Fort Hays State University > About FHSU > Executive Division > Support Appendix
The following checklist is applicable to all personnel in an Incident Command System
In NIMS ICS, a number of the leadership responsibilities are common to all functions within the ICS organization. Common responsibilities of Unit Leaders are listed below. These will not be repeated in Unit Leader Position Checklists in subsequent chapters.
Sound planning provides the foundation for effective incident management. The NIMS planning process represents a template for strategic, operational and tactical planning that includes all steps that Command and General Staff should take to develop and disseminate an Incident Action Plan (IAP). The planning process may begin with the scheduling of a planned event, with the identification of a credible threat, or with the initial response with the implementation of the formalized steps and staffing required in developing a written IAP.
A clear, concise IAP template is essential to guide the initial incident management decision process and the continuing collective planning activities of incident management teams. The planning process should provide the following:
The following five primary phases must be followed, in sequence, to ensure a
The IAP must provide clear strategic direction and include a comprehensive listing of the tactical objectives, resources, reserves and support required to accomplish each incident objective. The comprehensive IAP will identify the sequence of events in a coordinated way for achieving multiple incident objectives. However, the IAP is based on the best available information at the time of the planning meeting.
During the initial stages of incident management, planners must develop a simple plan that can be communicated through concise oral briefings. Frequently, this plan must be developed very quickly and with incomplete information. As the incident management effort evolves over time, additional time, staff, information systems and technologies will enable more detailed planning and cataloging of events and "lessons learned."
Initial response and assessment occurs in all incidents. Responses small in scope and/or duration can be coordinated using the Incident Form (ICS 201).
During the transfer-of-command process, the initial IC briefing provides the incoming Incident Command/Unified Command (IC/US) with basic information regarding the incident situation and the resources requested/assigned to the incident. The Incident Plan (IAP) for the initial response remains in force and continues to be updated until the response ends or another IAP is developed.
The ICS 201 facilitates documentation of the current situation, initial response objectives, current and planned actions, resources assigned and requested, on-scene organizational structure, and incident potential. This form is essential for future planning and the effective management of initial response activities.
Provides UC officials with an opportunity to discuss important issues prior to the Unified Command Objectives Meeting. The meeting should be brief and document all important decisions. The results of this meeting will help to guide the overall response efforts.
The Unified Command will identify incident/event priorities, identify limitations and constraints, and establish incident objectives. For recurring meetings, all products will be reviewed and updated as needed. The results of this meeting, along with decisions from the Initial UC meeting, will be presented at the Command and General Staff Meeting.
At the Command and General Staff Meeting, IC/UC will present their decisions and management direction to the Command and General Staff Members. This meeting should clarify and help to ensure understanding among the core IMT members on the decisions, objectives, priorities, procedures and functional assignments (tasks) that the IC/UC has discussed and approved. Ensuing Command and General Staff Meetings will cover any changes in Command direction and review the open actions and status of assigned tasks.
During this phase of the Operational Planning Cycle, the IC and Planning Section Chief (PSC) begin the work of preparing for the upcoming Tactics Meeting. The Operations Section Chief drafts an Operational Planning Worksheet (ICS 215) and an Operations Section organizational chart for the next operational period. Also, the Safety Officer (SO) develops in conjunction with the Operations Section Chief the Hazard Risk Analysis Worksheet (Incident Safety Analysis – ICS 215a). The PSC should facilitate/support this process to the greatest extent possible to ensure that the materials, information, resources, etc., to be presented in the Tactics Meeting are organized
This work session produces information needed to prepare the IAP. The Operations Section organization will be prepared by the Operations Section Chief (OSC) prior to the completion of the Operational Planning Worksheet (ICS 215). The SO will prepare the Hazard Risk Analysis Worksheet (Incident Safety Analysis – ICS 215a). OSC/PSC will solicit input from attendees in order to refine these draft products for full staff approval at the Planning Meeting.
