherein all sections
are briefed and all involved personnel are advised of the new
command.
Demobilization (CALEA 46.1.5.c)
1.
The planning section shall develop a demobilization plan for large
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incidents or events.
n.
2.
When the incident has been resolved or stabilized to such a point
that command is no longer necessary, the IC shall notify
communications that the incident is being terminated.
3.
Communications shall rebroadcast the message, and members will
return to their normal supervisory chain of command unless
otherwise advised.
Post Occurrence (Aftermath) Duties (CALEA 46.1.4.f)
After the occurrence of an incident, the duties of the Department will be
varied. Depending on the situation, these duties may include traffic
control, riot control, or looting prevention. Even though the crisis may be
de-escalating, additional personnel may be needed to ensure the safety of
University personnel and / or property. The Director or his designee will
determine the personnel needs. The re-establishment of normality should
be the underlying goal of the contingency plans.
17.
After Action Report (CALEA 46.1.3.h)
a.
The IC shall submit an after action report which should include, but may
not be limited to, the following:
1.
A brief description and outcome of the incident;
2.
A statement of personnel and equipment utilized;
3.
Cost analysis to include salaries, equipment, food and incidentals;
4.
A copy of incident / event logs and all submitted reports;
5.
Any maps, form, or related documentation;
6.
A summary of deaths and injuries to members and citizens and an
assessment of damage to private and public property;
7.
Any information relating to the status of criminal investigations
and subsequent prosecutions; and
8.
A final evaluation and any subsequent conclusions relating to the
agency’s overall response to the incident, to include:
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18.
(a)
Any problems encountered regarding personnel,
equipment, resources or multiagency response;
(b)
Suggestions to revise policy or improve training and
equipment; and
(c)
Any other consideration that would improve the agency’s
response to critical incidents or events in the future.
Training: (CALEA 46.1.9)
Training will be accomplished on this policy for all affected agency personnel
annually. Awareness-level NIMS courses are required for all sworn personnel.
Advanced NIMS courses are required for supervisors, to coincide with increasing
levels of responsibility. A documented review of this policy, any associated
operation plans and training needs will be conducted annually. (CALEA
46.1.10.e)
19.
Risk Assessment & Analysis (CALEA 91.1.1)
The Agency will complete a documented Risk Assessment and analysis every
three years that addresses:
a.
specific areas to be reviewed;
b.
identifying records and reports to be used;
c.
risks to campus community from criminal activity;
d.
risks to campus community from accidents;
e.
risk of property loss to the institution and individuals;
f.
liability issues; and
g.
Reporting analysis conclusions and recommendations to appropriate
officials outside the agency.
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