ICS
September 2007
Incident Command System (ICS) &
National Incident Management System
(NIMS) Training for the Water Sector
Incident
Command
System
(Adapted from FEMA IS-100 & IS-200)
This course introduces the Incident Command System (ICS) and provides the foundation for higher level ICS
training. It describes the history, features and principles, and organizational structure of the ICS, This course was
developed in response to comments from the water sector that indicated that FEMA's ICS course was difficult to fully
understand, as teaching examples used in the course were not relevant to the water sector. The following slides
incorporate water sector relevant teaching examples developed by the U.S. Environmental Protection Agency (EPA).
Instructor notes have been provided with most slides to help an instructor to provide additional information that is not
contained on the slides themselves.
Taking or facilitating this training helps the water sector to be better prepared for responding to emergencies. ICS is
the national standard established by the National Incident Management Sy stem (NIMS) for managing domestic
incidents. Learning ICS will not only help utilities to manage an incident and function in a response environment
better, but it will also help them to be NIMS compliant, a precursor for jurisdictions wishing to receive federal
preparedness funding. More information regarding ICS can be found in Appendix B of the newly revised NIMS
document.
These course materials are derived from the FEMA ICS training materials of September 2005 and were subsequently
modified by the EPA. This course is mostly comprised of materials taken from FEMA's ICS-100 and ICS-200
courses, which can be downloaded from the Independent Study section of FEMA's website at
http://w\w. training.fema.gov/EMIWeb/IS/crslist.asp.
You must be qualified to instruct the water sector ICS-100 training. FEMA recommends that the ICS-100 Lead
Instructor should have successfully completed ICS-100, ICS-200, and IS-700 (NIMS, An Introduction), and should
have training and experience in adult education and have served as an Incident Commander or have experience in
emergency response or in a command or general staff position.
http://www.fema.gov/pdf/emergencv/nims/ICSInstructorGdl0106.pdf
Water Sector ICS Training
-------
ICS
September 2007
Introductions
- Name, job title, and organization
¦ Overall experience with emergency or incident
response
¦ Incident Command System (ICS) qualifications?
• Ask the students to introduce themselves by providing:
o Their names, job titles, and organizations.
o A brief account of their overall experience with emergency or incident response,
o A short statement about their ICS qualifications and most recent ICS experience.
Water Sector ICS Training
2
-------
Course Logistics
September 2007
Course agenda
Sign-in sheet
Housekeeping:
¦ Breaks
¦ Cell phone policy
¦ Facilities
¦ Other concerns
Self-explanatory. EPA recommends taking a 5-10 minute break every hour when
facilitating this training.
Water Sector ICS Training
3
-------
ICS
September 2007
• Explain that similar to the participants, you, as the instructor, also have expectations for
the course. You expect that everyone will:
o Cooperate with the group.
o Be open minded to new ideas.
o Participate actively in all of the training activities and exercises,
o Return to class at the stated time.
o Use what they learn in the course to perform effectively within an ICS
organization, whether that is within their utility or a broader based community
response.
Water Sector ICS Training
4
-------
ICS
September 2007
Self-explanatory.
Water Sector ICS Training
5
-------
ICS
September 2007
What Is an Incident?
An incident is ...
... an occurrence, either
caused by human or
natural phenomena, that
requires response actions
to prevent or minimize
loss of life, or damage to
property and/or the
environment.
• Explain that an incident is an occurrence or event, natural or manmade, that requires a
response to protect life or property. Incidents can, for example, include major disasters,
emergencies, terrorist attacks, terrorist threats, civil unrest, wild-land and urban fires,
floods, hazardous materials spills, nuclear accidents, aircraft accidents, earthquakes,
hurricanes, tornadoes, tropical storms, tsunamis, war-relayed disasters, public health and
medical emergencies, and other occurrences requiring an emergency response.
• After presenting the above information, ask the students what the difference between an
incident and an event is. The major difference between an incident and an event is that
an event is planned, while an incident is unexpected. Inform the students that ICS is
applicable to both incidents and events. The next slide will reinforce this message.
Water Sector ICS Training
6
-------
ICS
September 2007
What Is ICS?
The Incident Command System:
¦ Is a standardized management concept.
" Allows its users to adopt an integrated
organizational structure to match the
complexities and demands of single or multiple
incidents without being hindered by
jurisdictional boundaries.
¦ May be used for planned events
and other non-emergency
situations.
• Present the following points:
o Given the magnitude of some incidents, it's not always possible for any one
agency alone to handle the management and resource needs.
o Partnerships are often required among local, State, tribal, and Federal agencies.
These partners must work together in a smooth, coordinated effort under the same
management system.
• Explain that the Incident Command System (ICS):
o Is a standardized, on-scene, all-hazard incident management concept.
o Allows its users to adopt an integrated organizational staicture to match the
complexities and demands of single or multiple incidents without being hindered
by jurisdictional boundaries.
• At its core, ICS is nothing more than a management system based on lessons learned.
Water Sector ICS Training
7
-------
ICS
September 2007
Incident Command System (ICS)
Why Use ICS?
To ensure effective incident
management.
ICS is a management system,
not just an organizational
chart.
- A „
• ICS ensures effective incident management as it is a time-tested and field proven
emergency management system that has been used for over 30-years. ICS is based on
best management practices.
• For humor, you can also tell the class that "ICS" also stands for "Induced Common
Sense." Stress that ICS, due to its flexibility, is more than an "org" chart. Although the
management components of ICS are standardized, the way in which they can be
arranged is not, allowing ICS to be adopted to manage any incident or event. This will
become clearer to students as the day progresses.
Water Sector ICS Training
8
-------
ICS
September 2007
How can ICS benefit me, a utility?
1. It is a proven system for managing incidents.
2. It is used for emergency response by all local,
state, and federal agencies.
3. It allows all responders to communicate and
work with one another.
4. It is flexible enough to manage incidents that
only involve utility personnel to incidents that
require response by several agencies or
jurisdictions.
5. Using ICS is required for NIMS compliance.
In particular:
o ICS is based on best practices. ICS was first developed in the 1970's by the
wildland fire community, and therefore is time-tested and field proven.
o NIMS has made ICS the standard for managing all domestic incidents. Therefore,
all first responder at all jurisdictional levels will be using ICS.
o Since all responders at all jurisdictional levels will be using ICS, utilities also must
learn and use ICS
o In order to qualify for federal preparedness funding all agencies and jurisdiction
must adopt ICS as a part of NIMS compliance. See
http://www.fema.gov/emergency/nims/nims_compliance.shtm for more
information regarding NIMS compliance.
Water Sector ICS Training
9
-------
ICS
September 2007
Basic Features Include (1 of 2):
¦ Common terminology and clear text.
¦ Manageable span of control.
¦ Modular organization.
¦ Management by objectives.
¦ Reliance on an Incident Action Plan (IAP).
¦ Chain of command and unity of
command.
¦ Information and intelligence
management.
• Tell the group that by the end of this course they should be able to describe the basic
features of the Incident Command System (ICS), including:
o Common terminology.
o Manageable span of control.
o Modular organization.
o Management by objectives.
o Reliance on an Incident Action Plan (IAP).
o Chain of command and unity of command.
o Information and intelligence of management.
• This and the next slide is an exhaustive list of all the features of ICS (there are 14 all
together).
Water Sector ICS Training
10
-------
ICS
September 2007
Basic Features Include (2 of 2):
¦ Resource management.
¦ Mobilization procedures.
¦ Pre-designated incident locations and
facilities.
¦ Integrated communications.
¦ Unified Command.
¦ Transfer of command.
¦ Accountability.
• Continue with the basic features of ICS. By the end of this course, participants will be
able to describe the basic features of the Incident Command System (ICS), including:
o Resource management.
o Mobilization procedures.
o Pre-designated incident locations and facilities.
o Integrated communications.
o Unified Command.
o Information and intelligence management,
o Transfer of command,
o Accountability.
• Further explain to the students that some of these features will also be covered in the
water sector NIMS training, typically conducted immediately following this course.
Water Sector ICS Training
11
-------
ICS
September 2007
ICS Features and Principles
COMMON TERMINOLOGY
" Consistent organizational structure.
¦ Consistent position titles.
COMMON INCIDENT FACILITIES
• A major benefit of common terminology is that it allows everyone to communicate
within an ICS structure. This helps to establish a common operating picture.
o Organizational Functions: Major functions and functional units with incident
management responsibilities are named and defined. Terminology for the
organizational elements involved is standard and consistent. For example,
"Operations Section" or "Public Information Officer."
o Position Titles: ICS management or supervisory positions are referred to by
standardized titles, such as "Officer," "Chief," "Director," "Supervisor," or
"Leader."
o Common Incident Facilities: Common terminology is used to designate incident
facilities. For example, "Incident Command Post" and "Base."
o Integrated Communications: When working an incident site, all responders should
be able to communicate with one another via a compatible radio system.
Interoperability of communication systems continues to be a challenge today. The
NIMS is working on correcting this issue.
Water Sector ICS Training
12
-------
ICS
September 2007
ICS Supervisory Position Titles
Incident Commander
(Deputy)
Public Information |
Officer
| (Safety and/or Liaison)
Officer
(Assistant)
Planning Section
Chief
(Deputy)
Operations Section
Chief
Division
Supervisor
Group
Supervisor
Strike Team Leader
(Boss)
Logistics Section
Chief
Branch Director
Public Woks
(Deputy)
(Deputy)
Medical Unit
Leader
(Manager)
Food Unit
Leader
(Manager)
Finance / Admin
Section Chief
(Deputy)
Branch Director
(Deputy)
Cost Unit
Leader
Time Unit
Leader
(Manager)
(Manager)
(Boss)
• The titles given to certain roles within the ICS structure are standardized. This avoids
confusion with a person's everyday job title and lets everyone know the responsibilities
of the person holding a certain ICS position title. It also helps people to fill roles within
an ICS structure, as everyone knows the skill set needed to fill a role and the
performance expected of that individual.
• The support positions are also standardized. Let the students know that a Deputy is an
individual who is qualified such that he/she could replace the person that he/she is
supporting. An assistant is a lesser qualified person who could not replace the person
he/she is supporting.
Water Sector ICS Training
13
-------
ICS
September 2007
SPAN of CONTROL
¦ Effective span of control ranges from 3 to 7
reporting elements per supervisor
¦ If the number of reporting elements is not within
this range, expansion or consolidation of the
ICS organization may be needed
• "Span of control" refers to how many individuals a supervisor manages.
Emphasize that the ICS span of control for any supervisor:
o Is between 3 and 7 subordinates.
o Optimally does not exceed 5 subordinates.
• Note that the ICS modular organization can be expanded or contracted to
maintain an optimal span of control.
• Instruct the class that span of control is extremely important in incidents or
events where safety and accountability are top priorities. Also, the class should
be made aware that FEMA strongly recommends a ratio of 1 supervisor to 5
reporting elements. There are exceptions, especially in lower-risk assignments
or where resources work on close proximity to each other. Point out that the
terms "elements" and "resources" can refer to people.
Water Sector ICS Training
14
-------
ICS
September 2007
MODULAR ORGANIZATION (1 of 2)
¦ Develops in a top-down,
modular fashion.
¦ Is based on the size and
complexity of the
incident.
¦ Is based on the hazard
environment created by
the incident.
Tell participants that another important ICS feature is modular organization, which
means that the Incident Command System:
o Develops in a top-down, modular fashion.
o Is based on the size and complexity of the incident.
o Is based on the hazard environment created by the incident. For example, the ICS
organizational structure to manage a chlorine leak will look different than one for
a water main break, as chlorine is a much more hazardous material than water.
"Modular" refers to the fact that an ICS organizational structure is essentially
constructed or created out of "building blocks" (i.e., the organizational components such
as the Incident Commander and the Operations Section). When needed, separate
functional elements can be established, each of which may be further subdivided to
enhance internal organizational management (i.e. span of control) and external
coordination.
You may find it helpful to tell the students that ICS is a lot like a toolbox, and you only
use the tools needed to get the job done. If your job is to hammer a nail into a wall, you
are only going to take your hammer and safety goggles out of your toolbox. Likewise, if
your incident is a broken residential water line, only one person (who by default is the
Incident Commander) is needed to turn off that customer's water service at the street.
Another analogy is that ICS is like a set of "Legos." Although the pieces are of set
colors, sizes, and functions, they way in which they can be arranged is infinite. In ICS,
this arrangement is dictated by the incident.
Water Sector ICS Training
15
-------
ICS
September 2007
MODULAR ORGANIZATION (2 of 2)
Incident objectives
determine the
organizational size.
Only functions/positions
that are necessary will
be filled.
Each element must have
a person in charge.
Explain that employing a modular organization means that:
o Incident objectives determine the organizational size.
o Only functions/positions that are necessary will be filled.
o Each element must have a person in charge.
As noted earlier, ICS is more than just an "org" chart. It is a flexible, modular system
that is staffed according to the needs of the incident.
Optional: Distribute examples of organizational charts from recent incidents that
demonstrate how the ICS organization adjusts to fit the requirements of the incident.
Water Sector ICS Training
16
-------
ICS
September 2007
ICS Organization
Five Major Management Functions
Planning
Section Chief
1!
Operations
Section Chief
Logistics
Section Chief
Finance/Admin.
Section Chief
• It should be pointed out that the ICS organization does not match the
administrative structure of any single agency or jurisdiction. This was done on
purpose to ensure that incident management would not be compromised by or
confused with existing agency structures.
