ICS 200 (Q463) Q463, ICS 200

Transcription

1 Q463, ICS 200 Course Introduction The Basic All-Hazards NIMS ICS for Operational First Responders course was developed by the United States Fire Administration's (USFA) National Fire Programs Branch, in collaboration with our partners from: National Wildfire Coordinating Group (NWCG) U.S. Department of Agriculture USFA's Emergency Management Institute It was developed under NIMS guidelines and meets the NIMS Baseline Training requirements for I-200. This is the second in a series of ICS courses designed to meet all-hazard, all-agency NIMS ICS requirements for operational personnel. Test Procedures If you feel you have an adequate background in this level of ICS, you can take the course test. To do this, close this course window and return to the course list and select the test. If you successfully pass the test you will be issued a certificate and allowed access to the next course. If you fail to pass the test with 70%, you are required to complete the entire course. You are required to successfully challenge or complete each course before going on to the next course in the series

2 UNIT 1: LEADERSHIP AND MANAGEMENT Topic 1: Leadership and Management Introduction The Incident Command System is more than just an organizational chart. The Incident Command System is a management system developed with a number of attributes or system features. Because of these features, ICS has the flexibility and adaptability to be applied to a wide variety of incidents and events both small and large. Leadership and Management Objectives The goal of Unit 1 is to teach you the leadership and management functions of ICS. Objective 1: Describe the chain of command and formal communication relationships. Objective 2: Identify common leadership responsibilities. Objective 3: Describe span of control and modular development. Objective 4: Describe the use of ICS position titles. Topic 2: Chain of Command and Formal Communications Relationships Chain of Command and Unity of Command Chain of command and unity of command make directions and reporting relationships clear and eliminate confusion caused by multiple directives. Incident Commander Public Information Officer Liaison Officer Command Staff Safety Officer Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Administration Section Chief General Staff Hazardous Materials Branch Director Air Operations Branch Director Service Branch Director Support Branch Director Division A Supervisor Rescue Group Supervisor HAZMAT Strike Team Leader Cause and Deter Task Force Leader HAZMAT Resource Chain of command - 2 -

3 Incident Commander Public Information Officer Liaison Officer Command Staff Safety Officer Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Administration Section Chief General Staff Branch Director Air Operations Branch Director Service Branch Director Support Branch Director Unity of command Incident Commander Public Information Officer Liaison Officer Command Staff Safety Officer Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Administration Section Chief General Staff Branch Director Air Operations Branch Director Service Branch Director Support Branch Director Unified command Chain of Command Knowledge Review For each statement below select the correct command feature. Suggested responses can be found on page 72. Chain of Command Unified Command Unity of Command 1. This command feature facilitates management of multijurisdictional incidents. 2. This command feature refers to the line of authority of the incident management organization. 3. This command feature means that every individual has only one designated supervisor

4 Formal Communication Relationships Formal communication relationships describe for whom you are working and who is working for you. This includes closing the loop in all communications. The ability to communicate within ICS is absolutely essential. Communications can be looked at in at least three different ways: Hardware systems. Frequencies and resources. Procedures and processes. Topic 3: Common Leadership Responsibilities Competent and confident leadership is the most essential element of successful incident management. Leadership means providing purpose, direction and motivation for responders - 4 -

5 working to accomplish difficult tasks under dangerous, stressful circumstances. During confusing and uncertain situations, a good leader will: take charge. motivate. demonstrate initiative. communicate. supervise. Common Leadership Responsibilities Knowledge Review Select the five common leadership responsibilities good leaders should follow during dangerous, stressful, confusing and/or uncertain situations. Suggested responses can be found on page 72. Make decisions. Complete assignments. Motivate. Supervise. Communicate. Take charge. Actively listen. Delegate assignments. Establish authority. Demonstrate initiative. Leadership Principles and Values Leaders should know, understand, and practice the leadership principles. Leaders recognize the relationship between these leadership principles and these leadership values. Duty. Duty Values Be proficient in your job, both technically and as a leader. Make sound and timely decisions. Ensure that tasks are understood, supervised, and accomplished. Develop your subordinates for the future. LEADERSHIP VALUES AND PRINCIPLES Principles Take charge when in charge. Adhere to professional standard operating procedures. Develop a plan to accomplish given objectives. Maintain situation awareness in order to anticipate needed actions. Develop contingencies and consider consequences Improvise within the leader's intent to handle a rapidly changing environment. Issue clear instructions. Observe and assess actions in progress without micro-managing. Use positive feedback to modify duties, tasks, and assignments when appropriate. Clearly state expectations. Delegate those tasks that you are not required to do personally. Consider individual skill levels and developmental needs when assigning tasks

6 Respect. Respect LEADERSHIP VALUES AND PRINCIPLES Values Principles Know your subordinates and Put the safety of your subordinates above all other objectives. look out for their well-being Take care of your subordinate's needs. Resolve conflicts between individuals on the team. Keep your subordinates Provide accurate and timely briefings. informed. Give the reason (intent) for assignments and tasks. Make yourself available to answer questions at appropriate times. Keep your supervisors Provide accurate and timely briefings. informed. Make yourself available to answer questions at appropriate times. Confirm your objectives for the incident. Build the team. Conduct frequent debriefings with the team to identify lessons learned. Recognize individual and team accomplishments and reward them appropriately. Apply disciplinary measures equally. Employ your subordinates in Observe human behavior as well as incident behavior. accordance with their capabilities. Provide early warning to subordinates of tasks for which they will be responsible. Consider team experience, fatigue, and physical limitations when accepting assignments. Integrity. Integrity LEADERSHIP VALUES AND PRINCIPLES Values Principles Know yourself and seek Know the strengths/weaknesses in your character and skill level. improvement. Ask questions of peers and superiors. Actively listen to feedback from subordinates. Seek responsibility and accept Accept full responsibility for and correct poor team performance. responsibility for your actions. Credit subordinates for good performance. Keep your superiors informed of your actions. Set the example Share the hazards and hardships with your subordinates Don't show discouragement when facing setbacks. Choose the difficult right over the easy wrong. Leadership Principles and Values Knowledge Review Select the checkboxes to indicate if the item is a leadership principle for the leadership values duty, respect, or integrity. Suggested responses can be found on page 72. Set the example. Make sound and timely decisions. Keep your supervisor and subordinates informed. Know yourself and seek improvement. Duty Respect Integrity - 6 -

7 Build the team. Ensure that tasks are understood, supervised, and accomplished. Seek responsibility and accept responsibility for your actions. Develop your subordinates for the future. Employ your subordinates in accordance with their capabilities. Be proficient in your job, both technically and as a leader. Know your subordinates and look out for their well-being. Communication Responsibilities The most effective form of communications is face-to-face. Obviously, this is not always possible. Regardless of the means of communications required by the incident, all responders have five communication responsibilities to perform, including: Brief others as needed. Debrief your actions. Communicate hazards to others. Acknowledge messages. Ask if you don't know. Complete briefings including leader intent, task, purpose, and end state. Assess Incident Management Assessing the effectiveness of incident management is an important leadership responsibility. Assessments conducted after a major activity allows employees and leaders to discover what happened and why. These assessments are widely used. However, the activity may be called something different depending on agency and jurisdiction. Common terms include: After Action Review. Post-Incident Analysis (PIA). Hotwash. Whiteboard critique. Tailboard critique. Post-incident critique

