National
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Incident
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<< Chapter
I - INTRODUCTION and OVERVIEW
Chapter
III - PREPAREDNESS >>
Chapter II
NIMS
- Command and Management
| This chapter
describes the systems used to facilitate domestic incident
command and management operations, including the
ICS, multiagency coordination systems, and the Joint Information
System (JIS). Additional details on incident command and
management are contained in Appendix A. |
A.
INCIDENT COMMAND SYSTEM.
The
ICS is a management system designed to enable effective
and efficient domestic incident management by integrating
a combination of facilities, equipment, personnel,
procedures, and communications operating within a common
organizational structure, designed to enable effective
and efficient domestic incident management. A basic
premise of ICS is that it is widely applicable. It
is used to organize both near-term and long-term field-level
operations for a broad spectrum of emergencies, from
small to complex incidents, both natural and manmade.
ICS is used by all levels of government—Federal,
State, local, and tribal—as well as by many private-sector
and nongovernmental organizations. ICS is also applicable
across disciplines. It is normally structured to facilitate
activities in five major functional areas: command,
operations, planning, logistics, and finance and administration.
Acts of biological, chemical, radiological, and nuclear
terrorism represent particular challenges for the traditional
ICS structure. Events that are not site specific, are
geographically dispersed, or evolve over longer periods
of time will require extraordinary coordination between
Federal, State, local, tribal, private-sector, and nongovernmental
organizations. An area command may be established to
oversee the management of such incidents. (See Appendix
A, Tab 6.)
|
|
1. Concepts and Principles.
To provide this
framework for interoperability and compatibility, the NIMS
is based on an appropriate balance of flexibility and standardization.
a.
Most Incidents Are Managed Locally.
The initial response to most domestic incidents is typically
handled by local “
911” dispatch centers, emergency responders within
a single jurisdiction, and direct supporters of emergency
responders. Most responses need go no further. In other
instances, incidents that begin with a single response
discipline within a single jurisdiction may rapidly expand
to multidiscipline, multijurisdictional incidents requiring
significant additional resources and operational support.
Whether for incidents in which additional resources are
required or are provided from different organizations within
a single jurisdiction or outside the jurisdiction, or for
complex incidents with national-level implications (such
as an emerging infectious disease or a bioterror attack),
the ICS provides a flexible core mechanism for coordinated
and collaborative incident management. When a single incident
covers a large geographical area, multiple local ICS organizations
may be required. Effective cross-jurisdictional coordination
using processes and systems described in the NIMS is absolutely
critical in this instance.
|
b.
The NIMS Requires That Field Command and Management Functions
Be Performed in Accordance with a Standard Set of ICS
Organizations, Doctrine, and Procedures.
However, Incident Commanders generally retain the flexibility
to modify procedures or organizational structure to align
as necessary with the operating characteristics of their
specific jurisdictions or to accomplish the mission in
the context of a particular hazard scenario.
|
c.
ICS Is Modular and Scalable.
ICS is designed to have the following operating characteristics;
it should be
• |
suitable
for operations within a single jurisdiction or
single agency, a single jurisdiction with multiagency
involvement, or multiple jurisdictions with multiagency
involvement; |
• |
applicable
and acceptable to users throughout the country; |
• |
readily
adaptable to new technology; |
• |
adaptable
to any emergency or incident to which domestic
incident management agencies would be expected
to respond; and |
• |
have
a scalable organizational structure that is based
on the size and complexity of the incident. |
TOP
|
d.
ICS Has Interactive Management Components.
These set the stage for effective and efficient incident
management and emergency response.
|
e.
ICS Establishes Common Terminology, Standards, and Procedures
that Enable Diverse Organizations to Work Together Effectively.
These include a standard set of predesignated organizational
elements and functions, common names for resources used
to support incident operations, common “typing” for
resources to reflect specific capabilities, and common
identifiers for facilities and operational locations
used to support incident operations.
|
f.