The Command and General Staff prepare for the upcoming Planning Meeting.
This meeting provides an overview of the tactical plan to achieve IC objectives for the upcoming operational period. The OSC will present the proposed plan to the Command and General Staff for review and comment. OSC will discuss strategy and tactics that were considered and chosen to best meet the objectives for the next operational period. The OSC will also briefly discuss how the incident will be managed along with work assignments, resources and support that are required to implement the proposed plan. This meeting provides the opportunity for Command and General Staff to give final approval for the IAP. After review and updates are made, planning meeting participants commit to support the plan.
Appropriate IMT members must immediately complete the assigned tasks that need to be included in the IAP by the deadline set by the PSC so that the Planning Section can assemble the IAP components. The deadline must be early enough to permit timely IC/UC review, approval and duplication of sufficient copies for the Operations Briefing and other IMT members. The Safety Officer develops the General Safety Message/Site Safety Plan for the IAP.
The ICS uses a series of standard forms and supporting documents that convey directions for the accomplishment of the objectives and distribution of information. Listed below are the standard ICS form titles and descriptions of each form:
This briefing presents the IAP to the Operations Section oncoming supervisory personnel. After this briefing and during the shift change, off-going supervisors should be interviewed by their relief and by the OSC in order to validate IAP effectiveness. The Division/Group Supervisor may make last-minute adjustments to tactics over which they have purview. Similarly, a supervisor may reallocate resources within that Division/Group to adapt to changing conditions.
Assessment is an ongoing, continuous process to help adjust current operations and help plan for future operations. Following the briefing and shift change, all Command Staff Section Chiefs will review the incident management progress and make recommendations to the IC/UC in preparation for the next IC/UC Objectives Meeting. This feedback/information is continuously gathered from various sources, including Field Observers, line Safety Officers responder debriefs, stakeholders, etc. IC/UC should encourage Command and General Staff to get out of the Incident Command Post (ICP) and view first hand the areas of the incident they are supporting.
Special Purpose meetings are most applicable to larger incidents requiring an Operational Period Planning Cycle but may also be useful during the Initial Response Phase.
BUSINESS MANAGEMENT MEETING – The purpose of this meeting is to develop and update the Business Management Plan for finance and logistical support. The agenda could include: documentation issues, cost sharing, cost analysis, finance requirements, resource procurement and financial summary data. Attendees normally include the Finance/Administration Section Chief (FSC), Cost Unit Leader, Procurement Unit Leader, Logistics Section Chief (LSC), Situation Unit Leader and Documentation Unit Leader.
AGENCY REPRESENTATIVE (AREP) MEETING – This meeting is held to update AREPs and ensure that they can support the IAP. It is conducted by the Liaison Officer (LNO) and attended by AREPs. It is most appropriately held shortly after the Planning Meeting in order to present the plan (IAP) for the next operational period. It allows for minor changes should the plan not meet the expectations of the AREPs.
MEDIA BRIEFING – This meeting is conducted at the Joint Information Center (JIC), or at a location near the incident. (It is not necessary to establish a JIC for all incidents.) Its purpose is to brief the media and the public on the most current and accurate facts. It is set up by the Public Information Officer (PIO), moderated by an IC/UC spokesperson and features selected spokespersons. Spokespersons should be prepared by the PIO to address anticipated issues.
The briefing should be well-planned, organized and scheduled to meet the media's needs.
TECHNICAL SPECIALIST MEETING – Meetings to gather Technical Specialist input for
DEMOBILIZATION PLANNING MEETING – This meeting is held to gather functional requirements from Command, Command Staff and General Staff that would be included in the incident Demobilization Plan. Functional requirements would include: safety, logistics and fiscal considerations and release priorities that would be addressed in the plan.
Attendees normally include: Command, OSC, PSC, LSC, FSC, LNO, SO, Intelligence Officer, PIO and Demobilization Unit Leader. The Demobilization Unit Leader then prepares a draft Demobilization Plan to include the functional requirements and distributes to Command, Command Staff and General Staff for review and comment.