8 Assess Incident Management Knowledge Review Select the five types of activities a leader may use to assess incident management. Suggested responses can be found on page 73. In progress Review. After Action Review. Whiteboard Critique. Hotwash. Post-Incident Analysis. Performance Appraisal. Post-Incident Critique. Topic 4: Span of Control and Modular Development Manageable Span of Control Manageable span of control within ICS is a limitation on the number of emergency response personnel who can effectively be supervised or directed by an individual supervisor. Maintaining an effective span of control is particularly important on incidents where safety is at a higher risk and accountability has high priority. Maintain manageable span of control through: Minimum limit: - 8 -

9 Maximum limit: Recommended ratio: Note: The type of incident, the nature of the response or task, distance, and safety will influence the span of control range. Each activated function will have a person in charge of it. Every individual will have a supervisor and each supervisor should be responsible for no more than seven employees, with the ideal span of control being one supervisor to five persons. Manageable Span of Control Knowledge Review Select a number to correctly complete each sentence on the manageable span of control limitations in ICS. Suggested responses can be found on page 73. One Two Three Four Five Six Seven Eight Nine 1. The minimum span of control in ICS is no less than subordinates to each supervisor. 2. The maximum span of control in ICS is no more than subordinates to each supervisor. 3. The optimal span of control in ICS is supervisor to subordinates

10 Modular Development The ICS organization adheres to a "form follows function" philosophy, meaning the organization at any given time should reflect only what is required to meet planned tactical objectives. The size of the current organization and that of the next operational period is determined through the incident action planning process. The modular design of ICS effects the size of the organization required to meet planned objectives including: Organizational elements: A number of organizational elements may be activated in the various sections without activating section chiefs. Activated elements: Each activated element must have a person in charge of it. In some cases a single supervisor may initially be in charge of more than one unit. Deactivated elements: Elements which have been activated and are clearly no longer needed should be deactivated to decrease organizational size. Topic 5: Use of Position Titles ICS Position Titles To maintain span of control, the ICS organization can be divided into many levels of supervision. At each level, individuals with primary responsibility positions have distinct titles. The four important purposes for using specific ICS position titles include: Providing a common standard: Titles provide a common standard for all users. For example, if one agency uses the title Branch Chief and another uses Branch Manager, this lack of consistency can cause confusion at the incident

11 Filling positions with qualified individuals: The use of distinct titles for ICS positions allows for filling ICS positions with the most qualified individuals rather than based on seniority. Requesting qualified personnel: Standardized position titles are useful when requesting qualified personnel. For example, in deploying personnel, it is important to know if the positions needed are Unit Leaders, clerks, etc. Ensuring communication: The use of distinct titles ensures communications are to the right person. ICS Position Titles Knowledge Review Review the list of ICS position title purposes. Although all of these are valid purposes, select the four important purposes from the list. Suggested responses can be found on page 73. ICS position titles provide a common standard for all users. ICS position titles provide a chain of command. ICS position titles are useful when requesting qualified personnel. ICS position titles ensure communications are to the right person. ICS position titles provide a common leadership structure. ICS position titles help maintain the span of control in the ICS organization. ICS position titles allow for filling ICS positions with the most qualified individuals. Topic 6: Risk Management A risk-free environment, or "no action," is not a viable option emergency response. Several other approaches can be used to address the risks that an emergency responder must face on a daily basis

12 Acceptance: Acceptance means recognizing the risk that first responders face from exposure to weapons of mass destruction (WMD) devices, fire, terrorist activities, and living with that risk without taking any action. Avoidance: Risk avoidance is identifying those conditions that are potentially hazardous to personnel, and ensuring that no exposure occurs. Mitigation: Mitigation is identifying those conditions that may present a risk to first responders, and taking steps to remove the adverse effects of those risks so that exposures fall within an acceptable range. Emergency Response Risk Factors Before deciding how to mitigate the risks from emergency response, you must analyze risk factors entailed when responders are involved with emergency response, including: What is the mission? What is the team trying to accomplish with this emergency response? Are the results worth the risk necessary to accomplish the mission? Are personnel experienced and highly trained, or are they relatively inexperienced and unable to recognize the hazards of the emergency response workplace? What has been their exposure to high stress, intensive activity over the recent days, weeks, and months? Risk Management Process After all risk factors have been fully addressed, it's time to start planning the risk management actions to ensure both the short- and long-term well being of first responders. This is a five-step process. Step 1: Situation Awareness: During the situation awareness process you should: Identify the risk. Gather information, including objective(s) and previous incident activity. Learn the process for communication. Obtain the weather forecast. Find out who's in charge. Identify local factors. Scout the area

13 Step 2: Hazard Assessment: To perform hazard assessment you should: Estimate potential incident hazards. Identify tactical hazards. Identify what other safety hazards exist. Consider severity versus probability. Step 3: Hazard Control: You should implement risk control using techniques including: Agency policy. Use of Safety Officer and Assistants. Use of checklist as applicable. Determining options. Step 4: Decision Point: At this point in the risk management you will need to make some decisions. Start Yes Are controls in place for identified hazards? Are selected tactics based on expected incident behavior? No No Reassess situation Reassess situation Yes Yes Have instructions been given and understood? No Reassess situation Initiate action Step 5: Evaluate: Now you must evaluate the risk management using several questions:

14 How have the personnel performed? Is this based on low experience level with local factors? Has the risk management become distracted from primary tasks? Has the team experienced fatigue or stress reaction? Has there been a hazardous attitude? What is changing in the situation? Are strategy and tactics working? Risk Management Process Knowledge Review Determine what step in the risk management process is being described. Suggested responses can be found on page 73. Step 1: Situation Awareness Step 3: Hazard Control Step 5: Evaluate Step 2: Hazard Assessment Step 4: Decision Point 1. Learn the process for communication. 2. Determine if the team experienced fatigue or stress reaction. 3. Identify what other safety hazards exist. 4. Determine if selected tactics are based on expected incident behavior. 5. Use of checklist as applicable. Topic 7: Leadership and Management Summary This unit covered the following topics: The chain of command and formal communication relationships The common leadership responsibilities The span of control and modular development The use of ICS position titles

