Positions Checklist

POSITIONS CHECKLIST

Table of Contents

Finance and Administration Section 41

Specialized Functions 50

Introduction and Overview

Introduction

These Position Checklists list the key tasks for all major functions within Ontario’s Incident Management System (IMS). They may be used at an incident site or Emergency Operations Centre (EOC) and specific taskings may be adapted for individual circumstances, as required. Building on the principles and concepts of the IMS Doctrine for Ontario, checklists are a valuable reference tool for incident response and training purposes. They are designed to assist responders and organizations in effectively responding to incidents in all IMS response roles: Incident Support, Incident Command, Area Command and Continuity of Operations. The use of these checklists for each of these roles is explained in more detail below.

How to Use

Upon being assigned a specific IMS function or position, all incident personnel are advised to read the ‘Common Responsibilities’ checklist, followed by their position-specific checklist(s). These checklists should be read in their entirety. Individuals that are assigned a supervisory position should be familiar with the positions or functions under their direct supervision. Any questions or issues regarding checklist activities may be directed to an immediate supervisor, or referenced in available IMS materials (IMS Doctrine, guidelines, tools, job aids, etc.).

The following points provide important guidance on the use of these checklists:

Not all IMS positions need to be activated for every incident - In keeping with the IMS ‘toolbox concept’, organizations may activate only the positions needed for a specific incident. In many cases, a handful of individuals can effectively manage an entire incident response.

One person may fulfill multiple IMS functions or positions - For large organizations or complex incidents, staff may be assigned to every IMS function or position. Alternatively, for small organizations or less complex incidents, one person may be assigned multiple IMS functions/ positions.

Checklists may be adapted, while respecting standardization - Every organization and incident is unique. Specific tasks in these checklists may be adapted and customized to suit organization and incident-specific needs, while respecting the overall standardization of IMS.

Checklists may be used at both EOCs and incident sites - IMS principles, concepts and processes may be applied at both EOCs and incident sites. Specific checklist tasks may be adapted for individual circumstances, as required.

Checklists may be used for all levels of incident response - These checklists may be used for all IMS response roles, including: Incident Support, Incident Command, and Area Command. Specific checklist tasks may be adapted for individual circumstances, as required.

Checklists activities are divided by phase: Activation Actions, Operational Actions, and Demobilization Actions - Activation activities should be referenced at the start of each incident, operational period and shift. Demobilization should be referenced at the end of each incident, operational period and shift. Specific tasks may be adapted for individual circumstances, as required.

Position Checklists are a supporting tool to the IMS Doctrine and IMS Training Program, which provide additional guidance on the use of IMS processes and activities. Users of these checklists should have, at minimum, a basic understanding of IMS. Additional IMS resources and training is available at www.ontario.ca/ims.

Response Roles

Within IMS, there are four main incident response roles:

Incident Support - The provision of resources and/or strategic guidance, authorizations, and specific decision-making support to an Incident Management Team at a site or EOC.

Incident Command - The direct management of an incident response.

Area Command - The provision of incident management and oversight to multiple incidents.

Continuity of Operations - Ensuring that essential services are maintained, including where possible, in the areas impacted by the emergency.

These checklists may be used for each of these response roles, with specific functions and taskings customized to each role, as required.

Separate checklists have been developed for these ‘Command’ functions:

  • EOC Commander (in charge of Incident Support)
  • Incident Commander (in charge of Incident Command)
  • Area Commander (in charge of Area Command).

All other positions may be activated in any role, with specific taskings customized as required. Each level of Command may also exercise responsibility for continuity of operations, based on individual circumstances/jurisdictions. Additional details may be referenced in the below table, in addition to the IMS Doctrine (Chapter 3) and Guidelines for the Application of IMS at EOCs.

IMS Response Roles and Applicable Position Checklists*

No.

Response Role

Description

Location/Facility0F

Person in Charge

Applicable Checklists

1.

Incident Support

The provision of resources and/or strategic guidance, authorizations, and specific decision-making support to an Incident Management Team at a site or EOC.

EOC

EOC Commander

  • EOC Commander checklist
  • All other checklists (as required)
  • Specialist checklists (as required

2.

Incident Command

The direct management of an incident response.

Incident Command Post

(at site or EOC)

Incident Commander

  • Incident Commander checklist
  • All other checklists (as required)
  • Specialist checklists (as required

3.

Area Command

The provision of incident management and oversight to multiple incidents.

Area Command Post

(may be

co-located with EOC)

Area Commander

  • Area Commander checklist
  • All other checklists (as required)
  • Specialist checklists (as required)

4.

Continuity of Operations

Ensuring that essential services are maintained, including where possible, in the areas impacted by the emergency.

EOC, Incident Command Post, Area Command Post

EOC, Incident or Area Commander

  • All Checklists, as required

IMS Response Roles and Applicable Position Checklists*

IMS Forms Quick Reference

Within the IMS for Ontario, specific forms are used to assist with incident management processes and procedures, as well as to represent a record of decisions and actions. These forms are designed for all-hazard use and are applicable to both site-level and EOC-level response. They are consistent with standard ‘Incident Command System’ (ICS) forms, which are already in use by many disciplines throughout Ontario and within the United States. To view these forms, please reference the IMS Forms Package, available at www.ontario.ca/ims.

IMS Forms Quick Reference

Form No.

Form Title

Description/Purpose

Prepared By

IMS 1001

Consolidated Incident Action Plan (IAP)

Documents the actions developed by the Commander and the Command and General Staff during Planning Meetings. When all attachments are included, the IAP specifies the objectives, strategies, tactics, resources, organization, communications plan, medical plan, and other appropriate information for use in managing an incident response for the next operational period. May be based on information excerpted from other IMS forms.

Planning Section Chief

IMS 201

Incident Briefing

Provides the incoming Incident/EOC Commander and incident management team with the basic information regarding the status of the incident and the resources allocated to the incident. In addition to a briefing document, the IMS 201 also serves as an initial action worksheet and a permanent record of the initial response to the incident. Note: The IMS 201 is superseded by and expires when a written IAP is developed.

Incident/EOC Commander, or

Planning Section Chief

*IMS 202

Incident Objectives

Describes the basic incident strategy, control objectives, command emphasis/priorities, and safety considerations for use during the next operational period. This form serves as a written record of the main outcomes of the Command Objectives/Strategies meeting. May also be used as a cover sheet for the IAP (if the IMS 1001 is not used), with other IMS forms attached, as required.

Planning Section Chief

*IMS 203

Organization Assignment List

Provides IMS personnel with information on IMS functions that are currently activated and the personnel staffing each position/function.

Planning Section Chief, or

Resource Unit Leader (if activated)

*IMS 204

Resource Assignment List

Used to inform Operations Section personnel of their incident assignments. Once the Command and General Staffs agree to the assignments, the assignment information is given to the appropriate Divisions, Groups and Sectors.

Planning Section Chief, or

Resource Unit Leader (if activated), and

Operations Section Chief

*IMS 205

Incident Telecommunications Plan

Provides information on contact information and radio assignments for each operational period.

Logistics Section Chief, or

Communications Unit Leader (if activated)

*IMS 206

Medical Plan

Provides information on incident medical aid stations, transportation services, hospitals, and medical emergency procedures, for emergency responders.

Logistics Section Chief, or

Medical Unit Leader (if activated)

Note: Reviewed by Safety Officer

*IMS 207

Incident Organization Chart

Used to indicate which IMS organizational elements are currently activated and the names of the personnel staffing each element.

Planning Section Chief, or

Resource Unit Leader (if activated)

*IMS 208

Safety Message/Plan

A generic template that can be used by the Safety Officer and/or other IMS personnel as a Safety Message or Safety Plan.

Safety Officer

IMS 209-G

Incident Status Summary-Generic

Provides a general overview or ‘snapshot in time’ of the current situation, future outlook and anticipated actions at a particular stage during incident response operations.

Planning Section Chief, or

Situation Unit Leader (if activated)

IMS 211

Incident Check-In List

Used for recording check-in information of resources arriving at an incident.

Planning Section Chief, or

Resources Unit Leader/Check-In Recorder (if activated)

IMS 211-B

EOC Check-In List

Used for recording check-in information of all resource personnel operating at an EOC.

Planning Section Chief, or

Reception/ Resources Unit Leader/

Check-In Recorder (if activated)

IMS 213

General Message

Used to send message or notification to incident personnel for multiple purposes: by incident dispatchers to record incoming messages that cannot be transmitted orally; to transmit messages to the Incident Communications Center for transmission via radio or telephone to the addressee; to transmit notifications to incident personnel that require hard-copy delivery.

