Incident Command System Incident Commander (IC) Command System Incident Commander (IC) ... ICS Forms Catalog ... Strike Teams, District Legal Officer, Navy

USCG, G-MOR 1 Incident Commander Job AidRev. January 2000

Incident Command SystemIncident Commander (IC)

Overview.

User The user of this job aid will be anyone who is assigned as IncidentCommander within the Incident Command System (ICS). TheIncident Commander position is extremely complex and requirespersonnel with extensive experience and the ability to think holistically(non-linearly).

The Incident Commander must have the ability to effectivelycommunicate with the public during crisis/non-crisis situations andbring a cohesive and effective local response organization to bear onan incident in a high-risk environment.

Formal training in Risk Communication techniques and everydaypublic affairs should be considered a must for the IC position. Acritical skill is the IC’s ability to bring together the membership of alocal response community, some of whom he/she has no authorityover, and form a consensus building organization.

When to Use This job aid should be used to assist the Incident Commanderwhenever an incident has occurred that requires the Incident CommandSystem organization to respond.

MajorAccomplishments

Below is a list of the major accomplishments needed to obtain bestresponse:

Accurate assessment of situationDetermination of goals, objectives and strategiesEffective and efficient ICS organizationWell informed and satisfied stakeholders and staffIncident Command System demobilized

Continued on Next Page


Overview (Cont’d)

What is BestResponse?

Best response is achieved when:

Response objectives established/communicatedAccurate/timely info on impact to people, property,

environment, economyPositive media coverage of responsePositive meetings with stakeholdersEconomic impact to stakeholders minimizedPrompt, correct handling of damage claimsStakeholders well informed of rights/issuesResponse Management System employedSufficient/efficient resources brought to bearLeadership and responsibility is clear (minimal duplication)No response worker deaths, injuries, or mishapsNo incident-related public injuries, illness, or deathsImpacts on the economy minimized


Assessment

Feedback/Evaluation

Implement

PlanOrganizationStrategyObjectivesGoals

BESTRESPONSE


Overview (Cont’d)

References Below is a list of references that may be required while using this jobaid; they should be provided by other ICS staff.

Oil Spill Field Operations Guide(ICS OS-420-1)

NIIMS ICS Position Manual,Incident Commander (NFES1985)

Communications Plan NIIMS Task Book for IncidentCommander (NFES 2300)

Incident Command System(COMTINST 3120.14)

Area/Regional ContingencyPlansCharts and maps

Materials Ensure these materials are available to the Incident Commanderduring an incident.

! Complete set of ICS job aids

! ICS Forms Catalog

General Information All radio communications to Incident Communications Center will beaddressed: “(Incident Name) Communications”.

Use clear text and ICS terminology (no codes) in all radiotransmissions.


Initial Actions

General Tasks Below are the initial actions to take for a person assigned as and/orassuming the responsibilities of Incident Commander.

STEP ACTION """"1. Obtain a brief from the initial Incident Commander

using the ICS 201. Determine the following:Size and complexity of incidentInitial objectivesCurrent organizationAgencies/organizations/stakeholders involvedSpecial concerns

#

2. Assess operational implications of informationprovided in initial reportSARSalvageFire fightingNavigationPopulation safetyResponse operations

#

3. Determine other critical information needed fromstaff

#

4. Brief Agency Administrator when required byAgency policy.

#

5. Identify the sources of incident funding andanticipate daily expenditures.

• Manage costs

• Identify approval authorities

• Determine ceiling for response operations

• Consider cost-benefit implications in resourceselection/use

#



Initial Actions (Cont’d)

General Tasks(Cont'd)

The initial actions to take for a person assigned as and/or assuming theresponsibilities of Incident Commander are continued below.

STEP ACTION """"6. Use the flowchart below to assess incident

command organization needs#

7. Complete transfer of command and relieve theinitial Incident Commander

#

8. Develop your strategies and immediate objectives # 9. Determine the need for Unified Command #


Can the respondingresource handle the

incident?

Will the durationof the incident

exceed resourceendurance?

