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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
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USCG, G-MOR 2 Incident Commander Job AidRev. January 2000
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
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Assessment
Feedback/Evaluation
Implement
PlanOrganizationStrategyObjectivesGoals
BESTRESPONSE
USCG, G-MOR 3 Incident Commander Job AidRev. January 2000
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.
USCG, G-MOR 4 Incident Commander Job AidRev. January 2000
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
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2. Assess operational implications of informationprovided in initial reportSARSalvageFire fightingNavigationPopulation safetyResponse operations
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3. Determine other critical information needed fromstaff
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4. Brief Agency Administrator when required byAgency policy.
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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
#
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USCG, G-MOR 5 Incident Commander Job AidRev. January 2000
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
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8. Develop your strategies and immediate objectives # 9. Determine the need for Unified Command #
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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
USCG, G-MOR 6 Incident Commander Job AidRev. January 2000
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 """"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
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11. Use the decision table below to determine actionsto take
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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
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USCG, G-MOR 7 Incident Commander Job AidRev. January 2000
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 """"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
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13. Evaluate location of command post for possiblerelocation
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14. If necessary, have LSC obtain/set up work spacefor relocated incident command post
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USCG, G-MOR 8 Incident Commander Job AidRev. January 2000
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 """"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.
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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
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17. Provide regular briefings to AgencyAdministrator(s)
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18. Determine need for additional support fromincident specific sources (Regional ResponseTeam, SAR Mission Coordinator, DOD elements,etc). Establish briefing protocol.
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USCG, G-MOR 9 Incident Commander Job AidRev. January 2000
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
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3. Personally observe incident
NOTE: In company with other Unified Commandrepresentatives if using Unified Commandorganization
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4. Review/approve Incident Action Plans # 5. Determine when to transition from ICS 201 to IAP #
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Incident Action Plan
ThisOperational Period
NextOperational Period
UpdatedIncidentBriefingICS 201
UpdatedIncidentBriefingICS 201
USCG, G-MOR 10 Incident Commander Job AidRev. January 2000
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.
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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
USCG, G-MOR 11 Incident Commander Job AidRev. January 2000
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
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8. Determine whether each stakeholder can contributeequipment, people, funds, or influence the bestresponse
NOTE: Liaison Officer is responsible for keepingIC informed of stakeholder concerns.
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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
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10. Ensure objectives adequately address all items inStep 9
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11. Identify operational situation changes that requireaugmenting/demobilizing resources
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USCG, G-MOR 12 Incident Commander Job AidRev. January 2000
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
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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
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USCG, G-MOR 13 Incident Commander Job AidRev. January 2000
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.
#
USCG, G-MOR 14 Incident Commander Job AidRev. January 2000
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
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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
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3. Take action to correct problems identified duringassessment (Step 2)
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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.)
#
USCG, G-MOR 15 Incident Commander Job AidRev. January 2000
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.
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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”.
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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…….
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4. Repeat Step 3 for other key messages you mayhave prepared
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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
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6. State future actions as a conclusion #
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USCG, G-MOR 16 Incident Commander Job AidRev. January 2000
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 ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
USCG, G-MOR 17 Incident Commander Job AidRev. January 2000
ICS Demobilized
Tasks Below are demobilization responsibilities applicable to the IncidentCommander.
STEP ACTION """"1. Receive/approve Demobilization Plan from
Demobilization Unit Leader/Planning SectionChief
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2. Review and approve lists of major resourcesproposed for demobilization
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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
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6. Brief relieving IC as appropriate #
7. Keep Agency Administrator(s) informed regardingincident demob
#
USCG, G-MOR 18 Incident Commander Job AidRev. January 2000
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
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USCG, G-MOR 19 Incident Commander Job AidRev. January 2000
Information Exchange Matrix (Cont’d)
Inputs/Outputs Input/output matrix continues below.
MEET With: WHEN: IC OBTAINS: IC PROVIDES:
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
Check-in brief ICS 201 informationIC expectations
Planning meeting Briefs on:Communication,traffic, safety,medical, facilities,resources
Response objectives
OPS brief Motivational remarks
Finance/Admin
Section Chief
Check-in brief ICS 201 informationIC expectations
Planning meeting Response objectives
OPS brief Financial report Motivational remarks
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USCG, G-MOR 20 Incident Commander Job AidRev. January 2000
Information Exchange Matrix (Cont’d)
Inputs/Outputs The input/output matrix is continued below.
MEET With: WHEN: IC OBTAINS: IC PROVIDES:
Liaison Officer Check-in brief
Planning meeting
OPS brief
Cooperating agency/stakeholderconcerns/issues
ICS 201 informationIC expectations
Response objectives
Motivational remarks
InformationOfficer
Check-in brief
Planning meeting
As needed
OPS brief
Media considerationsregarding work plan
Speaker preparation
ICS 201 informationIC expectations
Response objectives
Motivational remarks
Safety Officer Check-in brief
Planning meeting
Command Staffmeeting
OPS brief
Safety concernsregarding work plan
Status of site safetyplan
ICS 201 informationIC expectations
Response objectives
IC expectations and concerns
Motivational remarksDocumentationUnit Leader
Planning meeting
Command Staffmeeting
Feedback on state ofdocumentation
Response objectives
Policy on role andresponsibilities of the DUL
Resources UnitLeader
Planning meeting
OPS brief
Brief on resourcesavailable
Response objectives
Motivational remarks
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USCG, G-MOR 21 Incident Commander Job AidRev. January 2000
Information Exchange Matrix (Cont’d)
Inputs/Outputs The input/output matrix is continued below.
MEET With: WHEN: IC OBTAINS: IC PROVIDES:
Situation UnitLeader
Planning meeting
OPS brief
Wx/Sea forecastFuture projections forincident
Response objectives
Motivational remarks
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