│Overview│Briefing│The Skills│Mindset│Plan│rules│strategies│Back│
Incident Command System (ICS)
ICS is the model tool for command, and coordination of a response to an incident.
IMS is the model system by using a common management tool so that individual agencies responding to an incident may better coordinate the efforts of stabilizing the incident and protecting life, property and the environment.
During this time local, state and federal fire authorities collaborated and formed the Firefighting Resource of California Organized for Potential Emergencies(FIRESCOPE) to address problems encountered during the wildfire response. Firescope form the foundation for modern day ICS.
ORM is about smart operation accomplishment by proactively managing the risks. I expect commanders and functional program managers to make the integration of ORM into a day-to-day operation priority. The goal is to make risk management a seamless part of the way we make decisions and approach any activity--on or off duty.
Overview
ICS organization is built around five major functions.
- Public Information Officer.
- Safety and Security Officer.
- Liaison Officer.
- Liaison Chief.
- Planning Chief.
- Finance Chief.
- Operations Chief.
- Conduct Initial Briefing.
- Set up Required Organization Elements.
- Ensure Planning Meetings are conducted.
- Approve and Authorized Implementation of Incident Action Plan.
- Determine Information Needs From Staff.
- Coordinate Staff Activity.
- Manage Incident Operations.
- Approve Requests for Additional Resources.
- Authorize Information Release.
- Report Incident Status.
- Approve Demobilization Planning.
- Release Resources and Supplies.
The incident commander, the person in charge of the incident, directs the command function. The responsibilities of command include: management of the incident, protection of life and property, control of resources, development and implementation of incident action plan, development and control of the appropriate organizational structure, authorizing the release of information to the media, and tracking cost.Predefined hierarchy, including chain of command and delineated responsibilities for every position.
- Common terminology.
- Modular organizational structure that is expanded or contracted as needed.
- Incident Action Plans that are updated f or each operational period.
- Manageable Span of Control.
- Use of standardized forms.
- Ample flexibility and authority given to staff to accomplish objective.
- Cross-jurisdictional and cross-functional working relationships when ICS is used.
- Communications plan that is coordinated among responding to agencies.
- Clear decision-making process.
- Process for transitioning command authority from one level of government to another as incident.
- Consolidated use of resources.
- Consistency of implementation across agencies.
- Fires-brush, residential, commercial.
- Hazardous materials spills
- Motor vehicle accidents
- Terrorism incidents – biological, chemical, nuclear.
- Natural disasters.
- Mass Casualty Incidents.
- Large events and festivals.
- Field day.
- Explosive Incident.
The operations section is responsible for the response activities outlined in the incident action plan. An operations section chief manages the operations section. The Operations Section Chief is responsible for receiving and implementing the action plan. Other responsibilities include: direction, coordination and safety of operations personnel; assistance to the incident commander as requested; and request s section or release resources at the incident. The operations section chief may delegate responsibilities to other operation individuals and further divide the section into other organizational units.
The planning section assists the incident commander is several functions. The planning section is primarily responsible for collection, evaluation, dissemination and information both about the incident and concerning associated resources. This section may also be involved in development of the incident action plan. The Incident Action Plan defines response activities and resource utilization for a specified time period. The planning section is managed by a planning section chief who report directly to the incident commander. Should the situation warrant, the planning section chief may delegate responsibilities to other planning section individuals and further divide the section into organizational units.
The logistics section is responsible for providing facilities, services, materials, personnel or other resources necessary to manage the event. This section takes on great significance in long-term or extended operation. The logistics section is manage by a logistics chief who report directly to the incident commander .the logistics section is further divided into task specific units.(ex. Communications) geared to support the incident responders.
The finance/Administrative section tracks incident cost and maintains associated paperwork for reimbursement accounting. Unless costs and financial operations are carefully recorded and justified, reimbursement is next to impossible. The finance/administrative sections is managed by a section chief who reports directly to the incident commander. Should the incident warrant, the section may be further divided into organizational units.
Briefing
Obtain incident briefing and Incident Briefing.
From（ICS Form）from prior Incident
- Commander.
- Assess incident situation.
- Conduct initial meeting.
- Activate elements of the Incident Command System.
- Brief Command Staff and Section Chiefs.
- Ensure planning meetings are conducted.
- Approve and authorize implementation of Incident Action Plan.
- Determine Information needs and inform command personnel of needs.
- Coordinate staff activity.
- Manage incident operations.
- Approve requests for additional resources and requests for release of resources.
Maintain a field command post and/or administrative command post for communications with outside agencies and responsible parties. Publicize location and manner of contact of Incident Command Post to all interested. Coordinate all investigation actions.
- Approve plan for demobilization of clean up and investigation resources.
- The end of the management and the rise of necessity on leadership—It does not mean that the management skill is unnecessary for the incident.
- The meaning of organizational management
- The live behavior of ICS—interrelatedness.
