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This document from the ICS-200 student manual explains the concept of organizational flexibility in incident management, focusing on incident complexity and resource management. It defines the five types of incidents based on complexity and the corresponding resource requirements. The document also discusses the importance of maintaining an accurate resource management process and the use of complexity analysis to identify resource requirements.
Typology: Lecture notes
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IS-200.b โ ICS for Single Resources and Initial Action Incidents (ICS 200) August 2010 Student Manual Page 6.
Visual 6.
Key Points:
The Organizational Flexibility unit introduces you to flexibility within the standard ICS organizational structure.
IS-200.b โ ICS for Single Resources and Initial Action Incidents (ICS 200) August 2010 Student Manual Page 6.
Visual 6.
Key Points:
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Flexibility does not mean that the ICS feature of common terminology is superseded.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.
IS-200.b โ ICS for Single Resources and Initial Action Incidents (ICS 200) Page 6.4 Student Manual August 2010
Visual 6.
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Incident command organizational structure is based on:
IS-200.b โ ICS for Single Resources and Initial Action Incidents (ICS 200) Page 6.6 Student Manual August 2010
Visual 6.
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Activation of organizational elements is flexible, as noted below.
IS-200.b โ ICS for Single Resources and Initial Action Incidents (ICS 200) August 2010 Student Manual Page 6.
Visual 6.
Key Points:
IS-200.b โ ICS for Single Resources and Initial Action Incidents (ICS 200) August 2010 Student Manual Page 6.
Visual 6.
Key Points:
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.
IS-200.b โ ICS for Single Resources and Initial Action Incidents (ICS 200) Page 6.10 Student Manual August 2010
Visual 6.
Key Points:
Incident workload patterns are often predictable throughout the incident life cycle. Several examples are provided below:
IS-200.b โ ICS for Single Resources and Initial Action Incidents (ICS 200) Page 6.12 Student Manual August 2010
Visual 6.
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Review the following complexity factors (listed on the visual):
IS-200.b โ ICS for Single Resources and Initial Action Incidents (ICS 200) August 2010 Student Manual Page 6.
Visual 6.
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Activity Purpose: To give you practice at identifying the indicators that are considered when analyzing and determining the complexity of an incident.
Instructions: Working in your team:
IS-200.b โ ICS for Single Resources and Initial Action Incidents (ICS 200) August 2010 Student Manual Page 6.
Visual 6.
Key Points:
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.
IS-200.b โ ICS for Single Resources and Initial Action Incidents (ICS 200) Page 6.16 Student Manual August 2010
Visual 6.
Key Points:
Managing an expanding incident requires that responders get the right personnel and equipment. For this reason, ICS resources are categorized by: