11/27/2009
Incident Command
System
David Sweeney
New Jersey Department of Environmental Protection
Bureau of Emergency Response
“When chaos proliferates in times of emergency there is
great incentive to put aside differences and pull together.
ICS offers the structure within which to do that.”
Dana Cole, Assistant Chief - California Department of
Forestry
“Everybody wants to get into the act.”
Jimmy Durante
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ICS History
•
•
•
•
•
Born in Southern California
1970 – Need for common emergency
p
system
y
response
Mandated to have all-risk application
Initially tested and evaluated in the wild
land fire environment
Design objective to include all levels of
government, including agency/
organization executives
Incidents/Events that can Utilize the
Incident Command System
 Fires, hazardous materials, and multimulti-casualty incidents.
 Single and multimulti-agency law enforcement incidents.
 Multi
Multi--jurisdiction and multimulti-agency disaster responses.
 Search and rescue missions.
 Oil spill response and recovery incidents.
 Air, rail, water, or ground transportation accidents.
 Planned events, e.g., celebrations, parades, concerts.
 Private sector emergency management programs.
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Features of ICS
Adaptability
Flexibility
Span of Control
Unity of Command
Advantages of ICS/UC
•
•
•
•
•
Uses a common language and response culture
Optimizes combined efforts
Eliminates duplicative efforts
Establishes a single command post
Allows for collective approval of operations,
operations logistics,
logistics planning,
planning
and finance activities
• Encourages a cooperative response environment
• Allows for shared facilities, reduced response costs, maximized
efficiency and minimized communication breakdowns
• Permits responders to develop and implement one consolidated
Incident Action Plan
I-80 Tanker Fire
World Trade Center Attack 99-11
11--01
Major Incidents
Explosions
and Fires
Motiva Refinery Explosion
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Essential Planning Elements
• Formalized structure
accepted by all parties
• Well-defined functions
and responsibilities
• Designated individuals
for each function
• Defined and accepted
reporting mechanisms
• Establish methodology
for developing IAP and
Site Safety Plan
• Participant commitment
to respond as a team
• Training and familiarity
with ICS/UC addressed
in plans
• Defined relationships to
entities outside ICS but
relevant to the NRS
Predetermined Internal Alignment
1. Predefined chain of command and delineated responsibilities
for every position.
2. Uniform terminology for identifying resources and
organizational functions
functions.
3. Modular organizational structure that is expanded and
contracted as needed.
4. Incident Action Plans that are updated for each operational
period.
5. Manageable span-of-control.
“Operational Period”
A time period described in the Incident Action Plan
for which the current objectives, strategies, and
tactics apply.
y, at an emergency
g y scene,, issues like rescue
Initially,
and fire fighting can demand the full attention of
responders.
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Unity and Chain of Command
Unity of Command - Have a
clear line of supervision
Chain of Command - Orderly
ranking of management positions in line of
authority
Span of Control
Ineffective and
possibly
dangerous
Effective span
of control
Incident Operations Organization
Large Incident Organization
Small Incident Organization
Command
Single
Resource
Single
Resource
Command
Sections
Branches
Divisions/Groups
Resources
Multiple layers as needed for span of control
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External Alignment
6. Standardized forms are used for all incidents
7. Ample flexibility and authority are given to staff
for accomplishing objectives.
8. Communications plan that is coordinated
among responding agencies.
agencies
9. Clear decision making process.
10. Process for transitioning command authority
from one level of government to another as
incident complexity changes.
In ICS, common terminology
is applied to:
 Organizational elements
 Position titles
 Resources
 Facilities
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Transportation
Transportation
FedEx Plane Crash at Newark Airport
Sodium Hypochlorite Tanker
CONRAIL Tanker Accident
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Issues of Concern to the
Executive
• What are the implications of an incident to
my organization and to myself?
• How do I maintain control when incidents
occur?
• Where do I fit in the incident management
process?
Incident Management by Objectives
Achieve
Goal
Perform tactical direction
Select appropriate strategy
Establish incident objectives
Understand agency policy and direction
Objective:
Protect sensitive environmental receptors
Strategy:
Use Area Contingency Plan and identify preplanned
l
d rivers,
i
wetlands,
tl d habitat
h bit t areas.
Tactic:
Mobilize and deploy oil spill containment booms.
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Steps to Accomplish Incident
Objectives
Activity
Responsibility
• Agency policy,
direction, and support

Executive

Incident Commander

Incident Commander

Operations Section
Chief in support of the
IC’s objectives
• Incident objectives
• Strategy(s) to achieve
objectives
• Tactical direction
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Steps to Accomplish
Incident Objectives
• Designation of tactics appropriate to the
strategy
• Selection of resources appropriate for the
tactics
• Assignment of resources
• Performance monitoring
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The Incident Action Plan
 Is required on all incidents
 May be oral or written
W itt Plans
Written
Pl
Should
Sh ld be
b Used
U d on:
 Large or complex incidents
 Multi
Multi--agency incidents
 Long duration incidents
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The Written Action Plan is
Needed When:

Two or more jurisdictions are involved.

