Incident Commander - IC - Job Aid - TICC

IC Job Aid192.2.2 Minimum training is completeEnsure minimum training is complete and up-todate (as per COMDTINST(s) and PQS). Mandated Training (MT) ICS training (e.g. ICS-300, position specificICS training).2.2.3 Assemble Personal Deployment Kit A personal deployment kit contains yourpersonal items needed for the deployment andincludes items like: medications, uniforms and/orappropriate clothing, etc. See detail in AppendixA – Personal Deployment Kit2.2.4 Assemble Incident Commander DeploymentKit Ensure manuals, forms and guides are currentversions (electronic and paper). Ensure supplies are restocked from lastdeployment. See detail in Appendix B – Incident CommanderDeployment Kit

IC Job Aid202.2 Pre-Deployment ActionsPre-deployment actions have two different paths:Are you responding as the Initial IncidentCommander (2.2.1) or as Oncoming IncidentCommander relieving an incumbent IncidentCommander (2.2.2).2.2.1 Notification Phase – Initial ICThe Initial Incident Commander is notified of anincident (if responding as Initial IncidentCommander). Pre-assessment information iscollected prior to reporting on scene. Determine what happened. Document on ICS201. Determine injuries, illnesses, fatalities and thethreat to the uninjured. Ensure that pre-deployment operations riskassessment is conducted. Consider using ICS215A. Determine real and probable threats toresponders. Identify hazard, exclusion and safety zones.Determine areas of safe refuge and evacuationzones. Initiate notification checklists in accordance withapproved contingency plans.

IC Job Aid21 Report to the field with ICS 201 and appropriateassessment tools and references. Determine or establish initial incident prioritiesand objectives. Determine area of responsibility for the incident. Receive executive-level direction, delegation orconsiderations. See Appendix F – Executiveand Incident Commander Agreement Checklist.2.2.2 Receive assignment – Oncoming ICReceive assignment as Oncoming IncidentCommander (relieving an incumbent IncidentCommander). You may receive your assignmentin many ways, via message, phone call,supervisor, or on orders. You should verifyreporting location, date and time, as well as ICPcontact numbers for assistance with reporting. Finalize personal readiness for assignmento Review the pre-assignment check list toensure readiness for assignment whichincludes personal, dependent, and financialreadiness.o Notify your chain of command of anyoutstanding readiness issues. This may meandelaying deployment to resolve the issue. Does this expected assignment position requirespecial authority? See Appendix F – Executive

IC Job Aid22and Incident Commander Agreement Checklistand Appendix G – Example Delegation ofAuthority Memos2.2.3 Receive Travel Orders A written resource order will be issued by theTexas Interagency Coordination Center (TICC)competent authority is required for reimbursement oftravel expenses. You may begin traveling under oralorders, but make sure you as, Team leader get thewritten resource order as soon as possible.2.2.4 Verify/update personal deployment kitIs there special PPE or special weather clothingrequired?2.2.5 Verify/update Incident Commanderdeployment kit Is there special equipment or specialmanuals/references required?

IC Job Aid232.3 Initial Actions Upon ArrivalInitial actions upon arrival has two different paths:Responding as the Initial IC (2.3.1) or asoncoming IC relieving the Initial IC (2.3.2)2.3.1 Initial IC Actions2.3.1.1 Initial IC Step A: Conduct an on-sceneoperations risk management evaluation. Verify and validate information from thenotification phase. Confirm injuries, fatalities, and threats to publicand responders. Verify existing responder support services. Confirm exclusion, hazard and safety zones;evacuation areas; and places of safe refuge. Provide direction as necessary to minimize risksto responders and the public. Consider assigning a Safety Officer to theincident. Continue building the ICS 201.