INCIDENT COMMANDER (IC) – The IC's responsibility is the overall management of the incident. On many incidents, the command activity is carried out by a single IC. The IC is selected based on qualifications and experience.
The IC is responsible for providing direction and guidance to the command and general staff. Command must analyze the overall requirements of the incident and determine the most appropriate direction for the management team to follow during the response. This is accomplished by making key decisions, setting priorities, developing response objectives, and assigning work (tasks) to primary staff within the first operational period and ongoing throughout the incident/event. Information and examples for key decisions and objectives are located in chapter 13.
The IC may have Deputy Incident Commanders who may be from the same agency or from an assisting agency. Deputy Incident Commanders must have the same certifications/qualifications as the person for whom they work, as they must be ready to take over that position at any time. When span of control becomes an issue for the IC, a Deputy Incident Commander/Chief of Staff may be assigned to manage the Command Staff.
The major responsibilities of the IC are:
Incident Commanders Major Responsibilities
PUBLIC INFORMATION OFFICER (PIO) – The PIO is responsible for developing and releasing information about the incident to the news media, incident personnel, and other appropriate agencies and organizations.
Only one primary PIO will be assigned for each incident, including incidents managed under Unified Command (UC). The PIO may have assistants as necessary, and the assistants may also represent assisting agencies or jurisdictions.
Agencies have different policies and procedures relative to the handling of public information. The following are the major responsibilities of the PIO, which would generally apply on
The major responsibilities of the PIO are:
Public Information Officer Major Responsibilities
SAFETY OFFICER (SO) – The SO's function is to develop and recommend measures for ensuring personnel safety and to assess and anticipate hazardous situations. The SO has the authority and obligation to alter, delay, suspend, and terminate any and all operations immediately dangerous to life and health of any personnel.
Only one primary incident SO will be assigned for each incident. The SO may have assistants as necessary, and the assistants may also represent assisting agencies or jurisdictions. Safety assistants may have specific responsibilities, such as air operations, hazardous materials (HAZMAT), etc.
The major responsibilities of the SO is:
Safety Officer Major Responsibilities
LIAISON OFFICER (LNO) – Incidents that are multi-jurisdictional, or have several agencies involved, may require the establishment of the LNO position on the Command Staff.
Only one primary LNO will be assigned for each incident, including incidents managed under UC and multi-jurisdiction incidents. The LNO may have assistants as necessary, and the assistants may also represent assisting agencies or jurisdictions. The LNO is assigned to the incident to be the contact for assisting and/or cooperating with Agency Representatives (AREP).
The major responsibilities of the LNO are:
Liaison Officer Major Responsibilities
AGENCY REPRESENTATIVES – In many multi-jurisdiction incidents, an agency or jurisdiction may send a representative to assist in coordination efforts.
An AREP is an individual assigned to an incident from an assisting or cooperating agency who has been delegated authority to make decisions on matters affecting that agency's participation at the incident.
AREPs report to the LNO or to the IC in the absence of an LNO.
The major responsibilities of the AREPs are:
Agency Representatives Major Responsibilities
OPERATIONS SECTION CHIEF (OSC) – The OSC, a member of the General Staff, is responsible for managing of all operations directly applicable to the primary incident. The OSC is certified/qualified to the level of operations being performed and will normally be selected from the organization/agency with the most jurisdictional responsibility for the incident.
The OSC activates and supervises organizational elements in accordance with the Incident Action Plan (IAP) and directs its execution. The OSC also directs the preparation of operational plans, requests or releases resources, monitors operational progress, makes changes to the IAP as necessary, and reports any such changes to the Incident Commander (IC).
The OSC may have Deputy Operations Sections Chiefs, who may be from the same agency or from assisting agencies. The Deputy Operations Section Chief must have the same qualifications
as the person for whom they work, as they must be ready to take over that position at any time.