15 UNIT 2: DELEGATION OF AUTHORITY Topic 1: Delegation of Authority and Management by Objectives Introduction Introduction Incident responses depend on the selection and delegation of authority to a qualified Incident Commander. That Incident Commander needs to set clear goals and use resources efficiently to accomplish those goals. Delegation of authority and management by objectives are two features of ICS that ensure that an incident response is executed properly. Unit Objectives In Q-462, you learned that delegation of authority and management by objectives are two important features of ICS. Unit 2 is designed to help you learn how delegation of authority and management by objectives are applied in an incident. Objective 1: Describe scope of authority. Objective 2: Describe delegation of authority process. Objective 3: Describe and explain management by objectives. Topic 2: Scope of Authority Introduction to the Roaring River Incident Four tornados have torn through Roaring River part of Central City, laying waste to large areas of the city. Homes have been ruined; as many as ten people are presumed dead or missing with many more injured. Substantial parts of the city are without power. All emergency response agencies are operating at multiple locations. A coordinated incident response is being put together now and an Incident Commander needs to be chosen. Scope of Authority Scope of authority is the performance of duties, either written or implied, that are assigned to the Incident Commander by existing laws, agency policies and procedures and/or by the agency administrator. An Example of Scope of Authority In the Roaring River tornado incident, Mayor Knox has made Jack Jones the Incident Commander and given him scope of authority. Jack Jones is now the authority for all incidentrelated activities involving, Fire, Public Works, Hazardous Materials, etc

16 Scope of Authority Knowledge Review You are the Sheriff for Essex County. You have been selected to be the Incident Commander for a flood incident within the county. The County Executive's Office has jurisdiction over the incident. Select the three ways that scope of authority can be given to you for this incident. Suggested responses can be found on page 75. The County Executive can grant you scope of authority. You can give scope of authority to yourself. County Law designates that the Sheriff will have scope of authority for all county-wide incidents. A vote is taken by all County Government Administrators and you are given scope of authority. The Incident Response starts with all agencies working separately. You emerge as a good leader, you are then given scope of authority. County government policy dictates that the Sheriff will have scope of authority for all county-wide incidents. You are the highest ranking law enforcement officer in the county, you are therefore automatically given scope of authority. Topic 3: Delegation and Authority The Delegation of Authority Process The Incident Commander can put together the Incident Management Team (IMT) and start the response once the delegation of authority is received. There is a process for delegating authority. What is a delegation of authority? Authority means a right or obligation to act on behalf of a department, agency, or jurisdiction. Delegation of authority means the same level of authority, or of a more limited authority held by an agency administrator, is granted to the Incident Commander. What is the process for the delegation of authority? The delegation of authority: - Can be either written or oral - Must be written for complex incidents - Transfers command of the incident to the Incident Commander

17 What is included in the delegation of authority? Delegation of authority includes responsibility for handling: - Commitments to all other agencies and the public - Resources to be used for the incident - Funding availability, and guidelines - Specific, measurable incident objectives An Example of the Delegation of Authority Process The Roaring River tornado incident is rather complex. Mayor Knox created a written delegation of authority explicitly outlining all responsibilities. She then signed and dated the delegation of authority, officially transferring command to Jack Jones, the Incident Commander. Delegation of Authority Knowledge Review You are the Mayor of Centertown. Two men with guns have taken over a bank and are holding hostages after a botched bank robbery. City policy states that the Centertown SWAT Team Chief should have command. Select the five items that need to be in the delegation of authority. Suggested responses can be found page 74. Incident tasks to be completed in the response. Date the incident response is to end. Commitments to all other agencies and the public. Resources to be used for the incident. Funding availability and guidelines. The individuals the Incident Commander can use for his Incident Management Team. Specific, measurable Incident Objectives. Contact list for all Agency Representatives. Direction on how to do the job of Incident Commander. Topic 4: Management by Objectives Management by objectives is a feature that ensures that the incident response is systematic and goal oriented. All incidents will use the same four steps below:

18 1. Understand agency policy and direction. 2. Establish Incident Objectives. 3. Select appropriate strategies. 4. Perform tactical direction

19 Writing Incident Objectives Writing an objective that is both specific and measurable can be difficult. However, there are some basic rules that may be helpful. Six Basic Rules for Writing Incident Objectives Rule 1: State your goal. Begin your objective by stating what you want to accomplish--your goal. Objective: Provide for responder and public safety throughout the incident by utilizing standard safety practices for the task assigned. Rule 2: Give details. Provide enough detail to make the objective meaningful. Objective: Restrictions for debris pickup actions include: no tracked vehicles on slopes greater than 20 percent on meadow soils, except where roads exist and are identified for use. Rule 3: Can you measure the results? "Did we accomplish this objective?" Objective: Manage the incident cost-effectively for the values at risk Rule 4: How are you going to accomplish your goals? Where possible, include guidelines for how the objective is to be accomplished. Objective: The city limits of the incident borders federal property and must be protected if threatened. John Dennison of the Central City Fire Department will be the local representative. Rule 5: Is your objective reasonable? Some goals are worthy in theory, but can't be met in practice. Reasonable Objective: Minimum disruption of residential access to private property, and visitor use consistent with public safety. Unreasonable Objective: Absolutely no disruption of residential access to private property, and visitor use consistent with public safety. Rule 6: Your objectives should be prioritized based on the incident. Your first objective will always be to ensure the safety of the public and responders. Incident Objectives 1. Provide for responder and public safety (Always first priority) 2. Second most important objective 3. Third most important objective 4. Fourth most important objective

20 Writing Incident Objectives Knowledge Review Instructions: This Knowledge Review is designed to make sure that you are ready to take this course. Review the statement below and select the correct answer. You are the Incident Commander for the Sun Valley Incident, where a tropical storm triggered a large mudslide. Incident objectives need to be chosen to start the incident response. Look at the objectives shown and select the one that best applies the rules you just learned. Suggested responses can be found on page 74. Manage the incident with as little environmental damage as possible. Manage the incident with no damage to the environment at all. Make sure not to enter any areas at the fringe of the mudslide with heavy equipment to avoid damaging grasses. Manage the incident with as little environmental damage as possible by consulting with the resource advisor during the planning process and as appropriate during the application of tactics. Manage the incident with little environmental damage and talk to the resource advisor. Topic 5: Delegation of Authority and Management by Objectives Summary Now that you have completed this unit, you should have learned about: Scope of authority. The delegation of authority process. Management by objectives

21 UNIT 3: FUNCTIONAL AREAS AND POSITIONS Topic 1: Functional Areas and Positions Introduction Introduction Each position within ICS plays an important role in an incident response. ICS positions serve a specific functional role that contribute to a concentrated approach to the incident response. ICS also provides several tools for supervisors to manage incident resources effectively. Objectives Unit 3 will help you learn the functional areas and positions within ICS, as well as ICS tools to help manage incident resources. Objective 1: Identify the ICS tools to manage an incident. Objective 2: Demonstrate the function of organizational positions within ICS. Objective 3: Demonstrate the use of an ICS Form 201. Topic 2: ICS Tools to Manage an Incident ICS Management Tools There are several tools that help supervisors and members of the incident management team do their jobs. These built-in tools include: Resource kinds Resource types Options for using resources Resource status Changing resource status Resource status keeping systems Resource Kinds and Types ICS tactical resources consist of all personnel and major items of equipment available or potentially available for assignment. Equipment resources include the personnel required to operate/staff them. These resources can be described by kind and by type. Resource Kinds. Resource kinds represent the function of the resource or what the resource does. Some kinds can be used by multiple agencies while others are agency or application specific

