The objectives of this unit are as follows:

• Explain how the modular organization expands and contracts.
• Complete a complexity analysis when given a scenario.
• Define the five types of incidents.

A key principle of 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.

Standardization within ICS does not limit flexibility. ICS works for small, routine operations as well as catastrophic events.

Flexibility does not mean that the ICS feature of common terminology is superseded. Flexibility is allowed only within the standard ICS organizational structure and position titles.

Activation of organizational elements is flexible, as noted below.

• 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, Unit, Division, or Group) must be based on incident objectives and resource 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.

• 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.

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:

• Establishment of resource needs (kind/type/quantity)
• Resource ordering (actually getting what you need)
• Check-in process and tracking (knowing what resources you have and where they are)
• Resource utilization and evaluation (using the resources effectively)
• Resource demobilization (releasing resources that are no longer needed)

This section of the lesson reviews key resource management principles.

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.

Incident workload patterns are often predictable throughout the incident life cycle. Several examples are provided below:

• Operations Section. The workload of 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.

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.

Note that as complexity increases, resources expand, requiring an organization with additional levels of supervision.

The next visuals will cover the relationships between incident complexity, resources, and ICS structure.

Managing an expanding incident requires that responders get the right personnel and equipment. For this reason, ICS resources are categorized by:

• Kinds of Resources. Describe what the resource is (for example: medic, firefighter, Planning Section Chief, helicopter, ambulance, combustible gas indicator, bulldozer).
• Types of Resources. Describe the size, capability, and staffing qualifications of a specific kind of resource.

Review the items on the visual. Ask the participants:

Which side (A or B) represents kinds? Which side represents types?

Acknowledge the participants’ responses. If not clear from the group’s answers, note that the correct answers are:

A = Types

B = Kinds

• Resource typing is a key component of NIMS. This effort helps all Federal, State, tribal, and local jurisdictions locate, request, and track resources to assist neighboring jurisdictions when local capability is overwhelmed.
• The National Integration Center encourages Federal, State, tribal, and local officials to use NIMS Resource Typing definitions as they develop or update response assets inventories.

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.

Characteristics of a Type 5 Incident are as follows:

• Resources: One or two single resources with up to six personnel. Command and General Staff positions (other than the Incident Commander) are not used.
• Time Span: Incident is contained within the first operational period and often within a few hours after resources arrive on scene. No written Incident Action Plan is required.

Examples include a vehicle fire, an injured person, or a police traffic stop.

Characteristics of a Type 3 Incident are as follows:

• Resources: When capabilities exceed initial attack, the appropriate ICS positions should be added to match the complexity of the incident. Some or all of the Command and General Staff positions may be activated, as well as Division or Group Supervisor and/or Unit Leader level positions. An Incident Management Team (IMT) or incident command organization manages initial action incidents with a significant number of resources, and an extended attack incident until containment/control is achieved.
• Time Span: The incident may extend into multiple operational periods and a written Incident Action Plan may be required for each operational period.

Characteristics of a Type 2 Incident are as follows:

• Resources: Regional and/or national resources are required to safely and effectively manage the operations. Most or all Command and General Staff positions are filled. Operations personnel typically do not exceed 200 per operational period and the total does not exceed 500. The agency administrator/official is responsible for the incident complexity analysis, agency administrator briefings, and written delegation of authority.
• Time Span: The incident is expected to go into multiple operational periods. A written Incident Action Plan is required for each operational period.

Characteristics of a Type 1 Incident are as follows:

• Resources: National resources are required to safely and effectively manage the operations. All Command and General Staff positions are utilized, and Branches need to be established. Operations personnel often exceed 500 per operational period and total personnel will usually exceed 1,000. There is a high impact on the local jurisdiction, requiring additional staff for office administrative and support functions. The incident may result in a disaster declaration.
• Time Span: The incident is expected to go into multiple operational periods. A written Incident Action Plan is required for each operational period.

Are you now able to:

• Explain how the modular organization expands and contracts?
• Complete a complexity analysis when given a scenario?
• Define the five types of incidents?

Next, ask the participants if they have any questions about the content presented in this unit.

Answer any questions. Then explain that the next unit presents information about transfer of command.