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The Incident Command System is the organizational vehicle used in emergency and consequence management. The principles and requirements regarding the ICS organizationare not only guidelines but have been embedded into law. For example, when a hazardous material is exposed, and affecting a public health concern, federal law requires the ICS system.
Inherently, ICS delegates to the incident command the authority to respond and report.
One of the features of the incident command system is its reporting: the activities, the results,
the time and the costs. Reports which can make a basis of criticism and review, if such is warranted.
I have long held that the ICS system is a hierarchy system. The "turf wars" in the working order of things (" all politics are local" ) have long since been worked out in a thousand exercises and modest incidents. Sometimes they do, and sometimes they fester with a result of reduced performance. The public is not served by such.
Incidents in the field and numerous training sessions. Not the least of which is the who foots The bill?
The ICS system was developed over numerous years to respond to forest fires in California.
The developed framework provided an incident commander and a support structure or staff to implement the mission. The incident commander does not replace the "General
Superintendent" of the property but is the designated response office-- "to put out that fire".
Upon arriving at the scene, the incident commander may find numerous conditions which Require additional assistance and resources. There may be casualties requiring medical Treatment. There may be people gasping holding their throats, walking in zombie fashion
Away from an entrance in which blue smoke is appearing.
There is not one incident commander who is going to forget his own mortality and blazon a trail in crude fashion toward the structure from where people are choking or Showing signs over their throats. The incident commander is a reasoned individual. He knows his limits, he knows the protocols, and he knows that he is not going to be part of the problem.
Reasoned as he or she is, he will establish a safety zone as close and as safe As practical, establish communications for additional resources, and commence a triage and assessment.
By this time, the incident has been designated a working number. Resources whether human or mechanized can be itemized upon that designated number-- though some systems designate Through a working name system-- "Commerce Creek Fire". And the Local and State officials
Have been notified that the incident is more than a usual incident.
In a few minutes, responders come. And higher ranking commanders and investigators.
determining the who, what, when, why and how. Eventuating that all will return to normalcy.
I have long held that the response is like the classic Big Ten football formula: three yards and a
Cloud of dust.' And then again. Three yards and a cloud of dust. Wearing down the opponent
By sheer force, eventually overcoming and coming to resolve.
In the world of military studies, that is the will. An objective has been established, borne by
Law, and administers to the executive office to extinguish. In the fires of Federal Lands, those
Large range fires of Idaho, Colorado, California and the West, the ICS system has adapted to
Large scale operations-- drawing resources from localities and national agencies. The preservation of the national resources, in this case, a forest fire, takes a direct commitment and Executive action is expected through the delegation process. Federal law and agency protocols
maintain certain identifiable actions which may be taken to execute the will. Some limitations
may be practical in fact; others might be "budgetary" in concern; and still others are the very nature of the bureaucracy as a will is communized, the nature of unity of efforts come to fruition and the objective comes to closure.
Three yards and a cloud of dust is generally how
we do things because it generally works. It's how things have worked. And when we have to "think out of the box", we will-- but in the meantime, we will remain with the clouds and dust.
Taking an adaptive view of ICS-- and reorganizing it for function and phases starts to Introduce flexibility and strengths which previously were not possible. The three yards is Accomplished with a "pass play" rather than a "running back". Time becomes a different factor. And simultaneous things can occur.
Taking on a forest fire on Federal lands is directed to one of several teams of Wildland Firefighters, each drawing specialized attention, knowledge and training. Knowledge and specialized training which is toward a single objective of fire containment, where it is sourced
From, and where it is heading. It is a singular objective and easily blends "people who in the Course of time have acquainted and acclimated as a community or team.
But in the multi-functional responses necessary for a terrorist act-- be that explosive,
chemical, biological or radiation-- the Incident command structure transforms into a unified Command structure in which focus and attention are made upon the repetitive deeds which marks time as an essense. Why? Because it is life threatening and time is a function of life.
Not our memories, or our myths, but in the day to day, when seconds count-- and an exhale ,
extra effort, along with the thought that this may be the last.
Saving lives is the first priority in Public service and health. In emergency management, the
Win and lose is by the efforts to save lives, property, and then the environment. It is not In the blame game of what happened and why. Or the long term recovery from the occasion.
It really is a simple win and lose, of lives--
So we have a conundrum. A puzzle in which the eventual can take the worst of blows--even A series of events along with a philosophical eventual will of the ICS. Why is that a Puzzle ? An unsolvable riddle.
For the same reasons that bureaucracies don't have "magic
Powers" and take time to organize. The problems are real world problems--with things like time and distance. What we need is over there. And then there are complications, all the while the price and costs is not in manpower and resources; but upon casualties, dangers and Confusers.
