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An Official Pennsylvania Government Website. IPP Calendar. Floodplain Management. Other agencies involved, such as the fire department and emergency medical services, began operating near the new ICP location and Incident Commander. The police department continued to operate from the school. Formal communications follow the lines of authority.
However, in informal communication, information concerning the incident or event can be passed horizontally or vertically within the organization without restriction. Receiving and giving work assignments.
Requesting support or additional resources. Reporting progress of assigned tasks. Informal communication relationships are those situations requiring exchange of incident or event information only and do not involve tasking work assignments or requests for support or additional resources. The Communications Unit Leader may directly contact the Resources Unit Leader to determine the number of persons requiring communications devices.
The Cost Unit Leader may directly discuss and share information on alternative strategies with the Planning Section Chief. Activity Purpose: To practice identifying communication strategies to avoid problems during incident operations. Read the case study in your Student Manual. Identify strategies to address the communications problem. List the strategies on chart paper. Radio communications among emergency responders quickly became overloaded.
These communication problems persisted throughout rescue operations. There was a need to record the identification number and location of each piece of equipment on the Pentagon grounds.
Radio communications could not be employed to perform this task. Identify a highly effective incident leader you have known or know about. List the main leadership qualities that such an individual must possess. State how these qualities relate to leadership in incident response. Be prepared to present your findings to the class in 5 minutes. Leadership means providing purpose, direction, and motivation for responders working to accomplish difficult tasks under dangerous, stressful circumstances.
The safety of all personnel involved in an incident or a planned event is the first duty of ICS leadership. Ensuring safe work practices is the top priority within the ICS common leadership responsibilities. Demonstrating initiative requires the ability to make sound, timely decisions during an incident or event.
Effective decisionmaking can avert tragedy and help the community recover from the event more quickly. Conversely, poor decisionmaking or the absence of decisions potentially can result in injury or death to victims or responders. But the repercussions dont stop there.
Poor decisions in the early stages of an incident can make the responders job more difficult and more dangerous. In addition, they can give rise to much more critical or complex decisions. Leaders should know, understand, and practice the leadership principles. Leaders need to recognize the relationship between these principles and the leadership values.
Duty is how you value your job. Duty begins with everything required of you by law and policy, but it is much more than simply fulfilling requirements. A leader commits to excellence in all aspects of his or her professional responsibility.
Be proficient in your job, both technically and as a leader. Make sound and timely decisions. Economic concerns. Environmental concerns. Political concerns. Progress of work assignments. Problems completing tasks. Ensure that tasks are understood.
Do not become excessively involved with tactics. Focus on whether or not the strategies are accomplishing the objective. Develop your subordinates for the future. Know your subordinates and look out for their well-being. The workers who follow you are your greatest resource. Not all of your workers will succeed equally, but they all deserve respect. Keep your subordinates and supervisor informed. Provide accurate and timely briefings and give the reason intent for assignments and tasks.
Build the team. Conduct frequent briefings and debriefings with the team to monitor progress and identify lessons learned. Consider team experience, fatigue, and physical limitations when accepting assignments. List leadership actions that can damage and build respect. Record your answers on paper in two columns, one labeled Builds Respect and the other labeled Damages Respect.
Integrity is how you value yourself. You must be in charge of yourself, before you can be in charge of others. Leaders with integrity separate what is right from what is wrong and act according to what they know is right, even at personal cost.
Integrity means knowing yourself and seeking improvement. Integrity means seeking responsibility and accepting responsibility for your actions. One common responsibility of all members of the ICS organization is communication. Key points:. The most effective form of communication is face-to-face.
Obviously, this is not always possible. Regardless of the means of communication required by the incident, all responders have five communication responsibilities to perform:.
All leaders have the responsibility to provide complete briefings that include clearly stated incident objectives. The following elements should be included in all briefings:.
Assessments should be conducted after a major activity in order to allow employees and leaders to discover what happened and why. According to NIMS, Corrective action plans are designed to implement procedures that are based on lessons learned from actual incidents or from training and exercises.
