A Common Approach to

Incident Management:
ICCS PLUS
Images courtesy of:
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Australian Federal Police.
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New Zealand Police
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Queensland Police Service
South Australia Police
2005 Victoria Police - Image Library Permission is explicitly denied for any reproduction, distribution, projection, manipulation, adaptation, alteration or use
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ANZPAA 2012

Disclaimer
A Common Approach to Incident Management: ICCS Plus has been prepared for use in operational policing in Australia and may
not be relied upon for any other purpose. The information contained in the document relates to a common principles-based
framework. The document is not a substitute nor is intended to take precedence in relation to any legistation, policy, standard
protocols or procedures applying in any particular jurisdiction.

2 ANZPAA A Common Approach to Incident Management: ICCS Plus

Contents

4 Foreword by ANZPAAs Chief Executive Officer

5 Introduction
6 Purpose
7 Definitions
8 ICCS Plus
10 Command and Control
11 Intelligence
12 Planning
13 Operations
14 Logistics
15 Public Information
16 Investigations
17 Communications
18 Safety
19 Recovery
20 Applying ICCS Plus
22 Command and Control Struture
23 Attachment A

ANZPAA A Common Approach to Incident Management: ICCS Plus 3

Foreword by ANZPAAs Chief Executive Officer,
Jon White
In 2011 the ANZPAA Board directed the
Agency to work with Deputy
Commissioners in developing a
common incident management
framework within which all Australian
jurisdictions could work, and thereby
enhance the interoperability of police
staff working across jurisdictions.
With the increasing number, complexity
and scale of incidents confronting police
jurisdictions of Australia, having an
agreed incident management framework
based on tried and tested principles
which can be applied in a wide range of
emergencies and other situations, will
help keep Australian communities safer.
ANZPAA is very pleased to present this
common principle-based framework in
which incident management
arrangements across Australia can be
aligned.
Having an agreed incident management framework
4 ANZPAA A Common Approach to Incident Management: ICCS Plus
The framework set out in this document
is based on the approach developed by
the National Counter-Terrorism
Committee, known as the Incident
Command and Control System or
ICCS, hence the title for this framework:
ICCS Plus.
The work of Deputy Commissioners
and staff throughout the police
jurisdictions of Australia in finalising this
framework for ANZPAA Board adoption
is gratefully acknowledged.
Jon White
Chief Executive Officer
ANZPAA
based on tried and tested principles which can be
applied in a wide range of emergencies and other
situations, will help keep Australian communities
safer.
Introduction
Incident Management
The National Counter-Terrorism
Committees Incident Command and
Control System (NCTC-ICCS) is the
national policing standard for dealing with
terrorism incidents.
Historically, police have incorporated the
concepts of the NCTC-ICCS into
broader incident management processes
in conjunction with individual State and
Territory legislative provisions and
operational requirements.
Police in Australia attend thousands of
incidents every day, from those requiring
single-officer responses to those
requiring multi-agency and even multi-
jurisdictional operations.
The latter responses invoke particular
responsibilities for police and Police
Commissioners under State and Territory
laws and create a need for greater
understanding and preparedness with
respect to police incident management
processes.
Research into police roles in incident
management has identified ten core
elements. These have been expressed
as functions with associated
responsibilities that are essential to the
successful resolution of an incident.
The ICCS Plus framework comprises
these ten functions as the foundation for
standardising incident management
practices within and across police
jurisdictions of Australia.
These functions are intended to be
addressed as far as reasonable practical
in the circumstances.
The framework is designed to support
the successful planning for, response to
and resolution of incidents, including
emergencies, by providing comprehensive
standard processes to be applied by
police and in working with other
agencies, irrespective of the complexity,
nature, size or scale of the incident. It is
therefore consistent with an all hazards
approach.
ICCS Plus can also be applied to
planned operations and other known
events. By applying this framework to
incident management there can be a
seamless transition from planned
operations to emergency responses
within the same event.
Although, there are differences between
ICCS Plus and the Australasian Inter-
Service Incident Management System
(AIIMS), in describing ICCS Plus
applicable concepts and definitions in
AIIMS have been adopted whereever
possible.
ANZPAA A Common Approach to Incident Management: ICCS Plus
ICCS Plus Principles
The ICCS Plus principles below provide
guidance on how to apply the framework.
Safety
Operational safety is to be applied at all times.
The ultimate aim is to safely manage all police
operations. Acting safely involves the
continuous assessment and control of risk as
circumstances change.
Taking Charge
Taking charge is about actively taking
responsibility, exercising initiative and applying
leadership. It includes being proactive and
responsive to changing or developing
circumstances.
Decision Making
In responding to incidents decisions are often
required in an environment of pressure and
uncertainty, lack of information and before
comprehensive awareness can be achieved.
Delaying or avoiding a decision can lead to
additional or greater risks.
Communications
All communications during an incident should
be timely, succinct and as far as possible in
plain language.
Incident Action Plan
The resolution of an incident will require a
defined plan that clearly states the mission
and describes the strategies and tactics to be
employed. The plan needs to be concise and
clear to facilitate implementation.
Priority of Action
Activities need to be undertaken in order of
priority and monitored. As circumstances
change, the order needs to be re-assessed
and where necessary, amended.
Delegation
Delegation is often necessary in order to
achieve resolution of an incident of any size.
Responsibility for undertaking a task can be
delegated but not the accountability for it
being carried out.
Span of control
Span of control relates to the number of
groups, individuals or tasks that can be
successfully managed by one person and
operates as a way to avoid overwhelming any
one individual with too much responsibility.
Functional Management
Functional management involves managing
multiple responsibilities, tasks or resources by
grouping them into manageable, related
activity types.
5
Purpose

