Procedure 801-Incident Command System Flashcards
1
Q
This is a standardized, on-scene, all-hazard incident management concept.
A
THE INCIDENT COMMAND SYSTEM, ICS,
2
Q
Allows its users to adopt an integrated organizational structure to match the complexities and demands of single or multiple incidents without being hindered by jurisdictional boundaries.
A
ICS
3
Q
Has considerable internal flexibility. It can grow or shrink to meet different needs. This flexibility makes it a very cost effective and efficient management approach for both small and large situations.
A
ICS
4
Q
Has overall responsibility for managing the incident by objectives, planning strategies,and implementing tactics.
A
The Incident Commander
5
Q
He must be fully briefed and should have a written delegation of authority.
A
The Incident Commander
6
Q
Initially, assigning tactical resources and overseeing operations will be under the direct supervision of;
A
The Incident Commander
7
Q
Regardless of the rank they hold within their respective agencies, personnel assigned by the Incident Commander have;
A
The authority of their assigned positions.
8
Q
In addition to having overall responsibility, he is specifically responsible for:
a. Ensuring incident safety;
b. Providing info services to internal and external stakeholders;
c. Establishing and maintaining liaison with other agencies.
A
The Incident Commander
9
Q
May appoint one or more Deputies, if applicable, from the same agency or from other agencies or jurisdictions.
A
The Incident Commander
10
Q
Deputy Incident Commanders must be as qualified as;
A
the Incident Commander.
11
Q
When should command change to meet the needs of the incident?
A
As incidents expand or contract, change in jurisdiction or discipline, or become more or less complex.
12
Q
Rank, grade, and seniority are not the factors used to selecting which position?
A
The Incident Commander.
13
Q
Is always a highly qualified individual trained to lead the incident response.
A
The Incident Commander
14
Q
Formal transfer of command at an incident always requires:
A
a transfer of command briefing for the incoming Incident Commander and notification to all personnel that a change in command is taking place.
15
Q
In ICS, these personnel make up the Command Staff .
A
A. Public Information Officer,
B. Safety Officer,
C. Liaison Officer,
16
Q
The Command Staff, as well as the General staff, reports directly to;
A
The Incident Commander.
17
Q
Who serves as the conduit for information to internal and external stakeholders, including the media or other organizations seeking information directly from the incident or event?
A
Public Information Officer.
18
Q
Who monitors safety conditions and develops measures for assuring the safety of all assigned
personnel?
A
Safety Officer
19
Q
Who serves as the primary contact for supporting agencies assisting at an incident?
A
Liaison Officer
20
Q
The people who perform the other four management functions are designated as;
A
The General Staff.
21
Q
The General Staff is made up of four Sections:
A
- Operations;
- Planning;
- Logistics;
- Finance & Administration.
22
Q
The person in charge of each Section is designated as;
A
a Chief.
23
Q
Who has the ability to expand their Section to meet the needs of the situation.
A
Section Chiefs
24
Q
Who may assume responsibility for a specific portion of the primary position, work as relief, or be assigned other tasks;
A
The Deputies
25
Who should always be as proficient as the person for whom he or she works?
The Deputies
26
In large incidents, especially where multiple disciplines or jurisdictions are involved, what can greatly increase interagency coordination?
The use of Deputies from other organizations.
27
Until Operations is established as a separate Section, who has direct control of tactical resources?
The Incident Commander
28
Who will determine the need for a separate Operations Section at an incident or
event?
The Incident Commander
29
When the Incident Commander activates an Operations Section, he or she will assign an individual as;
The Operations Section Chief.
30
Who will develop and manage the Operations Section to accomplish the incident objectives set by the Incident Commander?
The Operations Section Chief
31
Who is normally the person with the greatest technical and tactical expertise in dealing with the problem at hand?
The Operations Section Chief
32
This is where the tactical fieldwork is done. Therefore, most incident resources are assigned to the Operations Section.
The Operations function
33
Often the most hazardous activities are carried out there.
Operations Section.
34
Because the most hazardous activities are carried out in the Operations Section, it is necessary to monitor carefully the number of resources that report to any one supervisor, otherwise known as managing;
Span of Control.