Mitigation plans describe activities that can be taken prior to, during, or after an incident to reduce or eliminate risks to persons or property or to lessen the actual or potential effects or consequences of an incident. ICS establishes common terminology that allows diverse incident management and support entities to work together. Major functions and functional units with incident management responsibilities are named and defined. Terminology for the organizational elements involved is standard and consistent.
Organizational Functions. Major functions and functional units with domestic incident management responsibilities are named and defined. Incident Facilities. Common terminology is used to designate the facilities in the vicinity of the incident area that will be used in the course of incident management activities. Resource Descriptions. Major resourcesincluding personnel, facilities, and major equipment and supply itemsused to support incident management activities are given common names and are typed with respect to their capabilities, to help avoid confusion and to enhance interoperability.
Position Titles. At each level within the ICS organization, individuals with primary responsibility have distinct titles. Titles provide a common standard for all users, and also make it easier to fill ICS positions with qualified personnel. Is typically structured to facilitate activities in five major functional areas: command, operations, planning, logistics, and finance and administration. Is adaptable to any emergency or incident to which domestic incident management agencies would be expected to respond.
Has a scalable organizational structure that is based on the size and complexity of the incident. However, this flexibility does NOT allow for the modification of the standard, common language used to refer to organizational components or positions. Within the Operations Section there are two Branches. Subordinate to the Branches are Divisions and Groups. Which Section is responsible for all support requirements needed to facilitate effective and efficient incident management, including ordering resources from off-incident locations?
Who handles media and public inquiries, emergency public information and warnings, rumor monitoring and response, and media monitoring, and coordinates the dissemination of information in an accurate and timely manner?
Which Section collects, evaluates, and disseminates incident situation information and intelligence? Who is responsible for monitoring incident operations and advising the Incident Commander on all matters relating to operational safety, including the health and safety of emergency responder personnel?
Span of control is key to effective and efficient incident management. Maintaining an effective span of control is important because safety and accountability are a priority. If a supervisor has fewer than three people reporting, or more than seven, some adjustment to the organization should be considered. Monitoring the span of control in the ICS organization is a major responsibility of the Incident Commander. The type and complexity of incident, nature of the task, distances between personnel and resources, and hazards and safety factors all influence span-of-control considerations.
Provide examples from personal experience of incidents that would use a span of control of three or four subordinates to a supervisor.
The ICS organization adheres to a form follows function philosophy. The size of the current organization and that of the next operational period is determined through the incident action planning process. Because ICS is a modular concept, managing span of control is accomplished by organizing resources into Teams, Divisions, Groups, Branches, or Sections when the supervisor-to- subordinate ratio exceeds seven, or by reorganizing or demobilizing Sections, Branches, Divisions, Groups, or Teams when the ratio falls below three or the incident objectives have been met.
The initial response to most domestic incidents is typically handled by local dispatch centers, emergency responders within a single jurisdiction, and direct supporters of emergency responders.
Most responses need go no further. Incident Commander and other Command Staff. Single Resources. An individual piece of equipment and its personnel complement, or an established crew or team of individuals with an identified work supervisor that can be used on an incident.
Incidents that begin with single resources may rapidly expand requiring significant additional resources and operational support. At each level within the ICS organization, individuals with primary responsibility positions have distinct titles.
Using specific ICS position titles serves these important purposes:. Provides a common standard. Ensures qualified individuals fill positions. Ensures that requested personnel are qualified.
Standardizes communication. Describes the responsibilities of the position. Activity Purpose: To give you practice at maintaining span of control by adjusting the ICS organization structure as an expanding scenario incident unfolds.
Review the scenario on the next page. Using an organization chart format, identify the supervisory structures Divisions, Branches, Groups, Strike Teams, or Task Forces that you would use to ensure a proper span of control for the resources currently on the scene. For each organizational element, indicate the title of its supervisor. Be prepared to present your organizational charts to the class in 15 minutes.
A swim meet is being held at the Main Street pool with 30 team members and 50 observers. During a race, a sudden electrical storm sends a lightning bolt into a flagpole near the pool and the charge arcs to the water. The pool is instantly electrified, sending guards and parents into the pool to rescue the children.