Developing a Common Incident Management Framework

The purpose of developing a common Incident Management While there are many similarities in these
approach to incident management Framework arrangements across jurisdictions there
across Australia for police is to: are differences in how incident,
including emergency, management is
Legal and Administrative
support nationally consistent applied. A list of relevant legislation and
Responding to and resolving an incident
activities when police respond to an emergency management plans in each
may require police to work with other
incident, and therefore enhance jurisdiction are at Attachment A.
agencies both within their jurisdiction
interoperability when the need
and cross-jurisdictionally.
arises to work cross-jurisdictionally Governance and Review Processes
help ensure the key elements of The ANZPAA Board has responsibility
Incident management, in particular multi-
incident management are for this document, including monitoring,
agency and multi-jurisdictional response
considered and where appropriate implementation and review.
operations, takes place within the
addressed emergency management legal and
This document is to be reviewed no less
ensure consistent training and administrative framework of each
than 12 months after its initial
education in this field jurisdiction.
endorsement and bi-annually thereafter.
provide a basis for partners to
understand the police approach
and enable their roles to be
complementary
enable smooth interactions
between police jurisdictions and
other agencies in multi-agency and
multi-jurisdictional incidents
provide a basis to review incidents,
including emergency management
processes in Australia
give the community and
stakeholders confidence that police
jurisdictions are aligned to a
national, common framework when
responding to incidents.

