IS-0200.c Basic Incident Command System for Initial Response, ICS 200
A delegation of authority is needed:
If the incident is outside the Incident Commander's jurisdiction When the incident scope is complex or beyond existing authorities If required by law or procedures
initial Response: Conduct a Size-Up
Nature and magnitude of the incident Hazards and safety concerns Hazards facing response personnel and the public Evacuation and warnings Injuries and casualties Need to secure and isolate the area Initial priorities and immediate resource requirements Location of Incident Command Post and Staging Area Entrance and exit routes for responders
When an incident expands
Only the functions and positions necessary are filled.
The three primary reasons to designate a Deputy Incident Commander are to:
Perform specific tasks as requested by the Incident Commander. Perform the incident command function in a relief capacity (e.g., to take over for the next operational period). In this case, the Deputy will assume the primary role. Represent an Assisting Agency that may share jurisdiction or have jurisdiction in the future.
types of incidents
Type 5: Local Village and Township Level Type 4: City, County, or Fire District Level Type 3: State, Territory, Tribal, or Metropolitan Area Level Type 2: National and State Level Type 1: National and State Level (Type 1 Incident)
Which NIMS Management Characteristic helps to eliminate confusion caused by multiple, conflicting directives?
chain of command unity of command
Which major NIMS Component describes systems and methods that help to ensure that incident personnel and other decision makers have the means and information they need to make and communicate decisions?
communications and information management
Predicting the resource needs of an incident to determine the appropriate management structure is referred to as (a):
complexity analysis
Which factor does not impact the complexity of an incident?
cost considerations of responding agencies
An Incident Commander's scope of authority is derived from existing laws, agency policies, and/or ______.
delegation of authority
Presidential Policy Directive 8 (PPD-8), National Preparedness
describes the Nation's approach to preparedness-one that involves the whole community, including individuals, businesses, community- and faith-based organizations, schools, tribes, and all levels of government (Federal, State, local, tribal and territorial).
HSPD-8, National Preparedness
directed DHS to lead a national initiative to develop a National Preparedness System—a common, unified approach to "strengthen the preparedness of the United States to prevent and respond to threatened or actual domestic terrorist attacks, major disasters, and other emergencies."
Which of these is NOT a tool that you would need at the incident?
exercise plan
A Task Force Leader is meeting with team members at a work site to discuss tactics and safety issues.
field level briefing
Which type of briefing is delivered to individual resources or crews who are assigned to operational tasks and/or work at or near the incident site?
field-level briefing
HSPD-5, Management of Domestic Incidents
identified steps for improved coordination in response to incidents. It required the Department of Homeland Security (DHS) to coordinate with other Federal departments and agencies and State, local, and tribal governments to establish a National Response Framework (NRF) and a National Incident Management System (NIMS).
Which Command Staff member approves the Incident Action Plan and all requests pertaining to the ordering and releasing of incident resources?
incident commander
Which statement below correctly describes how to manage span of control using the modular concept?
span of control is accomplished by organizing resources into teams, divisions, groups, branches, or sections.
Which of the following would NOT typically be included in the transfer of command briefing?
special requests from agency representatives
A supervisor within the Logistics Section is meeting with personnel to clarify tasks and scope of the work as well as define the reporting schedule, subordinate responsibilities and delegated authority, and the supervisor's expectations.
staff level briefing
Which ICS Supervisory Position title is used at the Division/Group organizational level?
supervisor
When command is transferred, then all personnel involved in the incident should be told:
the effective time and date of the transfer
Who generally facilitates the Operational Period Brief?
the planning section chief
Which statement accurately describes one reason a delegation of authority may be needed?
when the incident scope is complex or beyond existing authorities
Management by objectives includes:
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.
Assessment is an important leadership responsibility and is conducted after a major activity in order to allow employees and leaders to discover what happened and why. Assessment methods include:
Corrective action report/After-Action Review (AAR) Debriefing Post-incident critique Mitigation plans
The Operations Section:
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
The Incident Commander, as well as the Command and General Staffs, should have a working knowledge of jurisdictional and agency preparedness plans and agreements. Preparedness plans may take many forms. The most common preparedness plans are:
Federal, State, or local Emergency Operations Plans (EOPs) Standard operating guidelines (SOGs) - a standard indication or outline of policy Standard operating procedures (SOPs) - a set of step-by-step instructions compiled by an organization to help workers carry out complex operations Jurisdictional or agency policies
Throughout the incident, objectives are established based on the following priorities:
First Priority: Life Safety Second Priority: Incident Stabilization Third Priority: Property Preservation
The Operations Section Chief:
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.