• The above five management functions are the foundati on of ICS and apply to a
routine emergency, organizing for a major non-emergency event, or managing a
response to a major disaster:
o Incident Command: Sets incident objectives, strategies and priorities and
has overall responsibility.
o Planning: Prepares Incident Action Plan to meet incident objectives,
collects and evaluates information, and maintains both resource status and
incident documentation.
o Operations: Develops tactical objectives, conducts tactical operations to
carry out the plan and directs all tactical resources.
o Logistics: Provides support, resources, and all services to meet operational
objectives.
o Fi nance/Admi nj strati on: Monitors costs, provides accounting,
procurement, time recording, and cost analyses.
• A convenient mnemonic to remember the major management functions is
"POLF" (Planning, Operations, Logistics, Finance/Admin), which can be
remembered via the sentence "Penguins Only Like Fish."
Water Sector ICS Training
17
-------
ICS
September 2007
Expanded ICS Organization
Incident Commander
Public Information
Officer
Safety
Officer
Planninc
Section
Resources
Unit
Demob.
Unit
Situation
Unit
Doc.
Unit
Operations Section
Groups
Single Resource
Liaison
Officer
Logistics Section
Commun. 1
Supply
Unit
Unit
Medical
Facilities
Unit
Unit
Food
Ground
Unit
Support Unit
Finance/Admin.
Section
Time
Unit
| Procurement
Unit
^Compensation^
Claims Unit
Cost
Unit
Several points should be brought up in conjunction with this slide:
o During an emergency, it is important for water utilities to get involved.
Approaching the Liaison Officer and identifying yourself as a water utility with a
role to play in the larger response effort is the best way to get included in an
expanded ICS structure. A logical location for water utilities to appear in an
expanded ICS structure is under the Operations Section.
o The Operations Section develops from the bottom up. For example, at the start of
the incident, the Operations Section may consist of a few single resources. As the
incident grows and the single resources reporting to the Operations Chief expands
beyond five, a group or division may be formed. Branches may be necessary when
there are too many groups or divisions.
o Groups and divisions are at an equal level in the ICS organization; one does not
supervise the other. Remember, groups form based on function, and divisions
form based on geography.
o Point out the Command Staff (Public Information, Liaison, and Safety Officers)
and the General Staff (the Chiefs who lead the Planning, Operations, Logistics,
and Finance/Administration Sections) who report directly to the Incident
Commander.
Also point out that this chart shows all the organizational components or the full
"toolkit". Not every component or tool is needed for every incident.
Water Sector ICS Training
18
-------
ICS
September 2007
Incident Command
The Incident Commander may have one or more
deputies from the same agency, different
agencies, or from other jurisdictions.
Incident
Commander
Public Information
Officer
Liaison
Officer
Safety
Officer
Planning
Operations
Logistics
1 Finance/Admin |l
Section
Section
Section
Section
• Stress that a basic concept of ICS is that the person at the top is responsible until
he or she delegates this authority. For example, in a small incident, the Incident
Commander may perform all five major management functions. *In fact, the
Incident Commander is the only position that is always staffed under ICS.* For
larger incidents, the Incident Commander may choose to delegate authority,
such as for Logistics, to another person.
• You should note that as incidents grow, the Incident Commander may elect to
designate certain command responsibilities to command staff (who are also
classified as single resources):
o Public Information Officer: Provides information to internal and external
stakeholders (e.g. media).
o Safety Officer: Monitors safety conditions and develops safety protocols.
o Liaison Officer: Primary contact for agencies supporting the incident.
• More details regarding the command staff will follow shortly.
Water Sector ICS Training
19
-------
ICS
September 2007
Incident Commander Responsibilities
* Ensure the safety and welfare of incident
personnel
* Assess the situation and ensure all
notifications have been made
* Establish the incident objectives
* Review critical resource requests and releases
* Authorize release of information to media
* Establish the level of planning and ensure that
planning meetings are conducted
• These are some of the responsibilities of the Incident Commander. His or her primary
responsibility is ensuring the safety and welfare of incident personnel. Establishing the
incident objectives is another important responsibility of the Incident Commander, as
these objectives drive all incident operations for the next operational period. It is also
important that the Incident Commander review all press releases or public notifications
to ensure that a consistent message is being disseminated to all citizens affected by the
incident.
• A complete Incident Commander position checklist is available at FEMA's ICS
Resource Center at http://training.fema.gov/EMIWeb/IS/ICSResource/index.htm.
Water Sector ICS Training
20
-------
ICS
September 2007
Incident Commander
Upon arriving at an incident,
the higher ranking person
will either assume command,
maintain command as is, or
transfer command to a third
party.
In some situations or agencies, a lower ranking
but more qualified person may be designated as
the Incident Commander.
• Emphasize that all incident responses begin by establishing command.
• Ask the participants the following question: Why is it critical to establish command
from the beginning of the incident operations? If not mentioned by the participants, add
the following key points:
o Lack of command becomes a safety hazard for responders.
o Size up and decision making is impossible without a command structure.
o It is difficult to expand a disorganized organization if the incident escalates.
• It is important in ICS to realize that your seniority or your daytime position within your
agency can mean little to where you will serve within an ICS organization. For
example, the Arlington County Fire Chief responded to the Pentagon crash scene during
9/11. The Arlington County Assistant Fire Chief had already set up an Incident
Command Post in the back of a Chevy Suburban near the southwest side of the
Pentagon. Although the Chief was the ranking officer on scene, he chose to have the
Assistant Chief remain in the position of Incident Commander. Fie decided to do this
because he knew the demands that would be placed upon him by elected officials,
politicians, and the media would hinder his abilities to effectively serve as Incident
Commander. ITe also felt that his Assistant Chief had a better grasp of what field
resources would be available to support the incident.
• A common expression used by first responders in regards to the ICS system is to "check
your ego at the door."
Water Sector ICS Training
21
-------
ICS
September 2007
Public Information Officer (PIO)
• Explain that the Public Information Officer (PIO) serves as the conduit for information
to internal and external stakeholders. The PIO:
o Advises the Incident Commander on information dissemination and media
relations.
o Obtains information from and provides information to the Planning Section
o Obtains information from and provides information to the community and media.
• Emphasize that the Incident Commander approves all information that the PIO releases.
• The PIO is one of the command staff positions, and may have an assistant. "Officer" is
in yellow in the above slide indicating that this is the standard ICS position title for a
member of the command staff.
• Ask the class if their utilities have a PIO (most larger utilities will). If not, who is in
charge of this function during an incident?
Water Sector ICS Training
22
-------
ICS
September 2007
Liaison Officer
• Point out that the Liaison Officer serves as the primary contact for supporting agencies
assisting at an incident. The Liaison Officer:
o Assists the Incident Commander by serving as a point of contact for agency
representatives who are helping to support the operation.
o Provides briefings to and answers questions from supporting agencies.
• Ask the participants to identify types of incidents that would warrant the assignment of a
Liaison Officer.
• The Liaison Officer, also a member of the command staff, may serve as a valuable
resource to a utility that feels they need a point-of-contact to help them tap into the flow
of information from Incident Command. This is especially true if a utility feels "left
out" of the ICS process or feels that their importance in the response to an incident has
been overlooked.
Water Sector ICS Training
23
-------
ICS
September 2007
Safety Officer
Safety
[
Advises Incident Commander on
issues regarding incident safety.
1 "
Works with Operations to ensure
officer safety of field personnel. c
Jjv
M
f
Ensures safety of all incident personnel.
Incident Personnel
. _ 1 . |
• Explain that the Safety Officer monitors safety conditions. The Safety Officer:
o Advises the Incident Commander on issues regarding incident safety,
o Works with the Operations Section to ensure the safety of field personnel,
o Ensures safety of all incident personnel.
• Ask the participants to identify types of incidents where it would be critical to assign a
Safety Officer.
• The Safety Officer, another command staff position, has the ability to cancel any tactical
operation, with or without Incident Command approval, that he or she deems unsafe.
The Safety Officer also puts out general safety messages for all incident personnel, such
as drive with your headlights on if it is raining.
• Many larger utilities already have a full-time safety officer.
Water Sector ICS Training
24
-------
ICS
September 2007
Ask the participants to identify which member of the Command Staff performs the
following tasks:
o Serves as point of contact for assisting and cooperating agency representatives,
o Identifies problems between supporting agencies.
o Participates in planning meetings by providing the status on current resources,
resource limitations, and resource capabilities of other agencies.
Allow the participants time to respond.
If not mentioned, tell the participants that it is the Liaison Officer.
Water Sector ICS Training
25
-------
ICS
September 2007
Class Quiz (2 of 3)
Instructions: Identify which member of the
Command Staff performs the following tasks.
Tasks:
¦ Makes sure everyone does their job
safely.
¦ Advises Incident Commander on
issues regarding incident safety.
¦ Conducts risk analyses and
implements safety measures.
¦ Promotes safe driving habits.
¦ Eliminates tripping hazards.
• Ask the participants to identify which member of the Command Staff performs the
following tasks:
o Makes sure everyone does their job safely.
o Advises Incident Commander on issues regarding incident safety.
o Conducts risk analyses and implements safety measures.
o Promotes safe driving habits.
o Eliminates tripping hazards.
• Allow the participants time to respond.
• If not mentioned, tell the parti cipants that it is the Safety Officer.
Water Sector ICS Training
26
-------
ICS
September 2007
• Ask the participants to identify which member of the Command Staff performs the
following tasks:
o Advises Incident Commander on issues related to information dissemination and
media relations.
o Serves as primary contact for anyone who wants information about the incident,
o Serves external and internal audiences,
o Obtains information from Planning Section.
• Allow participants time to respond
• If not mentioned, tell the participants that it is the Public Information Officer.
Water Sector ICS Training
27
-------
ICS
September 2007
Expanded ICS Organization
Incident Commander
Public Information
Officer
Safety
Officer
Planninc
Section
Resources
Unit
Demob.
Unit
Situation
Unit
Doc.
Unit
Operations Section
Groups
Single Resource
Liaison
Officer
Logistics Section
1 Service
1 Branch
Support
Branch
Commun. 1
Unit
Supply
Unit
Medical
Unit
Facilities
Unit
Food
Unit
Ground
Support Unit
Finance/Admin.
Section
Time
Unit
| Procurement
Unit
^Compensation^
Claims Unit
Cost
Unit
• After having looked into the roles of the Incident Commander and the Public
Information, Safety, and Liaison Officers, the following slides will look into each of the
4 Sections: Planning, Operations, Logistics, and Finance/Administration. Not all
incidents will require or have every ICS component or tool activated.
Water Sector ICS Training
28
-------
ICS
September 2007
Planning Section Chief
Planning Section Chief
The Planning Section Chief:
¦ Gathers, analyzes, and
disseminates information
and intelligence.
¦ Manages the planning
process.
¦ Compiles the Incident Action
Plan.
¦ Manages Technical
Specialists.
• If there is no designated Planning Section Chief, then the Incident Commander is
responsible for all planning functions. Although the Planning Section Chief compiles
the IAP, the Incident Commander must still approve it.
Water Sector ICS Training
29
-------
ICS
September 2007
Planning Section
¦ Maintains resource status.
1
¦ Maintains and displays situation
status.
¦ Prepares the Incident Action Plan.
l i
¦ Develops alternative strategies.
¦ Provides documentation services.
¦ i| E
mm
¦ Prepares the Demobilization Plan.
¦ Provides a primary location for
Technical Specialists assigned to
an incident.
,«ss fltl
1
A A - ^ |
• Use this slide to introduce the planning section units, which are shown in the next slide
The duties above would be too much for the Planning Section Chief to manage during a
large incident. So what tools are available to the Planning Section Chief? (go to the next
slide for the answer)
Water Sector ICS Training
30
-------
ICS
September 2007
Planning Section: Units
Planning Section
¦ m
-H
Collects and analyzes
information on the current
situation.
Conducts all check-in activities
and maintains the status of all
incident resources.
Assists in ensuring that
resources are released from the
incident in an orderly, safe, and
cost-effective manner.
Maintains and archives all
incident-related documentation.
• In the diagram above:
o The Resources Unit records the status of all resources committed to the incident
and anticipates resource needs.
o The Situation Unit collects, organizes, and analyzes incident status and
intelligence information.
o The Documentation Unit collects, records, and safeguards all documents related to
an incident.
o The Demobilization Unit assures a orderly, safe, and efficient demobilization of
incident resources.
• The Resources Unit also plays a major role in developing the IAP. The Situation Unit
also develops maps of the incident. One function of the Documentati on Unit is to
duplicate the IAP for distribution throughout the ICS structure after the Incident
Commander has approved it.
Water Sector ICS Training
31
-------
ICS
September 2007
Planning Section: Technical Specialists
• Explain that the Planning Section may also include Technical Specialists who provide
special expertise. Point out that Technical Specialists may be assigned to work in the
Planning Section or in other Sections.
• Technical Specialists have special skills and can be used anywhere within the ICS
organization. Technical specialists can include water and wastewater system operators,
engineers, surveyors, and bomb experts.
Water Sector ICS Training
32
-------
ICS
September 2007
Operations Section Chief
The Operations Section Chief:
¦ Develops and implements
strategy and tactics to carry out
the incident objectives.
¦ Organizes, assigns, and
supervises the tactical field
resources.
¦ Supervises those resources in a
Staging Area.
The Operations Section Chief usually manages the largest section at an incident as the
"Ops" Section is where tactical resources are assigned. All field work is accomplished
under this section.
\>
Operations Section Chief
Water Sector ICS Training
33
-------
ICS
September 2007
Example Operations Section for a Utility
Where tactical fieldwork is done.
Distribution
Group
Treatment Group
Remediation and
Recovery Group
• This slide has been added to show an example of how a utility may organize its own
Operations Section.
o The Ops Section directs and coordinates all incident tactical operations.
o Is typically one of the first ICS sections to be activated at the incident.
o Expands from the bottom up.
o Has the most incident resources.
o May have Staging Areas.
