Incident Command System Overview CANUSLANT Incident Management Workshop Portland, ME

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Incident Command System OverviewCANUSLANT
Incident Management WorkshopPortland, ME May
15, 2007LCDR Matt McCann
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Objectives

• Wrap weeks of emergency management
• command/control training into 45 minutes!
• 1. National policy mandates
• 2. Incident Command System for executives
• 3. ICS/Response Management System (RMS) linkages

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Federal Coordinating Structures

• Legislation The Homeland Security Act of 2002,
• and Homeland Security Presidential Directives 5/8

NRP Establishes Federal coordination
structures/mechanisms, directs incorporation of
existing plans, and provides a consistent
approach to managing incidents. NIMS
Standardizes incident management processes,
protocols, training, and procedures for use by
all responders.
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National Response Plan

• Builds on what worked from previous plans and
  incident responses
• Forges new approaches and mechanisms to address
  todays threats
• Establishes a national incident management
  capability
• Addresses the complete spectrum of incident
  management activities
• Uses National Incident Management System (NIMS)
  Incident Command System

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NRP Construction

• Key concepts
• National Operations Center (was HSOC)
• Interagency Advisory Council (was IIMG)
• Principal Federal Official
• Joint Field Office

• Fully Incorporates
• Federal Response Plan
• Domestic Terrorism Concept of Ops Plan
• Federal Radiological Emergency Response Plan
• National Contingency Plan
• Integrates
• Other national-level contingency plans

Foundation National Incident Management System
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NIMS Components

• Command and Management
• Organizational systems
• Preparedness
• Planning/training/drills/exercises/mutual aid
• Resource Management
• Communications/Information Management
• Supporting Technologies
• Ongoing Management and Maintenance
• NIMS Integration Center (NIC)

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Federal Response Concept

• Incidents handled at lowest possible
  organizational level
• DHS receives notification of actual and potential
  incidents
• Top-down or bottom-up approach
• Consultation/coordination amongst
  departments/agencies to
• Assess national implications
• Determine need for full or partial NRP activation
• Coordinating structures activated to provide
  unified, standardized approach for implementing
  Federal incident management responsibilities
• Direct implementation of Federal authorities
• Federal support to State, local and tribal
  governments
• Federal-to-Federal support
• Proactive response to catastrophic incidents
• Coordinating structures provide national
  capability
• Ability to address impacts, execute immediate
  nation-wide actions to avert or prepare for
  subsequent events and manage multiple incidents

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ICS Program History

• Born in the Vietnam War, but attributed to
  Southern California wildfires in 1970s
• Recognized need for common emergency response
  system due to responder fatalities
• Mandated all-risk application and initially
  evaluated in the wild land fire environment
• Design objective includes all levels of
  government, including executives

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Use of ICS is equally effective for planned or
unplanned events
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Incident Command System

• Designed to turn a crisis from an emergency
  phase to a project phase
• as quickly as possible - From reactive to
  proactive.
• Key features
• Modular Organization - highly structured yet
  flexible
• Manageable Span of Control
• Standard Terminology / Forms / Symbols
• Chain of Command Structure
• Consolidated Action Plan All Hazards, All Risks
• Structured Resource Management System
• Established Curriculum
• Available at Low Cost
• Commonly Used Nationwide
• Logical/Functional
• Common Incident Support Facilities
• Integrated Communications
• Management by Objectives

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Why did LEtats Unis adopt ICS?

• On-scene incident management structure
• System generally being used by first responders
  to manage incidents
• Training exercise program
• Certification qualification system
• Support technologies
• System documentation

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NIMS ICS National Training Curriculum Baseline
LEVEL
IS-700
IS-800
Basic
ICS-100
Basic
ICS-200
Intermediate
ICS-300
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ICS Applied

• Agency/organization executives have vital role
• All-risk system knows no bounds if properly
  applied
• To be effective it must have
• Strong agency support
• Thorough system documentation
• Intensive training and exercises
• Evaluation/corrective action process
• System has never failed

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USCG Application Examples

• Oil spill/HAZMAT response and recovery
• Multi-casualty
• Port Security
• Water transportation or private sector accidents
• Planned marine or waterside events
• Terrorism response
• Designated Emergency Support Function