ICS Incorporates Measurable Objectives.
Measurable objectives ensure fulfillment of incident management
goals. Objective-setting begins at the top and is communicated
throughout the entire organization.
|
g.
The Implementation of ICS Should Have the Least Possible
Disruption On Existing Systems and Processes.
This will facilitate its acceptance across a nationwide
user community and to insure continuity in the transition
process from normal operations.
|
h.
ICS Should Be User Friendly and Be Applicable Across
a Wide Spectrum of Emergency Response and Incident Management
Disciplines.
This will
enable the communication, coordination, and integration critical
to an effective and efficient NIMS.
|
|
2. Management Characteristics.
ICS is based on proven management characteristics. Each contributes
to the strength and efficiency of the overall system.
a.
Common Terminology.
ICS establishes common terminology that allows diverse
incident management and support entities to work together
across a wide variety of incident management functions
and hazard scenarios. This common terminology covers the
following:
(1)
Organizational Functions.
Major
functions and functional units with domestic incident
management responsibilities are named and
defined. Terminology for the organizational elements
involved is standard and consistent.
|
(2)
Resource Descriptions.
Major
resources—including personnel, facilities,
and major equipment and supply items—used to
support incident management activities are given
common names and are “typed” with respect
to their capabilities, to help avoid confusion and
to enhance interoperability. The process for accomplishing
this task is specified in Chapter IV.
|
(3)
Incident Facilities.
Common terminology is used to designate the facilities
in the vicinity of the incident area that will be
used in the course of incident management activities.
|
|
b.
Modular Organization.
The incident command organizational structure develops
in a top-down, modular fashion that is based on the size
and complexity of the incident, as well as the specifics
of the hazard environment created by the incident. When
needed, separate functional elements can be established,
each of which may be further subdivided to enhance internal
organizational management and external coordination. Responsibility
for the establishment and expansion of the ICS modular
organization ultimately rests with the Incident Commander
(IC), who bases these on the requirements of the situation.
As incident complexity increases, the organization expands
from the top down as functional responsibilities are delegated.
Concurrently with structural expansion, the number of management
positions expands to adequately address the requirements
of the incident.
|
c.
Management by Objectives.
Management by objectives represents an approach that is
communicated throughout the entire ICS organization. This
approach includes the following:
•
|
establishing
overarching objectives;
|
•
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developing and issuing
assignments, plans, procedures, and protocols;
|
•
|
establishing specific,
measurable objectives for various incident management
functional activities, and directing efforts to attain
them, in support of defined strategic objectives;
and
|
•
|
documenting results
to measure performance and facilitate corrective
action.
|
|
d.
Reliance on an Incident Action Plan.
Incident action plans (IAPs) provide a coherent means
of communicating the overall incident objectives in the
contexts of both operational and support activities.
|
e.
Manageable Span of Control.
Span of control is key to effective and efficient incident
management. Within ICS, the span of control of any individual
with incident management supervisory responsibility should
range from three to seven subordinates. The type of incident,
nature of the task, hazards and safety factors, and distances
between personnel and resources all influence span-of-control
considerations.
|
f.
Predesignated Incident Locations and Facilities.
Various types of operational locations and support facilities
are established in the vicinity of an incident to accomplish
a variety of purposes, such as decontamination, donated
goods processing, mass care, and evacuation. The IC will
direct the identification and location of facilities based
on the requirements of the situation at hand. Typical predesignated
facilities include incident command posts, bases, camps,
staging areas, mass casualty triage areas, and others,
as required.
For a more complete
discussion of predesignated locations and facilities, see
Appendix A, Tab 7.
|
g.
Comprehensive Resource Management.
Maintaining an accurate and up-to-date picture of resource
utilization is a critical component of domestic incident
management. Resource management includes processes for
categorizing, ordering, dispatching, tracking, and recovering
resources. It also includes processes for reimbursement
for resources, as appropriate. Resources are defined as
personnel, teams, equipment, supplies, and facilities available
or potentially available for assignment or allocation in
support of incident management and emergency response activities.
|
h.
