Unit 5: Planning Process Sample: Sample IAP (Page 6 Of 9)
Unit 5: Planning ProcessSample: Sample IAP (Page 6 of 9)INC IDE NT R ADIO C OMMUNIC AT IONS P L AN (IC S 205)1. Incident Name:Cruise Ship HazMat Spill2. Date/Time Prepared:Date:Time:3. Operational Period:Date From:Time From:Date To:Time To:4. Basic Radio Channel Use:ZoneGrp.Ch#FunctionChannel Name/TrunkedRadio SystemTalkgroupAssignmentRX FreqN or WRXTone/NACTX FreqN or WTXTone/NACMode(A, D, or M)Remarks1CommandNIFCCommandand GeneralStaff andGroupSupervisors2Local on YCGLBALocal on YC168.8253LogisticsGLBALogistics166.3005Tactical (throughRepeater)NIFCGroupSupervisorson YC166.500Communications between YC andICP6Tactical w/ USCGGLBACommandand USCG157.100Group Supervisors scan tical 00Internal communications on YCFlight Following5. Special Instructions:6. Prepared by (Communications Unit Leader): Name: Sherrie HillmanICS 205September 2011IAP Page 6Signature:Date/Time: 08-19-XX, 0200ICS-300 – Intermediate ICS for Expanding IncidentsInstructor GuidePage 5.37
Unit 5: Planning ProcessCruise Ship HazMat Spill2. Operational Period:Date From:Time From:ME DIC AL P L AN (IC S 206)Sample: Sample IAP (Page 7 of 9)1. Incident Name:3. Medical Aid Stations:Date To:Time To:YesNo7 NoParamedicson Site?xxx-xxx-xxxx7 YesContactNumber(s)/FrequencyCruise shipxxx-xxx-xxxxLocationNPS EMT’sBartlett CoveNameNPS – GLBA HQNoNoYesNo7 YesYesNoALS7 ALSBLSBLSHelipadBLSBurnCenterALSLevel of ServiceYesxxx-xxx-xxxxxxx-xxx-xxxxn/aGroundTravel TimeAir1 hrYesLevel:YesLevel:YesNoYesNo7 NoYesNoYesNoYesNoNoYesLevel:YesNoYesNo7 ctNumber(s)/FrequencyGustavus EmergencyResponse4. Transportation (indicate air or ground):GustavusAddress,Latitude & Longitudeif HelipadAmbulance ServiceGustavus EmergencyResponse5. Hospitals:Hospital NameBartlett Memorial3260 Hospital Drive,Juneau6. Special Medical Emergency Procedures:Signature:Signature:September 2011If necessary, a float plane will be dispatched from Glacier Bay Airways (697-2249 or 789-9009) and the victim will be flown toJuneau.Conduct GLBA Dispatch in the event of ANY injury.Check box if aviation assets are utilized for rescue. If assets are used, coordinate with Air Operations.7. Prepared by (Medical Unit Leader): Name: Sherrie HillmanDate/Time: 08-19-XX/0200ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualIAP Page 78. Approved by (Safety Officer): Name: Pam AliceICS 206Page 5.38
Unit 5: Planning ProcessSample: Sample IAP (Page 8 of 9)2. Operational Period:Date From: 08/19/XXTime From: 0600Safety Message/Plan (ICS 208)1. Incident Name: Cruise Ship HazMat Spill3. Safety Message/Expanded Safety Message, Safety Plan, Site Safety Plan:Date To: 08/19/XXTime To: 1800All personnel working on the incident must be aware of the following hazards and take appropriate mitigation measures:Remove victim to fresh air. Apply appropriate actions if breathing is labored or stops.If ingested, do NOT induce vomiting. Give water to dilute.For skin exposure, remove contaminated clothing and gently flush affected areas with fresh water for 15 minutes.In all cases, get medical advice and medical attention as soon as possible.Decks and passageways are likely to be very slippery. Where possible, use sand or absorbent materials to improve footingand traction.Rubber gloves and protective clothing must be worn at all time by those entering the damaged areas of the vessel.Respiratory equipment is also required.FIRE: If small, use dry chemical, CO2, foam or water spray. If large, evacuate immediately.1.2.3.4.FIRST AID:Inhalation: Inhalation of high concentrations of diesel fuel vapors causes dizziness, headaches, and stupor.Ingestion: Ingestion of diesel fuel causes irritation of stomach and intestines with nausea and vomiting.Skin Exposure: The liquid is irritating to the skin, especially where long term contact is involved. May burn skin or eyes.HEALTH:Individuals working aboard the cruise ship must be aware of:1. Significant amounts of diesel fuel and other petroleum products are mixed with water below decks. There is both a healthhazard and a fire hazard associate with these materials.2.3.For ground personnel in the backcountry and along shore in the vicinity of the YC, maintain vigilance for bears and take evasive oravoidance actions.THINK, AND ACT, SAFELYSignature:Page 5.39All personnel on boats must wear PFD’s at all time, and be aware that water temperatures are sufficiently low to cause hypothermiawith short exposure times.4. Site Safety Plan Required? Yes 7 NoApproved Site Safety Plan(s) Located At:Position/Title: Safety OfficerDate/Time: 08/19/XX/0200ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualIAP Page 85. Prepared by: Name: Pam AliceICS 208March 2011
Unit 5: Planning ProcessICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualSample: Sample IAP (Page 9 of 9)Page 5.40September 2011