• The Operations Section is the one section where span of control is most critical. This is
because the chance for death or injury is always greatest where tactical operations are
being carried out. To maintain span of control, the Operations Section Chief will use a
bottom-up approach.
• The Technical Specialist assigned to the Treatment Group could be an IT specialist,
helping to restore or reprogram a damaged SCADA system or the Technical Specialist
could be a representative from the state primacy agency who is advising the Treatment
Group.
• In the example above, more than seven personnel were reporting directly to the
Operations Section Chief. To maintain span of control, he or she formed three Groups
(led by a Supervisor). Now, only three people report to the Operations Section Chief
(the Distribution Group Supervisor, the Treatment Group Supervisor, and the
Remediation and Recovery Group Supervisor).
Water Sector ICS Training
34
-------
ICS
September 2007
Operations Section Challenges
NL
Operations Section Chief
It is critical to organize field
resources and maintain span
of control by using Branches
and Groups.
In complex incidents, there
may be a Deputy Operations
Section Chief.
The Operations Section Chief
depends on the rest of the
General Staff for support.
• Self explanatory. Remember, the Deputy must be just as qualified as the Ops Section
Chief, as the Deputy may have to fill in for the Chief at some point.
Water Sector ICS Training
35
-------
ICS
September 2007
Operations Section: Divisions
¦ Divided geographically based on the needs of the
incident.
¦ Labeled using alphabet characters (A, B, C, etc.).
¦ Managed by a Supervisor.
Operations Section
Division A
kf
w
t
w |
If
: : t
in
J
CP
• Tell the participants that Divisions are used to divide an incident geographically.
Explain that:
o Divisions are usually labeled using alphabet characters (A, B, C, etc.). Other
identifiers may be used as long as Division identifiers are known by assigned
responders.
o A Division is always managed by a Supervisor.
• Emphasize that the important thing to remember about ICS Divisions is that they are
established to divide an incident into geographical areas of operation.
• Divisions perform identical functions during an incident or event, but are formed based
on geography. Because incidents can be widespread geographically, it sometimes
makes sense to divide an incident into smaller, more manageable geographic areas. For
example, a hurricane can cause severe damage over many counties or even states. It
would make sense to establish debris clearing Divisions based on county or state lines so
that debris can be cleared quickly over a large area.
• An example of Divisions that is applicable to water systems would be Divisions formed
to inspect and repair water main breaks throughout a distribution system after an event
such as wide-scale flooding. The distribution system could be divided into north, south,
east and west quadrants each being managed by the North Division, South Division,
East Division, and West Division, respectively.
Water Sector ICS Training
36
-------
ICS
September 2007
Operations Section: Groups
¦ Established based on the needs of an incident.
¦ Labeled according to the job that they are assigned.
¦ Managed by a Supervisor.
¦ Work wherever their assigned task is needed and
are not limited geographically.
Operations Section
1
• Groups form based on the function that they provide, and they are not limited
geographically. In the example above, a Public Works Group has been established
within the Operations Section. This is another example of how a water utility might fit
into a larger ICS structure.
Water Sector ICS Training
37
-------
ICS
September 2007
Operations Section: Divisions & Groups
Divisions and Groups:
¦ Can be used together on an incident.
" Are at an equal level in the organization. One
does not supervise the other.
Operations
Section
• Explain that Divisions and Groups:
o Can be used together on an incident.
o Are at an equal level in the organization. One does not supervise the other.
• Emphasize that when a Group is working within a Division on a special assignment,
Division and Group Supervisors must closely coordinate their activities.
• Point out to the students that Technical Specialists (a single resource) now appear
under the public works group. In this scenario, one of these specialists is a water utility
staff member, which is often the case in a water-related emergency - utility staff will
play a key operations role in addressing water quality and/or quantity. Technical
specialists are personnel with special skills that can appear anywhere within the ICS
organization. Often they are in the Planning Section, but do not have to be, as in this
example.
Water Sector ICS Training
38
-------
ICS
September 2007
Operations Section: Branches
¦ Established if the number of Divisions or Groups exceeds the
span of control.
¦ Have functional or geographical responsibility for major parts
of incident operations.
¦ Identified by Roman numerals or functional name.
¦ Managed by a Branch
Director.
Operations
Section
Emergency Services
Branch
Law Enforcement
Branch
Public Works
Branch
[ Health &
[ Shelter &
Inner Perimeter
1 Outer Perimeter
Debris
Utility
Medical
I Mass Care
Control
Control
Removal
Repair
Group
)\ Group
J 1 Division
J Division
J | Group
j\ Group
• Explain that if the number of Divisions or Groups exceeds the span of control, it may be
necessary to establish another level of organization within the Operations Section called
Branches.
• Point out that the chart on the visual above shows the Operations Section being divided
into 3 Branches, each Branch managing two Groups.
• Branch Directors may also have deputies. Sometimes Branches are arranged on
jurisdictional lines, but branches can also form based on function. The highlighted
boxes show where a utility could fit into this ICS structure, and that they play a direct
Operations role.
Water Sector ICS Training
39
-------
ICS
September 2007
Operations Section: Task Forces
Operations Section Task Forces are a combination of
mixed resources with common
Task Force communications operating under
• Explain that Task Forces:
o Are a combination of mixed resources with common communications operating
under the direct supervision of Leader.
o Can be versatile combinations of resources and their use is encouraged. The
combining of resources into Task Forces allows for several resource elements to
be managed under one individual's supervision, thus lessening the span of control
of the Supervisor.
• As the chart on the visual shows, Task Forces are part of the Operations Section.
• Task Forces may also appear under Divisions or Groups. An example could be a
Sampling Task Force. In the photo above, one team may have equipment to test for and
take biological samples while the other team has equipment to test for and take chemical
samples.
Water Sector ICS Training
40
-------
ICS
September 2007
Operations Section: Strike Teams
Operations Section
Strike Team
Strike Teams are a
set number of
resources
of the same kind
and type
with common
communications
operating under
the direct
supervision of a
Strike Team Leader.
R&dHL'
. , <
• Explain that Strike Teams are:
o A set number of resources of the same kind and type with common
communications operating under the direct supervision of a Strike Team Leader.
o Highly effective management units. The foreknowledge that all elements have the
same capability and the knowledge of how many will be applied allows for better
planning, ordering, utilization, and management.
• As the chart on the visual shows, Strike Teams are part of the Operations Section.
• An example of a Strike Team that may be formed by a water utility could be the
Notification Strike Team. This group of individuals, which could be organizationally
under a Division or Group, would be responsible for going door-to-door to post BOIL
WATER or any other notices that residents and business owners need to be aware of.
Another example could be a Pump Strike Team (pictured above). In this example,
pumps and their personnel complements could be grouped to mitigate problem flood
areas around town.
• Strike Teams may also appear under Divisions or Groups.
Water Sector ICS Training
41
-------
ICS
September 2007
Operations Section: Single Resources
Operations Section Single Resources may be:
¦ Individuals.
¦ A piece of equipment
and its personnel
complement.
¦ A crew or team of
individuals with an
identified supervisor.
• An example of a single resource is a generator, a pickup truck or a portable pump.
Remember, in ICS "resources" refers to personnel as well as equipment.
Water Sector ICS Training
42
-------
ICS
September 2007
Example Operations Section
(expanded incident*)
—
i
'Example of how a water utility may fit into a community ICS structure.
• In the above Operations Section example, ICS has been established to deal with
a natural disaster that has affected an entire community. The Individual
Assistance Group of the Operations Section is providing individual assistance to
victims, and the Public Works & Engineering Group is working to restore
infrastructure. A water utility's staff would probably be members of the Potable
Water Task Force, helping to provide drinking water to those who lost their
water supply during the natural disaster. This may be in the form of bottled
water or some other alternate source.
• Stress that there are literally hundreds of ways an Operations Section can be
structured, based on the type and needs of an incident. That is the beauty of
ICS- it is adaptable and flexible, but standardized at the same time so that
everyone knows what everyone else is doing or is responsible for.
Water Sector ICS Training
43
-------
Logistics Section Chief
The Logistics Section Chief:
0^
¦ Provides resources and
m
services required to support
V
incident activities.
¦ Develops portions of Incident
Logistics Section Chief
Action Plan and forwards
them to Planning Section.
¦ Contracts for and purchases
goods and services needed at
the incident.
^ w A ^ A
• Again, if the Incident Commander does not appoint a Logistics Section Chief, he or
retains all the responsibilities of that Section.
SectorlCS Training
-------
ICS
September 2007
Logistics Section
Responsible for:
¦ Incident radios.
- Medical support to incident
personnel.
¦ Food for incident personnel.
¦ Supplies.
¦ Facilities.
¦ Ground support.
Logistics Section
[mm
I I
1
HjgjjJMjjjfl -
L—
an
Let the students know that the above graphic depicts a fully staffed Logistics Section.
The majority of incidents will never require this level of logistics support. Also, the
Logistics Section supports incident personnel, not incident victims.
o Communications Unit: Responsible for providing communication services at an
incident. A Communication Unit may also be a facility (e.g., a trailer or mobile
van) used to provide the major part of an Incident Communications Center.
o Medical Unit: Responsible for the development of the Medical Emergency Plan,
and for providing emergency medical treatment of incident personnel.
o Food Unit: Responsible for providing meals for incident personnel.
o Supply Unit: Responsible for ordering equipment and supplies required for
incident operations.
o Facilities Unit: Provides fixed facilities for the incident. These facilities may
include the Incident Base, feeding areas, sleeping areas, sanitary facilities, etc.
o Ground Unit: Responsible for the fueling, maintaining, and repairing of vehicles,
and the transportation of personnel and supplies.
Water Sector ICS Training
45
-------
ICS
September 2007
Finance/Administration Section Chief
W
¦'if ^
Finance/Administration
Section Chief
The Finance/Admin Section Chief:
¦ Is responsible for financial and
cost analysis.
¦ Oversees contract negotiations.
¦ Tracks personnel and equipment
time.
¦ Processes claims for accidents
and injuries.
¦ Works with Logistics to ensure
resources are procured.
• If the Incident Commander does not appoint a Finance/Administration Section Chief, he
or she retains all the responsibilities of that Section. This section has an important
function as much of the documentation kept by this section is useful when seeking
reimbursement from FEMA.
Water Sector ICS Training
46
-------
ICS
September 2007
Finance/Administration Section
Finance/Admin
Section
—
-
/ ^9
— ! «•
1%
Timekeeping
Compensation for
injury or damage to
property
Contract negotiation
and monitoring
Cost analysis
• Tell the participants that the Finance/Administration Section is responsible for:
o Timekeeping.
o Compensation for injury or damage to property.
o Contract negotiation and monitoring.
o Cost analysis.
• Point out that as the chart on the visual shows, the Finance/'Administrati on Section may
include the following Units:
o Time Unit: Responsible for recording time for incident personnel and hired
equipment.
o Compensation/Claims Unit: Responsible for financial concerns resulting from
property damage, injuries, or fatalities at the incident.
o Procurement Unit: Responsible for financial matters related to vendor contracts.
o Cost Unit: Responsible for tracking costs, analyzing cost data, making cost
estimates, and recommending cost-saving measures.
• In major incidents that injure many people and cause large amounts of property damage,
the compensation and claims unit can be quite busy. For 9/11, the compensation process
ran until June of 2004 (997 days after the incident).
• During exercises or training events that involve Finance/Admini strati on roles, be sure
you practice completing forms and paperwork just like you would for a real incident.
Water Sector ICS Training
47
-------
ICS
September 2007
Expanded ICS Organization
Incident Commander
Public Information
Officer
Safety
Officer
Planninc
Section
Resources
Unit
Demob.
Unit
Situation
Unit
Doc.
Unit
Operations Section
Groups
Single Resource
Liaison
Officer
Logistics Section
1 Service
1 Branch
Support
Branch
Commun. 1
Unit
Supply
Unit
Medical
Unit
Facilities
Unit
Food
Unit
Ground
Support Unit
Finance/Admin.
Section
Time
Unit
| Procurement
Unit
^Compensation^
Claims Unit
Cost
Unit
• Now that you have presented the roles and responsibilities of the Incident Commander,
all Command Staff, the General Staff and their subordinate components, the following
slides will begin focusing on some examples.
Water Sector ICS Training
48
-------
ICS
September 2007
Example ICS Organization - Water Contamination Incident
Incident Commander
Utility PIO
Utility Safety Officer
Liaison Officer
Operations Section
Planning Section
Characterization Team O Treatment Group Laboratory Group
SCADA Specialist
• This example has been taken and modified from Module 1 of EPA's Response Protocol
Toolbox, page 27. Notice that in a complex incident such as this, the Planning Section
Chief has been activated to develop an Incident Action Plan (LAP). The Incident
Commander must still approve the IAP. Stress that in the event of an actual intentional
contamination incident, the water utility will most likely not retain command as a single
entity. Unified Command would be established of which the utility would serve on as a
member, or, as a technical specialist to Unified Command
Water Sector ICS Training
49
-------
ICS
September 2007
ICS Organization - Intentional Utility Structural Damage
Safety Officer:
Utility Employee
Incident Commander:
Police Chief
Operations Section:
Police Lieutenant
Planning Section:
Utility Engineer
Utility Branch
Inner Perimeter
Group
Outer Perimeter
Group
Investigation
Group
Alternate Water
Supply Group
1 Damage Recovery
Group
¦ Treatment Group
Damage Assessment Team H
• Notice that in an incident involving a potential criminal/terrorist act, law enforcement
(police/FBI) will often serve as Incident Commander. In this particular example the
water utility leads the Planning Section. After all, no one will have more detail about
the utility or know more about getting it back on-line than the utility itself. Notice that
the Operations Section includes a Utility Branch to get the utility back up and running,
and a Law Enforcement Branch to manage the evidence gathering and investigatory
aspects of this incident. Unified Command (with an Incident Commander from both law
enforcement and the water utility) could be another command option in an incident such
as this.