Integrated Communications.
Incident communications are facilitated through the development
and use of a common communications plan and interoperable
communications processes and architectures. This integrated
approach links the operational and support units of the
various agencies involved and is necessary to maintain
communications connectivity and discipline and enable common
situational awareness and interaction. Preparedness planning
must address the equipment, systems, and protocols necessary
to achieve integrated voice and data incident management
communications.
|
i.
Establishment and Transfer of Command.
The command function must be clearly established from
the beginning of incident operations. The agency with primary
jurisdictional authority over the incident designates the
individual at the scene responsible for establishing command.
When command is transferred, the process must include a
briefing that captures all essential information for continuing
safe and effective operations.
|
j.
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 every individual has a designated
supervisor to whom they report at the scene of the incident.
These principles clarify reporting relationships and eliminate
the confusion caused by multiple, conflicting directives.
Incident managers at all levels must be able to control
the actions of all personnel under their supervision.
|
k.
Unified Command.
In incidents involving multiple jurisdictions, a single
jurisdiction with multiagency involvement, or multiple
jurisdictions with multiagency
involvement, unified command allows agencies with different
legal, geographic, and functional authorities and responsibilities
to work together effectively without affecting individual
agency authority, responsibility, or accountability.
|
l.
Accountability.
Effective accountability at all jurisdictional levels
and within individual functional areas during incident
operations is essential. To that end, the following principles
must be adhered to:
(1) Check-In.
All responders, regardless of agency affiliation,
must report in to receive an assignment in accordance
with the procedures established by the IC.
|
(2) Incident Action Plan.
Response operations must be directed and coordinated
as outlined in the
IAP.
|
(3) Unity of Command.
Each individual involved in incident operations
will be assigned to only one supervisor.
|
(4) Span of Control.
Supervisors must be able to adequately supervise
and control their subordinates, as well as communicate
with and manage all resources under their supervision.
|
(5) Resource Tracking.
Supervisors must record and report resource status
changes as they occur.
|
TOP
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m.
Deployment.
Personnel and equipment should respond only when requested
or when dispatched by an appropriate authority.
|
n.
Information and Intelligence Management.
The incident management organization must establish a
process for gathering, sharing, and managing incident-related
information and intelligence.
|
|
3. ICS Organization and Operations.
a.
Command and General Staff Overview.
The ICS organization
has five major functions, as described in Figure 1. These are:
command, operations, planning,
logistics, and finance and administration (with a potential
sixth functional area to cover the intelligence function, as
described in paragraph 2.n. above).
|
Figure 1
(1) Command.
Command comprises
the IC and Command Staff. 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 IC.
|
(2) General Staff.
The General Staff comprises incident management personnel
who represent the major functional elements of the
ICS including the Operations Section Chief, Planning
Section
Chief, Logistics Section Chief, and Finance/Administration
Section Chief. (More detailed information regarding
these functional elements is contained in Appendix A.)
Command
Staff and General Staff must continually interact and
share vital information and estimates of the current
and future situation and develop recommended courses
of action for consideration by the IC. Additional information
on the specific functions and makeup of the individual
units within each of these sections is provided in
Appendix A.
|
b. The Command Staff.
Command
Staff is responsible for overall management of the incident.
This includes Command Staff assignments
required to support the command function.
(1)
The Command Function.
The command function may be conducted in two general
ways:
(a)
Single Command IC.
When an incident occurs within a single
jurisdiction and there is no jurisdictional
or functional agency overlap, a single IC
should be designated with overall incident
management responsibility by the appropriate
jurisdictional authority. (In some cases
in which incident management crosses jurisdictional
and/or functional agency boundaries, a single
IC may be designated if all parties agree
to such an option.) Jurisdictions should
consider predesignating ICs in their preparedness
plans. The designated IC will develop the
incident objectives on which subsequent incident
action
planning will be based. The IC will approve
the Incident Action Plan (IAP) and all requests
pertaining to the ordering and releasing
of incident resources.
|
(b)
Unified Command.