The primary objectives are saving lives and ensuring safety. 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 3. Describe the delegation of authority process. Describe scope of authority.
Define management by objectives. Explain the importance of preparedness plans and agreements. The Delegation of Authority and Management by Objectives unit introduces you to the delegation of authority process, implementing authorities, management by objectives, and preparedness plans and objectives.
Authority is a right or obligation to act on behalf of a department, agency, or jurisdiction. In most jurisdictions, the responsibility for the protection of the citizens rests with the chief elected official.
Elected officials have the authority to make decisions, commit resources, obligate funds, and command the resources necessary to protect the population, stop the spread of damage, and protect the environment.
In private industry, this same responsibility and authority rests with the chief executive officer. Within your jurisdiction or agency, who has the authority for protecting citizens and responding to incidents?
The process of granting authority to carry out specific functions is called the delegation of authority. Delegation of authority:. Grants authority to carry out specific functions. Is issued by the chief elected official, chief executive officer, or agency administrator in writing or verbally. Allows the Incident Commander to assume command. Does NOT relieve the granting authority of the ultimate responsibility for the incident. Ideally, this authority will be granted in writing. Whether it is granted in writing or verbally, the authorities granted remain with the Incident Commander until such time as the incident is terminated, or a relief shift Incident Commander is appointed, or the Incident Commander is relieved of his or her duties for just cause.
When the incident is outside the Incident Commanders jurisdiction. When the incident scope is complex or beyond existing authorities. When required by law or procedures. A delegation of authority may not be required if the Incident Commander is acting within his or her existing authorities.
For example:. An emergency manager may already have the authority to deploy response resources to a small flash flood. A fire chief probably has the authority as part of the job description to serve as an Incident Commander at a structure fire. When would an Incident Commander in your jurisdiction or agency need a delegation of authority?
Legal authorities and restrictions. Financial authorities and restrictions. Reporting requirements. Demographic issues. Political implications. Agency or jurisdictional priorities. Plan for public information management. Process for communications. Plan for ongoing incident evaluation. The delegation should also specify when the incident will be achieved prior to a transfer of command or release.
The final responsibility for the resolution of the incident remains with the chief elected official, chief executive officer, or agency administrator. It is imperative then that the chief elected official, chief executive officer, or agency administrator remain an active participant, supporter, supervisor, and evaluator of the Incident Commander. How do you ensure that the delegating authority remains an active part of the incident response?
Activity Purpose: To identify and reinforce ways that incident management personnel can keep their agency executives involved and informed during an incident. Identify the steps you would take to keep the agency executives involved in this incident.
List the steps on chart paper. The Beltway sniper case was one of the most infamous crimes in recent law enforcement, instilling fear in thousands of people. According to the after-action report, communication was clearly the most compelling concern in the sniper case. Investigations of this kind succeed or fail based on executives ability to effectively manage and communicate information in a timely manner. Incident Commanders must balance the incident needs with the obligations of local executives to be responsive to their citizens.
In the words of one police chief, You cannot expect leaders to stop leading. Within his or her scope of authority, the Incident Commander establishes incident objectives, then determines strategies, resources, and ICS structure. The Incident Commander must also have the authority to establish an ICS structure adequate to protect the safety of responders and citizens, to control the spread of damage, and to protect the environment.
ICS is managed by objectives. Objectives are communicated throughout the entire ICS organization through the incident planning process. Establishing overarching objectives. Developing and issuing assignments, plans, procedures, and protocols. Establishing specific, measurable objectives for various incident management functional activities. Directing efforts to attain them, in support of defined strategic objectives.
Documenting results to measure performance and facilitate corrective action. The Incident Commander must have a firm grasp of the policies and direction of his or her agency or jurisdiction.
Laws, regulations, and policies of that agency or jurisdiction will govern the Incident Commanders scope of authority to act and, therefore, the objectives established. Note that the ICS course presents more training in setting objectives and the planning process cycle. Nature and magnitude of the incident. Hazards and safety concerns: o Hazards facing response personnel and the public o Evacuation and warnings o Injuries and casualties o Need to secure and isolate the area Initial priorities and immediate resource requirements.