6 ANZPAA A Common Approach to Incident Management: ICCS Plus

Definitions
Command - directing, with authority,
the employees and resources of an
organisation in performing the required
roles and tasks. Command operates
vertically within an organisation. A
person commands employees of their
own agency; they do not command
people from another agency unless it is
by formal agreement.
Control - the overall direction of
incident management activities.
Authority for control carries with it the
responsibility for tasking and
coordinating other organisations
depending on the circumstances.
Control operates horizontally when
compared to command.
Control Authority - the organisation
(lead agency) that exercises control over
the resolution of an emergency in
accordance with State or Territory
legislation. The control authority is
responsible for managing response and
recovery operations for the duration of
the incident or until there has been a
formal handover to another organisation.
Delegation - involves the assignment of
functions and tasks to others together
with the necessary authority, freedom of
action and resources to complete the
task. The person delegating retains
accountability but is no longer
responsible for undertaking the actual
task.
Function - an activity or grouping of Police Forward Commander - the
activities addressing core responsibilities person accountable and responsible for
of the control authority. field (operational and tactical) command
of police resources in response to an
Field operations - the level at which incident. The Police Forward
hands on incident resolution is Commander can also be the Incident
managed at the incident site or Controller concurrently.
associated area. The Police Forward
Commander operates at this level. Strategic Operations - the level above
field operations at which policy, strategy
Incident - an event requiring police and the overall response framework are
response and includes emergency, established and managed. This can
planned and unplanned operations and occur at both regional and State and
other events. An incident covers Territory level. The Police Commander
anything from a vehicle accident to a operates at this level.
multi-jurisdictional bushfire, which may
comprise multiple incidents. Support Agency - an agency which
provides essential services, personnel
Incident Controller - the person from or material to support or assist the
the control authority who has control authority.
responsibility for the field management
of all incident operations.
Police Commander - the person
(appointed) who is responsible and
accountable for the overall strategic
command of police resources in
response to the incident and for
providing direction, oversight and
support to the Police Forward
Commander. Where Police are the
Control Authority, the Police
Commander is also responsible for the
strategic control of the other agencies
involved in the resolution of the incident.
ANZPAA A Common Approach to Incident Management: ICCS Plus 7
ICCS Plus
Functions
ICCS Plus identifies ten core elements
expressed as functions, with associated
responsibilities that are essential to the
successful resolution of an incident.
ICCS Plus comprises these ten functions
as the foundation for standardising
incident management processes within
and across police jurisdictions. The ten
functions and a brief description of each
are outlined below:
FUNCTION DESCRIPTION
Command and Taking charge and providing
Control leadership of the response
and resolution of the incident,
including the establishment of
a management structure.
Intelligence Continually assessing the
situation, conduct analysis,
identify risk and share
information in support of all
decision making.
Planning Determining the mission and
develop the overall plan to
support the objectives and
strategies for the resolution of
the incident.
Operations Implementing the plan
developed to resolve the
incident and monitor its
activities and progress.
Logistics Ensuring the effective
acquisition, allocation and use
of available resources.
Public Providing timely and accurate
Information public information in order to
protect and reassure the
community.
Investigation Facilitating the investigation of
the relevant elements of the
incident and if directed by the
Police Commander, the
review of response activities.
Communication Ensuring effective liaison,
communication and
co-operation within police
and with all others involved in
the resolution of the incident.
8 ANZPAA A Common Approach to Incident Management: ICCS Plus
FUNCTION DESCRIPTION
Safety Applying a risk management
approach and ensure a safe
working environment, safe
systems and safe equipment
are utilised to protect the
health and safety of staff
involved in the resolution of
the incident.
Recovery Ensuring relief and recovery
considerations are addressed
and provide services to the
persons and community
impacted by the incident and
arrange for a smooth
transition to the recovery
phase.
Roles
When applying ICCS Plus, it is essential
that instead of trying to manage the
range of tasks individually required to
resolve an emergency, related tasks are
grouped and managed together.
The grouping of tasks by function
assists in remembering and actioning
the range of tasks that may need to be
performed.
ICCS Plus is to be used as a guide to
the responsibilities expected of police,
as the control authority, when
responding to and resolving incidents
irrespective of their complexity, nature or
size. It is intended to be applied to the
extent appropriate to the circumstances.
ICCS Plus is based around two key
leadership levels:
1. Strategic level the Police
Commander, once nominated or
self-appointed, has overall strategic
responsibility and is accountable for
the incident outcomes and for
providing direction, oversight and
support to the Police Forward
Commander.
2. Field level the Police Forward
Commander is accountable and
responsible for field (operational and
tactical) operations. For all incidents
police attend where there is not an
appointed Police Commander, the
Police Forward Commander has the
additional strategic level
responsibilities.
The basic rules for the resolution of
incidents, including where ICCS Plus is
applied are summarised as follows:
For each emergency there should
be only one control authority at any
one time responsible for resolving
the incident.
Other agencies that attend an
emergency (support agencies) are
subject to the direction of the
control authority.
The control authority is accountable
and responsible for addressing the
overall functions in resolving the
incident (N.B. such responsibilities
of the control authority are generally
not described in the emergency
management legal framework of
jurisdictions, and this is where ICCS
Plus assists).
Support agencies are accountable
for their legislative or agreed
activities in support of the control
authority.
Resolution of an emergency
includes undertaking response,
relief and recovery operations.
All agencies involved in the incident
should nominate a field commander
who is accountable and responsible
for the activities of that agencys
field resources.
 ICCS Plus

COMMAND AND CONTROL

INTELLIGENCE PLANNING OPERATIONS LOGISTICS PUBLIC INVESTIGATION COMMUNICATIONS SAFETY RECOVERY

INFORMATION

Grey cells refer to previously agreed functions based on NCTC-ICCS.