UC is an important element in multijurisdictional
or multiagency domestic incident management.
It provides guidelines to enable agencies
with different legal, geographic, and functional
responsibilities to coordinate, plan, and
interact effectively. As a team effort, UC
overcomes much of the inefficiency and duplication
of effort that can occur when agencies from
different functional and geographic jurisdictions,
or agencies at different levels of government,
operate without a common system or organizational
framework. All agencies with jurisdictional
authority or functional responsibility for
any or all aspects of an incident and those
able to provide specific resource support
participate in the UC structure and contribute
to the process of determining overall incident
strategies; selecting objectives; ensuring
that joint planning for tactical activities
is accomplished in accordance with approved
incident objectives; ensuring the integration
of tactical operations; and approving, committing,
and making optimum use of all assigned resources.
The exact composition of the UC structure
will depend on the location(s) of the incident
(i.e., which geographical administrative
jurisdictions are involved) and the type
of incident (i.e., which functional agencies
of the involved jurisdiction(s) are required).
In the case of some multijurisdictional incidents,
the designation of a single IC may be considered
to promote greater unity of effort and efficiency.
Advantages
of Using Unified Command
|
•
|
A
single set of objectives
is developed for the entire
incident.
|
•
|
A
collective approach is used
to develop strategies to
achieve incident objectives.
|
•
|
Information
flow and coordination is
improved between all jurisdictions
and agencies involved in
the incident.
|
•
|
All
agencies with responsibility
for the incident have an
understanding of joint priorities
and restrictions.
|
| • |
No
agency’s legal authorities
will be compromised or neglected. |
| • |
The
combined efforts of all agencies
are optimized as they perform
their respective assignments
under a single Incident Action
Plan. |
|
|
(i) The designated agency officials participating
in the UC represent different legal
authorities and functional areas
of responsibility and use a collaborative
process to establish incident objectives
and designate priorities that accommodate
those objectives. Agencies heavily
involved in the incident that lack
jurisdictional responsibility are
defined as supporting agencies. They
are represented in the command structure
and effect coordination on behalf
of their parent agency through the
Liaison Officer. Jurisdictional responsibilities
of multiple incident management officials
are consolidated into a single planning
process
(discussed more fully in Appendix
A, Tab 8), including:
•
|
responsibilities
for incident management;
|
•
|
incident
objectives;
|
•
|
resource
availability and capabilities;
|
•
|
limitations;
and
|
| • |
areas
of agreement and disagreement between
agency officials. |
|
(ii) Incidents are managed under a single,
collaborative approach, including
the following:
•
|
common
organizational structure;
|
•
|
single
incident command post;
|
•
|
unified
planning process; and
|
•
|
unified
resource management.
|
|
(iii) Under UC, the IAP is developed by
the Planning Section Chief and is
approved by the UC. A single individual,
the Operations Section Chief, directs
the tactical implementation of the
IAP. The Operations Section Chief
will normally come from the agency
with the greatest jurisdictional
involvement. UC participants will
agree on the designation of the Operations
Section Chief.
|
(iv) UC works best when the participating
members of the UC collocate at the
Incident Command Post and observe
the following practices:
•
|
Select
an Operations Section Chief for
each operational period;
|
•
|
Keep
each other informed of specific
requirements;
|
•
|
Establish
consolidated incident objectives,
priorities, and strategies;
|
•
|
Coordinate
to establish a single system
for ordering resources;
|
| • |
Develop
a consolidated IAP, written or
oral, evaluated and updated at
regular intervals; and |
| • |
Establish
procedures for joint decision-making
and documentation. |
|
(v) The
primary differences between the single
command structure and the
UC structure are that:
•
|
In
a single command structure, the
IC is solely responsible
(within the confines of his or
her authority) for establishing
incident management objectives
and strategies. The IC is directly
responsible for ensuring that all
functional area activities are
directed toward accomplishment
of the strategy.