The incident will overlap an operational
period change.

Partial or full activation of the ICS
organization..
organization
The Executive Provides the Following to
the Incident Commander
Policy
Mission
Direction
Authority
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The Executive is generally NOT
at the incident.
• The executive operates from:
– Primary office of the agency.
– A jurisdictional Emergency Operations Center.
– A multi-agency Coordination Group as either a
functional agency representative, or
representing a political subdivision in a regional
situation.
Oil Spills
Major Oil Spills
Valero Tank Farm
Eastern Terminal Pipeline
Anitra Oil Spill
Incident Command and
Command Staff
Incident Commander
Information
Officer
Safety
Officer
Liaison
Officer
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Command Staff
•
Safety Officer
–
–
Must be designated for every incident
Must be knowledgeable in the operations
being performed
Responsibilities:
–
•
•
•
To assess hazardous and unsafe conditions
To initiate measures to ensure personnel
safety
Authority to shut down any single aspect of
incident response
Command Staff (continued)
•
Public Information Officer
–
–
Gather accurate and complete incident information
Functions as sole media contact for release of
information regarding incident (may be supported
by a Joint Information Center)
Speaks with one voice representing the command
–
•
Liaison Officer
–
Serves as point of contact for representatives from
other agencies
Incident Command and
General Staff
Incident Commander
Command Staff
Operations
Section
Chief
Planning
Section
Chief
Logistics
Section
Chief
Finance/
Administration
Section
Chief
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Major Management Activities of the
Incident Command System
Command
 Has overall responsibility at the incident or event. Sets
objectives and priorities based on agency direction.
Operations
 Develops the tactical organization and directs all
resources to carry out the Incident Action Plan.
Planning
 Develops the Incident Action Plan to accomplish the
objectives. Collects and evaluates information, and
maintains status of assigned resources.
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Major Management Activities of the
Incident Command System
(cont.)
Logistics
 Provides resources and all other services needed to
support the incident.
Finance/Administration
 Monitors costs related to the incident. Provides
accounting, procurement, time recording, cost analyses,
and overall fiscal guidance.
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Kuehne Chemical
M/V OOCL Blossom
Chemical
Chemical
Spills
Releases
Reichold Chemical
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The Incident Command System
Major Organization Elements
1. Organization elements
are activated as
needed.
Incident Command
2. Deputy positions at IC
and Section levels.
Operations
Section *
Branches
Information Officer
Safety Officer
Liaison Officer
Planning
Section
S
i
*
Air
Operations
Branch *
Divisions
and
Groups
Strike Teams Air Support
Group
Task Forces
Air Tactical
Single
Group
Resources
* = Positions that can have
a deputy
Deputy *
Resources Unit
Situation Unit
Documentation
Unit
Demobilization
Unit
Technical
Specialists
Logistics
g
Section *
Finance/administration
Section *
Service Branch
Communications
Unit
Medical Unit
Food Unit
Support Branch
Supply Unit
Facilities Unit
Ground Support Unit
Time Unit
Procurement Unit
Compensation/
Claim Unit
Cost Unit
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Responsibilities of Command/General Staff
under ICS/UC
•
•
•
•
Provide response direction
Coordinate effective communication and resources
Establish incident priorities
D l mutually
Develop
t ll agreed-upon
d
i id t objectives
incident
bj ti
andd
approve response strategies
• Assign objectives to response structure
• Review and approve incident action plans
Responsibilities of Command/General Staff
under ICS/UC (cont’d)
• Ensure integration of response
organizations
• Establish protocols
• Ensure worker and public health and safety
• Inform the media
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Single Command/Unified
Command
• The command function within ICS can be
conducted in two general ways
– Single Command
• Incident Commander alone determines objectives
– Unified Command
• Objectives determined by mutual agreement
Unified Command
Unified Command is the
process, in a multimulti-agency
incident, of establishing a
common set of objectives
and strategies without losing
agency authority,
responsibility, or
accountability.
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Characteristics of a Unified
Command
 Two or more agencies share jurisdictional
responsibility.
 One collocated Incident Command Post.
 Consensus
C
on one sett off IIncident
id t Objectives.
Obj ti
 One Incident Action Plan.
 Incident Action Plan is implemented by the
Operations Section Chief.
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Under Unified Command
there will always be:

A single, coordinated Incident Action
Plan

One operations Section Chief

One Incident Command Post
Managing an Incident Using
Unified Command
A
C
B
Hazardous
Materials
Incident
Unified command
A
B
C
Objectives and Strategy
Incident Action Plan
Operations
Section Chief
Div.A
Div.B
Div.C
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Unified Command
• Organizing UC
• Link between the organizations with
jurisdictional involvement
• Includes
I l d local
l l involvement
i
l
t
OSC
OSC
STATEa
aThis
RP
UNIFIED COMMAND
RP
LOCAL
STATE
usually includes local authorities as well.
Member Organizations in the Unified
Command
• Must have jurisdictional authority or functional
responsibility under a law or ordinance for the
incident
• Must have an area of responsibility that is affected
by the incident or response operations
• Must be specifically charged with commanding,
coordinating, or managing a major aspect of the
response
• Must have the resources to support participation in
the response organization
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Duties of UC Representatives
• Establish response objectives and priorities
• Sustain a 24-hour-a-day, 7-day-a-week
commitment to the incident
• Ability to commit resources
• Authority to spend funds
• Agree on an incident response organization
• Agree on the appropriate Command and General
Staff position assignments
• Commit to speak with one voice through the
Information Officer or JIC
• Agree on logistical support procedures
• Agree on cost-sharing procedures
O’BRIE
N’S
M/V ATHOS I
Delaware River Oil Spill2004
Reasons to Transfer Command

A more qualified person assumes
command.