NOTE: This depiction does not imply an organisational structure to be applied to all incidents. All of these functions may or may not be applicable. Some functions may be aligned together under a multifunction
command and control structure. Some functions may be addressed as part of an appreciation process and not considered further. In this sense, this depiction represents a thinking model.

ANZPAA A Common Approach to Incident Management: ICCS Plus

9
 ICCS PLUS

COMMAND AND CONTROL

Description
The Command and Control function is to take charge of and provide leadership for the response and resolution of the incident.
How effectively and efficiently an incident is resolved can depend on the leadership and incident management skills of the control
authority. The control authority is to take charge of response activities, manage resourcing and delegate tasks as required. As the
number of personnel at an incident increases, there is a need to appoint managers of tasks and functions, with the establishment
of a clear command structure so as to always maintain effective control. When the incident involves a multi-agency response and
police are the control authority, police are accountable and responsible for the overall strategic command, control and co-
ordination of other agencies personnel and other resources. Actual command of people from other agencies can only occur by
agreement where not otherwise provided for in legislation. During incidents where police are a support agency, police are
responsible for the command of their own resources and are subject to the direction of the control authority. In this situation,
police may still have coordinating responsibilities under jurisdictional frameworks.

Responsibility
The responsibilities of the command and control function are to
take charge of and provide leadership for the response and
resolution of the incident, including the establishment of a
management structure.
Tasks
Strategic Operations
The strategic tasks associated with the command and control
function may include, as far as reasonably practicable:
applying the ICCS Plus framework including its principles
providing direction, oversight and support to the Police
Forward Commander
ensuring the Police Forward Commander is taking charge,
appropriately delegating functions and tasks and has an
effective field command and control structure
maintaining a strategic command and control focus and not
be drawn into field level decisions and activities
deciding when an incident is resolved or completed
building and maintaining effective relationships with strategic
management of other agencies involved in the incident
ensuring executive management is advised of the incident,
relevant issues and updates, as appropriate
conduct debriefs and/or post operational reviews as
appropriate.
Field Operations
The field tasks associated with the command and control
function may include, as far as reasonably practicable:
applying the ICCS Plus framework including its principles
taking charge and delegating tasks and functions as
required for the resolution of the incident
being recognisable as the Police Forward Commander
identifying whether the incident is high risk
building an appropriate command and control structure
remaining at the forward command post until relieved or
the incident is resolved
ensuring all relevant information is recorded and
communicated (see intelligence function also)
assuming responsibilities of the Police Commander when
no-one has been appointed
regularly communicating with all persons and agencies
involved in the field
conduct debriefs and/or post operational reviews as
appropriate.

Role of Co-ordination

In addition to Command and Control responsibilities police also have legislative responsibilities for co-ordination at an incident that
may differ across jurisdictions. In most States and Territories it is distinct from their role as either the control authority or support
agency. A Police Commissioner as the State Coordinator (term varies across jurisdictions) generally has additional co-ordination
responsibilities. Co-ordination is generally an assurance role aimed at ensuring effective multi-agency response activities. This may
include ensuring:
clear and effective command and control arrangements are public information and warnings are appropriate and actually
in place and being maintained disseminated to communities at risk in a timely way
incident management objectives and priorities are met public safety risks are clearly understood and being actioned
support agencies are working together with the control accordingly
authority in an integrated way quality information is being supplied to all persons and
all available and appropriate resources have been activated agencies involved in the resolution of the incident.

10 ANZPAA A Common Approach to Incident Management: ICCS Plus

 ICCS PLUS
INTELLIGENCE

Description
Intelligence should be considered in a broad context. It involves the collection and analysis of information or data, its recording,
analysis and dissemination potentially as intelligence. The role of intelligence supports the building of situational awareness,
including with other agencies involved to support their decision-making in the resolution of the incident. Additionally, intelligence
should address questions in relation to likely future situations and include identifying risks and potential impacts upon individuals
and the community.

