C.4.1. Implementation of National Incident Management System (NIMS
All Liberty County emergency service functions will be accomplished in accordance with the NIMS. Liberty County emergency services thus comply with Homeland Security Presidential Directives (HSPDs) which requires all Federal agencies and recommends that State, local, territorial, and tribal agencies and jurisdictions adopt NIMS and use it in their individual domestic incident management, emergency prevention, protection, response, recovery, and mitigation activities, as well as in support of all actions taken to assist local entities. The Roaring River Indian Community has also adopted a NIMS consistency program. The following paragraphs explain the NIMS organizational structure.
 
The ICS organization has five major functions as described in the figure below. These functions are command, operations, planning, logistics, and finance/administration (with a potential sixth functional area to cover the intelligence function).
1st level: Command; 2nd level: Operations, Planning, Logistics, and Finance/Administration
Figure C.2. NIMS ICS Organization
C.4.1.1. Modular Extension

The ICS organizational structure is modular, extending to incorporate all elements necessary for the type, size, scope, and complexity of a given incident. The Incident Command (IC) structural organization builds from the top down; responsibility and performance begin with the IC. When the need arises, four separate sections can be used to organize the staff. Each of these may have several subordinate units, or branches, depending on the management requirements of the incident. If one individual can simultaneously manage all major functional areas, no further organization is required.

If one or more of the functions requires independent management, an individual is assigned responsibility for that function.

The responding IC’s initial management assignments will normally be one or more section chiefs to manage the major ICS functional areas (operations, planning, logistics, and finance and administration). The section chiefs will further delegate management authority for their areas as required. If a section chief sees the need, he or she may establish branches or units (depending on the section). Similarly, each functional unit leader will further assign individual tasks within the unit as needed.

C.4.1.2. Investigations/Intelligence

Due to issues of ongoing investigations and classified intelligence, the incident commander may choose to organize Investigation/Intelligence activities in a number of fashions:

  1. When the issue is filtering classified information that impacts command decision making, then an Investigations/Intelligence Officer can be appointed as part of the Command Staff.
  2. When the issue is technical information gathering that impacts immediate tactics and situational awareness, such as electronic or video observation of suspects, an intelligence/investigations group or branch can be established within the Operations Section.
  3. If the issues are knowledge of sensitive matters during the planning of an operation or the preparation of an incident action plan, then an Investigation/Intelligence unit can be established within the Planning Section.
  4. If the activity is significant, such as a major or special planned event, another General Staff Section for Investigation/Intelligence can be established.
C.4.1.3. Operations Section

The Operations Section is responsible for managing tactical operations at the incident site and is directed toward reducing the immediate hazard, saving lives and property, establishing situation control, and restoring normal conditions. Incidents can include acts of terrorism, wildland and urban fires, floods, hazardous material spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health and medical emergencies, and other incidents requiring an emergency response.

Because of its functional unit management structure, the ICS is applicable across a spectrum of incidents differing in size, scope, and complexity. The types of agencies that could be included in the Operations Section include fire, law enforcement, public health, public works, and emergency services, all working together as a unit or in combinations, depending on the situation. Many incidents may involve private individuals, companies, or nongovernmental organizations, some of which may be fully trained and qualified to participate as partners in the Operations Section.

Incident operations can be organized and executed in many ways. The specific method selected will depend on the type of incident, the agencies involved, and the objectives and strategies of the incident management effort. The following discussion presents several different methods of organizing incident tactical operations. In some cases, a method will be selected to accommodate jurisdictional boundaries. In other cases, the approach will be strictly functional. In still others, a mix of functional and geographical approaches may be appropriate. The ICS offers extensive flexibility in determining the appropriate approach using the factors described above. The figure below shows the primary organizational structure within the Operations Section.

1st level: EOC Operations Section; 2nd level: Law Enforcement Branch, Fire/HazMat Branch, Public Works/Utilities Branch, Medical Branch, and Community Services Branch
Figure C.3. Major Organizational Elements of Incident Operations
C.4.1.4. Planning Section

The Planning Section is responsible for collecting, evaluating, and disseminating tactical information pertaining to the incident. This section maintains information and intelligence on the current and forecasted situation, as well as the status of resources assigned to the incident. The Planning Section prepares and documents Incident Support Plans (ISP) and incident maps and gathers and disseminates information and intelligence critical to the incident. As shown in the figure below, the Planning Section has six primary units and may include a number of technical specialists to assist in evaluating the situation and the forecasting of requirements for additional personnel and equipment.

1st level: EOC Planning Section; 2nd level: Situation Unit, Documentation Unit, GIS/Mapping Unit, Resource Unit, Technical Specialists, Research Unit
Figure C.3. Major Organizational Elements of Incident Operations
C.4.1.5. Logistics Section

The Logistics Section meets all support needs for the incident, including ordering resources from off-incident locations through appropriate procurement authorities. This section also provides facilities, transportation, supplies, equipment maintenance and fueling, food services, communications, and medical services for incident personnel. 

The Logistics Section is led by a section chief, who may also have a deputy. Having a deputy is encouraged when all designated units are established at an incident site. When the incident is very large or requires a number of facilities with large numbers of equipment, the Logistics Section can be divided into two branches.

1st level: EOC Logistics Section; 2nd level: Service Branch and Support Branch. Branching from the Service Branch: Communications Unit, Food Unit, and Medical Unit. Branching from the Support Branch: Supply Unit, Facilities Unit, Ground Support Unit
Figure C.3. Major Organizational Elements of Incident Operations
C.4.1.3. Finance/Administration Section

When there is a specific need for financial reimbursement (individual and agency or department), and/or administrative services to support incident management activities, a Finance/Administration Section is established. Under the ICS, not all agencies will require such assistance. In large, complex scenarios involving significant funding originating from multiple sources, the Finance/ Administrative section is an essential part of the ICS. In addition to monitoring multiple sources of funds, the section chief must track and report to the IC the financial “burn rate” as the incident progresses. This allows the IC to forecast the need for additional funds before operations are affected negatively. This is particularly important if significant operational assets are under contract from the private sector. The section chief may also need to monitor cost expenditures to ensure that applicable statutory rules are met. Close coordination with the Planning Section and Logistics Section is also essential so that operational records can be reconciled with financial documents. Note that, in some cases, only one specific function may be required (e.g., cost analysis), which a technical specialist in the Planning Section could provide.

The Finance/Administration section chief will determine, given current and anticipated future requirements, the need for establishing specific subordinate units. In some of the functional areas (e.g., procurement), an actual unit need not be established if it would consist of only one person. In such a case, a procurement technical specialist would be assigned in the Planning Section. Because of the specialized nature of finance functions, the section chief should come from the agency that has the greatest requirement for this support. The section chief may have a deputy as required.