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Factors Determining Response Size Structure

• Administrative/jurisdictional complexity
• Geographic area involved
• Functional specialties required
• Logistics/support, planning needs
• Potential for growth

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Basic ICS Organization
IC
Command Staff
Information Liaison Safety Legal Intelligence
Planning
Operations
Logistics
Finance
Staging Area Branches Divisions Groups
Resources Situation Demobilization
Documentation
Communications Food Medical Supply
Ground Support Facilities
Procurement Claims Time Cost
Compensation
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Response Priorities

• Incident objectives are established
• based on the following priorities
• 1 Life Saving
• 2 Incident Stabilization
• 3 Property Preservation

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Management by Objectives

• Top down management activity with the following
• steps to achieve incident response goals
• Establish objectives
• Identify/select strategies
• Develop/implement tactics

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ICS Management

• ICS span of control for any supervisor
• Between 3 and 7 subordinates.
• Optimally does not exceed 5 subordinates.

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Resource/Planning Characteristics

• Written Incident Action Plans are produced when
• Large number of tactical and support resources
  need to be ordered, tracked and managed.
• Multiple operational periods are required.
• Transfer of command is likely.
• Orthe boss wants one.

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Planning P

• Deliberate Planning Cycle/Process
• Complete a set of actions from Incident Action
  Plan
• Operational period Normally 12 - 24 hours
• Determined by Incident Commander

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Resource Management

• Maximizes effective use of personnel and
  equipment.
• Reduces span of control.
• Reduces communications traffic.
• Process to categorize/track resources ordered,
  dispatched, recovered and demobilized.
• Includes processes for reimbursement, as
  appropriate.

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ICS Summary

• Utilizes management features including common
  terminology
• and a modular organizational structure.
• Emphasizes effective planning through management
  by
• objectives and Incident Action Plans.
• Supports responders by providing needed data
  through
• effective information and intelligence
  management.
• Utilizes principles of chain, unity and transfer
  of command.
• Ensures ready resources through
  accountability/mobilization.
• Ensures utilization of incident resources by
  maintaining a span
• of control, establishing incident facilities,
  implementing resource
• management practices and ensuring integrated
  communications.

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Incident Complexity - Typing
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What Are Major Incidents?

• Involve more than one agency and/or political
  jurisdiction.
• Involve complex management and communication
  issues.
• Require experienced, highly qualified supervisory
  personnel.
• Require numerous tactical and support resources.
• Involve multiple victims, fatalities, or
  illnesses.

• Include widespread damage to property/environment.
  
• Result in psychological threat/trauma.
• Span multiple operational periods (days, weeks).
• Costly to control and mitigate.
• Require extensive recovery efforts.
• Draw national media interest.
• Designated an Incident of National Significance.

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Incident Of National Significance

• IONS are declared by the Secretary for the
  Department of Homeland Security,
• but Federal incident management activities are
  coordinated by the President
• unless delegated under the following HSPD-5
  criteria
• When a Federal department/agency requests
  assistance.
• When state/local capabilities are overwhelmed and
  they request assistance.
• When an incident substantially involves more than
  one Federal agency.
• When DHS has been directed by the President to
  assume incident
• management responsibilities.

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Area Command Functions

• Directs multiple responses handled by ICS
  organizations or a large incident
• with multiple response teams assigned.
• Provide agency/jurisdictional authority for
  assigned incidents.
• Ensure a clear understanding of expectations,
  intentions, and constraints.
• Establish critical resource efficient use
  priorities between incidents.
• Ensure responder assignments are appropriate.
• Coordinate demobilization or reassignment of
  resources between incidents.
• Assists in interagency coordination.
• Reduces workload for agency officials.

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Area Commander Responsibilities
ICP

• Set overall objectives.
• Establish priorities.
• Allocate/reallocate critical resources.
• Coordinate with higher entities and
• the media.think buffer.
• Coordinate the demobilization of
• assigned resources.
• Does not direct tactical operations.

ICP
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Multi-agency Coordination System

• A combination of facilities, equipment,
  personnel,
• procedures, and communications integrated into a
• common system with responsibility for
  coordinating
• and supporting incident management activities.

