ICS 200.c Lesson 6 - Organizational Flexibility Flashcards
At the end of this lesson, you should be able to: Explain how the modular organization expands and contracts. Identify factors to consider when analyzing the complexity of an incident. Define the five types of incidents.
Flexibility and Standardization
A guiding principle of NIMS is 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.
Standardization within ICS does NOT limit flexibility. ICS works for small, routine operations as well as catastrophic events.
Flexibility does NOT mean that the NIMS Management Characteristic Common Terminology is superseded. Flexibility is exercised only within the standard ICS organizational structure and position titles. Flexibility does not mean using non-standard organizational structures or position titles that would interfere with the NIMS Management Characteristics Common Terminology and Modular Organization.
Modular Organization
Incident command organizational structure is based on:
- Size and complexity of the incident
- Specifics of the hazard environment created by the incident
- Incident planning process and incident objectives
ICS Expansion and Contraction
Although there are no hard-and-fast rules, it is important to remember that:
- Only functions and positions that are necessary to achieve incident objectives are filled.
- Each activated element must have a person in charge.
- An effective span of control must be maintained.
Activation of Organizational Elements
Many incidents will never require the activation of the entire Command or General Staff or entire list of organizational elements within each Section. Other incidents 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, Division, Group or Unit) must be based on incident objectives and resource needs.
Activation of Organizational Elements (Continued)
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.
Avoid Combining Positions
It is tempting to combine ICS positions to gain staffing efficiency. Rather than combining positions, you may assign the same individual to supervise multiple units.
When assigning personnel to multiple positions, do not use nonstandard titles. Creating new titles may be unrecognizable to assisting or cooperating personnel and may cause confusion. Be aware of potential span-of-control issues that may arise from assigning one person to multiple positions.
Resource Management
Maintaining an accurate and up-to-date picture of resource utilization is a critical component of incident management. The incident resource management process consists of the following:
- Identifying Requirements
- Ordering and Acquiring
- Mobilizing
- Tracking and Reporting
- Demobilizing
- Reimbursing and Restocking
This section of the lesson reviews key resource management principles.
Anticipating Incident Resource Needs
Experience and training will help you to predict workloads and corresponding staffing needs. As the graphic illustrates, an incident may build faster than resources can arrive.
Eventually, a sufficient number of resources arrive and begin to control the incident. As the incident declines, resources then exceed incident needs. Remember that when resources increase or decrease you will have to reassess your organizational structure and staffing to determine if it is right-sized for the resources that are being managed.
Predicting Incident Workload
Incident workload patterns are often predictable throughout the incident life cycle. Several examples are provided below:
- Operations Section: The workload on Operations is immediate and often massive. On a rapidly escalating incident, the Operations Section Chief must determine appropriate tactics; organize, assign, and supervise resources; and at the same time participate in the planning process.
- Planning Section: The Resources and Situation Units will be very busy in the initial phases of the incident. In the later stages, the workload of the Documentation and Demobilization Units will increase.
- Logistics Section: The Supply and Communications Units will be very active in the initial and final stages of the incident.
Analyzing Incident Complexity
It is important to strike the right balance when determining resource needs. Having too few resources can lead to loss of life and property, while having too many resources can result in unqualified personnel deployed without proper supervision.
A complexity analysis can help:
- Identify resource requirements
- Determine if the existing management structure is appropriate
Complexity Analysis Factors
- Community and responder safety
- Impacts to life, property, and the economy
- Potential hazardous materials
- Weather and other environmental influences
- Likelihood of cascading events
- Potential crime scene (including terrorism)
- Political sensitivity, external influences, and media relations
- Area involved, jurisdictional boundaries
- Availability of resources
Incident Complexity and Resource Needs
As illustrated below, when incident complexity increases, your resource needs and ICS structure grow accordingly.
Resource Typing
Resource Typing defines and categorizes incident resources by capability. Typing is done to ensure that responders get the right personnel and equipment.
ICS resources are categorized by Capability, Category, Kind, and Type.
- Capability: The Core Capability for which a resource is most useful.
- Category: The function for which a resource is most useful.
- Kind: A description of what a resource is (personnel, teams, facilities, equipment or supplies).
- Type: The resource’s minimum capability to perform its function. The level of capability is based on size, power and capacity (for equipment), or experience and qualifications (for personnel or teams).
Example:
> An Ambulance Ground Team is in the Emergency Medical Services Category. It’s Resource Kind is a Team. The definition of a Type 3 Ambulance Ground Team includes a crew of 2 (an EMT 1 and an Ambulance Operator), with Basic Life Support (BLS) Capability, and the capacity to transport 2 non-ambulatory patients.
Importance of Resource Typing
Requesting a resource kind without specifying a resource type could result in an inadequate resource arriving on the scene.
Resource types range from Type I (most capable) to Type IV (least capable), letting you reserve the appropriate level of resource for your incident by describing the size, capability, and staffing qualifications of a specific resource.
Resource Typing (Continued)
Resource types range from Type I (most capable) to Type IV (least capable), letting you reserve the appropriate level of resource for your incident by describing the size, capability, and staffing qualifications of a specific resource.
Click on this link to view a sample resource typing.
Additional Resource Terminology
The following terms apply to resources:
- A Task Force is a combination of mixed resources with common communications operating under the direct supervision of a Task Force Leader.
- A Strike Team / Resource Team is a set number of resources of the same kind and type with common communications operating under the direct supervision of a Strike Team Leader. A Strike Team may also be referred to as a Resource Team by law enforcement.
- A Single Resource is an individual, a piece of equipment and its personnel complement, or a crew or team of individuals with an identified work supervisor that can be used on an incident.
Incident Typing: Overview
Incidents, like resources, may be categorized into five types based on complexity. Type 5 incidents are the least complex and Type 1 the most complex. Incident typing may be used to:
- Make decisions about resource requirements.
- Order Incident Management Teams (IMTs). An IMT is made up of the Command and General Staff members in an ICS organization.
- The incident type corresponds to both the number of resources required and the anticipated incident duration. The incident types move from Type 5 being the least complex to Type 1 being the most complex. As the number of resources required gets larger and the duration of the incident gets longer, the complexity increases. The vast majority of incidents are in the Type 3-5 range.
Incident Typing: Overview (Continued)
The incident type corresponds to both the number of resources required and the anticipated incident duration. The incident types move from Type 5 being the least complex to Type 1 being the most complex. As the number of resources required gets larger and the duration of the incident gets longer, the complexity increases. The vast majority of incidents are in the Type 3-5 range.