22 - Resource kinds used by multiple agencies. - Agency specific resource kinds

23 Resource types. A resource type describes the performance capability for that resource. Resources are typed according to NIMS Guidelines. - NIMS Resource types. Using resource types. Options for Using Resources at an Incident There are three options for using resources at an incident: Single resources. Single resources can be employed to meet the needs of any incident

24 What is a single resource? A single resource is an individual piece of equipment, or a crew of individuals, or even a single individual with a supervisor that is used for tactical operations. Single resource requirements: Single resources need to have an identified supervisor. Single resources can be typed to reflect capability. If a single resource is not typed, its specific capabilities are unclear. Examples of single resources: - Public Safety Guide Team. - Law Enforcement Aviation Helicopters Control and Surveillance. Task Forces. Task Forces are usually implemented as an incident becomes larger or more complex. What is a Task Force? Task Forces may be a mix of: - Different kinds of resources. - Several completely different resources. - Resources of the same kind but different types. Task Force Requirements. A Task Force must: - Have common communication between resources and the leader, and from the leader to the next level supervisor. - Have transportation as required. - Be within span of control limits. Examples of Task Force: - Public Works Task Force--Two Bulldozers and Two Dump Trucks - EMS Task Force--Two ALS Ambulances, two BLS Ambulances and one engine Strike Teams. Strike Teams have proven to be very valuable for use in large wildland fire incidents. Strike Teams are also seeing more use for other types of incidents. What is a Strike Team? Strike Teams are specified combinations of the same kind and type of resources. Strike Teams are regularly used for managing engines, hand crews, utility crews, ambulances, and other resources at major emergencies and disasters

25 Strike Team requirements: - Have resources of the same kind and type. - Have a leader. - Have common communications between resources and the leader. - Have transportation as required. - Operate within span of control limits. Examples of Strike Teams: - Engine Strike Team--Five Type 1 Engines with a Leader. - Dozer Strike Team--Two Type 2 Bulldozers with a Leader. Resource Kind and Type Knowledge Review Your supervisor asked you to be the Strike Team Leader for a Type 1 ambulance strike team to deal with a terrorist bombing. Select the correct number and kind of ambulances for each of the strike team boxes. You can use each kind more than once. Suggested responses can be found on page

26 Options for Using Resources at an Incident Knowledge Review Scenario: You are the Operations Section Chief for a land slide that also triggered a natural gas silo explosion. You just received several requests for resources to handle the incident. Read the requests below and select the resource option that matches the request. Suggested responses can be found on page 75. Single Resource Task Force Strike Team Request 1: 5 Type 1 engines and crew compliments with a leader This is a request for a: Request 2: 1 Type 3 Helicopter, 1 Mountain S&R Team, 1 Emergency Medical Technician This is a request for a: Request 3: 1 Type 1 fire engine and crew compliment This is a request for a: Resource Status Resources are assigned a status to reflect their availability to perform. Each resource can have one of three status levels. Assigned: Assigned resources are resources working on a tactical assignment under the direction of a supervisor. Available: Available resources are resources ready for deployment. Out of service: Out-of-service resources are resources that are not ready for available or assigned status. Reasons for resources being out of service can include: - Mechanical (vehicle or equipment services required). - Rest (personnel). - Staffing (insufficient personnel to operate the equipment). - Environmental reasons (darkness or weather). - Financial (exceeded allowed overtime costs). Changing Resource Status Resource status needs to be documented and constantly updated to ensure that all resources and their status are known to decision makers. Who can change a resource's status?

27 Resource status is maintained and changed by the supervisor who has the resources under assignment. Depending on the level of activation, resource status may be changed by: - The person in charge of the single resource. - A Task Force or Strike Team Leader. - A Division or Group Supervisor. - The Operations Section Chief or Incident Commander. Where is the change documented? Resource changes are documented on ICS Form 214 and sent to the person or unit in charge of maintaining resource status. Remember, for large/complex incidents a Resource Unit may be established in the Planning Section. The Resource Unit will maintain the status of all incident resources. The Resource Unit will not make changes to resource status. Resource Status Keeping Systems There are several status keeping systems which can be used to track resource status. Several of them will be briefly mentioned, however no single system is recommended. Manual record keeping forms. Record keeping ICS forms include: - ICS Form Resources Summary. - ICS Form Check-in List. - ICS Form Assignment List. Card systems. Several card systems exist. Some card systems include any or all of the following features: - Different colors for each kind of resource. - Formatting to record information about the resource. - T-shaped to file on racks by location/status of resource. Magnetic symbols. Magnetic symbol systems can also be used. These magnetic systems include: - Magnets of different shapes, sizes, and colors for each resource. - Space to pencil in the resource designator. - Maps and boards with locations that match the incident

28 Computer systems. A laptop computer can be used to maintain information on resources. These systems can compile check-in information and maintain current resource status. Topic 3: Functions of ICS Organizational Positions ICS has six possible organizational functions, and each function has specific positions that help to manage specific parts of the incident response. The possible organizational functions and positions within each function are presented below. Command: The Incident Commander is responsible for all incident or event activity. Although other functions may be left unfilled, there will always be an Incident Commander. Operations: The Operations Section is responsible for directing the tactical actions to meet incident objectives. Planning: The Planning Section is responsible for: - Collection, evaluation, and display of incident information. - Maintaining status of resources. - Preparing the Incident Action Plan and incident-related documentation. Logistics: The Logistics Section is responsible for providing services and support to meet all incident or event needs. Finance/Administration: The Finance/Administration Section is responsible for: - Keeping track of incident-related costs. - Personnel and equipment records. - Administering procurement contracts associated with the incident or event. Information and Intelligence: Information and Intelligence includes national security information and other types of classified information as well as operational information such as risk assessments, medical intelligence (i.e., surveillance), weather information, geospatial data, structural designs, toxic contaminant levels, utilities and public works data and other information

29 Function of Organizational Positions within ICS Introduction Knowledge Review You are working in the Incident Communication Center. You received several general messages and each needs to go to a separate organizational position. Read the subject of each message and match that message to the correct organizational position. Suggested responses can be found on page 75. Command Operations Planning Logistics Finance/Administration Information and Intelligence 1. "Please develop tactical assignments and tasks for next operational period" 2. "Sensitive information - must be hand delivered" 3. "Request for supplies and food service at Jones Rd. Camp" 4. "Request for procurement of 5 large rolls of blue plastic" 5. "Summary of operational period, to Incident Commander" 6. "Request for copy of the Incident Action Plan" Topic 4: ICS Forms for Incident Management Introduction ICS provides several forms to help you manage an incident by helping you track resources, document decisions and accomplish several other tasks. Each ICS form serves a particular purpose. ICS Form 201 is the Incident Briefing Form, or "the 201." This is one of the most important forms used in ICS. Purpose: Subsequent Incident Commanders Command Staff The 201 General Staff

30 Preparation: Incident Commander The 201 Incoming Incident Commander Distribution: Incident Commander General Staff The 201 Command Staff Section Chiefs Branch Directors Division/Group Supervisors The 201 Duplicate Planning and Logistics Section Units Creating the Incident Briefing ICS Form 201 Filling out the 201 is an eight-step process. You will learn about the process using the ICS Form 201 from the Bexar train crash