Any message originator

IMS 214

Activity Log

Records details of notable activities of individual or team resources at various IMS organizational levels, including Units, single resources, Strike Teams, Task Forces, etc. Provide a basic reference from which to extract information for handovers and inclusion in any after-action report.

All Sections and Units

IMS 215-A

Incident Action Plan Safety Analysis

Assists the Safety Officer in completing an operational risk assessment to prioritize hazards and develop appropriate controls by operational period.

Safety Officer

IMS 215-E

EOC Tactics Worksheet

Used to communicate the decisions made by the Operations Section Chief during the Tactics Meeting, concerning the specific tactics to be accomplished for the next operational period. Tactics are linked to the specific Strategies and Objectives, recorded in the IMS 202 form.

Operations Section Chief

IMS 215-G

Operational Planning Worksheet

Used to communicate the decisions made by the Operations Section Chief during the Tactics Meeting concerning resource assignments and needs for the next operational period.

Operations Section Chief

IMS 218

Support Vehicle/Equipment Inventory

Provides an inventory of all transportation and support vehicles and equipment assigned to the incident.

Logistics Section Chief, or

Ground Support Unit (if activated)

IMS 220

Air Operations Summary

Provides the Air Operations Branch with the number, type, location, and specific assignments of aircraft.

Operations Section Chief, or

Air Branch Director (if activated)

IMS 221

Demobilization Check-Out

Ensures that resources checking out of the incident have completed all appropriate incident business, and provides the Planning Section information on resources released from the incident.

Planning Section Chief, or

Demobilization Unit Leader (if activated) and resource being demobilized

IMS 227

Claims Log

Provide a summary of information related to the tracking of incident-related claims.

Finance Section Chief, or

Claims Unit Leader (if activated)

IMS

260-RR

Resource Request

Used to request and track resources required for an incident.

Any resource requestor, (relevant sections also filled by Operations, Logistics, Finance/Admin, Planning Sections)

IMS Forms Quick Reference

Common Responsibilities

Common Responsibilities – All Incident Personnel

This listing provides an overview of the common responsibilities applicable to all IMS personnel. In most cases, these tasks are not repeated in the following position-specific checklists. Some tasks are one-time actions, while other tasks are repetitive for the duration of the incident.

Activation:

  • Applicable to staff at all response roles: Incident Command, Incident Support, Area Command
  • Specific responsibilities may be customized to the response role, as required

Activation Actions

  • Receive assignment from your organization, including:

• Job assignment (e.g. Situation Unit Leader, etc.).

• Position checklist (if applicable).

• Resource order number, request number or manifest number, (as applicable).

• Reporting location.

• Reporting time.

• Travel instructions (if applicable).

• Safety instructions (if applicable).

• Any special instructions (e.g., travel, radio frequency).

  • Upon incident arrival, check-in at designated Check-In location, using the Incident Check-In List (IMS 211) or EOC Check-In List (IMS 2011-B), Check-In may be found at:

• Emergency Operations Centre (EOC).

• Incident Command Post (ICP).

• Base or Camps.

• Staging Areas.

• Helibases.

• Note: If you are instructed to report directly to a line assignment, check in with the Division/Group Supervisor.

  • Receive briefing from immediate supervisor. Clarify any questions.

• Note: organization representatives from assisting or supporting organizations should report to the Liaison Officer at the EOC or ICP, after check-in.

  • Set up your workstation, review your position responsibilities and acquire work materials.
  • Establish and maintain an Activity Log Form (IMS 214) that chronologically describes your actions taken during your shift.
  • Organize and brief subordinates (if applicable) on:

• Specific job responsibilities.

• Co-workers within job function.

• Define functional work areas.

• Eating/sleeping arrangements.

• Procedural instructions for obtaining additional supplies, services and personnel.

• Identification of operational period work shifts.

• Clarification of any important points pertaining to assignments.

• Provisions for specific debriefings/handover at the end of the operational period.

• The current Incident Action Plan (IMS 1001/202) or Incident Briefing (IMS 201), if an Incident Action Plan has not yet been developed.

  • Know the assigned contact information requirements for your area of responsibility (e.g. phone number, radio frequency, PIN, email, etc.) and ensure that communication equipment is operating properly.