View the sample on the next page.ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualUnit 5: Planning ProcessVisualsYour NotesYour NotesMarch 2011Page 5.41
Unit 5: Planning ProcessSample: Sample Operations Briefing AgendaA sample operations briefing agenda is included below. Use this sample agenda as a guide forthe operations briefing (also known as the shift briefing).1. Situation UpdatexxxProjections that may impact the next operational period.New tactical assignments.Response issues.Status of current tactical assignments.The Planning Section Chief provides an update of the incident, including the:x2. Plan ReviewThe plan review may include last-minute “pencil” changes to the IAP and will include adiscussion of each Division/Group Assignment Sheet and potential contingency plans.Each Division or Group Supervisor will have an opportunity to ask questions to clarify his orher assignment.3. Discussion of Logistical Support DetailsThis item should include a review of Transportation, Communications, and Medical Plans,as well as plans for feeding and resting personnel.4. Review of Safety MessageICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualSeptember 2011This item should cover the safety message and remind the Supervisors of the safetyprecautions that must be taken at the site.Page 5.42
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UNIT 6: INCIDENT RESOURCE MANAGEMENT
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Unit 6: Incident Resource ManagementJob Aid: CredentialingThe following figure summarizes the NIMS credentialing process.ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualSource: NIMS documentSeptember 2011Page 6.3
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Unit 6: Incident Resource ManagementSample: ICS Form 211Incident Check-In List, ICS Form 2111. Incident Name:3. Check-In Location (complete all that apply):FFFFF StagingOtherHelibaseICPBaseArea2. IncidentNumber:4. Start Date/Time:Date:Time:ICS 211Page 6.817. Prepared by: Name:Position/Title:Signature:ICS-300 – Intermediate ICS for Expanding IncidentsStudent Manual16. Data Provided toResources Unit15. OtherQualifications14. IncidentAssignment13. Method of Travel12. Departure Point,Date and Time11. Home Unit orAgency10. Incident ContactInformation9. Total Number ofPersonnel8. Leader’s Name7. Date/TimeCheck-InST or TFResourceName orIdentifierTypeKindCategoryAgencyState5. List single resource personnel(overhead) by agency and name,OR list resources by thefollowing format:6. Order Request #Check-In Information (use reverse of form for remarks or comments)Date/Time:September 2011
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Unit 6: Incident Resource ManagementVisualsYour NotesICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualComplete the activity before proceeding.September 2011Page 6.13
Unit 6: Incident Resource ManagementActivity: Improving Performance EffectivenessOn a recent incident, the following performance issues have arisen.Performance Issue #1: A local volunteer organization has personnel assigned to theLogistics Section to assist in providing meals to responders. One volunteer arrived forwork visibly impaired, and informed his coworkers that he had “just a couple of drinks torelax” before coming to work.Strategy:Performance Issue #2: Resource tracking is poor. Check-In Recorders are providingincomplete or inaccurate information from responding resources. Some resources haveevidently responded, worked, and gone home without ever having checked in.Additionally, resources obtained through a mutual aid agreement that are no longerneeded remain at the incident site.Strategy:ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualSeptember 2011Performance Issue #3: Evacuation Division B is using non-uniformed personnel todeliver evacuation instructions door-to-door within the community. Compliance with theevacuation order is very poor, and 911 has been deluged with calls from the affectedpublic asking if the evacuation order is official.Strategy:Page 6.14
Unit 6: Incident Resource ManagementActivity: Improving Performance Effectiveness (Continued)Performance Issue #4: A police officer at a traffic control point was struck by a motoristand received minor injuries. She was taken to the hospital by a witness to the accident,treated, and released. The first that incident management staff hear of the problem iswhen asked by the media at a press conference.Strategy:Performance Issue #5: Self-dispatched resources are arriving at the Staging Area. Inthe confusion, several of these resources who were assigned to Task Forces nowappear to lack the skills needed to operate equipment or execute orders.Strategy:ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualPage 6.15Performance Issue #6: The 5 o’clock news features a prominent interview with anincident responder at the Staging Area. The responder is not a member of the PublicInformation staff and has not been given an active assignment (or even seen the actualscene of the train wreck), but is waxing eloquently about how poorly the incident is beingmanaged.Strategy:September 2011