The Planning Section has responsibility for:
Maintaining resource status Maintaining and displaying situation status Preparing the Incident Action Plan (IAP) Developing alternative strategies Providing documentation services Preparing the Demobilization Plan Providing a primary location for Technical Specialists assigned to an incident
The major responsibilities of Planning Units are:
Resources Unit: Responsible for all check-in activity and for maintaining the status on all personnel and equipment resources assigned to the incident. Situation Unit: Collects and processes information on the current situation, prepares situation displays and situation summaries, and develops maps and projections. Demobilization Unit: On large, complex incidents, assists in ensuring that an orderly, safe, and cost-effective movement of personnel is made when they are no longer required at the incident. Documentation Unit: Prepares the Incident Action Plan, maintains all incident-related documentation, and provides duplication services.
Characteristics of a Type 4 Incident are as follows:
Resources: Command Staff and General Staff functions are activated (only if needed). Several single resources are required to mitigate the incident. Time Span: Limited to one operational period in the control phase. No written Incident Action Plan is required for non-HazMat incidents. A documented operational briefing is completed.
Characteristics of a Type 1 Incident are as follows:
Resources: National resources are required to safely and effectively manage the operations. All Command and General Staff positions are activated, and Branches need to be established. Operations personnel often exceed 500 per operational period and total personnel will usually exceed 1,000. There is a high impact on the local jurisdiction, requiring additional staff for office administrative and support functions. The incident may result in a disaster declaration. Time Span: The incident is expected to go into multiple operational periods. A written Incident Action Plan is required for each operational period.
Characteristics of a Type 5 Incident are as follows:
Resources: One or two single resources with up to six personnel. Command and General Staff positions (other than the Incident Commander) are not activated. Time Span: Incident is contained within the first operational period and often within a few hours after resources arrive on scene. No written Incident Action Plan is required. Examples include a vehicle fire, an injured person, or a police traffic stop.
Characteristics of a Type 2 Incident are as follows:
Resources: Regional and/or national resources are required to safely and effectively manage the operations. Most or all Command and General Staff positions are filled. Operations personnel typically do not exceed 200 per operational period and the total does not exceed 500. The agency administrator/official is responsible for the incident complexity analysis, agency administrator briefings, and written delegation of authority. Time Span: The incident is expected to go into multiple operational periods. A written Incident Action Plan is required for each operational period.
Characteristics of a Type 3 Incident are as follows:
Resources: When capabilities exceed initial response, the appropriate ICS positions should be added to match the complexity of the incident. Some or all of the Command and General Staff positions may be activated, as well as Division or Group Supervisor and/or Unit Leader level positions. An Incident Management Team (IMT) or incident command organization manages initial action incidents with a significant number of resources, and an extended response incident until containment/control is achieved. Time Span: The incident may extend into multiple operational periods and a written Incident Action Plan may be required for each operational period.
For full effectiveness, incident objectives must be
Specific and state what's to be accomplished Measurable and include a standard and timeframe Attainable and reasonable In accordance with the Incident Commander's authorities Evaluated to determine effectiveness of strategies and tactics
There are three types of briefings/meetings used in ICS: staff level, field level, and section level.
Staff-level briefings are delivered to resources assigned to nonoperational and support tasks at the Incident Command Post or Base. Field-level briefings are delivered to individual resources or crews who are assigned to operational tasks and/or work at or near the incident site. Section-level briefings are delivered to an entire Section and include the Operational Period Briefing.
The steps for establishing and implementing incident objectives include:
Step 1: Understand agency policy and direction. Step 2: Assess incident situation. Step 3: Establish incident objectives. Step 4: Select appropriate strategy or strategies to achieve objectives. Step 5: Perform tactical direction. Step 6: Provide necessary follow-up.
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.
An ___________ is an individual assigned to an incident from an assisting or cooperating agency.
agency representative
A cooperating agency is an
agency supplying assistance other than direct operational or support functions or resources to the incident management effort. Don't get confused between an assisting agency and a cooperating agency! An assisting agency has direct responsibility for incident response, whereas a cooperating agency is simply offering assistance.
Chain of command
and unity of command help to ensure that clear reporting relationships exist and eliminate the confusion caused by multiple, conflicting directives. Incident managers at all levels must be able to control the actions of all personnel under their supervision.
Which NIMS Management Characteristic includes developing and issuing assignments, plans, procedures, and protocols to accomplish tasks?
management by objectives
Unity of command
means that each individual involved in incident operations will be assigned - and will report - to only one supervisor.
When the supervisor-to-subordinate ratio exceeds manageable span of control, additional Teams, Divisions, Groups, Branches, or Sections can be established. Which NIMS Management characteristic does this describe?
modular organization
Which General Staff member directs management of all incident-related operational activities to achieve the incident objectives?
operations section chief
Which of the following is NOT part of the NIMS Management characteristic of Chain of Command?
restricts personnel from sharing information with each other.
It's the beginning of an operational period. The Operations Section Chief is meeting with all tactical resources to present the plan for the next operational period to all tactical resources.
sectional level briefing