Operational Actions

  • Conduct all tasks in a manner that ensures safety and welfare of you and your co-workers utilizing accepted risk analysis methods. Maintain accountability for assigned personnel with regard to exact location(s) and personal safety and welfare at all times.
  • Use clear text and IMS terminology (no codes) in all communications.
  • Complete forms and reports required of the assigned position and send through the supervisor to the Planning Section (Documentation Unit, if activated). Most large incidents rely heavily on the use of IMS forms to manage information/resources and maintain accountability. Ensure all forms are dated using the YYYY/MM/DD format.
  • Maintain an Activity Log (IMS 214).
  • At the end of your shift, provide a detailed handover briefing to your relief. Ensure that all in-progress activities, outstanding issues, and follow-up requirements are identified.

Demobilization Actions

  • Respond to demobilization orders and brief subordinates regarding demobilization. Ensure you are debriefed by your supervisor.
  • Deactivate your assigned position and close out logs when authorized by your supervisor.
  • Complete all required forms, reports and other documentation. All forms should be submitted through your supervisor to the Planning Section, as appropriate, prior to your departure.
  • Be prepared to provide input to the after-action report.
  • If another person is relieving you, ensure they are thoroughly briefed before you leave your workstation. Note any outstanding issues or unusual events.
  • Clean up your work area before you leave.
  • If de-activating email accounts or telephones, set required notifications (e.g. out-of-office email or voicemail notification).
  • Leave forwarding contact information where you can be reached.
  • Turn in assigned equipment.
  • Complete a Demobilization Checkout Form (IMS 221).
  • Send all completed forms and reports through your supervisor to the Planning Section (Documentation Unit, if activated).

Command

EOC Commander

The EOC Commander is responsible for the overall management of the Emergency Operations Centre, including the provision of support to an Incident Management Team at a site or EOC. In most cases, the EOC is used for executive decision-making and coordinating off-site support for Incident Command or Area Command. This support typically involves the setting of strategic guidance, information support, resource management support, legal support, financial support, among other forms of off-site support.

In addition to Incident Support, it is important for organizations to maintain essential services. When possible, this should include areas impacted by the incident.

Under specific circumstances, it is possible that Incident Command and/or Area Command may be activated at the EOC-level. In such cases, the Incident Commander and/or Area Commander checklists should be referenced (see below). Unless otherwise delegated, all EOC activities are the responsibility of the EOC Commander.

Activation:

  • Incident Support (from an EOC)

Reports To:

  • Emergency Control Group (ECG), Policy Group or other designated authority

Activation Actions

  • Determine appropriate level of EOC activation based on the situation as known.
  • Mobilize appropriate personnel for initial activation.
  • Obtain briefing from current EOC Commander or Incident Commander. Reference the Incident Briefing Form (IMS 201) and/or Incident Status Summary (IMS 209), if in use.
  • Assess the incident situation. Review the current situation status and initial incident objectives.
  • Determine the need for, establish, and participate in Unified Command, if applicable.
  • If operating in an Incident Support role, determine the needs of the Commander you are supporting (Incident, EOC or Area).
  • Ensure that the EOC facility is properly set up and ready for operations.
  • Ensure that an EOC check-in procedure is established, using the IMS 211-B Check-In Form.
  • Determine which IMS Sections are needed. Assign Section Chiefs as appropriate and ensure they are staffing their sections as required
  • Determine which Command Staff positions are required and ensure they are filled as soon as possible.
  • Establish level of planning to be accomplished:

• Written Incident Action Plan (IAP)

• Contingency planning.

• Formal Planning Meeting.

  • Ensure a Planning Meeting is scheduled.
  • Schedule additional meetings/briefings, as required (see Operational Planning Cycle on p. 59):

• Incident Briefing.

• Initial Command Meeting.

• Command Objectives/Strategies Meeting.

  • Establish the Operational Period and briefing schedule.
  • Confer with the General Staff to determine what representation is needed at the EOC from other organizations/jurisdictions.
  • Ensure that an Incident Organization Chart (IMS 207) is posted and completed.

Operational Actions

  • Ensure welfare and safety of all responders.
  • Establish parameters for resource requests and releases:

• Review requests for critical resources.

• Confirm who has ordering authority within the organization.

• Confirm those orders that require Command authorization.

  • Implement incident management by objectives:

• Reconcile competing objectives.

