Expanding the Organization: Unit 3

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Expanding the Organization Unit 3
Presented by Zone 3 Training Officers T
he people that make it happen
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Command StructureExpanding the Organization

• Training Objectives
• Upon completion of the lesson for this chapter
  the student will be able to understand
• The reasons for expanding the command structure..
• The Organizational Hierarchy.
• Terminology used when the Command Structure has
  been expanded.
• Roles and responsibilities of the Incident
  Commander and Command Staff at a major incident.

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Command StructureExpanding the Organization

• The Incident Commander can become quickly
  overwhelmed and overloaded with Information
  Management, such as
• Planning
• Forecasting
• Assigning companies
• Requesting additional resources
• Talking on the radio
• Fulfilling all the other functions of command

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Command StructureExpanding the Organization
Initially at a major incident the incident
flowchart could look like this.
Incident Commander
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Command StructureExpanding the Organization

• When the Incident Commander has reached his/her
  span of control, he/she may expand the command
  structure by the implementation of
• Sections
• Branches
• General Staff positions

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Expanding the Command StructureOrganizational
Titles - An Overview

• Operations Section can be implemented at any time
  based on the needs of the incident and is
  responsible for
• Incident tactical activities
• Incident tactical priorities
• Safety and welfare of the personnel working
  within the Operations Section.

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Expanding the Command StructureOrganizational
Structure - Staging

• The Staging Area Manager reports directly to the
  Operations Section Chief.
• Before the creation of the Operations Section,
  the Staging Area Manager works directly under the
  Incident Commander.
• After the Operations Section is added, the
  Staging Area Manager works directly under the
  Operations Section Chief. Therefore, Staging
  reports directly to Operations.
• Additional resources for the incident are
  monitored by the Operations Section Chief
  through the Staging Area Manager, and additional
  resources are requested by the Incident
  Commander.

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Expanding the Command StructureOrganizational
Titles - An Overview
An Operations Section added to the incident to
reduce the Incident Commanders span of control
Incident Commander
Safety
PIO
Base
Operations Section Chief
Staging
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Expanding the Command StructureOrganizational
Titles - An Overview

• In general, Branches, may be established for the
  following reasons
• Span-of-Control
• Functional
• The need for establishing Branches should be
  based on need rather than habit!

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Expanding the Command StructureOrganizational
Titles - An Overview
Before Multi-Branch Structure
Incident Commander
Safety
PIO
Base
Operations Section Chief
Staging
Division A
Division B
Division C
Ventilation Group/ Division
Division D
Division (new)
Division (new)
Division (new)
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Expanding the Command StructureOrganizational
Titles - An Overview
After Multi-Branch Structure
Southcenter Command
Incident Commander
PIO
Safety
Liaison
Base
Operations
Staging
Branch I (new)
Branch II (new)
Division A
Division B
Division C
Ventilation Group/ Division
Division D
Division (new)
Division (new)
Division (new)
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Expanding the Organizational StructureBranches

• Where practical Branches should operate in their
  area of responsibility on separate talk groups
  and communicate to Operations on a different talk
  group, if possible.

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Expanding the Organizational StructureBranches -
Radio Designations

• The radio designations of the Branches should
  reflect their tactical objective, when
  designating functional branches, such as
• Haz Mat Branch
• Medical Branch
• Suppression Branch

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Expanding the Organizational Structure Branches
Named After Their Function
Southcenter Command
Incident Commander
Command Staff
Operations Section
Staging
Tactical Channel Medical Branch
Tactical Channel Haz Mat Branch
Tactical Channel Fire Branch
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Expanding the Organizational StructureBranches -
Division/Group Designators

• Tactical Branches may be designated numerically
• Branch I
• Branch II
• Branch III
• There should not be Branch I, Division A and
  Branch II Division A on the same incident.

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Expanding the Organizational StructureBranches -
Division/Group Designators
Southcenter Command
Incident Commander
Operations
Branch I
Branch II
Division A
Division B
Division C
Ventilation Group/ Division
Division D
Division E
Division F
Evacuation Group
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Expanding the Organizational StructureDivision/Gr
oups Reporting toBranch Directors

• When Operations implements Branch Directors, the
  Division/Group Supervisors should be notified of
  their new Director. This information should
  include
• What Branch the Division or Group is assigned to.
• The radio talk group the Branch isassigned to.

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Expanding the Organizational StructureRadio
Communications

• Radio Communications should be directed from the
  Division or Group Supervisor to the Branches -
  instead of Command or Operations.
• Branch Directors will receive communications from
  Command or Operations. The communications will
  then be relayed to the Divisions or Groups.