In complex incidents, the OSC may assign a Deputy Operations Section Chief to supervise
The major responsibilities of the OSC are:
Operations Section Chief Major Responsibilities
BRANCH DIRECTOR – The Branch Directors, when activated, are under the direction of the OSC and are responsible for implementing the portion of the IAP appropriate to the branches.
The major responsibilities of the Branch Director are:
Branch Director Major Responsibilities
DIVISION/GROUP SUPERVISOR – The Division/Group Supervisor reports to the OSC (or Branch Director when activated). The Supervisor is responsible for implementing the assigned portion of the IAP, assigning resources within the Division/Group, and reporting on the progress of control operations and status of resources within the Division (geographic area)/Group (functional).
The major responsibilities of the Division/Group Supervisor are:
Division/Group Supervisor Major Responsibilities
STRIKE TEAM/TASK FORCE LEADER (TFL) – The Strike Team/TFL reports to a Branch Director or Division/Group Supervisor and is responsible for performing tactical assignments assigned to the Strike Team or Task Force. The Leader reports work progress, resources status, and other important information, and maintains work records on assigned personnel.
The major responsibilities of the Strike Team/TFL are:
Strike Team/ Task Force Leader Major Responsibilities
SINGLE RESOURCE LEADER – The major responsibilities of the Single Resource Leader are:
Single Resource Leader Major Responsibilities
STAGING AREA MANAGER – The Staging Area Manager is under the direction of the IC/UC (not usually) or Operations Section Chief (primarily) and is responsible for managing all activities within a Staging Area.
The major responsibilities of the Staging Area Manager are:
Staging Area Manager Major Responsibilities
AIR OPERATIONS BRANCH DIRECTOR (AOBD) – The AOBD is ground-based and is primarily responsible for preparing the Air Operations Summary Worksheet (ICS 220), the air operations portion of the IAP, and for providing logistical support and direction to incident aircraft and personnel. The Air Operations Summary Worksheet (ICS 220) serves the same purpose as the Assignment List (ICS 204) for other operational resources by assigning and managing aviation resources on the incident. The Air Operations Summary Worksheet (ICS 220) may or may not be completed depending on the needs of the incident.
Individual air crews retain primary responsibility to ensure their aircraft are operated in accordance with their own agency's restrictions, guidelines, and directives. It is also the responsibility of individual air crews to keep the AOBD informed of their Agency's restrictions, guidelines, and directives that may affect their ability to execute incident assignments. After the IAP is approved, the AOBD is responsible for overseeing the tactical and logistical assignments of the Air Operations Branch. In coordination with the Logistics Section, the AOBD is responsible for providing logistical support to aircraft and personnel operating on the incident.
The major responsibilities of the AOBD are:
Air Operations Branch Director Major Responsibilities
AIR TACTICAL GROUP SUPERVISOR – The Air Tactical Group Supervision is primarily responsible for tactical operations and coordinating aircraft and air crews over the incident. The Air Tactical Group Supervisor performs these coordination activities while airborne. The Air Tactical Group Supervisor reports to the AOBD.
The major responsibilities of the Air Tactical Group Supervisor are:
Air Tactical Group Supervisor Major Responsibilities
AIR SUPPORT GROUP SUPERVISOR – The Air Support Group Supervisor, who reports to the AOBD, is primarily responsible for supporting aircraft and air crews. This includes: 1) providing fuel and other supplies; 2) providing maintenance and repair of aircraft; 3) keeping records of aircraft activity; and 4) enforcing safety regulations.
The major responsibilities of the Air Support Group Supervisor are:
Air Support Group Supervisor Major Responsibilities
TECHNICAL SPECIALISTS – Incidents or events may require the use of Technical Specialists who have specialized knowledge, skills and expertise. Technical Specialists may function within the Planning Section or be assigned wherever their services are required.