Entrance and exit routes for responders. Incident objectives must describe what must be accomplished and provide substantive direction for work at the incident. Specific Is the wording precise and unambiguous? Measurable How will achievements be measured? Action Oriented Is an action verb used to describe expected accomplishments? Realistic Is the outcome achievable with given available resources? Time Sensitive What is the timeframe if applicable?
Read the following scenario in your Student Manual. Next, review the sample incident objectives 3. Determine what other incident objectives you would add for this incident.
List the objectives on chart paper and select a spokesperson. Be prepared to present your additional objectives to the class in 5 minutes. Scenario: At noon a sudden, severe windstorm strikes the city, uprooting trees, and trapping several commuters in their vehicles. Power is out to half of the city.
Traffic is gridlocked. The storm has passed as quickly as it began. Sample Incident Objectives: Identify life-safety priorities and initial resource needs for the first 2 hours by Begin rescue operations before Incident objectives, strategies, and tactics are three fundamental pieces of a successful incident response.
Incident objectives state what will be accomplished. Strategies establish the general plan or direction for accomplishing the incident objectives. Tactics specify how the strategies will be executed. The Incident Commander is responsible for establishing goals and selecting strategies. The Operations Section, if it is established, is responsible for determining appropriate tactics for an incident.
What must be done. Who is responsible. How information will be communicated. What should be done if someone is injured. The operational period is the period of time scheduled for execution of a given set of tactical actions as specified in the IAP.
The Incident Commander, as well as the Command and General Staffs, should have a working knowledge of jurisdictional and agency preparedness plans and agreements. Standard operating guidelines SOGs. Standard operating procedures SOPs. Jurisdictional or agency policies. EOPs are developed at the Federal, State, and local levels to provide a uniform response to all hazards that a community may face.
According to HSPD This system will provide a consistent nationwide approach for Federal, State, tribal, and local governments to work effectively and efficiently together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. To provide for interoperability and compatibility among Federal, State, tribal, and local capabilities, the NIMS will include a core set of concepts, principles, terminology, and technologies covering the incident command system; multiagency coordination systems; unified command; training; identification and management of resources including systems for classifying types of resources ; qualifications and certification; and the collection, tracking, and reporting of incident information and incident resources.
Mutual aid agreements and assistance agreements are agreements between agencies, organizations, and jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services.
Note: The United States has a trust relationship with Indian tribes and recognizes their right to self-government. As such, tribal governments are responsible for coordinating resources to address actual or potential incidents.
When local resources are not adequate, tribal leaders seek assistance from States or the Federal Government. For certain types of Federal assistance, tribal governments work with the State, but as sovereign entities they can elect to deal directly with the Federal Government for other types of assistance.
In order to obtain Federal assistance via the Stafford Act, a State Governor must request a Presidential declaration on behalf of a tribe. Mutual aid is the voluntary provision of resources by agencies or organizations to assist each other when existing resources are inadequate. When combined with NIMS-oriented resource management, mutual aid allows jurisdictions to share resources among mutual aid partners. Local jurisdictions participate in mutual aid through agreements with neighboring jurisdictions.
Federal agencies offer mutual aid to each other and to States, tribes, and territories under the National Planning Frameworks. Hazards and risks in the area. Resources in the area. Other formal agreements and plans.
Contact information for agency administrators and response personnel. Other pertinent information. What preparedness plans, agreements, and standard operating procedures must you follow in responding to incidents?
Activity Purpose: To give you practice in working with a team to develop incident objectives for a scenario. Review the scenario, scenario map, and resource list in your Student Manuals.
Develop incident objectives for the next 12 hours. Next, identify your general strategy for accomplishing these objectives. Select a spokesperson and be prepared to present your work in 30 minutes.
Your Incident Management Team has been asked to assist Emerald City in its preparations for a response to a possible flood situation in the northwest quadrant of the city. National Weather Service NWS reports indicate that it has been raining heavily for the past 7 days, averaging 1.