- The meaning of rescue communities—acknowledge the relationship
- The Leadership Skills for the Connectivity & Anywhere Style Incident Commander.
The skills
Personality Skills
- Self-acknowledge
- Morality
- Value-based
- Self-balancing
- Kindness
- Open-minded
- Reliability
- Responsibilities and RIGHTENOUS
- Maturity is essential
- Inter-Relationship Skills
- Dialogue
- Endure Capacity
- Consensus
- gratitude
- feed-back
- coop--solving and maintenance
- Routine & Superficial Work just does not work too much
- Sincerity is a must
Negotiating Skills
- Acute consideration
- Supporting Face
- Braving oppose-proposal
- Variety
- EQ
- Listening
- Win-win
- Compromising
- Translating crisis
Inducing Skills
- Plan to action
- Consideration
- Alliance
- Instructive
- Training
- Ignition
- Authorization
Action Skills
- Sacrificing
- Responsibility
- Judgment
- Quality
- Persistence
- Evaluation
- Results
The mind set
Duties
- Make sound and timely decision.
- Train and develop employee.
- Ensure all tasks are understood, supervised and accomplished.
- Be proficient at your jobs, both technically and as a leader
Respect
- Build and support your team.
- Keep your subordinates, fellow team members and cooperators informed.
- Optimize the skills and abilities of your team members.
Integrity
- Set an example of excellence.
- Know your strength and shortcomings and seek to improve your skills.
- Seek responsibilities and be accountable for your actions.
Safety
- Provide for safety first for yourself and coworkers.
- Follow all safety instructions provided in the incident action plan, by direct instructions from your supervisor and from the safety officers.
- Properly wear all personal protective equipment.
- Understand and follow the work/rest guidelines.
- Refuse to carry out any assignment or order that you feel will cause you to violate any of the Ten Standard Fire Orders and explain your rationale to IMS representative.
- Recognize and mitigate any of the Eighteen Situations That Shout Watch Out that applied to your assignment.
- Assure that you and your crew members have required plan in place at all times.
Professional Behavior
- Be qualify for the position you assigned, carry out “Checklist” at all times.
- Treat everyone assigned to the incident with respect and dignity.
- Follow all legitimate instructions from your supervisor as long as they do not violate safety rules.
- Represent your agency and home unit with professionalism and pride.
Personal Behavior
- Be honest.
- Wear proper clothing at all times. Work clothing includes tee shorts, long pants and shoes or boots.
- Fire line and aviation operations required designated personal protective equipment.
- Do not use alcohol, bin-larn, and illegal drugs while assigned to an incident. Use of these substances is unacceptable and are cause for failing functions.
The Plan
- Priorities
- Types of Incidents by Duration
- Phases of Incidents
- Incidents in Ascending Order of Severity
- Strategic Decision-making
- Preparations, Responsiveness, and Responsibility
- Assumptions
- Response objectives established/communicated accurate/timely info on impact to people, property, environment and economy.
- Positive media coverage of response
- Positive meetings with stakeholders
- Economic impact to stakeholders minimized.
- Prompt, correct handling of damage claims.
- Stakeholders well informed of rights/issues.
- Response Management System employed.
- Sufficient/efficient resources brought to bear.
- Leadership and responsibility is clear(minimum duplication).
- No response worker deaths, injuries, or mishaps.
- No incident-related public injuries, illness, or deaths.
- Impact on the economy minimized.
- Case Reviewed
- Pre-Plan
- Incident Action Plan
- ICS checklist
- Incident lesson learned
- Various ICS forms
The rules
- Leaders focus on process.
- Leaders help people appreciate intrinsic consequences.
- Leaders rely on the competence motive.
- Leaders make feedback a positive experience.
- Leaders educate before trainge.
- Leaders use conditional statements.
- Leaders listen first.
- Leaders promote ownership.
- Leaders encourage choice.
- Leaders set expectations.
- Leaders are confident but uncertain.
- Leaders look beyond the numbers.
- Leaders make distinctions between people.
- Leaders are empathic and flexible.
The strategies
- The Three-Term Contingency--Behavioral antecedent or activator. Behavior focused consequence
- Coaching Leadership
- Delegating Leadership
- Instructive Leadership
- Supportive Leadership
- Competence and Commitment
- Don’t keep it a secret
- Achievement of the Participants--Success builds success, Evaluating-Score
- Atmosphere of the Culture--Home field advantage, Optimistic about the initiatives
- Attitude of the Leaders--Give momentum, Find acknowledge
- Provide an improvement method
- Balancing Objectives, Relationship, and Feeling
Balancing strategies
- Consideration.
- Flexible teaching.
- Give vision.
- Management oneself.
- Concentrating manner.
- Instructive.
- Accurate assessment of situation.
- Determination of goals, objectives and strategies.
- Effective and efficient ICS organization.
- Well informed and satisfied stakeholders and staff.
- Incident Command System demobilized.