• Of chief concern in an incident such as this will be the utility's ability to access portions
of their water system while law enforcement conducts its investigations. Tell the
participants that they will want to have this discussion with their local law enforcement
agencies prior to an incident occurring.
Water Sector ICS Training
50
-------
ICS
September 2007
Example ICS Organization - Reservoir Hazmat Incident
Incident Commanders:
(Unified Command)
Police, Fire, Water Utility
PIO
(Police)
Safety Officer
(Fire)
Liaison Officer
(Water Utility)
Operations Section:
Hazmat Commander
Police Group
Hazmat Group
Utility Group
Reservoir Operations
Team
Material Specialist
j Water Quality Specialist
• This is how the IC structure may look in an incident where a truck hauling liquid
hazardous waste has run off the highway and overturned. The waste from the truck is
running into a reservoir that serves as a water supply.
• Since this is a traffic accident, police have statutory authority over this aspect of the
incident. Since this is also a hazmat incident, the fire department has statutory authority
over this aspect of the incident. And, since the waste has entered a drinking water
supply, the water department is also legally obligated to take action. To keep all actions
coordinated, Unified Command has been established. More detail regarding Unified
Command can be found in EPA's Water Sector National Incident Manaement System
(NIMS) course, the companion course to this ICS course.
Water Sector ICS Training
51
-------
ICS
September 2007
Example ICS Organization - Flooding Incident
Incident Commanders - Unified Command:
(Police, Fire)
PIO
(Police)
Safety Officer
(Fire)
Planning Section
(Police)
Operations Section
(Fire)
Finance Section
(City Finance Dept.)
I Resources
Unit
Support
Branch
Situation
Unit
Supply
Unit
Facilities
Unit
Demob.
Unit
Ground
Unit
Division A
(East)
Division C
(North)
JPublic Works||
Group
Division B
(West)
Division D
(South)
Branch
Commo
Unit []
Food 1
Unit
Medical
Drinking Water Task Force (Utility Supervisor)
Technical Specialist (Hydrologist)
• This slide shows how a water utility personnel may fit into to a larger ICS structure during a
natural disaster - a flood. The flood has affected the entire city; therefore, many other city
departments are also involved. In the above example, some water utility personnel have been
incorporated into the larger ICS structure as the Drinking Water Task Force under the Public
Works Group. It would be logical for the city mayor to be concerned with providing affected
citizens with drinking water during an event such as this, and Unified Command has set an
objective to provide potable water to city residents with no water pressure at designated
distribution points (residents with pressure could be under a boil order). The Ops Section Chief
has decided to task this objective to the Public Works Group. The Group Supervisor has
subsequently formed a Drinking Water Task Force comprised of water utility personnel to
determine the best way to provide alternate drinking water (after all, utilities have plans for
providing alternate water in emergencies).
• Stress to the students that this only one example of how water utility personnel may be
incorporated into a broader ICS structure. Other communities may have other ways or
arrangements to incorporate utility personnel in a response. Much will depend on the incident.
• Also stress that although some utility personnel are participating in the broader ICS structure
pictured here, the utility can still use ICS to manage their own incident consequences. For
example, the utility's internal ICS structure may have a Sampling Task Force activated to
determine if water quality in the system has been compromised due to the flood. The utility
would also have its own Incident Commander, separate from the Unified Command Team
pictured above. However, that utility Incident Commander will probably keep in close contact
with the city's Unified Command team so that the utility's efforts support the larger, community
efforts to recover from the flood. That Commander or his/her designee would also stay in close
contact with the Drinking Water Task Force to ensure their success in supporting the broader
ICS structure.
Water Sector ICS Training
52
-------
ICS
September 2007
Example ICS Organization - 16" Water Main Break
Incident Commander:
(Utility Superintendent)
PIO
Safety Officer
Distribution Systems
Operator
Maintenance Task
Force (Foreman)
Traffic Task Force
(Police Officer)
Equipment Operator
• This is how the IC structure may look when a water utility manages a 16" water main
break. Note that even if the Incident Commander chose to activate the PIO, Safety
Officer, and Traffic Task Force Leader positions, he or she would still be maintaining an
effective span of control.
Water Sector ICS Training
53
-------
ICS
September 2007
How might ICS work at my utility?
Utilitv Size
ICS Positions Supported
Very Small (< 3,300
customers)
Incident Commander (IC)
Small (3,300 - 49,999
customers)
IC, some Command and
General Staff
Medium (50,000 - 99,999
customers)
IC, most Command and
General Staff
Large (> 100,000 customers)
IC, full Command and
General Staff, other positions
• Use this slide as a way to get participants talking about the internal ICS structures that
their utilities can support. For example, very small utilities may only be able to
designate an IC. This is perfectly acceptable as ICS only requires that there be an IC, no
other position is necessary. Small systems can probably pre-designate more ICS
positions, such as the IC and an Operations Section Chief for example. Medium
systems can designate even more, and Public Information Officers will probably start to
appear in this size category. Large systems cannot only pre-designate the IC and all
Command and General Staff, but also designate additional positions such as Supervisors
and Leaders.
• It's O.K. that a utility cannot support every ICS position. In the case of a very small
system, if an emergency were to arise such that outside help were needed, the IC only
needs to know who to call for help. If the responding agency takes over control of the
incident, a transfer of command takes place and the outgoing IC assists the incoming IC
as directed or if the arriving agency does not take over command, the IC now has
personnel to help him or her manage the incident under ICS.
Water Sector ICS Training
54
-------
ICS
September 2007
• If you have not done so already, break the class into groups of 5-6 people each. If
people brought their utility's ICS structure with them, they can share this information
with the group as it will help others to diagram their utility's ICS structure. Be sure and
leave enough time at the end of the activity so that a representative from each group can
present their utility's ICS structure. The following slides contain the blank
organizational chart needed to complete this activity as well as several ICS
organizational examples that may be helpful to the students as they complete this
activity. These slides should be printed in hard copy format for the students to use
during this activity. Note that on the students' organizational chart there is only a blank
box for the Incident Commander, as this is the only position that is required at every
incident.
• It may helpful to tell the class that they can diagram their utility's potential ICS
structure while thinking about a specific incident, such as a water main break or a flood.
On the other hand, students may wish to diagram their ICS structure based on which job
positions at their utility best match the position descriptions within ICS. Small utilities
may need to think of who can assist them. For example, a small utility may not have a
PIO. However, their community may have a PIO who can assist them with media
relations during an incident, if necessary.
Water Sector ICS Training
55
-------
ICS
Activity #1 ______
I iiioflent Cmmmmr
September 2007
Water Sector ICS Training
56
-------
ICS
September 2007
Example 1, Potential Utilrty Operations Section (under ICS in the field)
Operations
Section
1
Distribution
Group
Treatment Group
Remediation and
Recovery Group
lni.|»U!t«)i 1 Repair JJ WaU't Samplimi1 [ Technical ' PumpSluke ,
T«sfc Force |j Tatk Forct 1} Task Porte [J Specialist (J "leam j
X
1
Facilities Maintenance
Task Fore*
1
Water Sector ICS Training
57
-------
ICS
September 2007
Example 2. Potential Utility ICS (in the field) Organization - Water Contamination
Incident
Incident Comwnanttef;
Utility Superintendent
Utility WO
} Utility Safety Officer
Liaison Officer: I
Assist. Utility Superintendent j
Operations Section ¦
Utility Plant Manager jj
Site If
iriniion Team 11
Ti«iln»M Otoup
0
Bktoficai Task Force
4_
Water Sector ICS Training
58
-------
ICS
September 2007
Example 3, Potential ICS Organization - HazMat Spill Incident (utility part of larger.
Unified Command organization in the field)
Incident Commanders
(United Command)
Police, Fire. Utility
PIO
(Police}
Safety Officer
|Fir#|
Liaison Officer
Operations Section
(HazMat)
PoilCf* CsIDUp
Hazmart Group
Utility Group
ChemicaS Cotttainment
Task Force
1
Reservoir Ope
Team
water uuainy is
Water Sector ICS Training
59
-------
ICS
September 2007
Example 4. ICS Field Organization -16" Water Main Break
Water Sector ICS Training
60
-------
ICS
September 2007
Water Sector ICS Training
61
-------
ICS
September 2007
Example 8. ICS Field Organization - Reservoir Hazmat Incident
Incident Commander*:
(Unilted Command)
Police, fife, Water Utility
PB
folic#
Safety Officer
afcty OB
Pre}
Liaison Officer
(Water Utility)
Operations Section;
Hazmat Commander
Police Group
Hazmat Group
» Clip>nf il Ci'niamrwnt
I Task Force
Material Specialist
Utilrty Group
Re^vjn\r Op^uttCn»>
It-am
Ouj'iV/ Srti la'lvt
Water Sector ICS Training
62
-------
ICS
September 2007
Water Sector ICS Training
63
-------
ICS
September 2007
CHAIN of COMMAND
Chain of command is an orderly line of authority
within the ranks of the incident management
organization.
!—§—3
i f[
^ f -
-A
• Explain that chain of command is an orderly line of authority within the ranks of the
incident management organization.
• This concept is taken from the military. Essentially, chain of command means you
know who your ICS boss is and, therefore, who you take orders from during an incident.
This may be a different individual than your day-to-day boss. Also, chain of command
helps make sure communication and coordination happens in an organized way.
Water Sector ICS Training
64
-------
September 2007
Under unity of command,
personnel:
¦ Report to only one supervisor.
¦ Receive work assignments
only from their supervisors.
Don't confuse unity of command
with Unified Command!
• Tell the group that under unity of command, another key ICS feature, personnel:
o Report to only one supervisor.
o Maintain formal communication relationships only with that supervisor.
• Unity of command means that every individual has a designated supervi sor to whom
they report at the scene of the incident.
• Emphasize that together the principles of chain of command and unity of command help
to 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.
• Emphasize that the participants should not confuse unity of command with Unified
Command.
• Essentially, unity of command means that you only have one boss. It's a proven
management concept that any individual who has more than one boss will probably not
perform well.
• Unified Command is a feature of ICS that allows multiple Incident Commanders to
manage an incident through a team or unified approach. More detail regarding Unified
Command is provided in EPA's Water Sector National Incident Management System
(NIMS) course, the companion course to this course.
Water Sector ICS Training
65
-------
ICS
September 2007
RESOURCE MANAGEMENT
Resource management includes processes for:
¦ Categorizing resources.
¦ Ordering resources.
¦ Dispatching resources.
¦ Tracking resources.
¦ Recovering resources.
It also includes processes for reimbursement for
resources, as appropriate.
• Note that as mentioned in the previous unit, resources at an incident must be managed
effectively. Maintaining an accurate and up-to-date picture of resource utilization is a
critical component of incident management. Resource management includes processes
for:
o Categorizing resources,
o Ordering resources,
o Dispatching resources,
o Tracking resources,
o Recovering resources.
• Explain that in ICS, resources are defined as personnel, teams, equipment, supplies, and
facilities.
• Point out that resource management also includes processes for reimbursement for the
use of resources as appropriate.
• Instruct the class that resource management will be looked at in more detail later in the
day, when instruction will be given in regards to the National Incident Management
System (NIMS).
Water Sector ICS Training
66
-------
ICS
September 2007
Resources: Tactical & Support
ICS resources include:
¦ Tactical Resources: Personnel
and major items of equipment
used in the operation
¦ Support Resources: All other
resources required to support
the incident (e.g., food,
communications equipment,
or supplies) I^H
• Explain that ICS identifies resources as tactical or support resources. Provide the
following definitions:
o Tactical Resources: Personnel and major items of equipment used in the operation.
o Support Resources: All other resources required to support the incident (e.g., food,
communications equipment, or supplies).
• Water Utility Examples:
o Tactical Resource: Utility staff such as a foreman,
o Support Resource: 2-way Radio.
Water Sector ICS Training
67
-------
ICS
September 2007
Tactical Resources Classifications
Currently working on an assignment
under the direction of a supervisor
Ready for immediate assignment and
has been issued all required equipment
Not available or ready to be assigned
(e.g., maintenance issues, rest periods)
• Explain that ICS classifies tactical resources into one of three categories. These
categories include:
o Assigned: Currently working on an assignment under the direction of a
supervisor.
o Available: Ready for immediate assignment and has been issued all required
equipment.
o Qut-of-Service: Not available or ready to be assigned (e.g., maintenance issues,
rest periods).
• For example:
o If you are out in the field repairing a water main break, you are assigned. If you
are in the staging area but have no job assignment, you are available. If you are at
home sleeping because you just worked a 12 hour shift, you are out-of-service.
o In ICS terms, assigned personnel may be working in the Operations Section,
available personnel might be at a staging area waiting for an assignment, and out-
of-service personnel may be at the incident base or camp getting food, resting, or
seeking medical attention.
Water Sector ICS Training
68
-------
ICS
September 2007
MOBILIZATION
At any incident:
¦ The situation must be assessed and the
response planned.
¦ Managing resources safely and effectively is the
most important consideration.
¦ Personnel and equipment should respond only
when requested or when
dispatched by an appropriate
authority.
Point out that another key feature of ICS is the importance of managing resources to
adjust to changing conditions.
Emphasize that at any incident:
o The situation must be assessed and the response planned.
o Managing resources safely and effectively is the most important consideration.
o Personnel and equipment should respond only when requested or when dispatched
by an appropriate authority.
It is highly recommended that personnel do not "self-dispatch" to an incident. When
you self-dispatch, you become part of the problem (you are not needed and now
someone has to watch over you) and not part of the solution. During 9/11, the amount
of self-dispatched personnel that showed up created an incident-within-an-incident.