|
•
|
In
a UC structure, the individuals
designated by their jurisdictional
authorities (or by departments
within a single jurisdiction)
must jointly determine objectives,
strategies, plans, and priorities
and work together to execute
integrated incident operations
and maximize the use of assigned
resources.
|
|
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|
TOP
(2)
Command Staff Responsibilities.
In an incident command organization, the Command Staff consists of the Incident
Command and various special staff positions. The special staff positions are
specifically designated, report directly to the Incident Command, and are assigned
responsibility for key activities that are not a part of the ICS General Staff
functional elements. Three special staff positions are typically identified in
ICS: Public Information Officer, Safety Officer, and Liaison Officer. Additional
positions may be required, depending on the nature, scope, complexity, and location(s)
of the incident(s), or according to specific requirements established by the
IC.
(a)
Public Information Officer.
The PIO is responsible for interfacing
with the public and media and/or with other agencies
with incident-related information
requirements. The PIO develops accurate and
complete information on the incident’s
cause, size, and current situation; resources
committed; and other matters of general interest
for both internal and external consumption.
The PIO may also perform a key public information-
monitoring role. Whether the command structure
is single or unified, only one incident PIO
should be designated. Assistants may be assigned
from other agencies or departments involved.
The IC must approve the release of all incident-related
information.
|
(b)
Safety Officer.
The
SO monitors incident operations and advises the
IC on all matters relating to
operational safety, including the health
and safety of emergency responder personnel.
The ultimate responsibility for the safe
conduct of incident management operations
rests with the IC or UC and supervisors at
all levels of incident management. The SO
is, in turn, responsible to the IC for the
set of systems and procedures necessary to
ensure ongoing assessment of hazardous environments,
coordination of multiagency safety efforts,
and implementation of measures to promote
emergency responder safety, as well as the
general safety of incident operations. The
SO has emergency authority to stop and/or
prevent unsafe acts during incident operations.
In a UC structure, a single SO should be
designated, in spite of the fact that multiple
jurisdictions and/or functional agencies
may be involved. Assistants may be required
and may be assigned from other agencies
or departments constituting the UC. The SO,
Operations Section Chief, and Planning Section
Chief must coordinate closely regarding operational
safety and emergency responder health and
safety issues. The SO must also ensure the
coordination of safety management functions
and issues across jurisdictions, across functional
agencies, and with private-sector and nongovernmental
organizations. It is important to note that
the agencies, organizations, or jurisdictions
that contribute to joint safety management
efforts do not lose their individual identities
or responsibility for their own programs,
policies, and personnel. Rather, each entity
contributes to the overall effort to protect
all responder personnel involved in incident
operations.
|
(c)
Liaison Officer.
The LNO is the point of contact for representatives
of other governmental agencies, nongovernmental
organizations, and/or private entities. In
either a single or UC structure, representatives
from assisting or cooperating agencies and
organizations coordinate through the LNO.
Agency and/or organizational representatives
assigned to an incident must have the authority
to speak for their parent agencies and/or
organizations on all matters, following appropriate
consultations with their agency leadership.
Assistants and personnel from other agencies
or organizations (public or private) involved
in incident management activities may be
assigned to the LNO to facilitate coordination.
|
(d)
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.
|
(e)
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 IC. For example,
a Legal Counsel may be assigned directly
to the Command Staff to advise the IC 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 IC 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.
|
|
|
c. The 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, which are
discussed below:
(1)
Operations Section.
This section is responsible for all activities
focused on reduction of the immediate hazard, saving
lives and property, establishing situational control,
and restoration of normal operations.
