Editing Incident Command System (section)

==Key concepts==
=== Unity of command ===
Each individual participating in the operation reports to only one supervisor. This eliminates the potential for individuals to receive conflicting orders from a variety of supervisors, thus increasing accountability, preventing freelancing, improving the flow of information, helping with the coordination of operational efforts, and enhancing operational safety. This concept is fundamental to the ICS chain of command structure.<ref name="autogenerated2007">Emergency management Institute. [http://training.fema.gov/emiweb/downloads/IS200%20Lesson%20Summary.pdf "IS-200: ICS for Single Resources and Initial Action Incidents"]. 29 November 2007  {{webarchive |url=https://web.archive.org/web/20070714010117/http://training.fema.gov/emiweb/downloads/IS200%20Lesson%20Summary.pdf |date=14 July 2007 }}</ref>

===Common terminology===
Individual response agencies previously developed their protocols separately, and subsequently developed their terminology separately. This can lead to confusion as a word may have a different meaning for each organization.

When different organizations are required to work together, the use of common [[terminology]] is an essential element in team cohesion and communications, both internally and with other organizations responding to the incident.

An incident command system promotes the use of a common terminology and has an associated glossary of terms that help bring consistency to position titles, the description of resources and how they can be organized, the type and names of incident facilities, and a host of other subjects. The use of common terminology is most evident in the titles of command roles, such as ''Incident Commander'', ''Safety Officer'' or ''Operations Section Chief''.<ref name="autogenerated2007"/>

===Management by objective===
Incidents are managed by aiming towards specific objectives. Objectives are ranked by priority; should be as specific as possible; must be attainable; and if possible given a working time-frame. Objectives are accomplished by first outlining strategies (general plans of action), then determining appropriate tactics (how the strategy will be executed) for the chosen strategy.<ref name="autogenerated2007"/>

===Flexible and modular organization===
Incident Command structure is organized in such a way as to expand and contract as needed by the incident scope, resources and hazards. Command is established in a top-down fashion, with the most important and authoritative positions established first. For example, Incident Command is established by the first arriving unit.

Only positions that are required at the time should be established. In most cases, very few positions within the command structure will need to be activated. For example, a single fire truck at a [[dumpster]] fire will have the officer filling the role of IC, with no other roles required. As more trucks get added to a larger incident, more roles will be delegated to other officers and the Incident Commander (IC) role will probably be handed to a more-senior officer.

Only in the largest and most complex operations would the full ICS organization be staffed.<ref name="autogenerated2007"/> Conversely, as an incident scales down, roles will be merged back up the tree until there is just the IC role remaining.

===Span of control===
To limit the number of responsibilities and resources being managed by any individual, the ICS requires that any single person's [[span of control]] should be between three and seven individuals, with five being ideal. In other words, one manager should have no more than seven people working under them at any given time. If more than seven resources are being managed by an individual, then that individual is being overloaded and the command structure needs to be expanded by delegating responsibilities (e.g. by defining new sections, divisions, or task forces). If fewer than three, then the position's authority can probably be absorbed by the next highest rung in the chain of command.<ref name="autogenerated2007"/>

===Coordination===
One of the benefits of the ICS is that it allows a way to coordinate a set of organizations who may otherwise work together sporadically. While much training material emphasizes the hierarchical aspects of the ICS, it can also be seen as an inter-organizational network of responders. These network qualities allow the ICS flexibility and expertise of a range of organizations. But the network aspects of the ICS also create management challenges. One study of ICS after-action reports found that ICS tended to enjoy higher coordination when there was strong pre-existing trust and working relationships between members, but struggled when authority of the ICS was contested and when the networks of responders was highly diverse.<ref>{{cite web |last=Moynihan |first=Donald |title=The Network Governance of Crisis Response: Case Studies of Incident Command Systems (2009) |work=Journal of Public Administration Research and Theory 19: 895–915 |url=http://www.lafollette.wisc.edu/facultystaff/moynihan/JPART194.pdf |access-date=22 January 2014 |archive-date=29 December 2013 |archive-url=https://web.archive.org/web/20131229015250/http://www.lafollette.wisc.edu/facultystaff/moynihan/JPART194.pdf |url-status=live }}</ref> Coordination on any incident or event is facilitated with the implementation of the following concepts:

