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As the emergency operation expands the incident commander may also change. This responsibility
would typically be assigned to an individual in the organization with a primary role during each
phase of the response. As the emergency progresses, this would typically pass from the operator or
first responders to a local official and finally to a national official supported by a command group
(composed of representatives of the operator and other principal response organizations – including
NGOs) for events involving several jurisdictions or ministries. The responsibility for being incident
commander is only transferred to an individual who has been fully trained and briefed.
The basic structure of ICS is shown in Figure A13-I. Section A13.3 provides examples of the
response organization needed to deal with small emergencies; Section A13.4 discusses the
organization for very large radiation emergencies. Section A13.5 discusses the response
organization for a facility in threat category I.
Incident Commander
[Emergency manager (1)]
[At the ICP (2)]
Public
Information
Officer / Group
Safety Officer
Planning
Section
Operations
Section
Finance/
Administration
Section
Logistics
Section
Branch(es)/
Group(s)
Team (s)
Fig. Notes:
(1) Title used in Ref. [11]
(2) see Appendix 14
FIG. A13-I. Basic structure of ICS organization.
A13.3 SMALL RESPONSE - GENERAL ORGANIZATION
Figure A13-II shows the structure at its simplest where the incident commander manages or
performs the functions of all the components. This could be the structure, for example, for a fire
involving a truck carrying radioactive material. In this example, the incident commander, the fire
brigade chief, directly commands the fire brigade, police and the radiological support from the
incident command post (ICP) and performs other functions, such as briefing the media (acting as
the public information officer/group). If the event becomes more complex the incident commander
adds more staff under the ICS structure. For example, for more complex radiological emergencies
(see Appendix 7), involving illegal activities and considerable media attention, the incident
commander may expand the organization as shown in Figure A13-III.
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