Figure 2 depicts the primary organizational structure
template for an Operations Section. For a more
detailed discussion of the Operations Section,
see Appendix A, Tab 2. Further expansions of this
basic structure will vary according to numerous
considerations and operational factors. In some
cases, the organizational structure will be determined
by jurisdictional boundaries. In other cases, a
strictly functional approach will be used. In still
others, a mix of functional and geographical considerations
may be appropriate. The ICS offers flexibility
in determining the right structural approach for
the specific circumstances of the incident at hand.
|
TOP |
Figure 2
(a) Operations Section Chief.
The Operations Section Chief is responsible to the IC
or UC for the direct management of all incident-related
operational activities. The Operations Section Chief
will establish tactical objectives for each operational
period, with other section chiefs and unit leaders establishing
their own supporting objectives. The Operations Section
Chief may have one or more deputies assigned, with the
assignment of deputies from other agencies encouraged
in the case of multijurisdictional incidents. An Operations
Section Chief should be designated for each operational
period and should have direct involvement in the preparation
of the IAP for the corresponding period of responsibility.
|
(b)
Branches.
Branches may be used to serve several purposes, and
may be functional or geographic in nature. In general,
branches are established when the number of divisions
or groups exceeds the recommended span of control of
one supervisor to three to seven subordinates for the
Operations Section Chief (a ratio of 1:5 is normally
recommended, or
1:8 to 1:10 for many larger-scale law enforcement operations).
|
(c)
Divisions and Groups.
Divisions and Groups are established when the number
of resources exceeds the manageable span of control of
the IC and the Operations Section Chief. Divisions are
established to divide an incident into physical or geographical
areas of operation. Groups are established to divide
the incident into functional areas of operation. For
certain types of incidents, for example, the IC may assign
intelligence-related activities to a functional group
in the Operations Section. There also may be additional
levels of supervision below the Division or Group level.
|
(d)
Resources.
Resources refer to the combination of personnel and
equipment required to enable incident management operations.
Resources may be organized and managed in three different
ways, depending on the requirements of the incident:
(i) Single Resources. These are individual personnel
and equipment items and the operators associated
with them.
|
(ii) Task Forces. A Task Force is any combination
of resources assembled in support of a specific mission
or operational need. All resource elements within
a Task Force must have common communications and
a designated leader.
|
(iii) Strike Teams. Strike Teams are a set number
of resources of the same kind and type that have
an established minimum number of personnel. The use
of Strike Teams and Task Forces is encouraged, wherever
possible, to optimize the use of resources, reduce
the span of control over a large number of single
resources, and reduce the complexity of incident
management coordination and communications.
|
|
(2)
Planning Section.
The Planning Section collects, evaluates, and disseminates
incident situation information and intelligence to the
IC or UC and incident management personnel, prepares
status reports, displays situation information, maintains
status of resources assigned to the incident, and develops
and documents the IAP based on guidance from the IC or
UC. For a more detailed discussion of the Planning Section
see Appendix A, Tab 3. As shown in Figure 3, the Planning
Section comprises four primary units,
as well as a number of technical specialists to assist
in evaluating the situation, developing planning options,
and forecasting requirements for additional resources.
|
Figure 3
The
Planning Section is normally responsible for gathering
and disseminating information and
intelligence critical to the incident, unless
the IC places this function elsewhere.
The Planning
Section is also responsible for developing and documenting
the IAP. The IAP includes the overall
incident objectives and strategies established by the
IC or UC. In the case of UC, the IAP must adequately
address the mission and policy needs of each jurisdictional
agency, as well as interaction between jurisdictions,
functional agencies, and private organizations.