• Identify resource requests and coordinate resource allocation priorities.

  • Maintain communication with and support to Incident or Area Command(s):

• Provision of strategic guidance (as required).

• Information support.

• Resource management and logistical support.

• Legal and financial support.

• Emergency information support.

• Other identified needs.

  • Monitor Command and General staff activities to ensure that appropriate actions are taken.
  • Determine status of emergency declaration and delegation of authority. Work with organization staff to declare state of emergency according to organization protocol.
  • Authorize release of emergency information to the public and media in cooperation with other levels of response.
  • Establish/maintain liaison with supporting/assisting organizations (may be delegated to Liaison).
  • Provide information and briefings to senior and elected officials as required.
  • Establish or activate additional IMS facilities, as needed.
  • Approve and authorize implementation of the IAP.

• Review IAP for completeness/accuracy and verify objectives are incorporated /prioritized.

• Sign the IAP.

  • Ensure Command and General Staff progress and coordination.
  • Order incident demobilization as appropriate.

Demobilization Actions

  • Follow Common Responsibilities Demobilization Checklist.
  • Authorize demobilization of sections, branches and units when they are no longer required.
  • Notify relevant organizations/jurisdictions of the expected planned demobilization time.
  • Ensure that any open actions not yet completed will be handled after demobilization.
  • Ensure that all required forms or reports are completed prior to demobilization.
  • Demobilize the EOC at the designated time, as appropriate.

Incident Commander

The Incident Commander is responsible for the overall management of the incident, including the establishment of incident objectives/strategies and the overall coordination of incident activities. For most incidents, a single individual will fulfill the function of Incident Command. However under unique conditions, a Unified Command model may be established. Unless otherwise delegated, all incident activities are the responsibility of the Incident Commander. The Incident Commander may have a Deputy from the same organization/jurisdiction, or from an assisting organization/jurisdiction.

Activation: Incident Command (at a site or EOC)

Reports To: EOC Commander, Area Commander or other designated authority

Activation Actions

  • Determine appropriate level of activation based on situation as known.
  • Mobilize appropriate personnel for the initial activation.
  • Obtain briefing from current Incident Commander using the Incident Briefing (IMS 201) and/or Incident Status Summary (IMS 209), as applicable.
  • Obtain and carry out delegation of authority from the organization executive for overall management and direction of the designated incident, if required.
  • Assess the incident situation:
  • Review the current situation status and initial incident objectives.
  • Obtain information from other levels of response, if applicable.
  • Ensure that all organizations impacted by the incident have been notified.
  • Determine need for, establish, and participate in Unified Command, if applicable.
  • Ensure that the Incident Command Post (ICP) is properly set up and ready for operations.
  • Ensure that an incident check-in procedure is established immediately.
  • Determine which sections are needed. Assign Section Chiefs as appropriate and ensure they are staffing their sections as required.
  • Determine which Command Staff positions are required and ensure they are filled as soon as possible.
  • Establish level of planning to be accomplished:

• Written Incident Action Plan (IAP).

• Contingency planning.

• Formal Planning Meeting.

  • Schedule meetings, as required (see Operational Planning Cycle on p. 59):

• Incident Briefing.

• Initial Command Meeting.

• Objectives/Strategies Meeting.

• Establish the Operational Period and briefing schedule.

  • Confer with the General Staff to determine what representation is needed at the ICP from other organizations/jurisdictions.
  • Ensure that email, telephone, or radio communications with the EOC or Area Command and relevant organizations/jurisdictions are established and functioning.
  • Ensure that the Incident Organization Chart (IMS 207) is completed and posted.

Operational Actions

  • Ensure welfare and safety of all responders.
  • Monitor Command and General staff activities to ensure that appropriate actions are taken.
  • Authorize protective action statements, as necessary.
  • Determine status of emergency declaration and delegation of authority. Work with organization staff to declare state of emergency according to organization protocol.
  • Establish parameters for resource requests and releases:

• Review requests for critical resources.

• Confirm who has ordering authority within the organization.

• Confirm those orders that require Command authorization.

  • Authorize release of emergency information to the public and media in cooperation with other levels of response:

• If operating within a Unified Command, ensure all members of the Unified Command approve release.