IC Job Aid242.3.1.2 Initial IC Step B: Identify and implementinitial priorities and objectives and conductresource needs assessment. Determine additional risks: security, weather,unstable situation, etc. Review contingencyplans. Determine initial response Area ofResponsibility. Identify primary factors that may cause rapidincident escalation or significant change. Identify at-risk locations and populations. Develop or update initial incident priorities. Develop or update initial incident objectives. Conduct a needs analysis by reviewingobjectives and identifying resource shortfalls.Consider tactical resources, incidentmanagement team personnel, incident facilities,etc. Also consider escalation potential and othercontingencies or “what if” possibilities. Continue building the ICS 201.2.3.1.3 Initial IC Step C: Evaluate, organize,deploy and lead on-scene resources. Establish incident command, organize existingon-scene resources to address objectives.Determine need for additional ICS Commandand General Staff positions.

IC Job Aid25 Communicate priorities and objectives toresponders; update as conditions change. Order resources to fill gaps identified in needsanalysis. Ensure effective communications exist betweenon-scene operational resources and the IncidentCommand Post (ICP). Examine span of control and sub-divideoperations organization into manageable workunits (divisions and groups). Evaluate support requirements, and obtain asneeded. Deploy response resources to protect sensitiveareas such as environmental, historical, cultural,and critical infrastructure. Ensure scene integrity and evidence protection(as required). Document decisions and actions. Communicatethem to incident personnel. Coordinate with other response entities such asEOCs and Command Centers and ensure thatroles and responsibilities are clear. Evaluate need to expand / contract responseand/or pass IC to a person of greaterjurisdictional authority and resource capability.(see Appendix L – Command Considerations forShifting From An ICS 201 to developing an IAP)

IC Job Aid262.3.1.4 Initial IC Step D: Evaluate and Manageincident personnel. Examine forecasts, predictions, models, andTHSP products. Consider whether incident isstill escalating, is stable, is contracting, or islikely to change characteristics. Determine initialincident type (Type 1, 2, 3, 4, or 5). Determine most probable incident duration andconsider extent of work hours or shifts (whether24 hour or daylight only). Also consider hours ofoperation for support aspects of the responseorganization like the Joint Information Center(JIC) or Command and General Staff. Determine potential cross-jurisdictional issuesand the need for Unified Command. Determine capacity of the existing responsestructure to manage demands for the mostprobable duration of the incident, and to addresssecondary impacts and site-specificemergencies. Evaluate need to expand/contract ICSorganization and/or to pass IC to a person ofgreater jurisdictional authority, experience, andresource capability.

IC Job Aid272.3.2 Initial Actions of the Oncoming IncidentCommanderInitial Actions of the Oncoming IncidentCommander (who will be relieving the incumbentIncident Commander)2.3.2.1 Check-in on the ICS 211:Upon arrival at the incident, check-in at theIncident Command Post, Base, or Staging Area onthe ICS 211. Check In - Ensure you have your Order Numberavailable. This enables the Check-in Recorder(CHKN) to validate your assignment to theincident quickly. The Order Number is generallyin the following format:o Example: O-374 (O is for Overhead, and the3 digit number is assigned by Logistics) The incident will want a number where you canbe reached, your home base, how you got to theincident, as well as any additional qualificationsyou may have.

IC Job Aid282.3.2.2 Check-in With Finance: Leave copy of resource orders or other traveldocuments with FSC or Admin Officer.Determine how often to turn time into FSC andstart OF- 288 Emergency Firefighter TimeReport.2.3.2.3 Check-in With Logistics: Lodging assignment: The incident is responsiblefor ensuring you have adequate lodging, unlessyou are locally based. If the incident is small,Logistics may ask you to make your ownarrangements, or they may have alreadycontracted with a local hotel for incidentpersonnel. Even if you have made your ownarrangements, Logistics should still be trackingwhere personnel are housed. Meal schedule: The size, complexity andlocation of an incident will impact the availabilityof meals. On most AHIMT responses, mealsare the responsibility of the individual. If mealsare provided the incident generally tracks whogot a meal and the individual is required tomake the appropriate modification to their travelclaim.

