by Bruce Ziebarth

Created on: May 05, 2010   Last Updated: May 06, 2010

Over the last couple of decades, emergency response professionals identified two critical needs; communications and accountability. Managing a large number of responders, from different disciplines, over a potentially large geographic area can be a daunting task. They needed a management system that could mitigate these issues. After 2001, Presidential Directives setup the National Incident Management System and setup Incident Command System as the mandated management system. ICS sets up several key positions that form the General Staff. Crucial to the success of any response is the Operations Chief.

Incident Command System identifies four sections that an Incident Commander may choose to activate. These sections are Operations, Logistics, Planning, and Finance/Administration. Each section is delegated tasks that add to the overall mission. Operations is tasked with carrying out all tactical functions. Logistics is tasked with ensuring the response has all necessary equipment. Planning is tasked with looking towards the next operational period and gathering the information the Incident Commander will need to plan incident objectives.

Each section is headed by a Section Chief. Incident Command System was meant to create a system where responders from different disciplines could merge together into one effective management structure. ICS achieves this by setting forth specific qualifications for each position. Section Chiefs are required to be familiar and often to have performed all functions below them. These regulations requires the Operations Section Chief to be very familiar with emergency response procedures and have experience in emergency response settings.

Any responder involved in tactical operations falls underneath the Operations Section. While ICS does allow for the Operations Section to be divided into branches. This division will lessen the span of control. However, the Operations Section Chief is still responsible for ensuring that everyone in his section is carrying out the Incident Commander's objectives. This requires the Operations Section Chief to interact with responders from many different disciplines. Making it crucial that the Operations Section Chief be able to put aside the attitude of "if you are not the Chief, then I do not want to talk to you". This may sound like a given but for some disciplines this attitude may be deeply ingrained.

A large part of any incident is tactical operations. When dealing with a school shooting, law enforcement

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