Are there potentialimplications:

• Political• Economic• Environmental

Ensure propercompletion of

incident

A. Activate initial ICSfunctions

and continue withStep 7

Yes

Yes

Yes

No

No

No





STEP ACTION """"10. Negotiate participation in Unified Command

NOTE: Those stakeholders who are sorted OUTof UC are likely candidates for agencyrepresentatives under the purview of the LiaisonOfficer

#

11. Use the decision table below to determine actionsto take

#

IF: THEN:

Unified Command 1. Ensure PSC identifies andcontacts unified commandmembers

- State representatives- Responsible party(ies)- Other representatives with

jurisdictional authorityAND functionalresponsibilities

2. Hold Initial UC Meeting-Clarify roles of UC members-Agree on basic Organization(CMD and GEN Staff positions)-Agree on media procedures-Agree on Safety procedures-Considerations, concerns, issues-Develop Initial Objectives-Adopt an overall strategy3. Make decisions aboutspace/support needs based onUC organization

Incident Command Make decisions aboutspace/support needs based on ICorganization






STEP ACTION """"12. Identify any technical specialists needed to assist

Incident Commander and Unified Command

NOTE: Technical Specialists are defined aspersonnel with special skills that can be usedanywhere within the ICS organization.

Examples of Technical Specialists:Critical Incident Stress Debrief (CISD) teams, CGStrike Teams, District Legal Officer, NavySupervisor of Salvage, State Historic PreservationOfficer (SHPO), Marine Safety Center, DODExplosive Ordinance Disposal (EOD) teams,Agency for Toxic Substances and Disease Registry,Scientific Support Coordinator, National PollutionFunds Center, Historian

#

13. Evaluate location of command post for possiblerelocation

#

14. If necessary, have LSC obtain/set up work spacefor relocated incident command post

#






STEP ACTION """"15. Evaluate Staffing needs for the following ICS

functions:

• Deputy Incident Commander

• Operations Section

• Planning Section

• Logistics Section

• Finance/Admin Section

• Safety

• Information

• LiaisonNOTE: The size of the incident will dictate howmany people will be needed to effectively respond.Use span of control rule, page 13.

#

16. Set up and conduct briefing for Section Chiefs andCommand StaffSize and complexity of the incidentIncident objectivesIC’s expectationsPolicy on outside information dissemination(media and agency)Agencies/organizations/stakeholders/businesscommunityIncident activities/situationSpecial concerns

#

17. Provide regular briefings to AgencyAdministrator(s)

#

18. Determine need for additional support fromincident specific sources (Regional ResponseTeam, SAR Mission Coordinator, DOD elements,etc). Establish briefing protocol.

#


Situation Accurately Assessed

Situation Assessment Below is a checklist to assist in the ongoing assessment of thesituation.

STEP ACTION """"1. Determine critical information needed from staff # 2. Assess operational implications of information

provided in initial report

• SAR

• Salvage

• Fire fighting

• Navigation

• Population safety

• Response operations

• Inspection waivers

#

3. Personally observe incident

NOTE: In company with other Unified Commandrepresentatives if using Unified Commandorganization

#

4. Review/approve Incident Action Plans # 5. Determine when to transition from ICS 201 to IAP #


Incident Action Plan

ThisOperational Period

NextOperational Period

UpdatedIncidentBriefingICS 201

UpdatedIncidentBriefingICS 201


Situation Accurately Assessed (Cont’d)

Situation Assessment(Cont'd)

The checklist to assist in the ongoing assessment of the situation iscontinued below.

STEP ACTION """"6. The staff will use the planning cycle illustrated

below to develop the IAP:#

IF AND Event is: THEN

IC/UC commandobjectives

X - 8

SubmissionDeadline = X

Pre-planningmeeting

X - 6

Planning meeting X - 3

IAP preparation X - 2

This IAP development schedule should be used tonegotiate the submission deadline for the first IAP.The PSC is responsible for ensuring the ICunderstands the development cycle and the timeneeded to produce the IAP.

NOTE: The IC/UC must set objectives early in theplanning cycle in order for the IAP process to besuccessful.

NOTE: These times are approximated for the firstcycle and may vary significantly based on incidentcomplexity and length of operational period.


X-2

ICS 201IncidentBriefing

Command SetsObjectives

Pre-planningMeeting

PlanningMeeting

IAPPrep

Ops Briefing

IAPApproval &Distribution

Execution &Evaluation

1 hour

IAP SubmissionDeadlineX-3

X-6

X-8

2 hours

2 hours60 minutes

3 hours

2 hours Start ofShift


Situation Accurately Assessed (Cont’d)

Situation Assessment(Cont'd)

The checklist to assist in the ongoing assessment of the situation iscontinued below.