Responsibility Field Operations

The field tasks associated with the intelligence function may
The responsibilities of the intelligence function are to include, as far as reasonably practicable:
continually assess the situation, conduct analysis, identify risk providing for the collection and analysis of information,
and share information in support of all decision making. and the recording and dissemination of intelligence with
respect to the:
Tasks current and likely future situation, including the
potential impact upon individuals, the community and
infrastructure
Strategic Operations
The strategic tasks associated with the intelligence function identification, management and the monitoring of risks
may include, as far as reasonably practicable: criminal intelligence and other information
ensuring appropriate processes are followed in relation to impact of the incident upon individuals and the
the collection and analysis of information and the community, including deaths, injuries, missing and
recording and dissemination of intelligence unaccounted for persons, and damage.
ensuring the appropriate identification and monitoring of
risks
where police are the control authority, ensuring support
agencies are adequately informed, particularly of the
current and likely future situation
advising the Police Forward Commander of other
incidents and strategic issues that may impact upon the
incident.

ANZPAA A Common Approach to Incident Management: ICCS Plus 11

 ICCS PLUS
PLANNING

Description
The control authority is responsible for determining the mission and developing the overall plan to support the objectives and
strategies for the resolution of the incident. In doing so, consultation should occur, where possible and appropriate, with persons
and agencies involved in the response and resolution of the incident to ensure that the plan is appropriate and achievable. It is
essential the overall mission and objectives are determined and communicated as they dictate the actual activities undertaken to
resolve the incident. Persons delegated functions or tasks are to develop their own plan to achieve them.

Responsibility Field Operations

The responsibilities of the planning function are to determine
the mission and develop the overall plan to support the
objectives and strategies for the resolution of the incident.
Tasks
Strategic Operations
The strategic tasks associated with the planning function may
include, as far as reasonably practicable:
where applicable, applying the strategic directions of the
State Coordinator (N.B. this term and associated roles will
vary amongst jurisdictions)
monitoring activities, reviewing and where necessary
causing plan(s) and strategies to be updated
ensuring the plan and subsequent changes are
communicated to all persons and agencies involved.
The field tasks associated with the planning function may
include, as far as reasonably practicable:
developing plans and strategies
establishing the mission and objectives
conducting appreciations and risk assessments
consulting with others as appropriate
seeking plan approval of the Police Commander where
appropriate
communicating the plan and any changes to all persons
and agencies involved
when police are the control authority, developing the
incident action plan for the overall resolution of the
incident.

12 ANZPAA A Common Approach to Incident Management: ICCS Plus

 ICCS PLUS
OPERATIONS

Description
The operations function involves implementing the plan by the assignment of tasks, utilising the available resources, monitoring
their activities and adjusting the plan where necessary. There are often more tasks than there are available resources so it is
essential activities are prioritised. The key priority in implementing the plan is to preserve community safety, particularly those
immediately impacted by the incident and then those likely to be impacted by the developing or changing situation.

Responsibility Field Operations

The field tasks associated with the operations function may
The responsibilities of the operations function are to implement include, as far as reasonably practicable:
the plan developed to resolve the incident and monitor its implementing the plan(s) by:
activities and progress. securing areas
tactical operations
Tasks
traffic management
Strategic Operations warning, directing, searching for or rescuing people at
The strategic tasks associated with the operations function risk
may include, as far as reasonably practicable: negotiating
arranging for or undertaking tasks requested by the Police evacuations (including relief operations - refer
Forward Commander Recovery function).
where there are multiple incidents and/or sites, ensuring utilising internal and external resources and monitoring
common functions and/or tasks are coordinated and those resources deployed, their tasks and status of
supported activities
ensuring decisions to evacuate are appropriate. monitoring the implementation of the plan and making
adjustments where necessary.

ANZPAA A Common Approach to Incident Management: ICCS Plus 13

 ICCS PLUS
LOGISTICS

Description
Logistics is about having the right resources at the right place, at the right time. It includes acquiring facilities, services and
materials, as well as personnel in support of the management and resolution of the incident. It also involves the administration and
financial management of resources, including their release, once they are no longer required. Logistical activities often require
considerable lead-time before they can deliver. All persons and agencies involved in the incident should be mindful of the
diminishing capacity of resources over time and to take early action to maintain capabilities.