PLANNING SECTION CHIEF (PSC) – The PSC, a member of the General Staff, is responsible for collecting, evaluating, disseminating and using incident information and monitoring the status of assigned resources. Information is needed to:
The PSC may have Deputy PSCs, who may be from the same agency or from an assisting agency. Deputy PSCs must have the same qualifications as the person for whom they work, as they must be ready to take over that position at any time.
The major duties of the PSC are:
Planning Section Chief Major Duties
RESOURCE UNIT LEADER – The Resource Unit Leader is responsible for monitoring the status of all assigned resources (primary and support) and personnel at an incident. This is achieved by overseeing the check-in of all resources, and maintaining a status-keeping system indicating current location and status of all resources.
CHECK-IN/STATUS RECORDER – Check-in/Status Recorders are needed at each check in location to ensure that all resources assigned to an incident are accounted for.
The major responsibilities of the Recorders are:
Check-in/Status Recorder Major Responsibilities
SITUATION UNIT LEADER – The Situation Unit Leader is responsible for collecting, processing, organizing, and displaying incident information relating to the growth, mitigation or intelligence activities taking place on the incident. The Situation Unit Leader may prepare future projections of incident growth, maps and intelligence information.
The major responsibilities of the Situation Unit Leader are:
Situation Unit Leader Major Responsibilities
DISPLAY PROCESSOR (DP) – The DP is responsible for displaying incident status information obtained from Field Observers, resource status reports, aerials, other photographs and
The major responsibilities of the DP are:
Display Processor Major Responsibilities
FIELD OBSERVER – The Field Observer is responsible for collecting situation information from personal observations of the incident and providing this information to the Situation Unit Leader.
The major responsibilities of the Field Observer are:
Field Observer Major Responsibilities
DOCUMENTATION UNIT LEADER – The Documentation Unit Leader is responsible for maintaining accurate, up-to-date incident files.
Examples of incident documentation include: IAP(s), incident reports, communication logs, injury claims, situation status reports, etc. Thorough documentation is critical to post-incident analysis. Some of the documents may originate in other sections. The Documentation Unit Leader shall ensure each section is maintaining and providing appropriate documents. The Documentation Unit will provide duplication and copying services for all other sections. The Documentation Unit will store incident files for legal, analytical, and historical purposes.
The major responsibilities of the Documentation Unit Leader are:
Documentation Unit Leader Major Responsibilities
DEMOBILIZATION UNIT LEADER – The Demobilization Unit Leader is responsible for developing the Incident Demobilization Plan. On large incidents, demobilization can be quite complex, requiring a separate planning activity. Note that not all Agencies require or have specific demobilization instructions.
The major responsibilities of the Demobilization Unit Leader are:
Demobilization Unit Leader Major Responsibilities
TECHNICAL SPECIALISTS – Certain incidents or events may require the use of Technical Specialists who have specialized knowledge and expertise. Technical Specialists may function within the Planning Section or be assigned wherever their services are required.
The major responsibilities of the Technical Specialists are:
Technical Specialists Major Responsibilities
The following are examples of Technical Specialists. This is not a complete list, but examples of the many kinds of specialists that may be used and a possible location for their position in an ICS organization. However, the Incident Command or Unified Command (IC/UC) may assign Technical Specialists to any position within the ICS organization based on incident need. For example, the Critical Incident Stress Management (CISM) Specialist is normally assigned in Logistics under the Medical Unit Leader; however, an additional CISM Specialist is often assigned in the Command Staff working directly for the Incident Commander (IC).
LOGISTICS SECTION CHIEF (LSC) – The LSC, a member of the General Staff, is responsible for providing facilities, services, and material in support of the incident. The LSC participates in the development and implementation of the Incident Action Plan (IAP) and activates and supervises the Branches and Units within the Logistics Section.
The LSC may have Deputy LSCs, who may be from the same agency or from assisting agencies. Deputy LSCs must have the same qualifications as the person for whom they work, as they must be ready to take over that position at any time.