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UNIT 7: DEMOBILIZATION, TRANSFER OF COMMAND, AND CLOSEOUT
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Unit 7: Demobilization, Transfer of Command, and CloseoutJob Aid: DemobilizationPlanning SectionOperationsSectionLiaison OfficerSafety OfficerPublicInformationOfficerPositionIn the Planning Section, the later workload falls on the Demobilization andDocumentation Units. The Demobilization Unit will develop theDemobilization Plan and monitor its implementation. The DocumentationUnit will package all incident documentation for archiving with theresponsible agency or jurisdiction. Both of these processes are finishedlate in the incident.The Operations Section Chief should be able to reduce support staff suchas Deputies and Staging Area Managers as the Operations Section isdemobilized.As cooperating and assisting agency resources are demobilized, theLiaison Officer’s job will become less complex. The Liaison Officer is alsolikely to be involved in interagency post-incident review activities that mayrequire continued presence at the incident and involvement after finaldemobilization.As the number of tactical operations at an incident decreases, the demandon the Safety Officer will also decline. However, some incidents requirepost-incident debriefings that will require the input of the Safety Officer.While the workload may level out, it may remain until the end of theincident.Press interest may taper off toward the end of the incident, especiallywhen tactics turn from life safety to cleanup. As the incident demobilizes,the need for interagency coordination of information may also decline.While it is important that the press continue to have a contact at theincident, it may be possible for the Public Information Officer to scale backoperations.Demobilization ConsiderationsAfter the incident is controlled and tactical resources are beginning to be released, the incidentmanagement organization should begin to monitor the number of support and management staffthat are assigned. Below are some typical workload considerations to consider when planningfor demobilization.Logistics SectionThe Supply Unit and the Facilities Unit play major roles as the incidentwinds down. The Facilities Unit will need to demobilize the incidentfacilities, such as the Command Post and incident Base. The Supply Unitmust collect, inventory, and arrange to refurbish, rehabilitate, or replaceresources depleted, lost, or damaged at the incident.September 2011Finance andAdministrationSectionICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualMany of the activities of the Finance and Administration Section continuewell after the rest of the organization has been demobilized. Much of thepaperwork needed to document an incident is completed during or afterdemobilization.Page 7.2
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ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualSeptember 2011View the sample plan on the next page.Unit 7: Demobilization, Transfer of Command, and CloseoutVisualsYour NotesYour NotesPage 7.4
Unit 7: Demobilization, Transfer of Command, and CloseoutSupervisor-Expanded DispatchFinance Section ChiefOperations Section ChiefLogistics Section ChiefPlanning Section ChiefDateDateDateDateDateDateNORTH SMITHMAN INCIDENTSample Demobilization Plan (Page 1 of 5)Prepared byApproved byApproved byApproved byApproved byIncident CommanderICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualApproved bySeptember 2011Page 7.5
Unit 7: Demobilization, Transfer of Command, and CloseoutSample Demobilization Plan (Page 2 of 5)General InformationResponsibilitiesRelease PrioritiesRelease ProceduresTravel InformationThe Demobilization Plan contains five (5) sections:1.2.3.4.5.1. GENERAL INFORMATIONThe demobilization process at the North Smithman Incident will require coordination with theUnified Command Team and the Expanded Dispatch function. All resources with their owntransportation must meet rest/work guidelines prior to driving.All releases from the Smithman Incident will be initiated in the Demob Unit after IncidentCommander approval. The size and location of the Incident Base lends itself to the holdingof surplus equipment and personnel during the time it takes to process all of the releases ina safe and efficient manner. No resources are to leave the Incident until authorized to doso. At this time, no off-Incident Demob Center will be activated. The Logistics Section willprovide for all necessary