IC Job Aid29 Incident credentials: On some incidents,credentials (badges) are created for all assignedpersonnel. If the incident is creating credentials,you should receive them when you check-in.

IC Job Aid302.4 Obtain Situation Assessment.2.4.1 Review the current ICS 201 and/or IAPThe purpose of this task is to acquire additionalbackground on the incident prior to starting yourassignment.Regardless of when you arrive at an incident,there is usually very little time for someone else tobrief you.You need to find out the Who, What, When,Where, Incident Organization, and Resourcesrelated to the incident.2.4.2 What is the incident (SAR, oil/hazmat, LE,natural disaster, etc.)?This gives you an idea of the resources thatOperations will probably be requesting.2.4.3 Who are key players (Federal, State, local,industry)?This may give you some insight to establishincident objectives.2.4.4 When did the incident take place?An incident changes character over time including;survival rates, weathering of oil, potentialcontaminants, vessel stability, etc.

IC Job Aid312.4.5 Where did the incident take place?Do you know the Area of Responsibility (AOR)? Ifso, you have an advantage in knowingrelationships, geography, local plans, etc. If not,you must spend some time getting to know thearea. Also, what is the difference between the unitAOR and the incident AOR? Generally, thereshould be a difference.2.4.5 What is the incident organization?You must know who is in your direct chain ofcommand as well as other key players such as theother Incident Commander(s), Operations SectionChief (OSC), Planning Section Chief (PSC).Logistics Section Chief (LSC), Finance SectionChief (FSC), and Safety Officer (SOFR), ifassigned.2.4.6 When is the next meeting or briefing thatshould be attended?Obtain a copy of the meetings and briefingschedule from the PSC, if developed.2.4.7 Have considerations have been madeto move from the ICS 201 to an IAP?See Appendix L – Command Considerations forShifting From An ICS 201 to developing an IAP.

IC Job Aid322.5 Incident BriefTacticsMeetingMeetingPreparing forthe PlanningMeetingPlanningMeetingDetermine the need to handover the position of IC tosomeone of greater authority orresource capability. The initialIC may have determined a needfor a Unified Command and istherefore using the ICS 201 toconduct a briefing for newpersonnel in the Unified Command.The following tasks are broken into two paths –either the Off-going Initial IC or the Oncoming ICor UC and should be accomplished after checkingin to the incident.Preparingfor theTacticsMeetingIAP Prep &ApprovalCommand &General StaffMeetingIC / onsBriefingExecute Plan &AssessProgressNewNew OpsOpsPeriodPeriodBeginsBeginsInitial UCMeetingIncident BriefICS-201InitialInitialResponseResponse nt2.5.1 Off-going IC completes the following Steps: Determine the time and location for the briefing.Prepare copies of the most up-to-date ICS 201(or ICS 209) for new IC or UC and any others inattendance. Initial IC designates someone to manage onscene operations while you are conducting thisbriefing. Determine who else should attend this briefing inaddition to the new IC/UC.

IC Job Aid33 Prepare and use maps, charts and other visualaids to paint a picture of the situation. Using Appendix H – ICS 201 Briefing Checklistfor Off-Going IC as a guide, organize yourthoughts and conduct the briefing.2.5.2 Oncoming IC or UC completes the followingsteps: Determine the best time and location for thebriefing with the off-going IC. Communicate any expectations you may have ofthe person you are relieving. Using Appendix I – ICS 201 Briefing Checklistfor On-Coming IC or UC as a guide, organizeyour thoughts and execute your part of thebriefing.2.5.3 Transfer of command takes place from theoff-going IC to the new IC/UC. See Appendix E –Transfer of Command Oncoming IC/UC acknowledges effort of offgoing IC (i.e. good job – if warranted). Oncoming IC/UC may assign off-going IC to anew position if it is still early in the incident.Most often, this position is the OperationsSection Chief to help maintain continuity withfield personnel.