31 Step 1: Print the name assigned the incident. Step 2: Enter the date prepared (month, day, year). Step 3: Enter time prepared (24-hour clock)

32 Step 4: Show perimeter and control lines, resource assignments, incident facilities, and other special information on a sketch map or attached to the topographic map. Step 5: Enter the following information about the resources allocated to the incident: Resources Ordered. Resource Identification. ETA/On Scene. Location/Assignment

33 Step 6: Enter on the organization chart, the names of the individuals assigned to each position. Modify the chart as necessary. Step 7: Enter the strategy and tactics used on the incident and note any specific problem areas

34 Step 8: Enter the name and position of the person completing the form. Bexar Incident PDF

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36 Truck Accident Scenario

37 Completing the 201: Truck Scenario Fill in steps 1-3 along with the corresponding section of the 201 that you need. Then enter the correct text in the form. Suggested responses can be found on page 76. Step 1:

38 Step 2: Step 3:

39 Step 4:

40 Step 5: Enter the following information about the resources allocated to the incident: Resources Ordered. Resource Identification. ETA/On Scene. Location/Assignment. Suggested responses can be found on page 76. Step 6: Enter on the organization chart, the names of the individuals assigned to each position. Modify the chart as necessary

41 Step 7: Enter the strategy and tactics used on the incident and note any specific problem areas. Step 8: Enter the name and position of the person completing the form. Topic 5: Functional Areas and Positions Summary Now that you have completed this unit, you should have learned about: Identify the ICS tools to manage an incident. Demonstrate the function of organizational positions. Demonstrate the use of ICS Form

42 Topic 1: Briefings Introduction UNIT 4: BRIEFINGS Briefings are essential to good supervision and incident management. These concise meetings are intended to pass along vital information used specifically by the recipient in the completion of their job. Briefings Objectives The goal of Unit 4 is to teach you about briefings used during incident management. Objective 1: Give an operational briefing. Objective 2: Describe components of field, staff and section briefings/meetings. Topic 2: Components of Field, Staff, and Section Briefings Briefing Basics Briefings generally do not include long discussions or complex decision-making. Rather, they allow for the individual manager or supervisor to: Pass along information for the upcoming work period Convey expectations Answer questions from subordinates Briefing Levels In the ICS, briefings occur at various levels in the organization. The topics for those briefings will vary based on the level. The ICS uses three levels of organizational briefings: Field Level Who receives briefings at this level? - Individual subordinates involved in operational tasks - Full crews or multiple crews When and where do these briefings occur? Field briefings occur at the beginning of an operational period, near the work site or just before moving into that are a of operation. What topics are covered at these briefings?

43 - Work area or scope of responsibilities. - Safety issues and emergency procedures. - Specific tasks. - Coworkers, subordinates, and adjoining forces. - How to obtain additional resources, tools, and supplies. - Shift work or period schedule. - Expectations. Staff Level Who receives briefings at this level? Briefings are given to resources assigned to non-operational and support tasks by supervisors such as individual staff members or full units within a section. When and where do these briefings occur? Staff-level briefings commonly occur at the Incident Base or command post. These briefings will occur at the beginning of the Incident assignment and continue as necessary during the assignment. What topics are covered at these briefings? - Work area. - Safety issues and emergency procedures. - Specific tasks for the work period. - Co-workers and subordinates. - Process to obtain additional supplies and tools. - Work shift duration and overall schedule. - Expectations. - Communications protocol within the unit. Section Level Who receives briefings at this level? At the section-level briefing the Section Chief typically briefs an entire section (Operations, Planning, Logistics, or Finance/Administration). When and where do these briefings occur? -At the beginning of the assignment to the incident. - After the arrival of the Section supervisory staff. - Periodically as determined by the Section Chief

44 A unique briefing in this level is the operational period briefing. What topics are covered at these briefings? During any section level briefing, the Section Chief shares: - Incident-wide direction from the Incident Commander - How this direction impacts the Section staff - Specific ways the Section will support the Incident Commanders direction Typical elements of a section-level may include: - The Section scope of work - Section organization - Work site, area, and facility lay out - Staff introductions - Work shift duration and overall schedule - Section meeting schedules Briefing Levels Knowledge Review Select the briefing level to indicate which briefing level is being described. Suggested responses can be found on page 77. Field-level briefing Staff-level briefing Section-level briefing 1. The Section Chief will share incident-wide direction from the Incident Commander. 2. Supervisors will give briefings to resources assigned to nonoperational and support tasks. 3. A unique briefing in this level is the operational period briefing. 4. Occurs at the beginning of an operational period. 5. Commonly performed at the Incident Base or Command Post. 6. Delivered to individual subordinates involved in operational tasks. 7. Occurs at the beginning of the assignment to the incident and after the arrival of Section supervisory staff. Topic 3: Operational Briefings The operational period briefing, or shift briefing, is conducted at the beginning of each operational period

45 Resources involved. During operational period briefings the Operations Section Chief, other members of the Command and General Staff present information to Division and Group Supervisors and individual operational resource supervisors. This is a large group assembly of the operational resources that are being committed to the mitigation of the incident. Purpose. The general content of the briefing is based on the Incident Action Plan of the upcoming operational period. Information presented at an operational period briefing is important and needed for safe and effective performance during the operational period. Operational Period Briefing Agenda The Planning Section Chief facilitates the operational period briefing and follows a set agenda. Operational Period Briefing Example There can be several parts of an operational period briefing. Introductions - Overview--Current Weather. Review incident objectives. Review map with division breaks and drop points. Assignment of resources. Safety issues. Logistics--Communications. Finance/Administration

46 Public Information Officer statement. Closing comments. Operational Period Briefing Knowledge Review Select the fourteen correct checkboxes to indicate which of the items are presented during an operational period briefing. Suggested responses can be found on page 78. Introductions. Overview. Current weather. Invocation. Incident objectives. Sketch map of the incident. Assignment of resources. Definition of work assignments. Distribution of the delegation of authority. Safety issues. Logistics section report. Finance/Administration section report. Information/Intelligence section report. Operations section report. Planning section report. Closing comments. Topic 4: Briefings Summary This unit covered the following topics: Briefing levels. Operational period briefings

47 UNIT 5: ORGANIZATIONAL FLEXIBILITY Topic 1: Organizational Flexibility Introduction One of the features of ICS is organizational flexibility. This feature allows the management team to more effectively direct the incident and respond to incident changes. Objectives The goal of Unit 5 is to teach you how organizational flexibility can help the incident management team effectively manage any incident. Objective 1: Explain how the modular organization expands and contracts. Objective 2: Given a scenario, complete a complexity analysis. Objective 3: Define the five types of incidents. Objective 4: Describe the importance of preparedness plans and agreements, including emergency operations plans, mutual aid agreements, and mobilization plans. Topic 2: Modular Organization The ICS organization reflects the principle of management by objectives. Every incident is different and the organizational structure of each incident should reflect only what is required to meet and support planned incident objectives. Modular organizational allows the incident management team to expand and contract as the incident changes