The Rapid River, which runs north and south through Emerald City, is experiencing slow-rise flooding. The flooding is being aggravated by debris catching on the low bridge downstream from lower Lake Emerald. The bridge is located on 10th St. Located upstream from the bridge is the Lake Emerald Independent Living Complex, which includes independent living apartments to the south, two buildings of assisted living units, and one skilled nursing facility. These are located to the east of the bridge.
To the west are the Gordon Elementary School and the water treatment plant. Just to the north and east of Lake Emerald is the Industrial Park. It is hours, and the NWS has just informed the County Emergency Management Office that the flooding is expected to crest at today.
It is expected that this flood crest will cause flooding as indicated on the projected floodplain map. Residents in the area north of the 10th St. Basement flooding at least to the first-floor level is anticipated. This evacuation area extends north to 19th St. County Emergency Management is in contact with business owners in the Industrial Park to determine if any of their stored chemicals will be affected by the flooding, causing possible contamination downstream.
In addition, the County Emergency Management Office has been receiving calls from residents in the rural area to the northwest of the city with concerns about the floodwaters approaching their wells. Current pattern continues through midnight, then partial clearing. Highs in the mid 40s, lows in the high 30s. Expected precipitation next 24 hours is 0. Winds from the west mph. American Red Cross ARC : o 3 full-time staff o Approximately 45 trained volunteers o 1 Emergency Response Vehicle Mutual Aid: o State ARC resources o Salvation Army o Mennonites Shelters: o Lawrence Senior High School o Lafayette Middle School o Gordon Elementary School Fire and EMS: The following resources are within close proximity and available for response: o 3 engine companies 4 personnel each o 1 truck company 4 personnel each o 3 basic life support ambulances 2 EMTs o 1 advanced life support ambulance 2 paramedics o 1 Mobile Command Vehicle Law Enforcement: o Units within close proximity: 1 sergeant, 3 officers o Other responding units: 1 captain, 2 lieutenants, 3 sergeants, 8 officers, mobile command post 6 officers remain in service elsewhere in the city o County Sheriffs Office: 1 lieutenant, 2 sergeants, 6 deputies o State Troopers: 2 sergeants, 8 troopers o 1 Tactical Mobile Command Vehicle.
Department of Public Works: o Emerald City 6 dump trucks 2 road graders 4 front loaders 2 backhoes 6 pickup trucks o Available mutual aid 20 dump trucks 6 road graders 6 front loaders 8 backhoes 22 pickup trucks.
Describe the delegation of authority process? Describe scope of authority? Define management by objectives? Explain the importance of preparedness plans and agreements? Unit 4. Identify the ICS tools needed to manage an incident. This unit presents information that is similar to materials covered in the ICS course. The discussion of the positions will be more detailed than the coverage in the ICS course.
Has overall incident management responsibility delegated by the appropriate jurisdictional authority. Develops the incident objectives to guide the incident planning process. Approves the Incident Action Plan and all requests pertaining to the ordering and releasing of incident resources. In some situations or agencies, a lower ranking but more qualified person may be designated as the Incident Commander. The Incident Commander may have one or more Deputies. Deputies may be assigned at the Incident Command, Section, or Branch levels.
The only ICS requirement regarding the use of a Deputy is that the Deputy must be fully qualified and equally capable to assume the position. Perform specific tasks as requested by the Incident Commander. Perform the incident command function in a relief capacity e. In this case, the Deputy will assume the primary role.
Represent an assisting agency that may share jurisdiction or have jurisdiction in the future. The Command Staff is only activated in response to the needs of the incident. The Command Staff includes the following positions:. In a large or complex incident, Command Staff members may need one or more Assistants to help manage their workloads.
Each Command Staff member is responsible for organizing his or her Assistants for maximum efficiency. Assistants are subordinates of principal Command Staff positions. As the title indicates, Assistants should have a level of technical capability, qualifications, and responsibility subordinate to the primary positions.
An agency or jurisdiction will often send resources to assist at an incident. In ICS these are called assisting agencies. An assisting agency is defined as an agency or organization providing personnel, services, or other resources to the agency with direct responsibility for incident management.