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Two-Branch Organization
Southcenter Command
Incident Commander
Operations
Branch I
Branch II
Division A
Division B
Division C
Ventilation Group/ Division
Division D
Division E
Division F
Evacuation Group
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Expanding the Organizational StructureOrganizatio
nal Hierarchy

• The Incident Management System (IMS)
  organizational structure develops in a modular
  fashion based upon the size and needs of the
  incident.

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Expanding the Organizational StructureOrganizatio
nal Hierarchy

• The organizational staff builds from the top down
  with responsibility and performance placed
  initially with the Incident Commander.As the
  need exists, four separate Sections can be
  developed
• Operations
• Planning
• Logistics
• Finance/Administration

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Expanding the Organizational StructureOrganizatio
nal Hierarchy

• Several units may be established in each Section.
  The specific organizational structure for any
  given incident will be based on the needs of the
  incident. If one individual can simultaneously
  manage all major functional areas, no further
  organization is required. If one or more of the
  areas requires independent management, an
  individual is named to be responsible for that
  area.

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Expanding the Organizational StructureOrganizatio
nal Titles

• For ease of reference and understanding,
  personnel assigned to manage at each level of the
  organization will carry an organizational title.
• Command
• Officer
• Section Chiefs
• Director
• Supervisor
• Unit Leader
• Managers
• Single Resources

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Expanding the Organizational Structure
Organizational Structure Terminology

• Command - Refers to the Incident Commander.
• Officer
• Section Chiefs
• Director
• Supervisor
• Unit Leader
• Managers
• Single Resources

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Expanding the Organizational Structure
Organizational Structure Terminology

• Command
• Officer - Title that refers to the Command Staff
  (such as Information Officer, Safety Officer,
  Liaison Officer)
• Section Chiefs
• Director
• Supervisor
• Unit Leader
• Managers
• Single Resources

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Expanding the Organizational Structure
Organizational Structure Terminology

• Command
• Officer
• Section Chiefs - Title that refers to the General
  Staff (such as Planning Section Chief, Operations
  Section Chief)
• Director
• Supervisor
• Unit Leader
• Managers
• Single Resources

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Expanding the Organizational Structure
Organizational Structure Terminology

• Command
• Officer
• Section Chiefs
• Director - Title that refers to the Branch
  Director, which is in the Operations Section.
• Supervisor
• Unit Leader
• Managers
• Single Resources

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Expanding the Organizational Structure
Organizational Structure Terminology

• Command
• Officer
• Section Chiefs
• Director
• Supervisor - Title that refers to a Division or
  Group, which is in the Operations Section and
  lies between the Branch Director and Strike
  Team/Task Force Leaders.
• Unit Leader
• Managers
• Single Resources

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Expanding the Organizational Structure
Organizational Structure Terminology

• Command
• Officer
• Section Chiefs
• Director
• Supervisor
• Unit Leader - Title that refers to a position
  with supervision and management responsibility of
  either a group of resources or a unit (such as
  Ground Support, Medical, Supply)
• Managers
• Single Resources

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Expanding the Organizational Structure
Organizational Structure Terminology

• Command
• Officer
• Section Chiefs
• Director
• Supervisor
• Unit Leader
• Managers - Title that refers to the lowest level
  of supervision within the Logistics Section (such
  as Equipment Manager, Base Manager, Camp
  Manager). The only exception is the Staging Area
  Manager who reports directly to the Operations
  Section Chief.
• Single Resources

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Expanding the Organizational Structure
Organizational Structure Terminology

• Command
• Officer
• Section Chiefs
• Director
• Supervisor
• Unit Leader
• Managers
• Single Resources - Engine Company, Ladder Company
  with a Company Officer and crew. Also, a
  two-person team with a predesignated leader.

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Expanding the Organizational Sections Command
Structure

• 1. Operations
• 2. Planning
• 3. Logistics
• 4. Finance/Administration

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The Incident Commander

• Roles and responsibilities of IC after activation
  of an Operations Chief
• Conduct a risk/benefit analysis.
• Set strategic priorities.
• Review and evaluate the plan, and initiate any
  needed changes.
• Provide ongoing review of the overall incident
  (The Big Picture).
• Select priorities.
• Provide direction to the Command and General
  Staff Officers.

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The Incident Commander (Continued)

• Roles and responsibilities of IC after activation
  of an Operations Chief (continued)
• Review the organizational structure, initiate
  change or expansion to meet incident needs.
• Locate command and General Staff functions as
  necessary.
• Establish liaison with other internal agencies
  and officials, outside agencies, property
  owners, and/or tenants.
• Brief RIT/Standby team

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Incident Command Staff
Incident Commander
Information
Safety
Liaison
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Command Staff

• Public Information Officer
• Safety Officer
• Liaison Officer

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Public Information Officer

• Develop accurate and complete information
  regarding
• Cause of incident
• Size of incident
• Current situation
• Resources committed
• Other matters of general interest

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Safety Officer

• Assess hazardous and unsafe situations and
  develop measures for ensuring personnel safety.