transportation of released personnel and equipment. The DemobUnit will arrange for any needed flight arrangements through Expanded Dispatch.The following are general guidelines to be followed for resources that are leaving theIncident.A. No person will be released without having a minimum of eight (8) hours rest, unlessspecifically approved by the IC.B. All Federal resources must be able to arrive at their home base prior to 2200 (10 PM).Other agencies and cooperators must meet individual agency regulations pertaining torest and travel.C. All Party Chiefs, Crew Supervisors, and Strike Team Leaders will be thoroughly briefedprior to leaving the Incident. Briefing to include: 1. method of travel, 2. passengers (ifany), 3. destination, 4. ETD Camp/ETA home base, and 5. transportation arrangements.All personnel returning home on commercial aircraft will be showered and wear cleanclothing.To prevent delays and work overloads, Logistics and Finance will be notified as soon aspossible when surplus resources are to be Demobed. (Demob will try to advise the twoUnits 24 hours in advance.) Notification of Incident personnel will be by posting of"Tentative Releases" 12 hours in advance. Crew Supervisors may also be paged when theDemob process is to begin.ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualSeptember 2011If applicable, all oversize vehicles (e.g., transports) MUST have appropriate permits tocomply with State vehicle codes.Page 7.6
Unit 7: Demobilization, Transfer of Command, and CloseoutSample Demobilization Plan (Page 3 of 5)Performance Ratings are required for:x Traineesx Outstanding performancex Deficient performancex By personal requestAll firefighting apparatus, rental equipment, and crew transport will have a vehicle inspection(Safety Check) at Ground Support prior to returning to their home unit or new assignmentlocation. Pickups, sedans, and vans will also have a safety check by the Ground SupportUnit before departing the Incident Base.2. RESPONSIBILITIESFunctional heads (i.e., Section Chiefs and Unit Leaders) are responsible for determiningresources surplus to their needs and submitting lists to the Demob Unit Leader.Compiling “Tentative” and “Final” Release sheets. (Any Incident-formed Strike Teamsand Task Forces must be disbanded before Incident Commander approval and releasefrom the Incident.)Making all notifications to Incident and off-Incident personnel regarding tentative andfinal releases (includes Tanker and Helibases).Making sure that all signatures are obtained on the Demob Checkout form.Monitoring the Demob process and making any adjustments in the process.The Demob Unit Leader is responsible for:xxxxEstablishing the release priorities through consultation with Unified Command.Reviewing and approving all tentative release lists.The Incident Commander is responsible for:xxICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualPage 7.7Facilities—that all sleeping and work areas are cleaned up before personnel arereleased.Supply—that all non-expendable property items are returned or accounted for prior torelease.Ground Support—that there will be adequate ground transportation during the releaseprocess and that vehicles are inspected.Communications—that all radios have been returned or are accounted for.Food Unit—that there will be adequate meals for those being released and for thoseremaining in camp.The Logistics Section Chief is responsible for ensuring through:xxxxxSeptember 2011
Unit 7: Demobilization, Transfer of Command, and CloseoutSample Demobilization Plan (Page 4 of 5)Completion of all time and equipment reports for released personnel.Notification(s) for any ADO payoff(s).The Finance Section Chief is responsible for:xxThe Planning Section Chief is responsible for managing duration of assignment policy forthe Incident Commander.Reviewing tentative releases and notifying the Demob Unit Leader with releaseapprovals, reassignments, and air travel information.Coordinating with the Rocky Mountain Coordination Center.Expanded Dispatch is responsible for:xx3. RELEASE PRIORITIESInitial attack or local cooperatorsType 1 CrewsNon-local engines, crews, and overheadOther local resourcesThe following release priorities have been established by the Unified Command Team:1.2.3.4.Crews from other Regions will be grouped for demob when possible. Emergency situationswill arise and will be handled expeditiously. Clearance for emergency demob is to beapproved by the appropriate Section Chief, IC, or Agency Representative.4. RELEASE PROCEDURESCritical resources will be identified on the Daily Incident Commander conference calls.These resources will be listed in the Unified Command Action Plan and these resourcescannot be released from the Incident without Unified Command approval.All resources requiring airline travel must be submitted to Expanded Dispatch 36 hours inadvance of planned travel. All other resource surpluses should be forwarded to ExpandedDispatch 24 hours in advance of planned release. Demob will also give Ground Supportlead time to arrange for ground transportation for crews and individuals needingtransportation.ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualSeptember 2011Functional heads will identify surpluses within their units and submit a list (or lists) to theDemob Unit Leader in the Planning Section. The Demob Unit will combine lists and form a“Tentative Release” list to be submitted to the Incident Commander for review and approval.Demob will work with the Resources Unit so that the resource status board can be kept upto date.Page 7.8
Unit 7: Demobilization, Transfer of Command, and CloseoutSample Demobilization Plan (Page 5 of 5)Prepare transportation manifests.Notify personnel to be released.Give crew leaders or individuals the final release form and briefing.After Incident Commander approval, Demob will notify Expanded Dispatch of the tentativereleases for their concurrence. When concurrence is obtained from Expanded Dispatch, theDemob Unit Leader will:xxxCommunications Unit Leader (if radio equipment has been issued)Facilities Unit Leader (to be sure sleeping area is clean)Supply Cache (to return all non-expendable property)Ground Support (for vehicle inspections)Finance (for time)Demob (last stop for final departure times and documentation)Crew leaders or individuals will take the ICS Form 221, Demobilization Check-Out form, to:xxxxxxNotify the Resources Unit so that "T" card information is complete.Notify Expanded Dispatch of ETD, ETA, destination, and travel arrangements.Collect and send all Demob paperwork to the Documentation Unit.The Demob Unit will:xxx5. TRAVEL INFORMATIONExpanded Dispatch: XXX-XXX-XXXXAll resources will meet work/rest requirements prior to being released from the incident.Crews traveling on commercial aircraft will be given time to shower and dress in cleanclothes. Any heavy or oversize equipment MUST have appropriate permits and follow anylimitations on the movement of their equipment on public highways. All resources will meetany agency-specific requirements on hours of travel per day or other restrictions concernedwith travel. Incident Demob will notify Expanded Dispatch when a resource is released, sothe home Forest/Agency can be advised with an ETA. It will then be up to the sendingForest/Agency to keep track of released resources and report back if there are anyproblems or if more information is needed.Incident Phone NumbersNorth Smithman Demob: XXX-XXX-XXXXICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualPage 7.9Individual resources are to notify either the North Smithman Incident or Expanded Dispatchat the above numbers and their home unit dispatcher if significant delays occur en route totheir next destination.September 2011
ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualSeptember 2011Complete the activity before proceeding.Unit 7: Demobilization, Transfer of Command, and CloseoutVisualsYour NotesPage 7.10
Unit 7: Demobilization, Transfer of Command, and CloseoutICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualSample Demobilization PlanCruise Ship HazMat Incident (Page 1 of 2)Activity: Reviewing the Demobilization PlanSeptember 2011Page 7.11
Unit 7: Demobilization, Transfer of Command, and CloseoutICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualSample Demobilization PlanCruise Ship HazMat Incident (Page 2 of 2)Activity: Reviewing the Demobilization PlanPage 7.12September 2011
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Unit 7: Demobilization, Transfer of Command, and CloseoutVisualsYour NotesICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualView the job aid on the next page.September 2011Page 7.15
Unit 7: Demobilization, Transfer of Command, and CloseoutJob Aid: Conducting an After-Action ReviewAfter-Action Review (AAR) TipsOverall Tipsx Schedule an After-Action Review (AAR) as soon after the incident as possible.x Keep it short and focused.x Focus on WHAT, not WHO.x Establish clear ground rules: encourage candor and openness (this is dialog—not lecture or debate);focus on items that can be fixed; keep all discussions confidential.Use a skilled facilitator to conduct the AAR.xAAR Process StepsUse the following questions to facilitate the AAR process:1. What did we set out to do?x Establish the facts.x Determine purpose of the mission and definition of success:x Identify key tasks involved.x Specify conditions under which each task may need to be performed (weather, topography,time restrictions, etc.).Define acceptable standards for success (explain what “Right” looks like).x2. What actually happened?x Continue to establish the facts.x Participants should