A cooperating agency is an agency supplying assistance other than direct operational or support functions or resources to the incident management effort. An assisting agency has direct responsibility for incident response, whereas a cooperating agency is simply offering assistance. An Agency Representative is an individual assigned to an incident from an assisting or cooperating agency.
The Agency Representative is delegated authority to make decisions on matters affecting that agencys participation at the incident. An incident may start small and then expand.
As the incident grows in scope and the number of resources needed increases, there may be a need to activate Teams, Divisions, Groups, Branches, or Sections to maintain an appropriate span of control.
The ability to delegate the supervision of resources not only frees up the Incident Commander to perform critical decisionmaking and evaluation duties, but also clearly defines the lines of communication to everyone involved in the incident. Next, youll review the major organizational elements that may be activated during an expanding incident.
The Operations Section is responsible for all activities focused on reducing the immediate hazard, saving lives and property, establishing situational control, and restoring normal operations. Directs and coordinates all incident tactical operations.
Is typically one of the first organizations to be assigned to the incident. Expands from the bottom up. Has the most incident resources. May have Staging Areas and special organizations. Is responsible to the Incident Commander for the direct management of all incident-related operational activities.
Establishes tactical objectives for each operational period. Has direct involvement in the preparation of the Incident Action Plan. The Operations Section Chief may have one or more Deputies assigned. The assignment of Deputies from other agencies may be advantageous in the case of multijurisdictional incidents.
All resources in the Staging Area are assigned and ready for deployment. Divisions are established to divide an incident into physical or geographical areas of operation. For example, a Damage Assessment Task Force, reporting to the Infrastructure Group Leader, could work across divisions established to manage two distinct areas of the building that had been damaged the west side of the building West Division and the north side North Division.
Branches may be used to serve several purposes, and may be functional or geographic in nature. In general, Branches are established when the number of Divisions or Groups exceeds the recommended span of control of one supervisor to three to seven subordinates for the Operations Section Chief.
Branches are managed by a Branch Director. Branch Directors may have deputy positions as required. In multiagency incidents, the use of Deputy Branch Directors from assisting agencies can be of great benefit to ensure and enhance interagency coordination.
Some incidents may require the use of aviation resources to provide tactical or logistical support. On smaller incidents, aviation resources will be limited in number and will report directly to the Incident Commander or to the Operations Section Chief. On larger incidents, it may be desirable to activate a separate Air Operations organization to coordinate the use of aviation resources.
The Air Operations organization will then be established at the Branch level, reporting directly to the Operations Section Chief. The Air Operations Branch Director can establish two functional groups. The Air Tactical Group coordinates all airborne activity. The Air Support Group provides all incident ground- based support to aviation resources. Maintaining resource status. Maintaining and displaying situation status. Developing alternative strategies Providing documentation services.
Preparing the Demobilization Plan. Providing a primary location for technical specialists assigned to an incident. The Planning Section is typically responsible for gathering and disseminating information and intelligence critical to the incident, unless the Incident Commander places this function elsewhere. One of the most important functions of the Planning Section is to look beyond the current and next operational period and anticipate potential problems or events. The Planning Section Chief may have a Deputy.
Technical Specialists:. Are advisors with special skills required at the incident. Will initially report to the Planning Section, work within that Section, or be reassigned to another part of the organization. Can be in any discipline required e.
Early recognition of the need for a Logistics Section can reduce time and money spent on an incident. The Logistics Section is responsible for all support requirements, including:.
Medical support to incident personnel. Food for incident personnel. Supplies, facilities, and ground support.
It is important to remember that Logistics Unit functions, except for the Supply Unit, are geared to supporting personnel and resources directly assigned to the incident. The Communications Unit is responsible for developing plans for the effective use of incident communications equipment and facilities, installation and testing of communications equipment, supervision of the Incident Communications Center, distribution of communications equipment to incident personnel, and maintenance and repair of communications equipment.
The Medical Unit is responsible for the development of the Medical Plan, obtaining medical aid and transportation for injured and ill incident personnel, and preparation of reports and records. The Food Unit is responsible for supplying the food needs for the entire incident, including all remote locations e.