48 Objectives The decision to activate an element must be based on projected incident management and support needs. Each activated element must have a person in charge of it. As objectives are achieved or modified, elements no longer needed should be reassigned or demobilized. Modular Organization: Hazardous Material Example These examples are included to illustrate one method of expanding the incident organization: Initial response: Initial response resources are managed by the Incident Commander who will handle all Command and General Staff responsibilities. Reinforced response: This response includes three to fifteen fire and/or law enforcement units. The lead officers from responding agencies have met and established unified command and also a Hazardous Materials Group to manage all activities around the Control Zones and have organized Law Enforcement units into a task force to isolate the operational area. The Incident Commanders have decided to establish a Planning Section, a Staging Area, and a Safety Officer. Multi-Division/Group: The Incident Commanders have activated most Command and General Staff positions and have established a combination of divisions and groups. Multi-Branch: The Incident Commanders have activated all Command and General Staff positions and have established four branches in the Operations Section

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53 Span of Control An important reference for expansion or contraction is span of control. As span of control limits are reached on the high or low end, additional organizational positions should be added to resolve the span of control. If it is clear a particular function is no longer required the unit should be reassigned or demobilized. Applying Modular Organization Many incidents will never require the activation of the entire Command or General staff or all organizational elements within each section. Other incidents will require some or all members of the Command Staff and all sub-elements of each General Staff Section. Remember, many organizational elements may be activated in various sections without activating the Section Chief. Incide nt Com mander Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Administ ration Section Chief Air Op erations Branch Director Suppo rt Branch Air Support Group Supervisor Air Tactical Group Director Food Unit He libase Manager Helicopter Coordin ator

54 Modular Organization Knowledge Review Read each statement and indicate if the statement is true or false. Suggested responses can be found on page 78. True False 1. All activated organizational elements from various sections must have an activated Section Chief. 2. Modular organization is an ICS feature that allows the incident management team to expand and contract as the incident changes. 3. Most incidents require the activation of the entire Command or General staff. Incident Workload Patterns While there are no standard rules for ICS organization expansion and contraction, there are predictable incident workload patterns. Incident Commander Operations Section Chief Planning Section Chief Logistics Logistics Section Section Chief Chief Finance/Administration Section Chief Resource Unit Supply Unit Food Unit Situation Unit Demobilization Unit Documentation Unit Ground Support Unit Facilities Unit Communications Unit Medical Unit Technical Specialist(s) Reasons to Avoid Combining ICS Positions It is important to avoid combining positions. The reason becomes apparent if the incident begins to grow and separation of unit supervision becomes necessary. Also, non-standard titles or hybrid positions may be unrecognizable to assisting or cooperating personnel and will likely cause confusion

55 Topic 3: Complexity Analysis and Incident Types Incident Complexity Incident complexity is that combination of involved factors that affect the control probability of an incident. Incident complexity is considered when making incident management level, staffing and safety decisions. Many factors determine the complexity of an incident, including, but not limited to: Area involved. Threat to life and property. Political sensitivity. Organizational complexity. Jurisdictional boundaries. Values at risk. Weather. Strategy and tactics. Agency policy. Incident Types Incidents are typed based on their complexity

56 Generally during a Type 5 incident: Other than the IC, Command and General Staff functions are not activated. Examples may include a vehicle fire, injured person, or traffic stop. The incident is contained within the first operational period and often within a few hours after resources arrive on scene. The incident is usually managed with one or two single resources from the same agency or jurisdiction, typically with one to six personnel. During a Type 4 incident: Command Staff and General Staff functions are activated only if needed. Several resources are required to mitigate the incident, possibly including a Task Force or Strike Team. The incident is usually limited to one operational period in the control phase. No written Incident Action Plan (IAP) is required but a documented operational briefing will be completed for all incoming resources. The role of the agency administrator includes operational plans including objectives and priorities. Examples may include a multi-alarm structure fire, a multi-vehicle crash with multiple patients, an armed robbery, or a small hazardous materials spill. During a Type 3 incident: Some or all of the Command and General Staff positions may be activated, as well as division/group supervisor and/or unit leader level positions. For expanded and extended incidents, Type 3 Incident Management Team (or equivalent incident command organization) is often activated to manage the incident until containment/control is achieved or until a Type 1 or Type 2 IMT assumes command. A significant number of resources are required to contain/control the incident. Examples may include a tornado touchdown, flood, major hazardous materials release, plane crash, or train derailment. The agency administrator may be responsible for the incident complexity analysis, agency administrator briefings, and a written delegation of authority. The incident will typically involve multiple agencies and/or multiple jurisdictions. Typically during a Type 2 incident: Most or all of the Command and General Staff positions are filled. The incident extends into multiple operational periods. A written action plan is required for each operational period. Many of the functional units are needed and staffed. Operations personnel normally do not exceed 200 per operational period and total incident personnel do not exceed 500 (guidelines only)

57 Divisions are established to geographically define an incident and facilitate work assignments. A qualified division/group supervisor is not required on divisions established for reasons other than span-of-control or other complexity factors. The agency administrator is responsible for the incident complexity analysis, agency administrator briefings, and the written delegation of authority. Typically during a Type 1 incident: All Command and General Staff positions are activated. Operations personnel often exceed 500 per operational period and total personnel will usually exceed Divisions are established requiring division supervisor qualified personnel. Branches need to be established. The agency administrator will have briefings, and ensure that the complexity analysis and delegation of authority are updated. Use of resource advisors at the incident base is recommended. There is a high impact on the local jurisdiction, requiring additional staff for office administrative and support functions. Incident Types Knowledge Review Determine what incident type is being described. Match each incident to the correct description. Place the number of the correct type of incident in the boxes. Type 1, Type 2, Type 3, Type 4, Type 5. Suggested responses can be found on page 79. Most or all of the Command and General Staff positions are filled, and many of the functional units are staffed. Other than the Incident Commander, Command and General Staff positions are not filled, and the incident is contained usually within the first few hours. All Command and General Staff positions are filled and Branches need to be established. Command Staff and General Staff functions are activated only if needed, and the incident is limited to one operational period. Some or all of the Command and General Staff positions may be filled, and a written IAP may be needed. Wildland Fire Situation Analysis (WFSA) The Wildland Fire Situational Analysis (WFSA) is a decision process that employs a systematic and reasonable approach to determine the most appropriate strategy for a particular situation. During this process: Reasonable suppression alternatives are identified, analyzed and evaluated

58 Alternatives are consistent with the expected probability of success and consequences of failure. The agency administrator approves the WFSA and any revisions. Evaluation criteria include anticipated suppression costs, resource impacts, and environmental, social, and political considerations. The evaluation of alternatives must identify the point at which the failure of the alternative is imminent