The major responsibilities of the LSC are:
Logistics Section Chief Major Responsibilities
SERVICE BRANCH DIRECTOR – The Service Branch Director, when activated, is under the supervision of the LSC and is responsible for managing all service activities at the incident. The Service Branch Director supervises the operations of the Communications, Medical and Food Units.
The major responsibilities of the Service Branch Director are:
Service Branch Director Major Responsibilities
COMMUNICATIONS UNIT LEADER – The Communication Unit Leader is responsible for developing plans for the effective use of incident communications equipment and facilities; installing and testing communications equipment; supervising the Incident Communications Center; distributing communications equipment to incident personnel; and maintaining and repairing communications equipment.
The major responsibilities of the Communication Unit Leader are:
Communications Unit Leader Major Responsibilities
INCIDENT DISPATCHER – The Incident Dispatcher is responsible for receiving and transmitting radio and telephone messages among and between personnel and to provide
dispatch services at the incident.
The major responsibilities of the Incident Dispatcher are:
Incident Dispatcher Major Responsibilities
MEDICAL UNIT LEADER – The Medical Unit Leader, under the direction of the Service Branch Director or LSC, is primarily responsible for developing the Medical Plan; providing medical care and overseeing health aspects of response personnel; obtaining medical aid and transportation for injured and ill response personnel; coordinating with other functions to resolve health and safety issues; and preparing reports and records.
The major responsibilities of the Medical Unit Leader are:
Medical Unit Leader Major Responsibilities
RESPONDER REHABILITATION MANAGER – The Responder Rehabilitation Manager reports to the Medical Unit Leader and is responsible for rehabilitating incident personnel who are suffering from the effects of strenuous work and/or extreme conditions.
The major responsibilities of the Responder Rehabilitation Manager are:
Responder Rehabilitation Manager Major Responsibilities
FOOD UNIT LEADER – The Food Unit Leader is responsible for supplying the food and water needs for the entire incident, including all remote locations (e.g., camps, staging areas), as well as providing food for personnel unable to leave tactical field assignments.
The major responsibilities of the Food Unit Leader are:
Food Unit Major Responsibilities
SUPPORT BRANCH DIRECTOR – The Support Branch Director, when activated, is under the direction of the LSC, and is responsible for developing and implementing logistics plans in support of the IAP. The Support Branch Director supervises the operations of Supply, Facilities and
The major responsibilities of the Support Branch Director are:
Support Branch Director Major Responsibilities
SUPPLY UNIT LEADER – The Supply Unit Leader is primarily responsible for ordering personnel, equipment, and supplies; receiving, storing, and distributing all supplies for the incident; maintaining an inventory of supplies; and storing, disbursing, and servicing non-expendable supplies and equipment.
The major responsibilities of the Supply Unit Leader are:
Supply Unit Major Responsibilities
ORDERING MANAGER – The Ordering Manager is responsible for placing all orders for personnel, supplies and equipment for the incident. The Ordering Manager reports to the Supply Unit Leader.
The major responsibilities of the Ordering Manager are:
Ordering Manager Major Responsibilities
RECEIVING AND DISTRIBUTION MANAGER – The Receiving and Distribution Manager is responsible for receiving and distributing all supplies and equipment (other than primary resources) and the service and repair of tools and equipment. The Receiving and Distribution Manager reports to the Supply Unit Leader.
The major responsibilities of the Receiving and Distribution Manager are:
Receiving and Distribution Manager Major Responsibilities
FACILITIES UNIT LEADER – The Facilities Unit Leader is primarily responsible for the set up, maintenance, and demobilization of incident facilities (Base, Camp(s), Incident Command Post (ICP) and staging areas), as well as security services required to support incident operations. The Facilities Unit Leader provides sleeping and sanitation facilities for incident personnel and manages Base and Camp(s) operations. Each facility is assigned a manager who reports to the Facilities Unit Leader and is responsible for managing the operation of the facility. The Facilities Unit Leader reports to the Support Branch Director.