35
The following Operations Section supervisory levels can be added to help manage span of control:
a. Divisions;
b. Groups;
c. Branches.
36
Used to divide an incident geographically;
Divisions
37
Used to describe functional areas of operation
Groups
38
Used when the number of Divisions or Groups exceeds the span of control and can be either
geographical or functional.
Branches
39
The person in charge of each Division is designated as a;
Supervisor.
40
How the area is divided is determined by the needs of the incident describes;
Division - [Operations Section]
41
The most common way to identify Divisions. [Operations Section]
Using alphabet characters (A, B, C, etc.).
42
Other Division identifiers beside alphabet characters may be used as long as identifiers are known by;
assigned responders.
43
The important thing to remember about ICS Divisions.
They are established to divide an incident into
| geographical areas of operation.
44
These are used to describe functional areas of operation.
[Operations Section] Groups
45
The person in charge of each [Operations Section] Group is designated as a;
Supervisor
46
The kind of [Operations Section] Group to be established will also be determined by;
the needs of an incident.
47
Will work wherever their assigned task is needed and are not limited geographically.
[Operations Section] Groups
48
Normally labeled according to the job that they are assigned (e.g., Human Services Group, Infrastructure Support Group, etc.).
[Operations Section] Groups
49
These can be used together on an incident and are at an equal level in the organization. One does not supervise the other.
Operations Section: Divisions and Groups
50
When must Division and Group Supervisors closely coordinate their activities?
When a Group is working within a Division on a special assignment?
51
When may it become necessary to establish another level of organization within the Operations Section to control Divisions and Groups?
When the number of Divisions or Groups exceeds the span of control.
52
The person in charge of each [Operations Section] Branch.
Director
53
This level of organization can be comprised of Groups or Divisions or both, and Deputies may also be used.
[Operations Section] Branch
54
Operations Section: Branches, While span of control is a common reason to establish Branches, additional considerations may also indicate the need to use these Branches, including:
a. Multi-discipline Incidents;
b. Multi-jurisdiction Incidents;
c. Very Large Incidents.
55
Multi-discipline Incidents that may create the need to set up incident operations around a functional Branch structure:
1. Firefighting;
2. Health and Medical;
3. Hazardous Materials;
4. Public Works and Engineering;
5. Energy.
56
In which incidents might it be better to organize the incident around jurisdictional lines?
Multi-jurisdiction Incidents.
57
In these situations, [Operations Section] Branches may be set up to reflect jurisdictional boundaries.
Multi-jurisdiction Incidents.
58
Which incidents may be organized using geographic or functional Branches?
Very Large Incidents.
59
Which levels of organization may be used to organize resources and maintain span of control?
Groups and Branches. [Operations Section]
60
Which level of organization usually develops from the bottom up?
The Operations Section. [General Staff]
61
As more and more resources are deployed, the organization will expand to include needed;
Levels of supervision.
62
Which levels of organization are a combination of mixed resources with common communications operating under the direct supervision of a Leader.
Task Forces [Operations Section]
63
What allows for several resource elements, to be managed under one individual's supervision, thus lessening the span of control of the Supervisor?
The combining of resources into Task Forces.
64
These can be versatile combinations of resources and their use is encouraged.
Task Forces [Operations Section]
65
A set number of resources of the same kind and type with common communications operating under direct supervision.
Strike Teams [Operations Section]
66
Strike Teams operate under the direct supervision of a:
Strike Team Leader.
67
These are highly effective management units.
Strike Teams
68
What allows for better planning, ordering, utilization and management in the Operations Section?
Foreknowledge that all elements, have the same capability and the knowledge of how many will be applied, because strike teams are a set number of resources of the same kind and type with common communications.
69
These may be individuals, a piece of equipment and its personnel complement, or a crew or team of individuals with an identified supervisor that can be used at an incident.
Single Resources
70
How can maintaining span of control be done easily?
By grouping resources into Groups or Branches;
71
Another way to add supervision levels is to create Branches within the;
Operations Section
72
The decision to contract, will be based on the;
achievement of tactical objectives.