===Incident Action Plans===
''Incident action plans'' (IAPs) ensures cohesion amongst anyone involved toward strictly set goals. These goals are set for specific operational periods. They provide supervisors with direct action plans to communicate incident objectives to both operational and support personnel. They include measurable, strategic objectives set for achievement within a time frame (also known as an operational period) which is usually 12 hours but can be any length of time. Hazardous material incidents (hazmat) must be written,<ref>{{cite news|title=40 CFR 1910.120(q)(1)}}</ref> and are prepared by the planning section, but other incident reports can be both verbal and/or written.<ref name="fema iap doc">{{cite web |title=Incident Action Planning Process "The Planning P" EXTRACTED FROM – Ell-IG 0300 INTERMEDIATE INCIDENT COMMAND SYSTEM FOR EXPANDING INCIDENTS, ICS 300 |url=https://www.fema.gov/sites/default/files/documents/fema_incident-action-planning-process.pdf |website=DHS FEMA |access-date=4 May 2024 |archive-date=24 December 2022 |archive-url=https://web.archive.org/web/20221224001358/https://www.fema.gov/sites/default/files/documents/fema_incident-action-planning-process.pdf |url-status=live }}</ref>

The consolidated IAP is a very important component of the ICS that reduces freelancing and ensures a coordinated response. At the simplest level, all incident action plans 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?

The content of the IAP is organized by a number of standardized ICS forms that allow for accurate and precise documentation of an incident.<ref>{{cite web
 |url          = http://www.fema.gov/media-library-data/20130726-1922-25045-7047/ics_forms_12_7_10.pdf
 |title        = National Incident Management System (NIMS) Incident Command System (ICS) Forms Booklet
 |date         = Sep 2010
 |website      = www.fema.gov
 |publisher    = Federal Emergency Management Agency
 |access-date  = 25 September 2015
|archive-date = 1 January 2016
|archive-url  = https://web.archive.org/web/20160101092434/http://www.fema.gov/media-library-data/20130726-1922-25045-7047/ics_forms_12_7_10.pdf
 |url-status   = live
}}</ref>

====ICS forms====
* ICS 201 – Incident Briefing
* ICS 202 – Incident Objectives
* ICS 203 – Organization Assignment List
* ICS 204 – Assignment List
* ICS 205 – Incident Radio Communications Plan
* ICS 205A – Communications List
* ICS 206 – Medical Plan
* ICS 207 – Incident Organization Chart
* ICS 208 – Safety Message/Plan
* ICS 209 – Incident Summary
* ICS 210 – Resource Status Change
* ICS 211 – Incident Check-In List
* ICS 213 – General Message
* ICS 214 – Activity Log
* ICS 215 – Operational Planning Worksheet
* ICS 215A – Incident Action Plan Safety Analysis
* ICS 218 – Support Vehicle/Equipment Inventory
* ICS 219 – Resource Status Cards (T-Cards)
* ICS 220 – Air Operations Summary Worksheet
* ICS 221 – Demobilization Check-Out
* ICS 225 – Incident Personnel Performance Rating

===Comprehensive resource management===
''Comprehensive resource management'' is a key management principle that implies that all assets and personnel during an event need to be tracked and accounted for. It can also include processes for reimbursement for resources, as appropriate. Resource management includes processes for: <ref name="fema eoc doc"></ref>
* Categorizing resources
* Ordering resources
* Dispatching resources
* Tracking resources
* Recovering resources

Comprehensive resource management ensures that visibility is maintained over all resources so they can be moved quickly to support the preparation and response to an incident, and ensuring a graceful demobilization. It also applies to the classification of resources by type and kind, and the categorization of resources by their status.
* '''Assigned''' resources are those that are working on a field assignment under the direction of a supervisor.
* '''Available''' resources are those that are ready for deployment(staged), but have not been assigned to a field assignment.
* '''Out-of-service''' resources are those that are not in either the "available" or "assigned" categories. Resources can be "out-of-service" for a variety of reasons including: resupplying after a sortie (most common), shortfall in staffing, personnel taking a rest, damaged or inoperable.

T-Cards (ICS 219, Resource Status Card) are most commonly used to track these resources. The cards are placed in T-Card racks located at an Incident Command Post for easy updating and visual tracking of resource status.

===Integrated communications===
Developing an integrated voice and data communications system, including equipment, systems, and protocols, must occur prior to an incident.<ref name="fema eoc doc"></ref>

Effective ICS communications include three elements:
* Modes: The "hardware" systems that transfer information.
* Planning: Planning for the use of all available communications resources.
* Networks: The procedures and processes for transferring information internally and externally.