The major responsibilities of the Facilities Unit Leader are:
Facilities Unit Leader Major Responsibilities
FACILITY MAINTENANCE SPECIALIST – The Facility Maintenance Specialist is responsible to ensure that proper sleeping and sanitation facilities are maintained; to provide shower facilities; to provide and maintain lights and other electrical equipment; and to maintain the Base, Camp and ICP facilities in a clean and orderly manner.
The major responsibilities of the Facility Maintenance Specialist are:
Facility Maintenance Specialist Major Responsibilities
SECURITY MANAGER – The Security Manager is responsible for providing safeguards needed to protect personnel and property from loss or damage.
The major responsibilities of the Security Manager are:
Security Manager Major Responsibilities
BASE MANAGER – The Base Manager is responsible for ensuring that appropriate sanitation, security and facility management services are conducted at the Base.
The major responsibilities of the Base Manager are:
Base Manager Major Responsibilities
CAMP MANAGER – On large incidents, one or more camps may be established by the General Staff to provide better support to operations. Camps may be in place several days or may be moved depending upon the nature of the incident. Functional unit activities performed at the ICS Base may be performed at the Camp(s). These could include: Supply, Medical, Ground Support, Food, Communications and Finance/Administration, as well as the Facilities Unit functions of facility maintenance and security. Camp Managers are responsible to provide non-technical coordination for all units operating within the Camp. Units assigned to Camps will be determined by the ICS General Staff. Personnel requirements for units at Camps will be determined by the parent unit based on kind and size of incident and expected duration of Camp operations.
The major responsibilities of the Camp Manager are:
Camp Manager Major Responsibilities
GROUND SUPPORT UNIT LEADER (GSUL) – The GSUL is primarily responsible for ensuring: maintenance and repair of primary tactical equipment, vehicles, mobile ground support equipment and fueling services; transportation of personnel, supplies, food and equipment in support of incident operations; recording all ground equipment usage time, including contract equipment assigned to the incident; and implementing the Traffic Plan for the incident.
The major responsibilities of the GSUL are:
Ground Support Unit Leader Major Responsibilities
EQUIPMENT MANAGER – The Equipment Manager provides service, repair and fuel for all apparatus and equipment; provides transportation and support vehicle services; and maintains records of equipment use and service provided.
The major responsibilities of the Equipment Manager are:
Equipment Manager Major Responsibilities
TECHNICAL SPECIALISTS – Certain incidents or events may require the use of Technical Specialists who have specialized knowledge and expertise.
Technical Specialists may function within the Planning Section or be assigned wherever their services are required.
FINANCE/ADMINISTRATION SECTION CHIEF (FSC) - The FSC, a member of the General Staff, is responsible for all financial, administrative and cost analysis aspects of the incident and for supervising members of the Finance/Administration Section.
The FSC may have Deputy FSCs, who may be from the same agency or from an assisting agency. The Deputy FSC must have the same qualifications as the person for whom they work, as they must be ready to take over that position at any time.
The major responsibilities of the FSC are:
Finance/Administration Section Chief Major Responsibilities
TIME UNIT LEADER – The Time Unit Leader is responsible for equipment and personnel
The major responsibilities of the Time Unit Leader are:
Time Unit Leader Major Responsibilities
EQUIPMENT TIME RECORDER – Under supervision of the Time Unit Leader, the Equipment Time Recorder is responsible for overseeing the recording of time for all equipment assigned to
The major responsibilities of the Equipment Time Recorder are:
Equipment Time Recorder Major Responsibilities
PERSONNEL TIME RECORDER – Under supervision of the Time Unit Leader, the Personnel Time Recorder is responsible for overseeing the recording of time for all personnel assigned to
The major responsibilities of the Personnel Time Recorder are:
Personnel Time Recorder Major Responsibilities
PROCUREMENT UNIT LEADER – The Procurement Unit Leader is responsible for administering all financial matters pertaining to vendor contracts, leases and fiscal agreements.