The Supply Unit is responsible for ordering personnel, equipment, and supplies; receiving and storing all supplies for the incident; maintaining an inventory of supplies; and servicing nonexpendable supplies and equipment. The Facilities Unit is responsible for the layout and support of incident facilities e.
The Facilities Unit Leader provides sleeping and sanitation facilities for incident personnel and manages Base and Camp operations. Each facility Base, Camp is assigned a manager who reports to the Facilities Unit Leader and is responsible for managing the operation of the facility.
The basic functions or activities of the Base and Camp Managers are to provide security service and general maintenance. The Ground Support Unit is responsible for supporting out-of-service resources; transporting personnel, supplies, food, and equipment; fueling, service, maintenance, and repair of vehicles and other ground support equipment; and implementing the Traffic Plan for the incident.
Is established when incident management activities require finance and other administrative support services. Handles claims related to property damage, injuries, or fatalities at the incident.
If only one specific function is needed e. ICS forms. Position description and responsibilities. Emergency Operations Plan. Agency policies and procedures manual. The basic information includes:. Incident situation map, significant events. Incident objectives. Summary of current actions. Status of resources assigned or ordered for the incident or event.
Items 1 through 3 Identification Information. Item 4 Map Sketch. Chart Cpt. Jerry Johnson. Dave Hanson Lt. Tony Silva. Craig Walker Sgt. Mike Ferrar. A Group Sgt. Nelson Officer Sandy Smith Sgt. Allen Franklin. Incident Commander Cpt. Summary of Current Actions Status: Houses inside the outer perimeter have been evacuated, and neighbors interviewed.
Outer perimeter secured. SWAT Group developing tactical plan. Ambulance and paramedics in staging. Dispatch updated. Lifeflight placed on standby. Negotiation Group is interviewing a friend of the girlfriend hostage and awaiting arrival of subjects parents. Contact has not been established with the subject.
Power and gas companies have been notified; representatives are en route. Objectives, and Current 2 Secure outer perimeter from foot and vehicular traffic by Marsha Anderson a friend of the girl has told hostage negotiators that the reason for the breakup was that he was physically abusive to her. Andrea had gone to his parents house, where he lives with his mother and father, to retrieve some of her belongings.
No one else was home. Once inside, he took her hostage. She managed to call on her cell phone and reported that he had lots of guns and bomb stuff and was threatening to kill himself and her. The call was broken off, and police have been unable to establish contact with her. Williams has no prior police record. Base this list on the anticipated needs and incident objectives. In column 2, identify the resources by position, training level, or type. In column 3, indicate if the resource is on scene or the time it should arrive.
In column 4, indicate the location where the resource is or will be assigned. Choose a spokesperson to present your completed ICS Form Be prepared to present your work in 30 minutes. See map for projected inundation zone and impacted facilities. Provide safety information and gear to personnel before they begin work assignments. Establish and publish schedule for press conferences by Evacuate vulnerable populations and areas of the city that may be cut off by floodwaters by today.
Develop strategy to protect buildings and infrastructure from floodwaters by today. Divisions A, B, C assigned to alert and warning in projected inundation zone; estimate completion by Nursing Home and Lake Emerald Independent Living notified to implement evacuation plans not later than Lake Emerald confirms adequate transportation.
City Water Authority notified to protect water treatment plant by PIO has prepared public service announcement, awaiting approval by City Manager; press conference scheduled for at City Hall. Emerald City EOC in the process of being activated. County EOC in the process of being activated. Emerald City Hospital notified and prepared to receive Nursing Home evacuees by Edison Electric, Commonwealth Gas Co.
Current weather pattern continues through midnight, then partial clearing. Expected precipitation next 24 hours 0. Avoid skin contact with floodwaters. Drive with lights on. Watch for downed power lines in flood vicinity. Monitor City radio frequency F2 for safety updates. Summary of Current Actions Status: See map for projected inundation zone and impacted facilities.
Initial Incident Objectives: Provide safety information and gear to personnel before they begin work assignments. Weather: Current weather pattern continues through midnight, then partial clearing. Safety Message: Avoid skin contact with floodwaters.
