The model described in this section does not prevent this. On the
contrary, it adequately provides for it. This aspect falls in line with
what is explained above as spanofcontrol, i.e. that each individual
only has to take on a limited amount of responsibility in time and
space. This entails that task command can be viewed in various
degrees of resolution. The allocated task can in some cases be so
extensive that it has to be organisationally expanded, divided up
further and handled by several task command entities.
To handle the assistance need flexibly, a flexible command or-
ganisation is required and a variety of working meth ods may need
to be used. A large response operation is norm ally divided up into
sectors of some type. In some cases these sectors need to be grou-
ped under a common command function lying between the indi-
vidual sectors and operational command so as to increase com-
mand capacity. These groups can be referred to as expanded sectors.
Through making it possible for an operation to have several
expanded sectors each containing several smaller sectors, the con-
ditions are estab lished for balancing spanofcontrol at all organi-
sational levels. Several parallel commanders can be appointed for
the respective expanded sectors or incident site, to the purpose of
relieving higher decision domains and creating the conditions for
increased command capacity.
In a situation with, for example, relatively extensive limit ation
lines in connection with a forest fire, several sectors can be grou-
ped into a single expanded sector. Task command is then opera-
tional in a further degree of resolution at a higher level of abst-
raction. The role content for the decision domain task command
concerns therefore even in this degree of resolution:
- leading an organisational element in the execution of a task,
and - coordinating work within the organisational element.
What happens is that both the scope of the resource, i.e. the orga-
nisational element, and the geographical scope of authority are ex-
panded. It should be pointed out that operational command needs
to ensure the coordination of work between the expanded sectors.
Command work can for another assistance need also be formed
so that all the sectors are managed by a single commander po-
sitioned between the sectors and operational command, an Inci-
dent Site Officer. This should only be implemented if it improves
command work. The important point is that there is flexibility in