73
When does demobilization planning begin?
Upon activation of the first personnel and continues until the ICS organization ceases operation.
74
Who will determine if there is a need for a Planning Section and designate a Planning Section Chief?
The Incident Commander
75
If no Planning Section is established, who will perform all planning functions?
The Incident Commander
76
The major activities of the Planning Section [General Staff] may include:
1. Collect, evaluate, and display incident intel & info;
2. Prepare & document Incident Action Plans;
3. Conduct long-range & or contingency planning;
4. Developing plans for demobilization;
5. Maintaining incident documentation;
6. Tracking resources assigned to the incident.
77
The Planning Section [General Staff] can be staffed with four Units.
a. Resources Unit;
b. Situation Unit;
c. Documentation Unit;
d. Demobilization Unit.
78
Conducts all check-in activities and maintains the status of all incident resources.
a. Resources Unit [planning section-general staff]
79
Plays a significant role in preparing the written Incident Action Plan.
Resources Unit [planning section-general staff]
80
Collects & analyzes information on the current situation, prepares situation displays &
situation summaries, & develops maps & projections.
Situation Unit: [planning section-general staff]
81
Provides duplication services, including the written Incident Action Plan.
Documentation Unit: [planning section-general staff]
82
Maintains and archives all incident-related documentation;
Documentation Unit: [planning section-general staff]
83
Assists in ensuring that resources are released from the incident in an orderly, safe, and cost-effective manner.
Demobilization Unit: [planning section-general staff]
84
Technical Specialists may also be assigned to work
| in the Planning Section, and depending on the needs, Technical Specialists may also be assigned to;
other Sections in the organization.
85
Who will determine if there is a need for a Logistics Section at the incident, and designate an individual to fill the position of the Logistics Section Chief?
The Incident Commander
86
Who will perform all logistical functions, if no Logistics Section is established?
The Incident Commander
87
What will be considered by the Incident Commander in order to determine whether a separate Logistics Section is established?
1. Size of the incident;
2. Complexity of support needs;
3. Incident length.
88
Which level of organization is responsible for all of the services and support needs?
The Logistics Section [general staff]
89
The Logistics Section Major Activities: [general staff]:
1. Ordering, obtaining, maintaining, and accounting for essential personnel, equipment, and supplies;
2. Provide Communication planning and resources;
3. Food services: set up;
4. Incident facilities Set up & maintain;
5. Provide Support transportation ;
6. Provide Medical service to personnel.
90
The Logistics Section can be further staffed by:
two Branches and six Units.
91
Not all of the these levels of organization may be required, they will be established based on need, and their titles are descriptive of their responsibilities.
Units [Logistics Section]
92
The Logistics section can be staffed with 6 Units:
1. Communication Unit; [Service Branch]
2. Medical Unit; [Service Branch]
3. Food Unit; [Service Branch]
4. Supply Unit; [Support Branch]
5. Facilities Unit; [Support Branch]
6. Ground Support Unit. [Support Branch]
93
Prepares and implements the Incident Communication Plan, distributes and maintains communications equipment.
Communication Unit: [Service Branch]
94
Supervises the Incident Communications Center, and establishes adequate communications over the incident.
Communication Unit: [Service Branch]
95
Develops the Medical Plan, provides first aid and light medical treatment for personnel assigned to the incident, and prepares procedures for a major medical emergency.
Medical Unit: [Service Branch]
96
Supplies the food and potable water for all incident facilities and personnel, and
Food Unit: [Service Branch]
97
Obtains the necessary equipment and supplies to operate food service facilities at Bases and Camps.
Food Unit: [Service Branch]
98
Determines the type and amount of supplies needed to support the incident.
Supply Unit [Support Branch]
99
The Unit orders, receives, stores, and distributes supplies, and services nonexpendable equipment.
Supply Unit [Support Branch]
100
This Unit maintains inventory and accountability of supplies and equipment, and all resource orders are placed through it.
Supply Unit [Support Branch]
101
Sets up and maintains required facilities to support the incident.
Facilities Unit [Support Branch]
102
Provides managers for the Incident Base and Camps.
