ics复习资料 9页

1.WhatIsICS?ICSisthemodeltoolforcommand,control,andcoordination,isastandardized,on-scene,all-hazardsincidentmanagementapproach.2.ICSPrinciplesa.MostIncidentsAreManagedLocally.b.FieldCommandandManagementFunctionsBePerformedinAccordancewithaStandardSetofICSOrganizations,Doctrine,andProcedures.c.ICSIsModularandScalable.d.ICSHasInteractiveManagementComponents.e.ICSIncorporatesMeasurableObjectives.f.ICSEstablishesCommonTerminology,Standards,andProceduresthatEnableDiverseOrganizationstoWorkTogetherEffectively.g.TheImplementationofICSShouldHavetheLeastPossibleDisruptionOnExistingSystemsandProcesses.h.ICSShouldBeUserFriendlyandBeApplicableAcrossaWideSpectrumofEmergencyResponseandIncidentManagementDisciplines.3.ICSManagementCharacteristics1．共同的术语（CommonTerminology）2.模块化组织（ModularOrganization）3．目标管理（ManagementbyObjectives）4．依靠突发事件行动预案（RelianceonanIncidentActionPlan，IAPs）5．可操控的管理幅度（ManageableSpanofControl）6.预置的突发事件场所与设施（PredesignatedIncidentLocationsandFacilities）为了满足各种需要，比如消毒、处理捐赠物资、伤员护理和撤离，在发生事件的临近地区，要建立各种各样的行动场所和支持设施。\n7．全面的资源管理（ComprehensiveResourceManagement）8．整合的通讯（IntegratedCommunications）9．指挥的建立与转移（EstablishmentandTransferofCommand）10．指挥的链条和指挥的统一（ChainofCommandandUnityofCommand）11．联合指挥（UnifiedCommand）12．责任制（Accountability）13．调度（Deployment4.StepsofManagementbyObjectives（目标管理步骤）Thestepsforestablishingincidentobjectivesinclude:Step1:Understandagencypolicyanddirection.Step2:Assessincidentsituation.Step3:Establishincidentobjectives.Step4:Selectappropriatestrategyorstrategiestoachieveobjectives.Step5:Performtacticaldirection.Step6:Providenecessaryfollowup.5.ElementsofanIAPEveryIAPmusthavefourelements:§Whatdowewanttodo?§Whoisresponsiblefordoingit?§Howdowecommunicatewitheachother?§Whatistheprocedureifsomeoneisinjured?6.影响管理幅度的因素有哪些？Spanofcontrolconsiderationsareinfluencedbythe:§Typeofincident.§Natureofthetask.§Hazardsandsafetyfactors.§\nDistancesbetweenpersonnelandresources.7.突发事件场所与设施IncidentCommandPostBaseStagingAreaBaseCamp8.资源管理9.全面资源管理过程Itincludesprocessesfor:§Categorizingresources.§Orderingresources.§Dispatchingresources.§Trackingresources.§Recoveringresources.§Reimbursing(偿付)otherorganizations.10.单一资源Singleresourcesisanindividualorapieceofequipmentanditspersonnelcomplement,oracrewofindividuals,withanidentifiedworksupervisor,thatcanbeusedinanoperationalapplicationatanincident.Asingleresourceismostcommonlyusedearlyinanincident11.资源的三种状态TrackingResourceStatusAlloperationalresourcesatanincidentwillbeinoneofthreestatusconditions:vAssignedresourcesareperformingactivefunctions.vAvailableresourcesarereadyforimmediate\nassignment.vOut-of-serviceresourcesarenotreadyforassignedoravailablestatus8.资源无效的原因Resourcesmaybeout-of-servicebecauseof:v1、Mechanicalservicingrequiredforvehiclesandequipment.2、Personnelrequiringarestperiod,thusreducingpersonnellevelsbelowanoperationalthreshold.3、Environmentalreasons,suchasweatherordarkness.v4、Costreasons-thecostofusingtheresourceisprohibitive9.指挥权转移的条件Transferofcommandoccurswhen:1、AmorequalifiedIncidentCommanderarrives.2、Ajurisdictionoragencyislegallyrequiredtotakecommand.§3、Incidentcomplexitychanges.4、ThecurrentIncidentCommanderneedstorest.Transferofcommandshouldinclude:§MovestheresponsibilityforincidentcommandfromoneIncidentCommandertoanother.§Mustincludeatransferofcommandbriefing(whichmaybeoral,written,orboth).§Notifyallstaffofthechangeincommand.10.指挥权工作有哪些？v1、Thecommandfunctionmustbeclearlyestablishedfromthebeginningofincidentoperations.v2、Theagencywithprimaryjurisdictionalauthorityovertheincidentdesignatestheindividualatthesceneresponsiblefor\nestablishingcommand.15.Initial调度Atanyincident:§1、Thesituationmustbeassessedandtheresponseplanned.