The major responsibilities of the Procurement Unit Leader are:
Procurement Unit Leader Major Responsibilities
COMPENSATION AND CLAIMS UNIT LEADER – The Compensation/Claims Unit Leader is responsible for the overall management and direction of all administrative matters pertaining to compensation for injury and claims-related activities (other than injury) for an incident.
The major responsibilities of the Compensation/Claims Unit Leader are:
Compensation/Claims Unit Leader
COMPENSATION FOR INJURY SPECIALIST – Under the supervision of the Compensation/Claims Unit Leader, the Compensation for Injury Specialist is responsible for administering financial matters resulting from serious injuries and fatalities occurring on an incident. Close coordination is required with the Medical Unit.
The major responsibilities of the Compensation for Injury Specialist are:
Compensation For Injury Specialist Major Responsibilities
CLAIMS SPECIALIST – Under the supervision of the Compensation/Claims Unit Leader, the Claims Specialist is responsible for managing all claims-related activities (other than injury) for
The major responsibilities of the Claims Specialist are:
Claims Specialist Major Responsibilities
COST UNIT LEADER – The Cost Unit Leader is responsible for collecting all cost data, performing cost-effectiveness analyses and providing cost estimates and cost-saving recommendations for the incident.
The major responsibilities of the Cost Unit Leader are:
Cost Unit Major Responsibilities
These examples can be used by Command to help facilitate their responsibilities. The information/examples provided can be used as is or modified in response to specific risk applications.
Incident Priority Examples:
Incident Objective Examples
Task/Work Assignment Examples:
Command and general staff expect Command to assign them specific tasks based on the unique characteristics of an incident. The Operations Section Chief (OSC) normally receives tasks (work assignments) from Command in the form of incident objectives. Some examples of common tasks (work assignments):
Safety Officer (SO):
Public Information Officer (PIO):
Liaison Officer (LNO):
Note: Intelligence Officer and PSC should be located in close proximity and work closely together to maximize the efficiency of both. This position may also function as a General Staff or Command Staff member.
EXAMPLE STAFFING MATRIX
(Wildland fire example based on a 12-hour operational period)
Critical Incident Policy Group (CIPG)
Deactivation and Recovery
Emergency Co-Managers (ESF-5)
Emergency Operations Center (EOC) Coordinator (ESF-5)
Emergency Operations Center Support Staff and Scribe
Public Information Officer (ESF-15)
Operations Section Chief
This is not an inclusive list. The position of Operations Section Chief will be assigned by the
Incident Commander (IC) based on the nature of the incident.
University Police Department (ESF-13)
Coordinate the details of these plans and tasks with the University Police Department Incident Command Post and incorporate into the Incident Action Plan. Provide ongoing communication and coordination between the University Police Department Incident Command Post and the Emergency Operation Center.
Facilities Operations (ESF-3)
Environment, Health and Safety (ESF-10)
Student Housing (ESF-6)
Medical Care (ESF-8)
Telecommunications (Information Services) (ESF-2)
Computing (Information Services) (ESF-2)
Student Care (ESF-6)
Planning Section Chief
Design and Construction Management (ESF-14)
Logistics Section Chief
Resource Procurement (ESF-7)
Human Resource and Equal Opportunity – Staff and Volunteers
Transportation Services, Vehicles (ESF-1)
Emergency Food, Water, and Sanitation (ESF-7)
Finance and Administration Section Chief
Insurance / Federal Emergency Management Agency / Risk Management
Copyright © 2009-2012 Fort Hays State University • 600 Park Street, Hays, Kansas 67601–4099 • 785–628–FHSU (3478) Contact Webmaster with any questions or comments concerning this Web site.