Water Sector ICS Training
69
-------
ICS
September 2007
Check-In at the Incident: Purpose
The check-in process helps to:
¦ Ensure personnel accountability.
¦ Track resources.
¦ Locate personnel in case of an emergency.
¦ Establish personnel time records and payroll
documentation.
" Plan for releasing personnel.
¦ Organize the demobilization process.
Tip: After check-in, report to your incident
supervisor for your initial briefing
Check-in is a very important process as it essentially alerts everyone at the incident to
your presence and allows you to be tracked from the time you arrive on-scene until the
time you are demobilized. Also, if you don't check-in, you can make life miserable for
whoever is heading up the logistics function. After all, how can you order food for
people if you don't know how many people are on-scene?
Water Sector ICS Training
70
-------
ICS
September 2007
PREDESIGNATEID INCIDENT FACILITIES
Incident facilities are:
¦ Established by the Incident Commander
depending on the requirements and complexity
of the incident or event.
" Activated only when needed. Some incidents
may require facilities not included on the
• The only required Incident Command facility is the Incident Command Post (ICP)! If
activated, the Logistics Section will set-up and support the incident facilities.
Water Sector ICS Training
71
-------
ICS
September 2007
Incident Facilities: Incident Command Post
incident Command Post (ICP):
¦ Is the location from which the Incident
Commander oversees all incident
operations.
¦ May change locations during the event.
¦ May be located in a vehicle, trailer, tent,
or within a building.
¦ Should be positioned outside of the
Symbol present and potential hazard zone but
close enough to the incident to maintain
command.
Every incident must have some form of an
Incident Command Post.
• Every incident must have some form of an Incident Command Post. There is generally
only one ICP for each incident or event. The ICP will be designated by the name of the
incident (e.g., Trail Creek ICP).
• Ask the participants what considerations are important when deciding where to locate
the Incident Command Post.
• If not mentioned by the participants, add that the Incident Command Post should be
upwind from any hazardous materials releases, easily accessible to responders, and
likely to have sustained communications systems and power.
• The green and white symbol shown on the slide is the map symbol for an ICP. The ICP
should not be confused with the Emergency Operations Center (EOC), which is a
permanent facility often established by a government entity (local or state) to provide
resources to the Incident Commander when local agency resources are overwhelmed
and to provide overall goals for managing the incident.
• Class Question: What might serve as an ICP for your utility?
• Answer: In general, unoccupied schools make good ICPs, as they are usually stocked
with food and have bathrooms, showers, phones, internet, copiers, and faxes. Note:
permission from the school superintendent may be required so as to not "commandeer"
the school building during the academic year. Remember, an ICP could also be as
simple as the back of a pick-up truck or the hood of a car. In addition, ICPs should be
upwind and uphill of hazards.
Water Sector ICS Training
72
-------
ICS
September 2007
Incident Facilities: Staging Area
Staging Areas:
¦ Are temporary locations at an incident
where personnel and equipment are
kept while waiting for tactical
assignments. The resources in the
Staging Area are always in available
status. There may be more than one
Staging Area at an incident.
¦ Should be located close enough to the
incident for a timely response, but far
enough away to be out of the
immediate impact zone.
¦ May be collocated with the ICP, Bases,
Camps, Helibases, or Helispots.
0
• Emphasize that resources in the Staging Area are always in available status. Therefore,
resources that are resting or sleeping would NOT be in the Staging Area.
• The symbol shown above is the map symbol for a Staging Area.
• Class Question: What might your utility use for a Staging Area?
• Remember, staging areas should be upwind and uphill of hazards. Staging areas should
also be sited with some thought to incident expansion. At no time would you want your
staging area to become a part of the incident should the incident's boundaries expand.
Water Sector ICS Training
73
-------
ICS
September 2007
Incident Facilities: Base
Base:
¦ Is the location from which primary
logistics and administrative
functions are coordinated and
administered. There is only one
Base per incident, and it is
designated by the incident name.
Symbol ¦ May be collocated with the Incident
Command Post.
¦ Is established and managed by the
Logistics Section. The resources in
the Base are always out of service.
• Emphasize that resources in the Base are always out of service.
• Let the class know that the ICP, Staging Area, and Base are the most common types of
incident facilities that they will encounter. Many incidents do not require a staging area
or base, especially if they are resolved within one operational period with a few
personnel. The symbol above is the map symbol for a Base.
• Class Question: Would their utility ever need to establish an incident Base?
• Again, collocating a base with an ICP that is at a school is a good idea. A school will
also usually have a nurse's office with basic medical supplies, a gymnasium for setting
up cots, bathrooms and showers as a part of locker rooms, and a cafeteria with some
basic food supplies.
Water Sector ICS Training
74
-------
ICS
September 2007
Incident Facilities: Camps
I
ps
Wr'
I
Si
1 Camps:
' ¦ Are where resources may be kept to
support incident operations if a Base
is not accessible to all resources.
©
Symbol
Multiple Camps may be used, but not
all incidents will have Camps.
¦ Are temporary locations within the
general incident area that are
equipped and staffed to provide food,
water, sleeping areas, and sanitary
services.
¦ Are designated by geographic
location or number.
A
!
A A
• Emphasize that not all incidents have camps. Point out that a hotel or feeding area can
be a camp. A camp does not have to be a location with tents.
• One example of when a Camp may be used is if a storm has washed out a bridge,
making it difficult for responders working on one side of a river to travel to the Base
located on the other side of the river. The symbol above is the map symbol for a Camp.
Water Sector ICS Training
75
-------
ICS
September 2007
Incident Facil ities: Helibase/Helispots
/ \
• A Helibase is the location from which
helicopter-centered air operations are
v_y
conducted. Helibases are generally
used on a more long-term basis and
include such services as fueling and
maintenance.
(H-3)
Symbols
¦ Helispots are more temporary locations
at the incident, where helicopters can
safely land and take off. Multiple
Helispots may be used.
= = A = ~ A
• A good example of a helibase would be an airport.
• A good example of a helispot would be a large open field or parking lot. Many times
helispots are pre-designated within a communi ty for the purposes of landing air
ambulance services.
Water Sector ICS Training
76
-------
ICS
September 2007
Other Facilities
• The EOC works to provide resources to the Incident Commander(s) that he or she cannot get
because local resources are overwhelmed or because the needed resource is not owned by the
jurisdiction. EOCs are brick-and-mortar facilities outfitted for long stays and usually equipped
with communications equipment such as phone banks and computers. The EOC should not be
confused with the Incident Command Post (ICP) or posts. The ICPs may be quite mobile during
the course of an incident and change location more than once. This is because the ICPs need to
be located close enough to the incident for the Incident Commanders to maintain control of their
respective incidents. The EOC is at a permanent street address, and only works to support the
Incident Commander(s). Command of an incident does not take place at an EOC, so you will not
find the Incident Commander(s) at an EOC. Because the EOC will look for needed incident
resources from several agencies, jurisdictions and organizations, it is an important component of
a Multiagency Coordination System (MACS) under NIMS.
• In addition, EOCs usually develop the overarching goals or objectives for incident management
or maintain the "big picture". This is because chief elected officials and top supervisory
personnel usually gather here. Also, EOCs may support multiple Incident Command structures.
The Incident Commander(s) still develops the objectives for each operational period of the
incident, but these objectives will be in accordance with the overarching goals/objectives or the
"big picture" set by top management at the EOC.
• Stress that utilities need to participate in and take an active role in their local EOCs (such as
appointing a utility representative to serve at the local EOC during an emergency). Utilities will
want to be familiar with established emergency plans already in place at the city, county and
state levels, and to understand how they can request needed resources when faced with a
situation that overwhelms the utility's on-hand resources.
Water Sector ICS Training
77
-------
ICS
September 2007
Class Quiz: (1 of 2)
Instructions: Answer the question below.
/ Where would you find \
f pickup trucks and DPW \
\ personnel that are awaiting I
\ tactical assignments? /
j. w w ^ ~
• If not mentioned, tell the participants that the correct answer is a Staging Area. Staging
Areas are temporary locations at an incident where personnel and equipment are kept
while awaiting tactical assignments.
Water Sector ICS Training
78
-------
ICS
September 2007
Class Quiz: (2 of 2)
Instructions: Answer the question below.
" You are working away from the \
/ main incident site at a remote water
/ tower. A facility has been set up to \
( provide you and other responders
\ with water, food, and areas to nap. /
What is the ICS term for this /
facility? /
j. w w ^ ~
• If not mentioned, tell the participants that the correct answer is a Camp. A Camp is a
temporary location located within the general incident area. Camps are equipped and
staffed to provide food, water, sleeping areas, and sanitary services.
Water Sector ICS Training
79
-------
ICS September 2007
Flexibility and Standardization
ICS works for small,
routine operations as
well as catastrophic
events.
A key principle of ICS is its flexibility.
¦ Standardization does
NOT limit flexibility
(ICS is modular).
• Standardization of the ICS organizational chart and associated terms does not limit the
flexibility of the system.
• A key principle of the ICS is its flexibility. The ICS organization may be expanded
easily from a very small size for routine operations to a larger organization capable of
handling catastrophic events.
• Emphasize that flexibility does not mean that the ICS feature of common terminology is
superseded. Note that flexibility is allowed only within the standard ICS organizational
structure and position titles.
Water Sector ICS Training
80
-------
ICS
September 2007
Incident Typing: Overview
Incidents are categorized by
five types based on
complexity.
Type 5 incidents are the least
complex and Type 1 the most
complex.
Type 1
Type 5
Incidents may be typed in order to make decisions about resource requirements.
Incidents are categorized by five types based on complexity.
o Type 5 incidents are the least complex and Type 1 incidents are the most complex.
Water Sector ICS Training
81
-------
ICS
September 2007
Incident Typing: Overview
• Explain to the class that this graphic shows that as an incident increases in complexity,
more resources and more time (operational periods) are needed to effectively manage
the incident. The majority of incidents that most utilities will see will be Type 5 or
Type 4. These incidents are typically handled by utility personnel in 24 hours or less.
On a nationwide basis, 95% of incidents are Type 5 through 3.
Water Sector ICS Training
82
-------
Incident Typing
Incident Type
Resources
Time Span
1
National level
Multiple operational periods,
written Incident Action Plan
(IAP) is required
2
Up to 500 individuals
Multiple operational periods,
written IAP is required
3
Staff positions
activated, supervisors
and leaders
Multiple operational periods,
written IAP may be required
4
Several (e.g., task
force/strike team)
1 operational period in
control phase
5 1-6 individuals
1 operational period or less
• This table provides some quantitative parameters for typing incidents. An "IAP" is
Incident Action Plan.
SectorlCS Training
-------
ICS
September 2007
Analyze Complexity
Analyzing incident complexity
can help you to:
¦ Identify resource
requirements.
¦ Determine if the existing
management structure is
appropriate.
• A complexity analysis (risk benefit analysis) is used to help you analyze elements of an
incident. Developing a list of factors to consider can help you:
o Document and organize the issues of an incident.
o Determine if the existing management structure is appropriate for safe and
effective management of an incident.
Water Sector ICS Training
84
-------
ICS
September 2007
• A water main break in winter requires different considerations than a water main break
in the summer (working with water in freezing conditions is more complex and
presents more safety issues than working with water in above-freezing conditions). A
water main break upstream of a major hospital could cascade into a public health
emergency, whereas a water main break on a residential cul-de-sac most likely will not.
In this example, the location of the water main break is a complexity analysis factor
that needs to be considered.
• Are there other factors that should be added to this list?
Water Sector ICS Training
85
-------
ICS
September 2007
ICS Expansion and Contraction
Although there are no hard-and-fast rules,
remember that:
¦ Only functions/positions that are
necessary are filled.
¦ Each activated element must have
a person in charge.
¦ An effective span of control MM
must be maintained.
A
• Span of Control is what drives the expansion or contraction of the ICS organization.
Span of control is linked to how many people an individual can successfully manage,
and how many people are required to mange the incident. So, it is logical to assume that
a Type 1 incident will have a large ICS structure or organizational chart with many
activated organizational components (a span of control of 3-7 individuals reporting to
any one supervisor must be maintained), while a Type 5 incident may only require an
Incident Commander with one or two individuals assisting him or her.
• As the incident stabilizes and less people (and therefore less supervisory personnel) are
needed at the incident, organizational components may be deactivated by the Incident
Commander and others so that the ICS structure or organizational chart begins to
"shrink" or contract.
Water Sector ICS Training
86
-------
ICS
September 2007
Activation of Organizational Elements
• Many incidents will never require the activation of the entire Command or General Staff
or the entire list of organizational elements within each Section. Others will require
some or all members of the Command Staff and all sub-elements of each General Staff
Section.
• The decision to activate an element (Section, Branch, Unit, Division, or Group) must be
based on projected incident management and support needs.
• An important concept is that many organizational elements may be activated in various
Sections without activating the Section Chief. For example, the Situation Unit can be
activated without a Planning Section Chief assigned. In this case, the supervision of the
Situation Unit will rest with the Incident Commander.
Water Sector ICS Training
87
-------
ICS
September 2007
Things To Avoid
¦ Do not combine ICS positions to save on staffing,
individuals may supervise multiple units, but the
positions should remain distinct.
Ground Unit
Do not use nonstandard titles or hybrid positions.
These titles may be unrecognizable to assisting or
cooperating personnel.
There may be a temptation to combine ICS positions to save on staffing or achieve a
higher level of efficiency. It is important to avoid combining positions.
For example, while an individual can supervise multiple units, it is recommended that
the position remain distinct. For example, J. Smith might supervise the Supply Unit and
the Ground Unit, but not the Supply and Ground Unit. The reason becomes apparent if
the incident were to grow and separation of supervision of the Units became necessary.
The use of nonstandard titles or hybrid positions may be unrecognizable to assisting or
cooperating personnel and will likely cause confusion.