Facilities Unit [Support Branch]
103
The Unit responsible for facility security and facility maintenance services: sanitation, lighting, cleanup.
Facilities Unit [Support Branch]
104
Prepares the Transportation Plan.
Ground Support Unit [Support Branch]
105
Arranges for, activates, and documents the fueling, maintenance, and repair of ground resources.
Ground Support Unit [Support Branch]
106
Arranges for the transportation of personnel, supplies, food, and equipment.
Ground Support Unit [Support Branch]
107
Who will determine if there is a need for a Finance & Administration Section at the incident and designate an individual to fill the position of the Finance & Administration Section Chief?
The Incident Commander
108
Is set up for any incident that requires incident-specific financial management.
Finance & Administration Section
109
Finance & Administration Section responsibilities:
1. Contract negotiation and monitoring;
2. Timekeeping;
3. Cost analysis;
4. Compensation for injury or damage to property.
110
Finance/Administration Section may staff four Units as required based on need:
1. Procurement Unit;
2. Time Unit;
3. Cost Unit;
4. Compensation/Claims Unit.
111
Responsible for administering all financial matters pertaining to vendor contracts, leases, and fiscal agreements.
Procurement Unit
112
Responsible for incident personnel time recording.
Time Unit
113
Collects all cost data, performs cost effectiveness analyses, provides cost estimates, and makes cost
savings recommendations;
Cost Unit
114
Responsible for the overall management and direction of all administrative matters pertaining to compensation for injury and claims related activities kept for the incident.
Compensation/Claims Unit
115
A critical part of an effective multi-agency incident management system is for all communications to be;
in plain English, clear text. Do not use radio codes, agency-specific codes, or jargon;
116
Wat is the goal of plain English, clear text communication, which restricts the use of agency-specific codes or jargon?
To ensure responders from all agencies can communicate with one another.
117
In ICS, which functions or positions will be filled?
Only those functions or positions necessary for a particular incident will be filled.
118
Because the ICS organizational structure is flexible, when needed, separate functional elements can be established and subdivided to enhance:
internal organizational management and external coordination.
119
As the ICS organizational structure expands, the number of management positions also expands to;
adequately address the requirements of the incident;
120
How does the ICS organizational structure develop?
In a top-down, modular fashion.
121
As incident complexity increases, the organization;
expands from the top down as functional responsibilities are delegated.
122
What must all levels of a growing ICS organization have a clear understanding of?
The functional actions required to manage the incident.
123
An approach used to communicate functional actions throughout the entire ICS organization.
Management by objectives
124
Management by objectives can be accomplished through the incident action planning process, which includes the following steps:
Step 1: Understand agency policy and direction;
Step 2: Assess incident situation;
Step 3: Establish incident objectives;
Step 4: Select strategy to achieve objectives;
Step 5: Perform Tactical direction.
Step 6: Provide necessary follow-up
125
Applying tactics appropriate to the strategy, assigning the right resources, and monitoring their performance.
Tactical direction
126
Changing strategy or tactics, adding or subtracting resources are examples of:
Providing necessary follow-up
127
Provide a coherent means of communicating the overall incident objectives in the context of both operational and support activities.
Incident Action Plans
128
The four elements of Incident Action Plans:
1. What do we want to do?
2. Who is responsible for doing it?
3. How do we communicate with each other?
4. What is the procedure if someone is injured?
129
The plan may be oral or written except for hazardous materials incidents, which require a written plan.
Incident Action Plan
130
Pertains to the number of individuals or resources that one supervisor can manage effectively during emergency response incidents or special events.
Span of control
131
When is maintaining an effective span of control particularly important?
On incidents where safety and accountability are a top priority.
132
What is the key to effective and efficient incident management?
Span of control
133
What will influence span of control considerations?
The type of incident, nature of the task, hazards and safety factors, and distances between personnel and resources.
134
Effective span of control on incidents may vary from
(3) to (7) reporting elements.
135
Recommended Span of Control:
Ratio of (1) supervisor to (5) reporting elements.
136
Expansion or consolidation of the organization may be necessary based on.
Whether the number of reporting elements falls outside of the range of recommended span of control.