come to agreement on what actually happened.x Pool multiple perspectives to build a shared picture of what happened.3. Why did it happen?x Analyze cause and effect.x Focus on WHAT, not WHO.x Provide progressive refinement for drawing out explanations of what occurred. This will leadinto developing possible solutions.4. What are we going to do differently next time?x Solutions will arise naturally once problems are identified and understood.x Focus on items you can fix, rather than external forces outside of your control.x Identify areas where groups are performing well and that should be sustained. This will helprepeat success and create a balanced approach to the AAR.Areas To Sustain/Maintain Strengths:Areas To Improve:ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualSeptember 20115. Are there lessons learned that should be shared immediately?x Identify the process for sharing lessons learned.x Option 1: Document the Issue, Discussion, Recommendationx Option 2: Document the Concept of the Operation, Results, Trends, RecommendationDetermine and describe the most notable successes from the incident.Determine and describe the most difficult challenges faced and how they were overcome.xxPage 7.16
Unit 7: Demobilization, Transfer of Command, and CloseoutJob Aid: Conducting an After-Action Review (Continued)ICS-300 – Intermediate ICS for Expanding IncidentsStudent ManualPage 7.176. What followup is needed?x Be specific about actions, timelines, and responsibilities.x What changes, additions, or deletions are recommended to SOPs, plans, or training?x What issues were not resolved to your satisfaction and need further review?September 2011
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UNIT 8: COURSE SUMMARY
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Page 5.42 Student Manual September 2011 Sample: Sample Operations Briefing Agenda A sample operations briefing agenda is included below. Use this sample agenda as a guide for the operations briefing (also known as the shift briefing). 1. Situation Update The Planning Section Chief provides an update of the incident, including the: x
Trigonometry Unit 4 Unit 4 WB Unit 4 Unit 4 5 Free Particle Interactions: Weight and Friction Unit 5 Unit 5 ZA-Chapter 3 pp. 39-57 pp. 103-106 WB Unit 5 Unit 5 6 Constant Force Particle: Acceleration Unit 6 Unit 6 and ZA-Chapter 3 pp. 57-72 WB Unit 6 Parts C&B 6 Constant Force Particle: Acceleration Unit 6 Unit 6 and WB Unit 6 Unit 6
Sample Size Planning 3 Sample Size Planning with Effect Size Estimates When designing a study or an experiment, a number of critical decisions need to be made based on incomplete or uncertain information before data collection begins. One of these critical decisions is planning a priori the sample size needed to achieve the researcher's goal.
ice cream Unit 9: ice cream ka bio Unit 3: say it again kaa Unit 10: car kakra Unit 3: a little Kofi Unit 5: a name (boy born on Fri.) Koforidua Unit 4: Koforidua kↄ Unit 9: go Kↄ so Unit 7: Go ahead. kↄↄp Unit 9: cup kube Unit 10: coconut Kumase Unit 4: Kumasi Labadi Beach Unit 10: Labadi Beach
CAPE Management of Business Specimen Papers: Unit 1 Paper 01 60 Unit 1 Paper 02 68 Unit 1 Paper 03/2 74 Unit 2 Paper 01 78 Unit 2 Paper 02 86 Unit 2 Paper 03/2 90 CAPE Management of Business Mark Schemes: Unit 1 Paper 01 93 Unit 1 Paper 02 95 Unit 1 Paper 03/2 110 Unit 2 Paper 01 117 Unit 2 Paper 02 119 Unit 2 Paper 03/2 134
BASIC WIRING TABLE OF CONTENTS Unit I: Occupational Introduction 1 Unit II: General Safety 15 Unit III: Electrical Safety 71 Unit IV: Hand Tools 101 Unit V: Specialty Tools and Equipment 195 Unit VI: Using Trade Information 307 Unit VII: Basic Equipment 343 Unit VIII: Basic Theory 415 Unit IX: DC Circuits 469 Unit X: AC Circuits 533 Unit XI: Wiring Methods 641 Unit XII: Conductors 685
of duration is called Aggregate Planning as obvious from the following diagram. Planning process Long range planning ( strategic planning)(for 1-5 years of duration) Intermediate range planning ( aggregate planning)(for 3-12 months) Short term planning (for scheduling and planning for day to day shop floor activities). (for 1-90 days)
Report. 1 Sample Place, Sample Suburb, Sample State, Sample Postcode Prepared on: Prepared for: . This estimate is provided by CoreLogic, and is a computer generated, statistically derived estimate of the value of the subject property and must not . 1 Sample Place, Sample Suburb, Sample State, Sample Postcode Test ref Test promo
an accounting policy. In making that judgment, management considers, first the requirement of other IFRS standards dealing with similar issues, and the concepts in the IASB’s framework. It also may consider the accounting standards of other standard-setting bodies. International Financial Reporting Standards Australian Accounting Standards