Water Sector ICS Training
88
-------
ICS
September 2007
Anticipate Incident Workload
Planning Section
¦ Resources and Situation Units will be very busy
in the initial phases of the incident.
¦ Documentation and Demobilization Units will be
very active in the final stages of the incident.
Logistics Section
¦ Supply and Communications Units will be very
active in the initial and final stages of the
incident.
• Experience and training will help Incident Commanders and Section Chiefs predict
workloads and corresponding staffing needs, regardless of the kind of incident.
• Incident workload patterns are predictable throughout the incident.
• Review the following examples:
o In the Planning Section, the Resources and Situation Units will be very active in
the initial phases of the incident, while the workload for the Documentation and
Demobilization Units will be very active in the final stages of the incident.
o In the Logistics Section, the Supply and Communications Units will be very active
in the initial and final stages of the incident.
• Ask the participants for additional examples of predicting workload. Add any examples
from your past experiences.
Water Sector ICS Training
89
-------
ICS
September 2007
• Resources, including personnel, teams, facilities, equipment and supplies, are managed
through the NIMS system by advance planning, resource identification and ordering,
categorizing resources, use of agreements, acquisition management, management
information systems, protocols for ordering, mobilization and dispatching. Typing, or
describing a resource's capability, is very important. For example, if you order a
"tanker" (a kind of resource) during a wildfire, you may not get what you expect. On
the west coast, a "tanker" is an aircraft that drops water on a fire. On the east coast, a
"tanker" is a 3,000-gallon water truck. Imagine the miscommunications that can occur
when firefighters from both the west and east coasts get together to fight a large wildfire
-this is why typing is critical!
• Currently, there is a project underway to "type" water sector resources at the national
level. This effort is being led by the American Water Works Association (AWWA)
working in conjunction with the Department of Homeland Security's NIMS Integration
Center. FEMA has typed public works resources (May 2005), and many water
resources are included, but this current typing is incomplete. The AWWA resource
typing project should complete the effort. This water resource typing project is
scheduled to be completed by the end of 2007.
• In addition to the NIMS link on the slide above, students may also wish to investigate
the FEMA Independent Study Course entitled "IS-703 NIMS Resource Management" to
learn more about resource management under NIMS.
Water Sector ICS Training
90
-------
ICS
September 2007
• To ensure that responders get the right personnel and equipment, ICS resources are
categorized by:
o Kinds of Resources: Describe what the resource is (for example: medic, firefighter,
Planning Section Chief, helicopters, ambulances, combustible gas indicators,
bulldozers).
o Types of Resources: Describe the size, capability, and staffing qualifications of a
specific kind of resource.
• To simplify, "Kind" implies "What is it?", and "Type" implies "What can it do?"
Water Sector ICS Training
91
-------
ICS
September 2007
• This graphic should drive the point home why specificity is desirable when ordering
resources.
Water Sector ICS Training
92
-------
ICS
September 2007
Resource Typing
• Much like incident typing, resource typing is also numeric, but roman numerals are
used. Type IV would indicate a lower level of performance while Type I indicates a
high level of performance. In the examples shown, which are taken from the NIMS
"Typed Resource Definitions" for public works resources (May 2005), the kind of
resource is a generator. The Type IV generator produces 400kW and the Type I
produces 2000kW.
Water Sector ICS Training
93
-------
ICS
September 2007
Mutual Aid and Assistance Agreements
• Provide the means for one utility to provide
resources or other support to another utility
during an incident
• The overall goal is to ensure timely assistance
during incidents
• Examples include:
- FlaWARN
- CalWARN
• A Water and Wastewater Agency Response Network (WARN) is a network of utilities
helping other utilities to respond to and recover from emergencies. The purpose of a
WARN is to provide a method whereby water/wastewater utilities that have sustained or
anticipate damages from natural or human-caused incidents can provide and receive
emergency aid and assistance in the form of personnel, equipment, materials, and other
associated services as necessary from other water/wastewater utilities. The mission of a
WARN is to provide expedited access to specialized resources needed to respond to and
recovery from natural and human caused events that disrupt public and private drinking
water and wastewater utilities.
• AWWA has published a white paper entitled "Utilities helping Utilities." In the paper
are listed the 10 key steps to forming a WARN mutual aid and assistance network, a
sample mutual aid and assistance agreement that is NIMS compliant, and a comparative
assessment of existing WARNs. The paper can be downloaded at no charge from
AWWA's website at the following location:
http://www.awwa.org/Advocacv/Govtaff/Documents/Utilities Helping Utilities.pdf
Water Sector ICS Training
94
-------
ICS
September 2007
• Mutual aid can greatly assist utilities in getting the specialized resources they
need in the least amount of time possible during an emergency.
• Mutual aid and assistance agreements are covered in greater detail in the U.S.
EPA Water Sector National Incident management System (NIMS) IS-700
presentation.
Water Sector ICS Training
95
-------
ICS
September 2007
Implementing Authorities
Within his or her scope of authority, the Incident
Commander establishes incident objectives, then
determines strategies, resources, and ICS structure.
• The Incident Commander must have the authority to:
o Establish incident objectives.
o Determine appropriate strategies.
o Acquire appropriate agency or jurisdiction resources.
• The Incident Commander must also have the authority to establish an ICS structure
adequate to protect the safety of responders and citizens, to control the spread of
damage, and to protect the environment.
• Remember, the final responsibility for the resolution of an incident remains with the
chief elected official, chief executi ve officer, or agency administrator. Therefore these
individuals must remain an active participant, supporter, supervisor, and evaluator of the
Incident Commander.
Water Sector ICS Training
96
-------
ICS
September 2007
INCIDENT OBJECTIVES
Example: Inspect all
fire hydrants on Main
Street by 1800 hours.
¦ ICS is managed by objectives.
¦ Objectives are communicated throughout the
entire ICS organization through the incident
planning process.
Management by objectives includes:
o Establishing overarching objectives (usually done at the community level, such as
through an Emergency Operations Plan maintained at the local Emergency
Operations Center). An example is to evacuate low-lying areas of a community
during a flood.
o Developing and issuing assignments, plans, procedures, and protocols (usually
done as a part of preparedness planning in advance of an incident). An example is
to identify evacuation routes from low-lying areas.
o Establishing specific, measurable objectives for various incident management
functional acti vities (established by the Incident Commander at the start of the
incident and each successive operational period). An example would be to
evacuate a nursing home in a low-lying area by a specified date and time.
o Directing efforts to attain objectives, in support of defined strategies. Strategies
are usually developed by the Operations and Planning Sections, and the strategies
are used to accomplish the Incident Commander's objectives. An example would
be to have rescue units and ambulances evacuate the nursing home.
o Documenting results to measure performance and facilitate corrective action. An
example would be a status report at the specified date and time to measure
progress of the nursing home evacuation. Is the evacuation complete? If not, how
many residents remain? What can be done to speed the evacuation process?
Water Sector ICS Training
97
-------
ICS
September 2007
Overall Priorities
Incident objectives are established based on the
following priorities: ^ ^
#1: Life Saving ^
#2: Incident Stabilization j^
#3: Property Preservation
• Objectives are always established with these three priorities in mind. This makes it
much easier when initially sizing up an incident and you feel overwhelmed about where
to start. Always start with saving lives first then move on to other objectives.
• For example, in the event of a hurricane or tornado:
o #1 Evacuate people to safe areas (save lives).
o #2 Secure objects, such as dumpsters, and remove yard furniture, etc. (stabilize
the incident, minimize damage and flying debris).
o #3 Board windows (property preservation).
Water Sector ICS Training
98
-------
ICS
September 2007
• Incident objectives must describe what must be accomplished and provide substantive
direction for work at the incident. For instance, "Ensure the safety of the residents" is a
bad objective. Why?
o Answer: Not specific, not measurable, no timeframe, and no way to know if it is
reasonable and attainable.
• It may help to remember the acronym SMART when writing objectives:
o Specific: Wording is precise and unambiguous.
o Measurable: It should be possible to conduct a final accounting as to whether
objectives were achieved.
o Action oriented: The objective must have an action verb that describes the
expected accomplishment.
o Realistic: Must be achievable with resources allocated to the utility and assisting
agencies (it's O.K. if it still takes several operational periods to achieve the
objective).
o Time sensitive: Timeframe should be specified, and it may have to be extended
more than once.
• Objectives must also be in accordance with the Incident Commander's authorities.
Water Sector ICS Training
99
-------
ICS
September 2007
Sample Incident Objectives
Incident: At noon a 4-foot water main breaks in the
city's downtown financial district, flooding roadways
and businesses. Traffic is gridlocked and many
businesses have no water.
Incident Objectives:
¦ Notify city fire department by 12:15 p.m. and all
critical customers downtown by 12:45 p.m.
¦ Mitigate downtown flooding by the afternoon rush
hour.
¦ What other objectives would you add?
• Ask the participants what other objectives they might add (e.g., establishing traffic
control by a certain time).
• When the participants have thought about this for a minute, ask for volunteers to share
their additional objectives. Provide constructive feedback on the quality of the incident
objectives (i.e., are they SMART objectives?).
Water Sector ICS Training
100
-------
ICS
September 2007
Establish Strategies to Achieve Objectives
• Make good sense (feasible, practical, and
suitable)
• Be within acceptable safety norms
• Be cost effective
• Be consistent with sound environmental
practices.
• Meet political considerations
• First, the Operational Section Chief generates alternative strategies to meet the incident
objectives.
• Next, the Operational Section Chief selects a strategy or strategies that:
o Is within acceptable safety norms,
o Makes good sense (is feasible, practical, and suitable),
o Is cost effective.
o Is consistent with sound environmental practices,
o Meets political considerations.
Water Sector ICS Training
101
-------
ICS
September 2007
Objectives, Strategies, and Tactics
Incident State what will be accomplished.
Objectives
Strategies
Establish the general plan or
direction for accomplishing the
incident objectives.
Tactics
Specify how the strategies will be
executed.
• Incident objectives state what will be accomplished.
• Strategies are the general plan or direction selected to accomplish the incident objectives
set by the Incident Commander. The Incident Commander is responsible for
establishing goals and selecting strategies.
• Tactics specify how the strategies will be executed, including deploying and directing of
resources. The Operations Section, if it is established, is responsible for determining
appropriate tactics.
Water Sector ICS Training
102
-------
ICS
September 2007
Sample Objective, Strategies, Tactics & Resources
Objective: Reduce reservoir level to 35 feet by 0800 tomorrow.
• This visual shows the differences between objectives, strategy, and tactics. It is possible
to have an objective with several identified strategies to accomplish the objective.
o The objective is: Reduce reservoir level to 35 feet by 0800 tomorrow.
o Three possible strategies are identified and one is selected: Pump water from
reservoir.
o The tactics for the selected strategy are: Use truck-mounted pumps working from
the road into spillway, and portable pumps on the east side discharging into
Murkey Creek.
Water Sector ICS Training
103
-------
ICS
September 2007
Incident Action Plan
Every incident must have an Incident
Action Plan (IAP) that:
¦ Specifies the incident
objectives.
¦ States the activities to be
completed.
¦ Covers a specified timeframe,
called an operational period.
¦ May be oral or written—except
for hazardous materials
incidents, which require a
written IAP.
i
• Every incident must have a verbal or written Incident Action Plan or IAP (the Incident
Commander will develop the plan if a planning section has not been established). The
plan provides direction for actions to be taken during the specific operational period that
the plan covers. Many of the objectives in the IAP may be based on the utility's ERP, as
response procedures and protocols are described in the ERP for a variety of incidents. It
may be helpful to think of the IAP as the specific tailoring of a general procedure(s) or
protocol(s) contained in an ERP. The IAP is entirely unique to one incident during one
particular operational period.
• An operational period's timeframe can vary but usually it does not exceed 24 hours in
duration, and is typically 12 hours long on most incidents, enabling an incident to be run
in two shifts per day. Factors that affect the duration of an operational period include:
o Amount of time available/needed to accomplish tactical objectives.
o Resource availability.
o Future involvement of additional jurisdictions and/or agencies,
o Environmental considerations (e.g., daylight remaining, weather, etc.).
o Safety considerations,
Water Sector ICS Training
104
-------
ICS
September 2007
Essential Steps In Incident Action Planning
Understand the situation
Establish incident objectives and strategy
Develop tactical direction and assignments
Prepare the plan
Implement the plan
Evaluate the plan
After determining the type of incident and the resources available, it is important to
begin preparing for the response by taking these critical planning steps. These steps
include the initial planning stages for incident response, including preparing an incident
action plan that will guide all involved parties through the first operational period of the
response.
Water Sector ICS Training
105
-------
ICS
September 2007
Elements of an Incident Action Plan
Every IAP must have four elements:
¦ What do we want to do?
" Who is responsible for doing it?
¦ How do we communicate with each
other?
¦ What is the procedure if someone is
injured?
Whflt?
W too?
How?
what if?
• Incident Action Plans (IAPs) provide a coherent means of communicating the overall
incident objectives in the contexts of both operational and support activities. An IAP
covers an operational period which is the period of time scheduled for execution of a
given set of tactical actions as specified in the Incident Action Plan.
Water Sector ICS Training
106
-------
ICS
September 2007
Preparing the Incident Action Plan
Major elements in a
written action Plan
Communications
Medical
Traffic
Map, etc....
• Preparing the IAP has been simplified by the development of several standard forms that
can be completed by either the Incident Commander or the Planning Section. The ICS
forms and supporting documents include:
o IAP Cover Sheet (not an ICS form).
o ICS 202, Incident Objectives.
o ICS 203, Organization Assignment List.
o ICS 204, Division or Group Assignment List.
o ICS 205, Incident Communications Plan.
o ICS 206, Incident Medical Plan.
o Safety Messages, Maps, Forecasts (not ICS forms).
