Transitional management meeting: This marks the transition from reactive to proactive incident management.
As shown in Figure 1-5, the key steps in the planning cycle are: The timing of the development of incident action plans should be coordinated among disciplines so that updated information may be shared before strategies and objectives are established. Commonly known in ICS as the planning cycle (see Figure 1-5), this iterative process enhances the integration of public health and medical assets with other response agencies that operate planning cycles.įigure 1-5. This flux in incident and response conditions is best managed using a deliberate planning process that is based on regular, cyclical reevaluation of the incident objectives. Because event parameters and the status of the components of an asset will change, incident objectives will have to change as the response evolves. These overarching "control objectives" are further qualified by establishing measurable and attainable objectives for each operational period, and by defined strategies and tactics. For any response of more than a few hours, management should transition to a method of proactive response by establishing incident-wide objectives.
The incident command process describes an ordered sequence of actions that accomplishes the following: 1.4.3 Incident Command Versus Incident Support.1.4.1 1ncident Command versus Regular Administration of an Organization.