Responsibility Field Operations

The responsibilities of the logistics function are to ensure the
effective acquisition, allocation and use of available resources.
Tasks
Strategic Operations
The strategic tasks associated of the logistics function may
include, as far as reasonably practicable:
resourcing the incident including adequate administrative
support
seeking support from other agencies as required
monitoring the availability and current use of resources
planning and arranging for future resourcing requirements
ensuring shift changes are planned and effectively
occurring.
The field tasks associated with the logistics function may
include, as far as reasonably practicable:
sourcing sufficient resources, such as consumables,
equipment and personnel
establishing a personnel reporting point
establishing a staging area when applicable
organising change of shifts and rosters when applicable
arranging catering and refreshments as necessary
arranging accommodation and transport as necessary
managing the establishment, administration, finance and
information management issues of the command centre
ensuring resources used during the incident are
accounted for.

14 ANZPAA A Common Approach to Incident Management: ICCS Plus

 ICCS PLUS
PUBLIC INFORMATION

Description
Providing timely and accurate public information in order to protect and reassure the community is vital. Public information needs
are to be addressed from the beginning to the end of the incident. This may place additional responsibilities upon the intelligence
function as this is the primary source of information for messages to the community. Additionally, the increasing use and
awareness of social media to provide real-time independent and unofficial information in the public domain needs to be monitored
both from the perspective of other sources of incident information and to counter potentially dangerous inaccuracies and myths.

Responsibility Field Operations

The field tasks associated with the public information function
The responsibilities of the public information function are to may include, as far as reasonably practicable:
providing timely and accurate public information in order to as appropriate, informing (the public) of the incident and
protect and reassure the community. associated risks, together with any action they may need
to take
Tasks maintaining awareness of real time accuracy of
messages released to the community
Strategic Operations communicating with all persons and agencies involved in
The strategic tasks associated with the public information the incident to ensure coordinated and consistent
function may include, as far as reasonably practicable: messages are delivered
ensuring the public are adequately informed of the managing the presence of media representatives.
incident and associated risks, together with any action
they may need to take
ensuring consistent, accurate and clear messages are
provided to the community, ideally from one source
ensuring all persons and agencies involved in the incident
are working together to provide consistent messages to
the community
ensuring the management of media representatives.

ANZPAA A Common Approach to Incident Management: ICCS Plus 15

 ICCS PLUS
INVESTIGATIONS

Description
The investigations function is to meet statutory investigation requirements in relation to the incident. This function may also, under
direction of the Police Commander or Police Forward Commander, cover the conduct of debriefs or post operation reviews from
the perspective of reinforcing good performances and to identify areas of weaknesses where lessons can be learnt and
improvements made. The responsibility for debriefing rests with the Police Commander or Police Forward Commander regardless
of who actually performs the administrative tasks associated with debriefing.

Responsibility Field Operations

The responsibilities of the investigations function are to
facilitate the investigation of the relevant elements of the
incident and the review of response activities.
Tasks
Strategic Operations
The strategic tasks associated with the investigations function
may include, as far as reasonably practicable:
ensuring appropriate investigation management relevant to
the incident
ensuring effective collaboration between police and other
investigative authorities involved in the investigation of the
incident
ensure debriefs and/or post operational reviews are
conducted (if directed by the Police Commander).
The field tasks associated with the investigations function may
include, as far as reasonably practicable:
protecting the crime scene and preventing the destruction
of evidence
causing investigation tasks to be undertaken that may
include but are not limited to:
the taking of statements from victims and witnesses
door-to-door enquiries
crime scene examination and reconstruction
collecting evidence and managing exhibits
arresting or reporting of suspects or offenders
disaster victim identification
damage impact/property assessment
informing other relevant investigation authorities of the
incident
conducting debriefs and/or post operational reviews (if
directed by the Police Commander or Police Forward
Commander).

16 ANZPAA A Common Approach to Incident Management: ICCS Plus

 ICCS PLUS
COMMUNICATIONS

Description
The communications function involves field communications within police and across other agencies involved in the incident, and
includes the reporting upwards from the field to the strategic management level and when necessary, to executive management.
Communication should focus on priority issues, the sharing of key information, identifying gaps in the progress of assigned tasks,
and identifying future activities and the assignment of responsibilities to those tasks. Communications with the media and the
community are separate and form part of the Public Information function.