Water Sector ICS Training
107
-------
ICS
September 2007
Activity #2 : Developing an Incident Action Plan
Instructions:
1. Working as a team, review the scenario,
scenario map, and resource list in your Student
Manuals.
2. Develop an Incident Action Plan (IAP) for the
next 12 hours using the ICS forms provided in
the workbook.
3. Select a spokesperson and be prepared to
present your IAP in 30 minutes.
• Instruct the students to form into their previously identified groups to perform this
learning activity. All materials necessary to complete this activity immediately follow
this slide (the slides pertaining to the activity should be printed in hard copy format for
the students). The main goal of this learning activity is to familiarize students with
standard ICS forms and the necessary elements of an Incident Action Plan (IAP).
Depending on time constraints, it may be necessary to have the students focus on
completing the ICS Form 202 (incident objectives).
Water Sector ICS Training
108
-------
Activity 2 ~ Prepare Incident Action Plan (Reference 1 - Emerald City Flood Scenario)
Instructions: m this mmty you wilt prepare an incident Actor? Plan (lAP) for a flood in fictional Emerald Crty.
This page and the next few pages w« provide you w«h situational details stmst the flood, ifte resources nv&iafefe
to Emerald Crty, am a «Ssgram or m water treatment ptent Folfewng those materials is an 1AP cfceeWisi and
blank ICS forms you may use to develop your SAP
Situation;
• Heavy rains for the past 5 days, averaging 3-S rfxhes of mm each 24-hour period
• Rapid Rrver is experiencing $!ow-rtse flooding
• Pleading aggravated by debris catching oft the tew grieve downstream 1mm lower Lafe Emerald.
• Basement fleecing a! least to the first floor level is expected
<* Chemicals are stored at the industrial Park
• mirn plant draws from the Rapid Rwer and uses conventional treatment
• VtarimMtor facility is tertiary treatment wrth primary aetflrnp, abated sludge treatment, clarification,
nriflfscal^^nitrffi^tion. clarion ehtarmattw, HacNormMoa and oscterge to the Rapid Rw*r.
. n^OtvOi-.o./s
WMtftar:
• Current pattern continues through midnight. then partial clearing
• Highs m im mm w%, imm m the high 30's
• Cfcanoe of precipitators 60% through midnight then 40% after midgut
• Expected precipitation next 24 hours ts 1 5 inches
• Winds are from the «est a! 10-15 mpn
• 0800 hours - National father Service issued a flood warning nver level ts at 7 5 feet and *s expected to
r.u '
» Cra&t of ffw flood expected at 181X3 hours.
Resource*
Public Works
Water Department
» Supervisor
» Operator
. Operator
• Distribution Technician
• La-borer
» Water Quality Specialist
Wastewater Department
. -,f !(¦!.:! ¦.¦ :il
. i
. U|
¦ Operator
« collection Tecttnosri
6ii»(aMC%
• 6 dump tasks
. 2 (tea guides
• 4 fionS loaders
. ZbacklxxK
« e pickup trudo
Available imftusi aid:
» 20 dump tracks
« 8 raw §raa»(s
« eftoniioMen
. a«5IlsM«$
. 22ptc*aJolFucl«
« i Water Quality SpecnWe
• 2 Wastewater Operator®
Q\
o
00
c
!-h
H
GO
o
u-
o
+->
o
GO
u-
+->
c3
-------
Resources (continued):
fsfe and EMS' The following resources art wrthtn close proximity and available lor response
. 3 engine companies {4 persarsnes each)
* 1 truck eoropsny <4 personnel each)
* 3 basic life support ambulances {2 EMTs)
» 1 advanced We support ambulance (2 paramedics)
. ' i.)
Law Enforcement:
* Units within close proximity 1 sergeant, 3 officers.
* Other responding units 1 captain, 2 lieutenants 3 sergeants, S officers, rnoWe command post (6
officers t&vam in service elsewhere >n the city)
. County Sheriffs Office. 1 lieutenant, 2 sergeants, 6 deputes
« State Tro©p#?§ 2 sergeants, 6 troopers
. 1 Tactical Mobile Command Vehicle
{-DH'-.r-,.
* Lawrence Senior H»gh School
. Lafayette Middle School
. Gordon Elementary Scteoi
County Emergency Management
. County Director
. Deputy Director
* Program Assistant
Co «r% Heatth Deow&twni:
. Pubte HeaWi Director
* 4 Public Heath Nurses
» 2 Mmmirtm® staff
* Mutual-aid agreements in place wirs § neighboring counties could allow for an additional u public
health staff
American Red Crass (ARC)
, -3 full-Mr* staff
. Approxt mately 45 framed volunteers
» 1 Emergency Response VefacJe
Mutual A»;i
* State ARC resources
. Salvation Army
* Mennomtes
Other agencies that may or wifi respooa
. Emerald C% Memorial Hospital |301 Warn Street 555-0987)
« Ed-son Electric
. Commonwealth Gas Company
- Crty Transit Authority
* County School District (buses avatiatte)
. State primacy agency
. U S EPA Reg«3nai Office
• 3 {local) newspaper reporters
. 2 network reporters and crews
. 5 radio station news staff rrmrmm
. 3 TV reporters and cre*s (WLOX WEMi WCSU)
. 1 TV helicopter (WEMI)
-------
r--
o
o
Qh
GO
GO
O
60
c
a3
u-
H
GO
O
u-
O
+->
o
GO
S-h
+->
c3
-------
ICS
September 2007
AtW» f;6'Ct}
L"T»9 f«K»
f S®Ssf0 F«<
KUnO*
. t — •— P««® line
• Wmi %:mk
Emerald City Water
I Plant
Water Sector ICS Training
112
-------
1. ineWwii Nam#
¦red by IAP (0af« t "flnwi
iAF COVER
SHEET
INCIDENT ACTION PLAN
~ miwiiimin
~
~ ICS i»OS (««*•! Bin)
~
~
~
~
~
~
4. Prepared by: Paw I lm»
SET June 200c
-------
r--
o
o
Qh
GO
Special Note. This optional form acts as a cover sheer for the completed Incident Action Plan (IAP) described
below Two versions of this cover sheet are included , either can be used One version includes check boxes for
forms includes m me IAP, while the omer version leaves a large blank area for user comments or graphics
Purpose An Incident Action Plan (IAP) contains general control objectives reflecting the overall incident strategy
and specific action plans for the nex! operational period The Unified Command Command Staff and General
Staff develop the IAP. Vvtsen aN attachments are included, the plan
- specifies the directives for the next operational period,
- defines the work assignments for the next operational period including extracts of site-specific safety
messages {Note the Site Safety Plan is generally a stand-atone document and is no( included m the IAP).
- defines the resources needed to accomplish the work order,
- depicts how ail response personnel are to be organized
- lists radio and telephone communications for all incidert personnel
- specifies a medical plan to follow in case of a res ponder emergency
- identifies resources at risk
Preparation The Planning Section Chief compiles the IAP, with key tactical input from the Operating Section
Chief The Ptan is to be completed following each Planning Meeting The plan should be approved and signed by
the incident commander or each member of the Unsfied Command
Distribution Sufficient copies of the IAP will be reproduced and given to all supervisory personnel at the
Section, Branch, DtvisioiVGroop, and Unit Leader levels The original IAP MUST be given to the Documentation
Unrt
Item Title
incident Name
Operational Period
Instructions
Enter the name assigned to the incident
Enter the time interval for which the form applies Record the start, and
end date and time
Approved by
Signatures of approval must be obtained from each Unified
Commander
Inclusion List (rf used)
Mark "X" for each item that is included in she Plan
Prepared By
Oaten" ime
Enter name and title of the person preparing the form
Enter {fete (month, day year) and time prepared {24-hour clock)
GO
O
5f)
a
a
u-
H
GO
O
u-
O
+->
o
GO
S-H
+->
-------
r--
o
o
Qh
GO
(NCiDENT OBJECTIVES
Ofgorvttsfton UW-iCSmS
P Dfe-AssSgmrentUsfe-tCSaSW
O CommunicaHonj Pton - ICS 205
7 "vZ^'*Z 'Z^TZZZ"""
GO
O
60
c
a3
u-
H
GO
O
u-
O
+->
o
GO
S-h
+->
c3
-------
r--
o
o
Qh
GO
ORGANIZATION
\SSIGN\H-VT
LIST
[)ak' 1'iefrtft.vi
* I I1.U- riepascsi
I i "jxTisftojiil i'ciK*1 (t>iik' "f one i
PRIMARY DMI11V
KJ'l'.:
SinliiU i 'fi'icvr
6. Agrno' Rfprf
7. PLANNING SEC TION
< "hurt"
IVjiiiiv
rc« I Mir
Sjt mil it 11 'nil
8. UXilSTICS SUCTION
IX-jmiy
A SI i'l'OR I BRANCH
$n\Vh l"inr
II SKUVKF BRANCH
!('S 20? X %
9. OPERATIONS < HON
A BRANCH I IHMSUA (.ROt l">
11.1<>
B. ItRAM II u m\ isson . <;rou>s
f3ui*uii tiring f
!>l\ :
huisum i irouj' ^ 1
f>IVlAU1l * it i il4J. ' |
C. BRANCH III DIVISION/CKOU'S
l>l.|!xh DtK'ClUf
Dnisn.ii -.if.".,.
f'UvKKHI
Dn iMitti •.ir.'ijf
I). AIKOPHUHONS Hk\M II
Au i >|w Us I .irr4't:it«
10. HNANCK SECTION
GO
O
60
G
a
u-
H
GO
O
u-
O
+->
o
GO
S-h
+->
a3
-------
r--
o
o
Qh
GO
»V»ON
!
GO
O
r-
c
a3
u-
H
GO
O
u-
O
+->
o
GO
S-h
+->
c3
-------
ICS
September 2007
INCIDENT RADIO COMMUNICATIONS PLAN
i, maderi Nomo
7, DaWftm© f*wpe»ed
3. Oswattonol PWod Dolo/limo
4. Basic Radio Channel Utilization
RodoType/Cocf*
Charrd
Fi*iC#on
frequcrcyAone
AHignmeril
King
NIFC
King
NIFC
King
NIFC
King
NIFC
King
NIFC
King
NIFC
King
NIFC
King
NIFC
S. Prepared t* [Comrounartons IM1|
ICS 205 NFES1330
Water
Sector ICS Training
118
-------
r--
o
o
Qh
GO
MEDICAL PUN
A Anftulanoe Sennas
8. incictent Ambulance*
P^>ta%o
V« No | V«
: Pmwwl by (Mwktf una leuim
GO
O
C\
60
c
a3
u-
H
GO
O
u-
O
+->
o
GO
S-h
+->
c3
-------
ICS
September 2007
Formal Communication
Formal
Communication
• The yellow dotted lines on the ICS chart represent the formal lines of communication.
These lines of formal communication provide for the exchange of information involving
task assignments and resources requests. Formal communication allows the Incident
Commander and other supervisors to manage the incident or event more efficiently due
to a decrease in time spent directing and communicating people outside their direct
authority.
Water Sector ICS Training
120
-------
ICS
September 2007
When To Use Formal Communication
Use formal communication
when:
¦ Receiving and giving work
assignments.
¦ Requesting support or
additional resources.
¦ Reporting progress of
assigned tasks.
• Self-explanatory.
Water Sector ICS Training
121
-------
ICS
September 2007
Informal Communication
" Is used to exchange incident or event
information only.
¦ Is NOT used for:
¦ Formal requests for additional resources.
n Tasking work assignments.
• Other information concerning the incident or event can be passed horizontally or
vertically within the organization without restriction. This is known as informal
communication.
Water Sector ICS Training
122
-------
ICS
September 2007
Use of Plain English
" Communications should be in plain English or
clear text.
¦ Do not use radio codes, agency-specific codes,
or jargon.
/
/-^Even if you use radkT^x
/
codes on a daily basis, \
why should you use J
V
plain English during an J
incident response?^/
w A ~ maA- ^ A
• It is important to use plain English during an incident response because often there is
more than one agency involved in an incident. Ambiguous codes and acronyms have
proven to be major obstacles in communications. Often agencies have a variety of codes
and acronyms that they use routinely during normal operations. Not every ten code is
the same nor does every acronym have the same meaning. When these codes and
acronyms are used on an incident, confusion is often the result. The National Incident
Management Systems (NIMS) requires that all responders use "plain English," referred
to as "clear text," and within the United States, English is the standard language.
• In preparation for the next slide, ask the class what EMT stands for.
Water Sector ICS Training
123
-------
ICS
September 2007
Why Plain English?
EMT = Emergency Medical Treatment
EMT = Emergency Medical Technician
EMT = Emergency Management Team
EMT = Eastern Mediterranean Time (GMT+0200)
EMT = Effective Methods Team
EMT = Effects Management Tool
EMT = El Monte, CA (airport code)
EMT = Electron Microscope Tomography
EMT = Email Money Transfer
This slide should drive the point home why jargon and acronyms are not allowed within
ICS.
Water Sector ICS Training
124
-------
ICS
September 2007
Transfer of Command
Transfer of command is ...
... the process of moving the responsibility
for incident command from one Incident
Commander to another.
• Self-explanatory.
Water Sector ICS Training
125
-------
ICS
September 2007
Examples:
o You are first on-scene at a car accident and you phone 911. The police assume
command when they arrive, as they are legally required to do so at traffic
accidents.
o You have been Incident Commander for 24 hours and you are tired. Someone else
must take over command in order for incident management to continue to be
effective and efficient.
o President Bush directed a transfer of command during Hurricane Katrina by
relieving FEMA Director Mike Brown of command and replacing him with Vice
Admiral Allen of the U.S. Coast Guard.