§2、Managingresourcessafelyandeffectivelyisthemostimportantconsideration.3、Personnelandequipmentshouldrespondonlywhenrequestedorwhendispatchedbyanappropriateauthority.4、Afterbeingdeployed,yourfirsttaskistocheckinandreceiveanassignment.5、Aftercheck-in,youwilllocateyourincidentsupervisorandobtainyourinitialbriefing.Thebriefingsyoureceiveandgiveshouldinclude:Currentassessmentofthesituation.vIdentificationofyourspecificjobresponsibilities.vIdentificationofcoworkers.vLocationofworkarea.vIdentificationofbreakareas,asappropriate.vProceduralinstructionsforobtainingneededresources.vOperationalperiods/workshifts.vRequiredsafetyproceduresandpersonalprotectiveequipment(PPE),asappropriate.DemobilizationAttheendofyourassignment:vCompletealltasksandrequiredforms/reports.vBriefreplacements,subordinates,andsupervisor.vEvaluatetheperformanceofsubordinates.vFollowcheck-outprocedures.vReturnanyincident-issuedequipmentorothernonexpendablesupplies.vCompletepost-incidentreports,critiques,evaluations,andmedicalfollowup.\n8.commandstaff9.四个部部长工作1、行动部operations2、规划部planning3、后勤部logistics4、财务与行政部finance/administrationl行动部是突发事件管理中最重要的部门。它负责所有旨在减少直接危险、拯救生命、保护财产、控制形势和恢复正常状态的行动1.行动部OperationsSection§Directsandcoordinatesallincidenttacticaloperations.§Istypicallyoneofthefirstorganizationstobeassignedtotheincident.§Expandsfromthebottomup.§Hasthemostincidentresources.§MayhaveStagingAreasandspecialorganizations.TheOperationsSectionChief:lDevelopsandimplementsstrategyandtacticstocarryouttheincidentobjectives.Organizes,assigns,andsupervisesthetacticalfieldresources.lSupervisesairoperationsandthoseresourcesinaStagingArea.在所有与突发事件相关的操作行动中，直接对总指挥或联合指挥部负责。在多部门参与的突发事件管理中，他可以任命一个或更多的来自不同部门的副手。在每一个行动阶段，都应该任命一位行动部主管；他必须参加制定相应行动期的突发事件行动预案。StagingAreas:AvailableResourcesØSetupattheincidentwhereresourcescanwaitforatacticalassignment.§AllresourcesintheStagingAreaareavailableandreadyforassignment.\n§Out-of-serviceresourcesareNOTlocatedattheStagingArea.18.区、组、分部。行动部的各个下属层次Ø分部：当分队或小组的数量超出一个监督官恰当的管理幅度，就要设立分部。其负责人为主任（Director）。Ø区和小组：当资源的数量超出总指挥和行动部主管易于管理的范围时，就要设立区和小组。区是将事件涉及的范围划分为自然的或地理的行动区域，小组是将事件涉及的范围划分为不同职能的行动区域。区和小组的负责人称为监督官（Supervisor）。Ø资源：指满足突发事件管理行动需要的人员和设备的整体。根据突发事件的需要，资源可以以3个不同的方式组织和管理：§一是单一资源（SingleResources）方式，涉及个别的人员和装备以及它们的操作者；§二是任务小组（TaskForces）方式，将用于特殊目的的资源或行动需要组合成一体，在特别工作队中的所有资源成份必须具有共同的通讯和指定的领导；§三是突击队（StrikeTeams）方式，将一定数量的同一种类和类型的资源组合起来。Thefollowingsupervisorylevelscanbeaddedtohelpmanagespanofcontrol:Divideanincidentgeographically.按地理划分突发事件Describefunctionalareasofoperation.按行动功能区划分UsedwhenthenumberofDivisionsorGroupsexceedsthespanofcontrol.Canbeeithergeographicalorfunctional.超范围时将一些区和组组合成分部2.规划部planning规划部负责对突发事件形势的信息和情报的搜集、评估并向总指挥或联合指挥部、突发事件管理人员提供。lMaintainresourcestatusl\nMaintain&displaysituationstatuslPrepareIncidentActionPlanlProvidedocumentationservicelPrepareDemobilizationplanlProvidetechnicalspecialists*规划部由5个主要单位构成，分别是资源科、形势科、调度科、文件科和专家科。其中专家科可以不作常设。ThePlanningSectionChief:lGathers,analyzes,anddisseminatesinformationandintelligence.Managestheplanningprocess.CompilestheIncidentActionPlan.lManagesTechnicalSpecialists后勤部LogisticsSection后勤部负责提供促进管理效率和效能所需要的全部保障，包括从事件地区之外订购资源；提供设备、运输、补给、装备养护以及燃料、食品服务、通讯和信息技术支持；提供紧急事态应对者的医疗服务，包括在需要时的疫苗预防接种。l后勤部下属两个分部，分别是服务分部和支持分部，它们各分管3个科，总计6个单位，分别是供应科、食品科、地面支持科、通讯科、设施科和医疗科。LogisticsSectionChief后勤部主管lTheLogisticsSectionChief:lProvidesresourcesandservicesrequiredtosupportincidentactivities.lDevelopsportionsofIncidentActionPlanandforwardsthemtoPlanningSection.Contractsforandpurchasesgoodsandservicesneededattheincident.4．财务与行政部Finance/AdministrationSection是一个视需要而设立的部门。并非所有的突发事件管理中都需要设立该部，只有在参与突发事件管理行动的各部门需要财务和其它行政服务的情况下，可\n以设立财务与行政部。否则即使出现对财政和管理方面的一种需要，比如成本分析，可以由规划部的技术专家来做，也没有必要成立这样的部。l主要作用是做突发事件的财务和成本分析，其日常工作有：参加突发事件应对工作的人员进入和离开登记、合同洽谈和监督、工时记录、成本分析、伤害或损失财产的赔偿等等l下设补偿/索赔科、采购科、费用科和工时科。Finance/AdministrationSectionChief财务与行政部主管§Isresponsibleforfinancialandcostanalysis.§Overseescontractnegotiations.§Trackspersonnelandequipmenttime.§Processesclaimsforaccidentsandinjuries.§WorkswithLogisticstoensureresourcesareprocured（采购）.