IC Job Aid34 New IC/UC formally announces assumption ofcommand and provides any direction necessary.Provide interim direction to responders asneeded to ensure clarity and communicationbetween Command and all other elements of theresponse organization.

IC Job Aid352.6 The Incident Commander and the ICSOperational Planning Process2.6.1 Initial Unified Command MeetingTacticsMeetingMeetingPreparing forthe PlanningMeetingPlanningMeetingThis meeting is for assembling theUnified Command, identifyingjurisdictional roles,responsibilities, limitations, settingincident priorities and building theresponse organization. ThePlanning Section Chief facilitatesthis meeting if available. Ensure the UC room is properly outfitted. Ensure IC/UC support personnel are available.o Assistant Documentation Unit Leader orDocumentation Specialist for recording keydecisions and actions by the UC and writingdecision memoso UC Administrative Specialist to act as an aideto support the UC,o UC phone watch, to answer and screen allincoming phone calls. Validate makeup of the UC. Ensure UCcomposition is documented. See Appendix D –The Unified Command for more information.Preparingfor theTacticsMeetingIAP Prep &ApprovalCommand &General StaffMeetingIC / UCDevelop/UpdateObjectivesMeetingInitial UCMeetingIncidentIncident BriefBriefICS-201InitialInitialResponseResponse cident/EventOperationsOperationsBriefingExecute Plan &AssessProgressNew OpsOpsPeriodPeriodBeginsBegins

IC Job Aid36 UC members identify and clarify roles andresponsibilities including jurisdictionalresponsibilities and individual agency policies. Ifneeded, see Appendix F – Executive andIncident Commander Agreement Checklist. Agree on UC Area of Responsibility (AOR). Decide on UC Operating Procedures:o Spokesperson(s) at meetings and briefingso Process for resolving disagreements.o Staff product review & approval processeso See Chapter 4 of the IMH for examples Make critical/key decisions with high immediacy(i.e. close waterway). Summon appropriatepersons to execute the most time-criticaldecisions. Other key decisions that may bediscussed include:o Name of the Incidento Location of Incident Command Posto Location of other support facilitieso See chapter 4 of IMH for more examples. Define the operational period. Typically 12 or 24hour operational periods are suggesteddepending on the incident characteristics andthe ability of the IMT to develop an effective IAP.12-hour operational periods should be reservedonly for the most experienced and appropriately

IC Job Aid 37staffed management teams. As the responsestabilizes, even longer operational periods maybe advisable.Determine work shifts in the operational periodand hours of operation for IMT.Identify best qualified Operations Section Chief(OSC) and deputy(s). Identify personnel forother Command and General Staff positions.Agree on other technical support and specialistsas needed.Decide on the Operations and Situation Unitbriefing schedule (1, 2, 3 hour intervals). NotifyOSC/SITL of next briefing (use DocumentationSpecialist). Notify OSC and SITL of nextBriefing.Consider documenting on ICS 202A CommandDecisions form (see Appendix O - Example ICS202A Command Direction).Begin documenting incident Critical InformationRequirements (CIRs) on ICS 202B.

IC Job Aid38 Consider need to assign an Information managementspecialist to the Situation Unit, Deputy Planning SectionChief for information management or Deputy IncidentCommander for Information management to manageinformation management processes. Establish a policy for release of information to media,stakeholders, and agencies. Assess the ability of the current organization to movefrom reactive response operations to proactiveresponse management, and assess their ability toproduce an effective IAP.Note: ICS Technical Specialists can help facilitate theUnified Command to move the meetings along and keepthem on schedule!Deputy ICs can also perform this role and also provide theadded advan

Incident Commander (IC), Incident Commander in Unified Command (UC) or Deputy Incident Commander (DIC) within the National Incident Management System (NIMS) Incident Command System (ICS). Personnel assigned to this position should be qualified as an IC. Throughout the rest of this Job Aid, the generic term "Command" may