Responsibility Field Operations

The field tasks associated with the communications function
The responsibilities of the communications function are to may include, as far as reasonably practicable:
ensure effective liaison, communication and cooperation within notifying and keeping informed the Police Commander (if
police and with all others involved in the resolution of the appointed) or manager
incident. establishing and maintaining communication lines with
internal resources and agencies involved in field
Tasks operations
providing regular situation updates
Strategic Operations
conducting briefings and sharing relevant information
The strategic tasks associated with the communications
function may include, as far as reasonably practicable: assigning a police liaison officer as necessary to other
agencies involved in the incident.
liaising with and remaining available to the Police Forward
Commander
ensuring briefings are conducted and relevant information
is shared
working with the strategic management of other agencies
involved in the incident
encouraging one-to-many rather than one-on-one
communications to improve the efficiency of information
sharing.

ANZPAA A Common Approach to Incident Management: ICCS Plus 17

 ICCS PLUS
SAFETY

Description
The ultimate aim of the safety function is to eliminate at source risks to health safety and welfare. Where risks cannot be
eliminated, they should be minimised. This will help ensure the safe resolution of the incident. It is a shared responsibility and
relates to recognising that the site of an incident is a workplace subject to work health and safety laws. Although the control
authority has overall accountability for workplace safety, all persons and agencies involved in the response and resolution of the
incident are required so far as is reasonably practicable to adopt safe work practices and safe systems of work. The management
of safety, while subject to work health and safety laws, must balance the safety of the public and that of the responders.

Responsibility Field Operations

The field tasks associated with the safety function include, as
The responsibilities of the safety function are to apply a risk far as reasonably practicable:
management approach and ensure a safe working ensuring a safe working environment, systems and
environment, safe systems and safe equipment are utilised to equipment by:
protect the health and safety of staff involved in the resolution on-going hazard identification and risk assessment,
of the incident. and applying the highest level of risk control that is
reasonably practicable
Tasks addressing occupational health and safety issues in
plan(s)
Strategic Operations
ensuring persons involved are adequately trained and
The strategic tasks associated with the safety function may
equipped to undertake the duties or tasks allocated
include, as far as reasonably practicable:
and adequately supervised
ensuring a safe working environment and safe systems of
appointing a safety officer where applicable
work are maintained at all times by:
ensuring protective equipment is available and used.
ensuring all persons and agencies involved in an
incident comply where reasonably practicable with
work health and safety requirements
ensuring work health and safety issues are addressed
in the development of plan(s)
keeping under review work health and safety issues
accessing appropriate resources to assist.

18 ANZPAA A Common Approach to Incident Management: ICCS Plus

 ICCS PLUS
RECOVERY

Description
The recovery function has two parts: relief and longer term recovery. Relief involves addressing the immediate needs of people
displaced by the incident or prevented from returning home or to their business. This may include addressing their social, welfare
and information needs. Recovery is about returning the situation and the community impacted by an emergency back to a
normal state. A community impacted by a disaster may require a long-term recovery program. Recovery organisations need long
lead-time. Therefore it is important that at an early stage the control authority considers the short and long term needs of the
affected community and makes the necessary notifications to the appropriate relief and recovery agencies.

Responsibility Field Operations

The field tasks associated with the recovery function may
The responsibilities of the recovery function are to ensure relief include, as far as reasonably practicable:
and recovery considerations are addressed. Services undertaking relief operations including, but not limited to:
appropriate for the relief of individuals and community informing victims of the outcomes of the incident and
impacted by the incident, need to be provided and about support services that may be available (such as
arrangements made for a smooth transition to the recovery the arrangement of a relief centre)
phase.
addressing immediate social and welfare needs.
Tasks advising recovery organisations when an incident has or is
likely to have significantly impacted upon the community
Strategic Operations undertaking a formal handover to the recovery agency or
The strategic tasks associated with the recovery function may agencies.
include, as far as reasonably practicable:
ensuring relief operations are undertaken
ensuring recovery agencies are aware of the situation
when the incident has or is likely to have significantly
impacted upon the community
overseeing the formal handover to the nominated recovery
agency or agencies.