A jurisdictional or agency change in
command is legally required or makes
good management sense.

Normal turnover of personnel on long
or extended incidents.
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Emergency Operating Centers
(EOC’s)
• An EOC is a pre-designated facility
established by a political subdivision or an
agency to coordinate the overall response
and support to an emergency.
Lines of Authority at an EOC
•
•
•
•
•
Political Authority
EOC Director
Department Managers
On scene Incident Commanders
On-scene
Assigned Resources
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Multi-agency Coordination Systems
(MACS)
• Established to ensure effective interagency
and/or regional coordination.
• Jurisdiction representatives at the MACS are
called MAC Groups.
• In political subdivisions (i.e., cities, counties)
EOCs may perform intraintra-area MACS
coordination functions.
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MACS Established to Aid in
Interjurisdiction Coordination
Regional
MACS
County
EOC
Departments
Incidents
County
EOC
Departments
Incidents
County
EOC
Departments
Incidents
MACS coordination & information exchange
Agency/jurisdictional chain of command
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Major Responsibilities
of the Executive:
• Clearly state agency/jurisdiction policy.
• Evaluate effectiveness and correct
deficiencies.
• Support a multi
multi--agency approach.
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Executive - Delegation of
Authority Should Cover:
• Legal and policy restraints and/or freedoms
• Limitations on authority
• Political and social concerns
• Environmental issues
• Cost considerations
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Executive - Incident Commander
briefing should cover:
• The general situation.
• Current jurisdictional authority over the incident(s).
• Executive’s goals, priorities, and expectations.
• Policies,
Policies political factors,
factors or other constraints
constraints.
• Status of communications systems.
• Policy on interacting with the media.
• Schedules for required briefings and meetings.
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Evaluating Incident
Commander Effectiveness
The Incident Commander should:
should:
• Understand agency policy and direction.
• Be proactive.
• Have a good match between objectives and
strategies.
• Staff the organization to meet the
workloads.
• Monitor span of control and adapt as
necessary.
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Evaluating Incident
Commander Effectiveness
(cont.)
• Utilize deputies when appropriate.
• Integrate other agency personnel in appropriate
ICS locations.
• Focus on organizational effectiveness.
• Delegate authority to Command and General
Staffs.
• Identify problem areas and work to overcome
them.
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Evaluating Incident Commander
Effectiveness in a Unified Command
Situation
The Incident Commander:
Commander:
• Should be located at the ICP and working with other
agency ICs.
• Knows agency policy and priorities; translates these
into acceptable objectives.
• Identifies policy differences between groups involved
and works cooperatively to resolve them.
• Actively participates in the planning process working
toward a single Incident Action Plan. 17
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Ways to Promote Multiagency Involvement
• Conducts/supports planning conferences
and agreements
• Involvement of other personnel
• Promoting the use of Unified Command
• Joint training
• Incident evaluations
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Thank You
OSHA Regulations (29 CFR)
Hazardous Waste Operations and Emergency Response
1910.120
(q)(3)(I) “The senior emergency response official responding to
an emergency shall become the individual in charge of a site
specific Incident Command System (ICS). All emergency
responders and their communications shall be coordinated and
controlled through the individual in charge of the ICS assisted by
the senior official present for each employer.”
ICS Organization Flexibility
Functions will determine the required
organization.
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Personnel accountability is
maintained through the use of:
ICS Form 211
Check-in lists
CheckICS Form 211
Resource Status
Keeping
Unity of Command
Systems
Personnel accountability is
maintained through the use of:
Unit Log
Unit Log
Division A
Unit Log
Unit Log
Unit Log
Division B
Division C
Division/Group
Assignment
Lists
Unit Log
Unit Logs
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Participants in the Unified Command
under the NCP
• Under the NCP, the UC may consist of the predesignated FOSC, State OSC, Incident
Commander for the RP, and the local emergency
response Incident Commander
• Decision to include RP in the UC depends on its
relationship with members of the ICS
• Makeup of the UC is determined by:
– Specifics of the incident
– Determinations outlined in existing response plans
– Decisions reached during the initial meeting of the UC
Participants in the Unified Command
(cont’d)
• Number of personnel should be kept at a
minimum
• Local fire and police are frequently first
responders to arrive on-scene
– May establish an initial ICS
– Relationships can vary depending on state laws
and or practices
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