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Why Focus on Coordination?

• Increasing incident complexity
• Complex and confusing legal authorities
• Increasing litigation
• Increasing response costs
• High property losses
• Life, health, safety issues
• Media and public scrutiny
• Political, legislative and budgetary
  ramifications
• Competing priorities

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Multi-agency Coordination Centers
Local Emergency Ops Center (EOC)
State Emergency Ops Center (EOC)
Joint FieldOffice (JFO)

• Provide support and coordination to incident
  command.
• Identify resource shortages and issues.
• Gather and provide information.
• Implement multiagency coordination entity
  decisions.

Area Command
Incident Command Post
Incident Command Post
Incident Command Post
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Expansion vs. Activation

• Multi-agency coordination centers/entities may be
  
• established through
• Expanding an existing function that includes
• full-time staff and pre-emergency administrative
• systems and controls.
• Or
• Activating a structure based on interagency
• mutual-aid agreements during an emergency.

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Activating Coordination Centers

• When an emergency situation threatens,
  significantly impacts the agency, or involves
  other agencies
• When pre-established threat levels are reached
• Under pre-established guidelines (recommended)
• Joint powers agreements or memorandums of
  understanding
• Jurisdictional response plans
• Without pre-established guidelines
• When there is an interagency need to coordinate
• When resource requests exceed availability

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Joint Field Office

• Focal coordination point for Federal support to
  on-scene incident management efforts (Federal
  MACC).

Principal Federal Official
State, Local and Tribal Representative(s)
Other Senior Federal Officials
Senior Federal Law Enforcement Official
Federal Coordinating Officer

JFO Coordination Group
Chief of Staff ----------------------- Liaison
Officer Safety Coordinator Security
Officer Infrastructure LiaisonOthers as needed
External Affairs
JFO Coordination Staff
Defense Coordinating Officer (DCO)
Office of Inspector General
JFO Sections
Operations Section
Logistics Section
Planning Section
Finance and Admin
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NRP Coordination Structure
NIMS Role
Multi-agency Coordination System
Interagency Advisory Council
JFO Coordination Group

• Multiagency Coordination Entity
• Strategic coordination

• Multi-agency Coordination Centers/EOCs
• Support and coordination

Joint Field Office
Regional Response Coordination Center
National Operations Center
State Emergency Operations Center
Local Emergency Operations Center

• Incident Command
• Directing on-scene emergency management

Role of regional components varies depending on
scope and magnitude of the incident.
An Area Command is established when needed due to
the complexity or number of incidents.
Area Command
Incident Command Post
Incident Command Post
Incident Command Post
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Coordinated Planning
RMS 8 Planning Meeting
RMS 17 Operations Meeting
RMS 7 Form Flow Process
RMS 6 IAP Completion Sub-Plan Development
RMS 10 Task ID Logistics Facilitation
RMS 18 Strategy Meeting
RMS 5 Initial IAP Development
RMS 12 Pre-implement Debrief
RMS 19 Initiation of IAP Development
RMS 4 Initial Strategy Meeting
RMS 9 Post IAP Debrief
RMS 11 Post Logistics Debrief
RMS 3 Initial Response
RMS 13 IAP Implemented
RMS 15 Expenditures
RMS 14 Post Operations Debrief
RMS 2 Initial Objectives
RMS 16 Total Expenditures
RMS 1 Incident Notification
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Jurisdictionally Transparent Functions

• The Joint Information Center is used to
• coordinate emergency information, crisis
• communications and public affairs functions
• must include representatives of all stakeholders.
• Technical Specialists are personnel with special
• skills who can be used anywhere within a
• response organization.

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Trans-boundary Personnel

• Joint Response Team advisory personnel not
  filling On Scene/ Incident Commander roles as per
  Section 304.5 of the JMPCP provide a variety of
  counseling and debriefing support.
• Liaison Officers can be requested as per Section
  404 of the JMPCP at both Incident Command Posts.
• Public Information Officers and Communications
  Officers working at a (Joint) Information Center.
• Regional Environmental Emergency Team and
  Environmental Unit Leader and/or Technical
  Specialists working at either Command Post
  location.
• Representatives of the Responsible Party, if
  applicable.

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Questions?