The IAP also addresses tactical objectives and support
activities required for one operational period, generally
12 to 24 hours. The IAP also contains provisions for
continuous incorporation of “lessons learned” as
incident management activities progress. An IAP is especially
important when:
(a) resources from multiple agencies and/or jurisdictions
are involved; |
(b) multiple jurisdictions are involved; |
(d) the incident will effectively span several
operational periods; |
(d) changes in shifts of personnel and/or equipment
are required; or |
(e) there is a need to document actions and/or
decisions. |
The IAP will
typically contain a number of components, as shown in
Figure 4. (For full descriptions of units in each ICS
section, see the tabs in Appendix A.)
TOP |
|
Components |
Normally
Prepared By |
|
|
Incident
Objectives |
Incident Commander |
Organization
List or Chart |
Resources
Unit |
Assignment
List |
Resources
Unit |
Communications
Plan |
Communications
Unit |
Logistics
Plan |
Logistics
Unit |
Responder
Medical Plan |
Medical
Unit |
Incident
Map |
Situation
Unit |
Health and
Safety Plan |
Safety
Officer |
Other Potential
Components
(Scenario dependent)
|
|
Air Operations
Summary |
Air
Operations |
Traffic
Plan |
Ground
Support Unit |
Decontamination
Plan |
Technical
Specialist |
Waste Management
or Disposal Plan |
Technical
Specialist |
Demobilization
Plan |
Demobilization
Unit |
Operational
Medical Plan |
Technical
Specialist |
Evacuation
Plan |
Technical
Specialist |
Site Security
Plan |
Law
Enforcement Specialist |
Investigative
Plan |
Law
Enforcement Specialist |
Evidence
Recovery Plan |
Law
Enforcement Specialist |
Other |
As
Required |
|
Figure
4—Sample IAP Outline
(3)
Logistics Section.
The
Logistics Section (Figure 5) is responsible for all support
requirements needed to facilitate effective and efficient
incident management, including ordering resources from
off-incident locations. It also provides facilities,
transportation, supplies, equipment maintenance and fuel,
food services, communications and information technology
support, and emergency responder medical services, including
inoculations, as required. For a more detailed discussion
of the Logistics Section see Appendix A, Tab 4.
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Figure 5
(4) Finance/Administration
Section.
A Finance/Administration Section is established when
the agency(s) involved in incident management activities
require(s) finance and other administrative support services.
Not all incidents will require a separate Finance/Administration
Section. In cases that require only one specific function
(e.g., cost analysis), this service may be provided by
a technical specialist in the Planning Section. The basic
organizational structure for a Finance/Administration
Section is shown in Figure 6. When such a section is
established, the depicted units may be created, as required.
Appendix A, Tab 5, provides additional information relative
to the function and responsibilities of each unit in
this section.
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Figure 6
(5) Information and Intelligence
Function.
The analysis and sharing of information and
intelligence are important elements of ICS. In this context,
intelligence
includes not only national security or other types of
classified information but also other operational information,
such as risk assessments, medical intelligence (i.e.,
surveillance), weather information, geospatial data,
structural designs, toxic contaminant levels, and utilities
and public works data, that may come
from a variety of different sources. Traditionally, information
and intelligence functions are located in the Planning
Section. However, in exceptional situations, the IC may
need to assign the information and intelligence functions
to other parts of the ICS organization. In any case,
information and intelligence must be appropriately analyzed
and shared with personnel, designated by the IC, who
have proper clearance and a “
need-to-know” to ensure that they support decision-making.
The intelligence and information function may be organized
in one of the following ways:
(a) Within the Command
Staff.
This option may be most appropriate in incidents
with little need for tactical or classified intelligence
and in which incident-related intelligence is provided
by supporting Agency Representatives, through real-time
reach-back capabilities.
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(b) As a Unit Within
the Planning Section.
This option may be most appropriate
in an incident with some need for tactical intelligence
and when
no law enforcement entity is a member of the UC.
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(c) As a Branch Within
the Operations Section.
This option may be most
appropriate in incidents with a high need for tactical
intelligence (particularly
classified intelligence) and when law enforcement
is a member of the UC.
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(d) As a Separate
General Staff Section.