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61 Completing a Complexity Analysis: Truck Scenario Knowledge Review Based on the truck scenario you just watched you must now complete a complexity analysis. Answer each question by selecting the checkboxes below Yes or No. Suggested responses can be found on page 79. This is a minimum complexity analysis. Any locally developed analysis will address these items as a minimum. The complexity analysis should be reviewed periodically to determine the level of management required. Safety Yes No Exposure of personnel to unusually hazardous conditions Accidents have occurred Multiple aircraft are involved or anticipated Potential for public evacuations Terrain adversely affects tactical capability/limits safety zones Fire fighter performance affected by cumulative fatigue External/Political Factors Potential for numerous damage claims More than one jurisdiction involved Response policy is controversial Sensitive public/media relationships Lack of cohesive organizational structure Threats Structures Cultural values Recreational developments Urban interface (wildland fire) Natural Resources Endangered Species Fire Behavior Current or predicted fire behavior dictates indirect strategy Fuels are extremely dry (90th percentile) Red Flag Warnings presented or predicted Extreme fire behavior exhibited Current or predicted winds above 20 MPH Severe fire weather predicted for next two burning periods

62 Personnel/Equipment 100 or more personnel assigned to incident Variety of special support personnel or equipment Responders unfamiliar with local conditions and accepted tactics Heavy commitment of local resource to logistical support Local initial forces nearly depleted Two operational periods worked with limited success Communication challenges are present Complexity Analysis Rating: 1-3 YES - Current management sufficient. Type 3 organization should be considered 4-6 YES - Complexity level suggests a Type 3 team YES - Complexity level suggests a Type 2 or higher team. Additional analysis may be warranted. Prepared by: Date Time Reviewed by: Date: Time: Reviewed by: Date: Time: Remarks/Decision Rationale Topic 4: Emergency Operations Plans and other Planning Tools Importance of Preparation Preparedness involves establishing authorities and responsibilities for emergency actions and garnering the resources to support them. Preparedness measures should not be improvised or handled on an ad hoc basis. A key element of preparedness is the development of plans that link the many aspects of a jurisdiction's commitment to emergency management. Mobilization Plan A mobilization plan identifies standard procedures, which guide the operations of agency resource deployment activity throughout a coordinated system. The plan is intended to facilitate coordination, ensuring the timeliest and most cost effective incident response and support services available are provided. Emergency Operations Plan (EOP) A jurisdiction's emergency operations plan (EOP) serves several purposes, including:

63 Identifying hazards that could impact the jurisdictions as derived from the hazard analysis. Assigning responsibility to organizations and individuals for specific actions at projected times and places for an emergency that exceeds the capability or routine responsibility of any one agency. Establishing lines of authority and organizational relationship with explanation of how actions will be coordinated. Describing how people and property will be protected in emergencies and disasters. Identifying resources within the jurisdiction, or by agreement with other jurisdictions, for use during response and recovery operations. Identifying steps to address mitigation concerns during response and recovery activities. Mutual-Aid Agreements Mutual-aid agreements are the means for one jurisdiction to provide resources, facilities, services, and other required support to another jurisdiction during an incident. Each jurisdiction should be party to an agreement and authorized officials from each of the participating jurisdictions will collectively approve all agreements. Local. Local agreements would normally include all neighboring or nearby jurisdictions, as well as relevant private-sector and nongovernmental organizations

64 State. States should participate in interstate compacts and look to establish intrastate agreements/mutual-aid agreements that encompass all local jurisdictions. Private. Mutual-aid agreements are also needed with private organizations to facilitate the timely delivery of private assistance at the appropriate jurisdictional level during incidents

65 Mutual-Aid Agreement Contents Preparedness Plans Knowledge Review Read each statement and select the appropriate checkbox to indicate if the statement refers to a mobilization plan, EOP, or mutual-aid agreement. Suggested responses can be found on page Defines roles and responsibilities of individual parties from different jurisdictions. Mobilization Plan EOP Mutual-aid agreement 2. Intended to facilitate coordination among resources preparing for potential deployment for a disaster. 3. Describes how people and property will be protected in emergencies and disasters within a jurisdiction. 4. Is a means for one jurisdiction to provide resources, facilities, services, and other required support to another jurisdiction during an incident

66 5. Establishes lines of authority and organizational relationship during an emergency or disaster. 6. Identifies hazards that could impact the jurisdictions as derived from the hazard analysis. 7. Identifies standard procedures, which guide the operations of agency resource deployment activity throughout a coordinated system. 8. Defines treatment of liability and immunity during a disaster. Topic 5: Organizational Flexibility Summary This unit covered the following topics: Modular organization Types of incidents Complexity analysis Preparedness plans and agreements, including emergency operations plans, mutual aid agreements, and mobilization plans

67 UNIT 6: TRANSFER OF COMMAND Topic 1: Transfer of Command Introduction Transfer of command is the process of switching the responsibility for incident command from one Incident Commander to another Incident Commander. Objectives Unit 6 will help you understand the concept of transfer of command and the reasons why such a transfer might take place. Objective 1: List the essential elements of information involved in the transfer of command. Objective 2: Describe the process of a transfer of command. Topic 2: Reasons and Elements for Transfer of Command Reasons for Transfer of Command Command may be transferred to more qualified or more experienced personnel as the incident complexity increases, or to a less qualified person as the incident complexity decreases. If a transfer of command is to take place, the initial incident commander will remain in charge until the transfer of command is accomplished. More qualified/more experienced personnel Command may be transferred to more qualified or more experienced personnel from the same agency or be transferred to a representative from another agency. In any case, the arrival of a more qualified person does not necessarily mean a change in incident command. Upon arrival a more qualified individual may: - Assume command according to agency guidelines - Maintain command as it is and monitor command activity and effectiveness - Request a more experienced Incident Commander or one from another agency with a higher level of jurisdictional responsibility Change in incident complexity Command may be transferred to a more or less qualified person as the incident complexity increases or decreases. The transfer to other agency personnel might be caused by a change in incident objectives or focus that would bring another jurisdiction (geographic or functional) into the forefront of incident responsibility

68 Transfer of command may take place for other reasons as well, including: - A jurisdiction or agency is legally required to take command. - Changing command makes good sense for effectiveness or efficiency. - The incident complexity changes. - There is a need to relieve personnel assigned to incidents of extended duration. - Personal emergencies or other issues may cause the IC to be demobilized off of the incident. - Agency Administrators direct a change in command. Reasons for Transfer of Command Knowledge Review Select the statement below that is NOT a valid reason to transfer command. Suggested responses can be found on page 81. A more qualified or more experienced person has arrived at the incident scene. A department chief, who is seeking additional publicity and a budget increase for his department, believes this is a means to those ends. A less qualified person is on-site and available for duty as the Incident Commander as the incident complexity begins to decrease. Someone is directed to assume incident command according to current agency/ jurisdictional guidelines. Information Elements for Transfer of Command A transfer of command briefing should always take place. The briefing should include, as a minimum, the following critical information: Situation status Incident objectives and priorities Current organization Resource assignments Resources en route or on order Established incident facilities Incident communications plan Incident prognosis Personal introduction of Command and General Staff members