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Liaison Officer

• Point of contact for representatives from other
  agencies.

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Operations Section Chief

• The Operations Section is responsible for
• Direct management of tactical operations.
• Tactical priorities.
• Safety and welfare of personnel working in the
  Operations Section.

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Operations Section Chief (Continued)

• Roles and responsibilities
• Needs to receive tactical objectives and radio
  designation, and assign resources.
• Manage incident tactical activities.
• Coordinate activities with the IC.
• Implement the Incident Action Plan.
• Assign resources to tactical level areas based on
  tactical objectives and priorities.
• Build an effective organizational structure
  through the use of branches, divisions, or groups.

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Operations Section Chief (Continued)

• Roles and responsibilities (continued)
• Provide tactical objectives for divisions or
  groups.
• Control staging.
• Provide for life safety.
• Determine needs and request additional resources.
• Consult with and inform other sections and the
  Incident Command Staff as needed.

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Operations Section Chief (Continued)
Command
Operations
Staging areas
Branch(es) (up to five)
Divisions/groups (up to 25)
Resources
Task forces
Strike teams
Single
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Staging
Operations Section Chief
Staging areas
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Staging (Continued)

• Roles and responsibilities
• First arriving officer in staging usually
  designated as Staging Area Manager.
• Keeps track of resources coming into and out of
  staging.
• Updates IC as to level of resources in staging.

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Staging (Continued)

• Roles and responsibilities (continued)
• Maintains minimum resource level if determined by
  IC.
• Responds to requests for personnel and equipment
  to the incident.
• Reports to IC unless Operations Chief has been
  assigned.

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Planning Section
Planning Section
Situation unit
Resources unit
Documentation unit
Demobilization unit
Technical specialists
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Planning Section (Continued)

• Roles and responsibilities
• Evaluate current strategy and plan with the IC.
• Maintain resource status and personnel
  accountability.
• Refine and recommend any needed changes to the
  plan with Operations input.
• Recommend need for additional resources.
• Evaluate incident organization and span of
  control.
• Forecast possible outcome(s).
• Evaluate future resource requirements.

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Planning Section (Continued)

• Roles and responsibilities (continued)
• Utilize technical assistance as needed.
• Evaluate tactical priorities, specific critical
  factors, and safety.
• Gather, update, improve, and manage situation
  status with a standard systematic approach.
• Coordinate with any needed outside agencies for
  planning needs.
• Plan for incident demobilization.
• Maintain incident records.

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Logistics Section
Logistics Section
Support branch
Service branch
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Logistics Section (Continued)

• Roles and responsibilities
• Provide for medical aid for incident personnel
  and manage Responder Rehab.
• Coordinate immediate critical incident stress
  debriefing function.
• Provide and manage any needed supplies or
  equipment.
• Forecast and obtain future resource needs
  (coordinate with the Planning Section).

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Logistics Section (Continued)

• Roles and responsibilities (continued)
• Provide for communications plan and any needed
  communications equipment.
• Provide fuel and needed repairs for equipment.
• Obtain specialized equipment or expertise per
  command.
• Secure any needed fixed or portable facilities.
• Provide any other logistical needs as requested
  by command.
• Supervise assigned personnel.

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Finance/Administration Section
Finance/Administration Section
Time unit
Procurement unit
Compensation/claims unit
Cost unit
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Finance/Administration Section(Continued)

• Roles and responsibilities
• Procure services and/or supplies from sources
  within and outside the fire department or city as
  requested by command (coordinates with
  Logistics).
• Document all financial costs of the incident.
• Document for possible cost recovery for services
  and/or supplies.
• Analyze and manage legal risk for incidents
  (i.e., hazardous materials cleanup).
• Document for compensation and claims for injury.

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Expanded OrganizationIncident ManagementMajor
Incident
Incident Commander
Safety
Liaison
Information
Operations section
Logistics section
Finance/admin. section
Planning section
Staging areas
Support branch
Time unit
Procurement unit
Branches up to 5
Compensation/ claims unit
Division/groups up to 25
Air operations branch
Cost unit
Task forces
Service branch
Strike teams
Single resources
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Summary

• We have discussed
• The reasons for expanding the command structure.
• The Organizational Hierarchy.
• Terminology used when the Command Structure has
  been expanded.
• Roles and responsibilities of the Incident
  Commander and Command Staff at a major incident.