7. Identify additional stakeholders – those individualsand groups who potentially are adversely affectedby the incident

#

8. Determine whether each stakeholder can contributeequipment, people, funds, or influence the bestresponse

NOTE: Liaison Officer is responsible for keepingIC informed of stakeholder concerns.

#

9. Assess funding, legal, and best responseimplicationsFunding issues

- Source(s)- Access- Limits/Ceiling

Legal issues- documentation of response activities (legal

record)- investigation interaction

- state/local- DOJ- USCG/Marine Board/NTSB- RP attorneys

Best Response Drivers- Human health and safety- The natural environment- The economy- Public communication- Stakeholder support- Organization

#

10. Ensure objectives adequately address all items inStep 9

#

11. Identify operational situation changes that requireaugmenting/demobilizing resources

#



Goals, Objectives, Strategies Determined

Developing Goals,Objectives, Strategies

The checklist and matrix below will assist in developing goals,objectives, and strategies.

STEP ACTION """"1. Use the matrix below to assist in developing

objectives and prioritiesPriorities are situation dependent and influenced bymany factorsSafety of life is always the highest priorityConcerns may or may not be presentConcerns should be considered in every incident

#

Concerns Issues Criteria to Meet

People General safetyexposurePersonalprotectiveequipmentSlips, trips, falls,drowning

Property FireContaminationFloodingSource Control

Overall objectivesmust be:

Attainable

Measurable

Flexible

Environment Sensitive areasSpecial interestsResources at risk

Economic IndustryTourismStakeholders

Public SafetyReaction/Perception

Political Stakeholders

Operationalobjectivesmust be:

Specific

Measurable

Assignable

Reasonable

Time specific



Goals, Objectives, Strategies Determined (Cont’d)

Developing Goals,Objectives, Strategies(Cont'd)

The checklist for developing goals, strategies, and objectives iscontinued below

STEP ACTION """"2. Provide guidance to Command and General Staff

on goals, objectives, and strategies#

4. Develop the general objectives of the IAP # 5. Approve and authorize implementation of the IAP

for each operational period#

6. Approve the internal and external informationdissemination strategy developed by theInformation Officer

Examples: web pages, emails to media/otheragencies/superiors/stakeholders

NOTE: The IC should emphasize the role that theIO plays in keeping the members of the responseorganization informed as well as the press andstakeholders.

#


Effective and Efficient ICS Organization

SuperviseOrganization

Below is a brief checklist to assist in achieving overall effectivenessand efficiency of the organization

STEP ACTION """"1. Maintain effective span of control

NOTE: Span of Control Rule states use between 3and 7, optimally 5, direct subordinates

NOTE: Consider the use of deputies andassistants

#

2. Assess subordinates performance; providefeedback/mentor subordinatesEnsure information is flowing to all response

elementsBe alert for log jamsVerify timeliness of actions and quality of

productsDetermine if resources are sufficientAscertain that feedback mechanism to IC is

working properly

#

3. Take action to correct problems identified duringassessment (Step 2)

#

4. Attend required coordination meetingsPlanningPre-Ops briefAgency/Stakeholder/Non GovernmentOrganizations Os/Trustees (Initially and then whenthere are significant issues to be addressed; insiston a lead trustee.)

#


Well Informed and Satisfied Stakeholders and Staff

Press ConferencePreparation

Prepare for holding a press conference by having the InformationOfficer prepare the necessary briefing materials or by personallycompleting the Speaker Preparation job aid below.

STEP ACTION """"1. Using the worksheet on the next page, participate

in the preparation of a statement of commitment,empathy or concern to use as an introduction.

Put yourself into the shoes of your audience andaddress what they are most concerned about.Example: “As you know we are faced with achallenging safety, environmental, economic event.All the involved parties, under the coordination ofthe U.S. Coast Guard are committed to workingtogether to expeditiously resolve this incident.Public safety for both the local citizens as well asthe responders ...”NOTE: From this point on, sentences should beshort - 7 to 12 words in length.

#

2. Prepare one to three key messages you want toaddress and incorporate them into a bridge betweenstep one and the body of your statement.

Example: “We are “rescuing the survivors” or“removing oil from the environment”.

#

3. Repeat your first key message and state two to fourfacts that support it.

Example: “We are rescuing the survivors and todate we have brought 200 people safely to shorefrom the disabled vessel…….