Water Sector ICS Training
126
-------
ICS
September 2007
Transfer of Command Procedures
Whenever possible, transfer of command should
¦ Take place face-to-face.
¦ Include a complete briefing, r ¦
The effective time and date of
the transfer should be
communicated to personnel.
M
• One of the main features of ICS is a procedure to transfer command with minimal
disruption to the incident. This procedure may be used any time personnel in
supervisory positions change.
Water Sector ICS Training
127
-------
ICS
September 2007
Transfer of Command Briefing Elements
The transfer of command briefing should include:
¦ Situation status.
¦ Incident objectives and priorities based on the IAP.
¦ Current organization.
¦ Resource assignments.
¦ Resources ordered and en route.
¦ Incident facilities.
¦ Incident communications plan.
¦ Incident prognosis, concerns, and other issues.
¦ Introduction of Command and General Staff members.
• A good way to ensure that all the above points are covered is to use ICS Form 201, the
Incident Briefing Form. The next slides introduce the ICS Form 201 and show a
completed ICS Form 201.
Water Sector ICS Training
128
-------
ICS
September 2007
The initial Incident Commander
can use the ICS 201 to document
actions and situational
information required for transfer
of command.
For more complex transfer of
command situations, every
aspect of the incident must be
documented and included in the
transfer of command briefing.
• One useful tool for documenting the change of command is ICS Form 201, the Incident
Briefing. The primary intent is for this document to be used by the initial Incident
Commander to document actions and situational information quickly while staff is
limited and the incident is dynamic. The form can be used to document items for the
transfer of command briefing.
• For more complex transfer of command situations, every aspect of the incident must be
documented and included in the transfer of command briefing. It is vital that important
information does not get lost.
Water Sector ICS Training
129
-------
ICS
September 2007
Example ICS Form 201 from Katrina
INCIDENT BRIEFING
RCAP/ESF-3
Hurricane Katrina (MS)
2. Date
16 OCT 05
3. Time
2030
4. Map Sketch
Harrison County
Long Beach
Pass Christian
Hancock County
• This is an example of a filled out ICS Form 201. This is an actual ICS Form 201 from
Hurricane Katrina, filled out by the Rural Community Assistance Partnership (RCAP)
Incident Commander. RCAP coordinated utility mutual aid in southern Mississippi.
This form was provided by Homer Emery of the San Antonio Water System (SAWS).
SAWS responded to Mississippi after Hurricane Katrina and provided mutual aid in Bay
St. Louis, Hancock County.
• This form has been filled out by computer. This is not necessary, and many of these
forms are filled out by hand with a sketched map. Note that standard ICS map symbols
are being used to denote the locations of the RCAP Incident Command Post and Base.
Water Sector ICS Training
130
-------
ICS
September 2007
• This section of the ICS Form 201 diagrams the ICS structure in place on October 16,
2005. This diagram does not show the entire ICS structure established at that time to
manage the response to Hurricane Katrina. Rather, it shows the ICS structure
established by the RCAP Incident Commander to manage one aspect of the response to
Katrina: utility mutual aid in southern Mississippi. However, it can be seen in the
diagram that the RCAP Incident Commander was linked to the larger ICS management
structure by virtue of his reporting to Emergency Support Function 3 (public works) at
both the Harrison and Hancock County EOCs, the FEMA Incident Command Post, and
to Mississippi's drinking water primacy agency (MDH) located at Coast Unified
Command. These organizational components in turn would be linked to even higher
organizational components of the overall Katrina ICS structure (for example, the county
EOCs were probably reporting to the state EOC which was coordinating with other state
EOCs and the federal-level Joint Field Office).
Water Sector ICS Training
131
-------
ICS
September 2007
Example ICS Form 201 (continued)
6. Resources Summary
RllsaufcnS CDrdeirtjd
R05Pl»t"«! IdiinftliCalion
ETA On Scene
localion/ABicjnrntir!!
CRO-RCaP Equipment
2 Backhoes
V
Bay Sf. Louis
RCAP Staff
3 (IC. 20C)
V
SAWS (A ST)
21 personnel / 4 HHs
V
Bay St. Louis,
HUNT (2 51)
a personnel / 2 BHs
V
Pass Christian
MS Single Resource
1 personnel
V
Bay St. Louis
• Block 6 of the ICS Form 201 is where resources can be summarized for the incoming
Incident Commander. In the above Block 6:
o CRG: Community Resource Group
o RCAP: Rural Community Assistance Partnership
o SAWS: San Antonio Water System
o HUNT: Huntsville, A L
o MS: Mississippi
Water Sector ICS Training
132
-------
ICS
September 2007
Example ICS Form 201 (continued)
7. Summary of Current Actions (See Next Page)
¦ Situation:
I USAGE (Corps of Engineers) debris removal contractors continue lo damage water dSstributton Infrastructure whrle using
I heavy equipment on or near water service lines as well as wafer mains. There Is significant damage to wastewater lift
¦stations and waler well conlroi panels caused by salt wafer storm surges from Katrine, Bay St. Louis, Pass Christian, and
(long Beach municipal water / wastewater utilities have significant staff shortages due to personnel who have not returned I
¦from evacuation due to the fact that many have lost their homes (temporary housing for municipal and emergency
I personnel are receiving priority from FEMA). Af present. Bay St. Louis has C crews for up to one month. Pass Chrislian has 2
¦crews lor up lo three weeks.
I Mutual Aid Recovery Operations to Date(ROD): Cumulative ROO in Bay St. Louis: 243 Leaks Repaired, .'341 Additional Service I
¦Cals. 20 lltt stations repaired!. 6 valves repaired, and 3 fire hydrants replaced . Cumulative ROD in Pass Christian: 59 leaks
I Repaired. 94 Additional Service Calls. 3 Main Valves replaced. 5 curb stops replaced, and 5 fire hydrants repaired /
(replaced.
I Mutual Aid Recovery Operations Today:
|5 SAWS strike teams In addition fo 1 MS Single Resource returned to work In Bay St. Louis for the ninth day. 16 service leaks
Iwere repaired, 2 valves replaced, and 30 addllional service calls were compleled. Work was also performed on I lift
¦station control.
|n Pass Christian. 2 HUNT (Hunlsvile, AL) strike teams returned lo work In Pass Chrislian for the seventh day. 4 service leaks
were repaired and 22 additional service calls were made,
nonai Activities:
I The RCAPIC traveled to Gulf port to deliver test result cards to Mississippi Department ol Health Officials. (EOC did noi
(conduct an operational briefing meeting today).
Ijohn Morfarry {RCAP OC) continued coordinating the saws crew ond meeting with Bay St. Louis officials. He also |oined
TSharon Ostrarvder in conducting several onsife water /wastewater assessments at the FEMA EGS sites in Harrison County.
jsharon Oslrander (RCAP OC| continued coordinating wllh Ihe Huntsville crews and Pass Christian . She also conducted
(several onsite water /wastewater assessments at the FEMA EGS siles In Harrison County.
(Tommy Ricks. RCAP SC deployed back to the area and was briefed by Alexander Brandon before being transferred
(command. He also coordinated with Joe Aylor (Hancock fEMA Hawing Coordinator) regarding the theft of home well
(pumps In the Pearllngton area and advised Mr. Aylor of WMI's contact in South Carolina and the fact that they would be
(redeployed by Wednesday ol this week.
The outgoing Incident Commander's summary of the actions taken over the preceding
operational period will be helpful to the incoming Incident Commander.
Water Sector ICS Training
133
-------
ICS
September 2007
Other Types of Briefings/Meetings
Staff-Level Briefings: Delivered to resources
assigned to non-operational and support
tasks at the Incident Command Post or Base.
Field-Level Briefings: Delivered to individual
resources or crews assigned to operational
tasks and/or work at or near the incident site.
Section-Level Briefings: Delivered to an
entire Section (e.g., the operational period
briefing).
• Briefings are an essential element to good supervision and incident management. These
short, concise meetings are intended to pass along vital information that will be used
specifically by the recipient in the completion of his or her job. Typically, these
briefings do not include long discussions or complex decision-making. Rather, they
allow for the individual manager or supervisor to pass along specific information and
expectations for the upcoming work period and to field questions from subordinates
related to that information and the supervisor's expectations.
• In the ICS, these briefings occur at various levels in the organization, with topics that
tend to be unique to that level. The ICS uses various levels of organizational
briefings/meetings. Examples of the three levels of briefings include:
o Staff-Level Briefings: Delivered to resources assigned to non-operational and
support tasks at the Incident Command Post or Base.
o Field-Level Briefings: Delivered to individual resources or crews assigned to
operational tasks and/or work at or near the incident site.
o Section-Level Briefings: Delivered to an entire Section (for example, the
operational period briefing).
Water Sector ICS Training
134
-------
ICS
September 2007
Operational Period Briefing
The operational period briefing:
¦ May be referred to as the shift
briefing.
¦ Is conducted at the beginning
of each operational period.
¦ Presents the Incident Action
Plan to supervisors within the
Operations Section.
¦ Should be concise.
• A unique section-level briefing is the operational period briefing or shift briefing. Here, the Ops
Section Chief presents the plan for all operational elements for the specific operational period.
The briefing is performed at the beginning of each operation shift prior to resources being
deployed. The meeting is to the point; loads of details are not presented. Other members of the
Command and General Staff as well as specific support elements (e.g., communications unit) can
provide important information also if needed.
• Roles, Meeting Agenda (In Order):
o Planning Section Chief: Develops the agenda, reviews the agenda and facilitates the
briefing.
o Incident Commander: Presents incident objectives or confirms existing objectives. (Note:
Objectives may be presented by the Planning Section Chief.)
o Current Operations Section Chief: Provides current assessment and accomplishments.
In-Coming Operations Section Chief: Covers the work assignments and staffing of
divisions and groups for the upcoming operational period.
o Technical Specialists: Presents updates on conditions affecting the response (weather, fire
behavior, environmental factors).
o Safety Officer: Reviews specific risks to operational resources and the identified
safety/mitigation measures.
o Specific Section Chief/Unit Leaders: Presents information related to ensuring safe and
efficient operations.
o END OF MEETING: Incident Commander Reiterates his or her operational concerns and
directs resources to deploy, and the Planning Section Chief announces next planning
meeting and briefing, and adjourns the meeting.
Water Sector ICS Training
135
-------
ICS
September 2007
Briefing Those Outside the Incident
The Public Information Officer (PIO) will:
• Schedule regular news briefings with media
• Receive requests and answer questions from the
public
• Contact media to correct any erroneous information
being provided to the public
• Coordinate for door-to-door
notification as needed with
Operations
• Assess the need for special
alert and warning efforts
• In addition to the briefings internal to the ICS structure, external briefings may be
needed to keep the public and others informed of any special measures that they need to
be taking. In addition, based on the size and type of incident, outside interest in the
incident could be very high.
• Door-to-door notification may need to occur if the public absolutely must be informed
of certain event information in a timely manner, or, if other methods of communication
(radio, TV) are not functioning. For example, a contamination event may require door-
to-door notification to ensure that all customers in a service area take proper
precautions. (Maricopa Co. AZ example).
• Special alerts and warnings includes considering the hearing impaired, non-English
speaking customer base, and industries susceptible to a particular hazard. (Fluoride-
Dialysis example).
Water Sector ICS Training
136
-------
ICS
September 2007
Use this and the next slide to perform a brief review of the features of ICS that were
covered during this course to help prepare students for FEMA's IS-100 exam.
Water Sector ICS Training
137
-------
ICS
September 2007
ICS Summary (2 of 2)
¦ Resource management.
¦ Mobilization procedures.
¦ Pre-designated incident locations and
facilities.
¦ Integrated communications.
¦ Unified Command.
¦ Transfer of command.
¦ Accountability.
Water Sector ICS Training
138
-------
ICS
September 2007
For Additional ICS Resources:
*r£r & FEMA(
ICS Resource Center Contents
ICS Review Document
A summary of key ICS features and principles.
ICS Training Materials and Opportunities
Access to ICS Training Materials and
independent-study courses.
ICS Job Aids
Printable job aids related to ICS positions and
activities.
ICS Forms
Printable versions of standard ICS forms.
ICS Resource Center
[ Resource Center Home (Accessibility |Help i
ICS Position Checklists
Printable checklists of roles and responsibilities for
ICS positions.
Glossary of Related Terms
Alphabetical list of terms and acronyms, with
definitions.
Reference Documents
Printable versions of relevant reference documents
including NIMS, NRP, and Directives.
Links
A list of applicable resource documents and web
sites.
Self-explanatory.
Water Sector ICS Training
139
-------
ICS
September 2007
• If you will administer the exam to the students, be sure and print/copy enough hard
copies of the exam for everyone in the class. Use the graphic on the next slide to inform
the students as to where on-line they can submit their exam answers.
Water Sector ICS Training
140
-------
ICS
September 2007
http://traininq.fema.qov/EMIWeb/IS/is100PW.as
• This is the webpage address where students will need to go to individually submit there
IS-100 exam answers to FEMA. FEMA usually grades the exam within 24 hours and
let's the student know, via e-mail, whether they have passed or failed (a 75% is needed
to pass). If the student has passed, FEMA will attach that student's PDF certificate to
the e-mail.
Water Sector ICS Training
141
-------
ICS
September 2007
• Use this slide to encourage students to take the follow-up course to IS-100, which is ICS
for Single Resources and Initial Action Incidents (IS-200). This course may be taken
online at FEMA's independent study website or in-person via their state emergency
management agency.
Water
SectorlCS Training
142
-------
ICS
September 2007
Contact for additional information
US EPA:
John Whitler - whitler.john@epa.gov
(202) 564-1929
• For more information regarding EPA's Water Sector ICS course, please contact Mr.
John Whitler of the U.S. EPA.
Water Sector ICS Training
143
------- |