This option may be most appropriate
when an incident is heavily influenced by intelligence
factors or
when there is a need to manage and/or analyze a
large volume of classified or highly sensitive
intelligence or information. This option is particularly
relevant to a terrorism incident, for which intelligence
plays a crucial role throughout the incident life
cycle.
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Regardless
of how it is organized, the information and intelligence
function is also responsible for developing, conducting,
and managing information- related security plans and
operations as directed by the IC. These can 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, sensitive
law enforcement information, proprietary and personal
information, or export-controlled information) is handled
in a way that not only safeguards the information but
also ensures that it gets to those who need access to
it so that they can effectively and safely conduct their
missions. The information and intelligence function also
has the responsibility for coordinating information-
and operational-security matters with public awareness
activities that fall under the responsibility of the
PIO, particularly where such public awareness activities
may affect information or operations security.
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4. Area Command.
a. Description.
An Area
Command is activated only if necessary, depending on the
complexity of the incident and incident management
span-of-control considerations. An agency administrator
or other public official with jurisdictional responsibility
for the incident usually makes the decision to establish
an Area Command. An Area Command is established either
to oversee the management of multiple incidents that
are each being handled by a separate ICS organization
or to oversee the management of a very large incident
that involves multiple ICS organizations, such as would
likely be the case for incidents that are not site
specific, geographically dispersed, or evolve over
longer periods of time, (e.g., a bioterrorism event).
In this
sense, acts of biological, chemical, radiological,
and/or nuclear terrorism represent particular challenges
for
the traditional ICS structure and will require extraordinary
coordination between Federal, State, local, tribal,
private-sector, and nongovernmental organizations. Area
Command is also
used when there are a number of incidents in the same
area and of the same type, such as two or more hazardous
material (HAZMAT) or oil spills,
and fires. These represent incidents that may compete
for the same resources. When incidents do not have
similar resource demands, they are usually handled separately
and are coordinated through an Emergency Operations
Center (EOC). If the incidents under the authority of
the Area Command are multijurisdictional, then a Unified
Area
Command should be established. This allows each jurisdiction
to have representation in the command structure. Area
Command should not be confused with the functions performed
by an EOC. An Area Command oversees management of the
incident(s), while an EOC coordinates support functions
and provides resources support. (See Section B.2.a.
below for further discussion of the EOC.)
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b. Responsibilities.
For incidents
under its authority, an Area Command has the responsibility
to:
•
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set overall
incident-related priorities;
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•
|
allocate critical
resources according to priorities;
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•
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ensure that incidents
are properly managed;
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•
|
ensure that incident
management objectives are met and do not conflict
with each other or with agency policy;
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| • |
identify critical resource
needs and report them to EOCs and/or multiagency
coordination entities; and |
| • |
ensure that short-term
emergency recovery is coordinated to assist in the
transition to full recovery operations. |
See Appendix A, Tab 6 for additional information and
guidance on establishing
Area Commands.
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B. MULTIAGENCY COORDINATION SYSTEMS.
1.
Definition.
A multiagency coordination system is a combination of facilities,
equipment, personnel, procedures, and communications integrated
into a common system with responsibility for coordinating and
supporting domestic incident management activities. The primary
functions of multiagency coordination systems are to support
incident management policies and priorities, facilitate logistics
support and resource tracking, inform resource allocation decisions
using incident management priorities, coordinate incident related
information, and coordinate interagency and intergovernmental
issues regarding incident management policies, priorities, and
strategies. Direct tactical and operational responsibility for
conducting incident management activities rests with the Incident
Command.
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2.
System Elements.
Multiagency coordination systems may contain EOCs and (in certain
multijurisdictional or complex incident management situations)
multiagency coordinating entities:
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a. Emergency Operations Center.
For purposes
of this document, EOCs represent the physical location
at which the coordination of information and resources
to support incident management activities normally takes
place. The Incident Co | | |