#

4. Repeat Step 3 for other key messages you mayhave prepared

#

5. Write a bridge between the body of your statementand your conclusion – repeat your one to three keymessages again. Should be similar or exactly thesame as the bridge in Step 2

#

6. State future actions as a conclusion #



Worksheet for Speaker Preparation

All written responses from previous page should be put on this sheet.

1. Statement __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2. Key Message(s) _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

3. – 4. Key Message(s) with Supporting Facts _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

5. Repeat Key Message(s) _______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

6. Future Actions ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


ICS Demobilized

Tasks Below are demobilization responsibilities applicable to the IncidentCommander.

STEP ACTION """"1. Receive/approve Demobilization Plan from

Demobilization Unit Leader/Planning SectionChief

#

2. Review and approve lists of major resourcesproposed for demobilization

#

3. Brief subordinates regarding demobilization # 4. Supervise demobilization of ICS

NOTE: Expect demobilization to occurincrementally

#

5. Ensure all Section/Unit documentation isforwarded to the Documentation Unit

#

6. Brief relieving IC as appropriate #

7. Keep Agency Administrator(s) informed regardingincident demob

#


Information Exchange Matrix

Inputs/Outputs Below is an input/output matrix to assist the Incident commander withobtaining information from other ICS positions and providinginformation to ICS positions.

MEET With: WHEN: IC OBTAINS: IC PROVIDES:

Initial IC Upon arrival ICS 201 brief Next Assignment

Other UnifiedCommanderRepresentatives

Check-in brief

Continuously

Command Staffmeeting

Commitment for:equipment, funding

Consensus ondecisions

ICS 201 brief

Leadership

Stakeholders Commitments forsupportSpecial concerns

Briefing on current situationCleanup strategy

Trustees Identification of leadtrusteePledge of cooperationwith cleanup strategy

Briefing on current situationCleanup strategyNot-to-interface resourcecommitment

OperationsSection Chief

Check-in brief

Planning meeting

Recommendedstrategies and tacticsto meet the objectives

Briefs on:• Primary

strategiesDivision/ Group

boundariesTactics/

Limitations• Resources needed• ICS 215• OPS Facilities

ICS 201 informationIC expectationsImmediate response objectives

Response objectives

OPS Brief Motivational remarks



Information Exchange Matrix (Cont’d)

Inputs/Outputs Input/output matrix continues below.


PlanningSection Chief

Check-in brief ICS 201 informationIC expectations

Once each opscycle

Response objectives forICS 201 or IAP development

Planning meeting Briefs on:Overall situationAlternate strategies

ICS 201/IAP approval

As needed Recommendation forICS 201/IAPtransitionProposed resourcedemob list

Approval

Status change

OPS brief

Update on incident New objectives if necessary

Motivational remarks

LogisticsSection Chief


Planning meeting Briefs on:Communication,traffic, safety,medical, facilities,resources

Response objectives

OPS brief Motivational remarks

Finance/Admin

Section Chief


Planning meeting Response objectives

OPS brief Financial report Motivational remarks




Inputs/Outputs The input/output matrix is continued below.


Liaison Officer Check-in brief

Planning meeting

OPS brief

Cooperating agency/stakeholderconcerns/issues

ICS 201 informationIC expectations

Response objectives


InformationOfficer

Check-in brief

Planning meeting

As needed

OPS brief

Media considerationsregarding work plan

Speaker preparation


Response objectives


Safety Officer Check-in brief

Planning meeting


OPS brief

Safety concernsregarding work plan

Status of site safetyplan


Response objectives

IC expectations and concerns

Motivational remarksDocumentationUnit Leader

Planning meeting


Feedback on state ofdocumentation

Response objectives

Policy on role andresponsibilities of the DUL

Resources UnitLeader

Planning meeting

OPS brief

Brief on resourcesavailable

Response objectives





Inputs/Outputs The input/output matrix is continued below.


Situation UnitLeader

Planning meeting

OPS brief

Wx/Sea forecastFuture projections forincident

Response objectives


DemobilizationUnit Leader

Planning meeting Demobilization Plan Response objectives

Division/GroupSupervisors

Task ForceLeaders

Strike teamLeaders

OPS brief Motivational remarks

Media Press conference Media concerns Briefing on incident status andplans

Documents

Incident Command System Incident Commander (IC) Command System Incident Commander (IC) ... ICS Forms Catalog ... Strike Teams, District Legal Officer, Navy