Dave Gordon. Cheryl Martin Lt. Jack Dominguez. Jim Hanson Sgt. Carol Baker. Mike Sgt. Fred Sgt. Bill Wu. Initial Incident Objectives: 1. Ensure safety of responders and public in impact area. Ensure effective public information. Evacuate vulnerable populations and areas of the city that may be cut off by floodwaters. Protect buildings and infrastructure from floodwaters. Identify the ICS tools needed to manage an incident?
Unit 5. Plan to give an operational period briefing. The purpose of this unit is to familiarize you with different types of briefings and meetings. The activity at the end of the unit will provide an opportunity to practice presenting an effective operational briefing.
An essential element of good supervision and incident management. Intended to pass along vital information required in the completion of incident response actions.
Typically, these briefings are concise and do not include long discussions or complex decisionmaking. Rather, they allow incident managers and supervisors to communicate specific information and expectations for the upcoming work period and to answer questions. Staff-level briefings are delivered to resources assigned to nonoperational and support tasks at the Incident Command Post or Base. Section-level briefings are delivered to an entire Section and include the operational period briefing.
Briefing Type Description Staff-Level Briefing This level typically involves resources assigned to nonoperational and support tasks that are commonly performed at the Incident Base or Command Post.
These briefings will be delivered to individual staff members or full units within a Section. These briefings occur at the beginning of the assignment to the incident and as necessary during the assignment. The supervisor attempts to clarify tasks and scope of the work as well as define reporting schedule, subordinate responsibilities and delegated authority, and the supervisors expectations. The supervisor will also introduce coworkers and define actual workspace, sources of work supplies, and work schedule.
These briefings will be delivered to individual subordinates, full crews, or multiple crews such as Strike Teams or Task Forces and will occur at the beginning of an operational shift. The location will usually be near the work site or just prior to mobilization to the field. The supervisor attempts to focus the subordinates on their specific tasks and helps define work area, reporting relationships, and expectations.
These briefings occur at the beginning of the assignment to the incident and after the arrival of Section supervisory staff. The Section Chief may schedule periodic briefings at specific times once per day or when necessary. A unique briefing in this category is the operational period briefing also called a shift briefing. Here, the Operations Section Chief presents the plan for all operational elements for the specific operational period. This specific briefing is done at the beginning of each operation shift and prior to the operational resources being deployed to the area of work.
Often, a field-level briefing will take place subsequent to the completion of the operational period briefing. During any Section-level briefing, the supervisor attempts to share incident- wide direction from the Incident Commander, how the direction impacts the Section staff, and specific ways the Section will support the Incident Commanders direction. The supervisor will establish Section staffing requirements, Section work tasks, Section-wide scheduling rules, and overall timelines for meetings and completion of work products.
Activity Purpose: To give you practice at sifting out the appropriate details when preparing for an incident briefing, so that only information that it pertinent to the audience is covered in the briefing. Each group will be assigned one type of briefing staff, field, section. For the assigned type of briefing, list the specific types of information that you think should be in briefings. You may want to refer to the two previous visuals. Choose a spokesperson to present your findings to the class.
Be ready to present your list in 10 minutes. Is conducted at the beginning of each operational period. Presents the Incident Action Plan for the upcoming period to supervisory personnel within the Operations Section. Should be concise. In addition to the Operations Section Chief, at the operational period briefing the other members of the Command and General Staffs as well as specific support elements i. The operational period briefing is facilitated by the Planning Section Chief and follows a set agenda.
A typical briefing includes the following:. The Incident Commander presents incident objectives or confirms existing objectives. Note: Objectives may be presented by the Planning Section Chief.
The on-coming Operations Section Chief covers the work assignments and staffing of Divisions and Groups for the upcoming operational period. Technical Specialists present updates on conditions affecting the response e. The Incident Commander reiterates his or her operational concerns and directs resources to deploy.
The Planning Section Chief announces the next planning meeting and operational period briefing, then adjourns the meeting. Instructions: Working in your team: 1. Prepare an operational period briefing using the information from the Emerald City Flood scenario begun in the previous units.
Be prepared to present your briefing in 20 minutes.
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