ANZPAA A Common Approach to Incident Management: ICCS Plus 19

 Applying ICCS Plus
Common Incident Command and Control Structure
In resolving an incident, including an
emergency where the number of police
involved in field and strategic operations
continues to increase and exceeds a
manageable span of control, the
respective Police Forward Commander
and Police Commander need to
establish a command and control
structure.
Its design is driven by the incident to be
managed and the structure and
functions required.
ICCS Plus encourages the use of the
principles expressed at the beginning of
this document, particularly those relating
to delegation, span of control and
functional management, together with
the functions outlined to ensure all key
areas are addressed.
Considerations in establishing and
maintaining a command and control
structure can be summarised as
follows:
Delegate tasks in order of priority
and take into account the skills and
expertise of individuals.
As the number of staff involved
increases and causes the span of
control principle to be reconsidered,
appoint additional managers of
functions or tasks.
When delegating a function, advise
the function manager as to which
task(s) of that function have priority
or are not included.
Ensure function and task managers
have the necessary resources to
undertake their respective activities.
Function and task managers
become responsible for the staff
and other resources assigned to
that function or task and the
reporting of activities.
20 ANZPAA A Common Approach to Incident Management: ICCS Plus
Function and task managers are
required to maintain a manageable
span of control and if necessary,
build a command structure relative
to their area using the same steps.
Function and task managers may
be delegated more than one
function or task.
Only delegate functions and tasks
when necessary.
Retain responsibility for functions
and tasks not delegated.
Continuously monitor and re-assess
the functions and tasks delegated.
As tasks are completed, redeploy,
or stand down staff adjusting the
command and control structure
accordingly.
Members assigned tasks or
appointed as managers are
required to think functionally and in
terms of the ten functions as
expressed in the ICCS Plus
framework.
An example of a standardised
command and control structure is
represented in the following diagram.
For planned events and operations, the
command and control structure for both
the field and strategic management
levels is developed during the pre-event
planning process.
The principles of span of control and
functional management together with
relevant considerations above need to
be applied in developing the structure.
Table 1 is a diagrammatic representation
of the structure applied.
 Table 1: Common Incident Command and Control Structure

ANZPAA A Common Approach to Incident Management: ICCS Plus 21

 Command and Control Structure

Multi-agency

Multi-agency command and control arrangements vary Agencies come together at field and strategic operations levels
depending upon the type of incident and the resources through their respective agency commanders or liaison
involved. officers.

Normally, agencies operate as independent units being The focus of their activities is controlled by the control
responsible for the command of their own personnel and other authority.
resources.
Table 2 is a diagrammatic representation of the structure.
Each agency is responsible for establishing and maintaining
their command structure and the control authority has the
added responsibility of building and maintaining the field and
strategic level control structures.

Table 2: Multi-Agency Command and Control Structure

Multi-jurisdiction

The appropriate police command and control structure will
vary for an incident that crosses jurisdictional boundaries,
involves multiple related incidents occurring in multiple
jurisdictions or when a jurisdiction provides police resources to
another jurisdiction.
It is the responsibility of the respective Police Commissioners
through their Police Commanders (of the jurisdictions involved)
to agree on an appropriate command structure suitable for the
situation.

Factors shaping the structure established include legislative

requirements, the type of incident, the resources involved,
tasks required to be undertaken, and any prior arrangements
or co-operative instruments in place (e.g. the Police
Assistance in Neighbouring States/Territories Agreement).

22 ANZPAA A Common Approach to Incident Management: ICCS Plus

Attachment A

Emergency Management: Legislation

Australian Capital Territory

Emergencies Act 2004
ACT Emergency Plan

New South Wales

State Emergency and Rescue Management Act 1989
New South Wales State Disaster Plan

Northern Territory
Disaster Act 1982
Northern Territory All Hazards Emergency Management Arrangements

Queensland
Disaster Management Act 2003
Public Safety Preservation Act 1986
State Disaster Management Plan

South Australia
Emergency Management Act 2004
State Emergency Management Plan

Tasmania
Emergency Management Act 2006
Tasmania Emergency

Victoria
Emergency Management Act 1986
Emergency Management Manual Victoria

Western Australia
Emergency Management Act 2005
Emergency Management Regulations 2006

ANZPAA A Common Approach to Incident Management: ICCS Plus 23

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