69 ICS Form Incident Briefing Form One useful tool for incident management is the ICS Form 201, Incident Briefing Form. This document is primarily intended for use by the initial Incident Commander to quickly document actions and situational information while staff is limited and the incident is dynamic. Agencies may have other tools for this purpose. It is vital that a mechanism be in place to ensure that important information does not get lost. It also serves as a permanent record of the initial response to the incident. Information Elements for Transfer of Command Knowledge Review Indicate if each piece of information listed below is an essential element of information that should be included in the transfer of command briefing. Enter a 1 for yes and a 2 for no in each line below. Suggested responses can be found on page 81. Assignment lists Budget reports Current organization Established incident facilities Incident communications plan Incident objectives and priorities Incident prognosis News releases Personnel introduction of Command and General Staff members Resource assignments Resources en route or on order Situation status

70 Topic 3: Transfer of Command Process One of the main features of ICS is a procedure to transfer command with minimal disruption to the incident. This procedure may be used anytime personnel in supervisory positions change. Three key procedures should be followed whenever possible: The transfer should take place face-to-face. The transfer should include a complete briefing. The effective time and date of the transfer is announced to all effected personnel both on and off the incident. Transfer of Command Process Knowledge Review Select the statement below that is NOT a key procedure for the transfer of command process. Suggested responses can be found on page 82. Transfer should be rehearsed between all members of the Incident Command & General Staff. Transfer should take place face-to-face. Transfer should include a complete briefing. The date and time of the transfer should be announced to all effected personnel. Topic 4: Transfer of Command Summary This unit covered the following topics: Reasons for transfer of command. Information elements for transfer of command. Transfer of command process

71 UNIT 7: COURSE SUMMARY Now that you have completed Basic All-Hazards NIMS ICS for Operational First Responders course you should be able to do the following: Unit 1: Leadership and Management Describe chain of command and formal communication relationships Identify common leadership responsibilities Describe span of control and modular development Describe the use of position titles Unit 2: Delegation of Authority and Management by Objectives Describe scope of authority Describe delegation of authority process Describe and explain management by objectives Unit 3: Functional Areas and Positions Identify the ICS tools to manage an incident Demonstrate the function of organizational positions within ICS Demonstrate the use of an ICS Form 201 Unit 4: Briefings Give an operational briefing Describe components of field, staff and section briefings/meetings Unit 5: Organizational Flexibility Explain how the modular organization expands and contracts Given a scenario, complete a complexity analysis Define the five types of incidents Describe the importance of preparedness plans and agreements, including emergency operations plans, mutual aid agreements, and mobilization plans Unit 6: Transfer of Command List the essential elements of information involved in transfer of command Describe the process of a transfer of command

72 SUGGESTED RESPONSES Unit 1 Chain of Command Knowledge Review Unified Command 1. This command feature facilitates management of multijurisdictional incidents. Chain of Command 2. This command feature refers to the line of authority of the incident management organization. Unity of Command 3. This command feature means that every individual has only one designated supervisor. Common Leadership Responsibilities Knowledge Review Make decisions. Take charge. Complete assignments. Actively listen. Motivate. Delegate assignments. Supervise. Establish authority. Communicate. Demonstrate initiative. Leadership Principles and Values Knowledge Review Duty Respect Integrity Set the example. Make sound and timely decisions. Keep your supervisor and subordinates informed. Know yourself and seek improvement. Build the team. Ensure that tasks are understood, supervised, and accomplished. Seek responsibility and accept responsibility for your actions. Develop your subordinates for the future. Employ your subordinates in accordance with their capabilities. Be proficient in your job, both technically and as a leader. Know your subordinates and look out for their well-being

73 Assess Incident Management Knowledge Review In progress Review After Action Review Whiteboard Critique Hotwash Post-Incident Analysis Performance Appraisal Post-Incident Critique Manageable Span of Control Knowledge Review 1. The minimum span of control in ICS is no less than three subordinates to each supervisor. 2. The maximum span of control in ICS is no more than seven subordinates to each supervisor. 3. The optimal span of control in ICS is one supervisor to five subordinates. ICS Position Titles Knowledge Review ICS position titles provide a common standard for all users. ICS position titles provide a chain of command. ICS position titles are useful when requesting qualified personnel. ICS position titles ensure communications are to the right person. ICS position titles provide a common leadership structure. ICS position titles help maintain the span of control in the ICS organization. ICS position titles allow for filling ICS positions with the most qualified individuals. Risk Management Process Knowledge Review Step 1: Situation Awareness 1. Learn the process for communication. Step 5: Evaluate 2. Determine if the team experienced fatigue or stress reaction. Step 2: Hazard Assessment 3. Identify what other safety hazards exist. Step 4: Decision Point 4. Determine if selected tactics are based on expected incident behavior. Step 3: Hazard Control 5. Use of checklist as applicable

74 Unit 2 Scope of Authority Knowledge Review The County Executive can grant you scope of authority. You can give scope of authority to yourself. County Law designates that the Sheriff will have scope of authority for all county-wide incidents. A vote is taken by all County Government Administrators and you are given scope of authority. The Incident Response starts with all agencies working separately. You emerge as a good leader, you are then given scope of authority. County government policy dictates that the Sheriff will have scope of authority for all county-wide incidents. You are the highest ranking law enforcement officer in the county, you are therefore automatically given scope of authority. Delegation of Authority Knowledge Review Incident tasks to be completed in the response Date the incident response is to end Commitments to all other agencies and the public Resources to be used for the incident Funding availability and guidelines The individuals the Incident Commander can use for his Incident Management Team Specific, measurable Incident Objectives Contact list for all Agency Representatives Direction on how to do the job of Incident Commander Writing Incident Objectives Knowledge Review Manage the incident with as little environmental damage as possible. Manage the incident with no damage to the environment at all. Make sure not to enter any areas at the fringe of the mudslide with heavy equipment to avoid damaging grasses. Manage the incident with as little environmental damage as possible by consulting with the resource advisor during the planning process and as appropriate during the application of tactics. Manage the incident with little environmental damage and talk to the resource advisor

75 Unit 3 Resource Kind and Type Knowledge Review Options for Using Resources at an Incident Knowledge Review Request 1: 5 Type 1 engines and crew compliments with a leader This is a request for a: Strike Team Request 2: 1 Type 3 Helicopter, 1 Mountain S&R Team, 1 Emergency Medical Technician This is a request for a: Task Force Request 3: 1 Type 1 fire engine and crew compliment This is a request for a: Single Resource Function of Organizational Positions within ICS Introduction Knowledge Review Operations Information and Intelligence Logistics Finance/Administration Command Planning 1. "Please develop tactical assignments and tasks for next operational period" 2. "Sensitive information - must be hand delivered" 3. "Request for supplies and food service at Jones Rd. Camp" 4. "Request for procurement of 5 large rolls of blue plastic" 5. "Summary of operational period, to Incident Commander" 6. "Request for copy of the Incident Action Plan"

76 Completing the 201: Truck Scenario Step 1: Murkey Incident Step 2: 08/15/2004 Step 3: 0530 Step 5: Step 6:

77 Step 7: Step 8: Unit 4 Briefing Levels Knowledge Review Section-level briefing Staff-level briefing Section-level briefing 1. The Section Chief will share incident-wide direction from the Incident Commander. 2. Supervisors will give briefings to resources assigned to nonoperational and support tasks. 3. A unique briefing in this level is the operational period briefing