  • Establish and maintain liaison with supporting, or assisting organizations (may be delegated to Liaison Officer).
  • Provide information and briefings to senior and elected officials, as required.
  • Establish or activate additional IMS facilities, as needed.
  • Ensure the conduct of Planning Meetings.
  • Approve and authorize implementation of the IAP:

• Review IAP for completeness and accuracy.

• Verify that objectives are incorporated and prioritized.

• Sign the IAP.

  • Ensure Command and General Staff progress and coordination.
  • Keep organization officials informed of incident-related problems and progress.
  • Order incident demobilization as appropriate.

Demobilization Actions

  • Follow Common Responsibilities Demobilization Checklist.
  • Authorize demobilization of sections, branches and units when they are no longer required.
  • Notify relevant organizations and jurisdictions of the expected planned demobilization time.
  • Ensure that any open actions not yet completed will be handled after demobilization.
  • Ensure that all required forms or reports are completed prior to demobilization.
  • Be prepared to provide input to the after action report.
  • Demobilize incident facilities and operations at the designated time, as appropriate.

Area Commander

The Area Commander is responsible for the overall management of multiple incidents, or to oversee the management of large incidents to which several Incident Management Teams have been assigned. Area Command has the responsibility to: set overall strategy and priorities; allocate critical resources between incidents according to priorities; ensure that incidents are properly managed; ensure that incident objectives are met and strategies followed. Area Command also has the responsibility to coordinate with organizations/jurisdictions that are operating within the defined Area.

The organization of Area Command is usually small, with personnel assigned to Command, Planning, and Logistics functions, although other functions may be assigned. Unless otherwise delegated, all Area Command activities are the responsibility of the Area Commander.

Activation

  • Follow the Common Responsibilities Activation Checklist.
  • Obtain briefing from the organization executive(s) (i.e. ECG, Policy Group, etc.) on organization executive expectations, concerns and constraints.

Operational Actions

  • Obtain and carry out delegation of authority from the organization executive for overall management and direction of the incidents, within the designated Area.
  • If operating as a Unified Area Command, develop working agreement for how Area Commanders will function together.
  • Delegate authority to Incident Commanders based on EOC Commander (or organization executive) expectations, concerns and constraints.
  • Establish an Area Command schedule and timeline.
  • Establish appropriate location for the Area Command facilities.
  • Determine and implement an appropriate Area Command organization.
  • Determine need for Technical Specialists to support Area Command.
  • Obtain incident briefings and Incident Action Plans from Incident Commanders.
  • Assess incident situations prior to strategy meetings.
  • Conduct a joint meeting with all Incident Commanders.
  • Review objectives and strategies for each incident.
  • Periodically review critical resource needs for each incident.
  • Maintain close coordination with the EOC Commander.
  • Establish priorities for use of critical resources.
  • Review procedures for interaction within the Area Command.
  • Approve Incident Commanders’ requests for and release of critical resources.
  • Coordinate and approve Demobilization Checkouts.

Demobilization Actions

  • Follow Common Responsibilities Demobilization Checklist

Command Staff

Liaison Officer

The Liaison Officer (LO) serves as the primary contact for Assisting and Supporting Organizations and advises Command of issues related to outside assistance and support, including current or potential inter-organization needs. The Liaison Officer may be assigned assistants from other organizations also involved in the incident response. Tasks may be delegated to the appropriate assistant, if applicable.

Activation:

  • May be activated at Incident Command, Incident Support, or Area Command
  • Responsibilities of the Liaison Officer should be customized accordingly

Reports To:

  • Commander (Incident, Area, EOC)

Activation Actions

  • Follow the Common Responsibilities Activation Checklist.
  • Obtain briefing from Command:

• Determine current status of Incident using the Incident Status Summary (IMS 209).

• Identify current organization, using the Incident Organization Chart (IMS 207), Organization Assignment List (IMS 203), Resource Assignment List (IMS 204) etc..

  • Determine organizations involved in the incident (governmental, non-governmental, private sector, etc.). Determine whether these organizations are:

• Assisting (providing personnel, services, or other direct assistance/resources to the organization with direct responsibility for incident management) , or

• Supporting (providing support services to the organization with direct responsibility for incident management, but not providing any direct support or input to the incident itself).

  • Obtain information on assisting/supporting organizations, including:

• Contact person(s).

• Email/Pin/Phone numbers.

• Radio frequencies.

• Cooperative agreements.

• Resource type and availability.

• Number of personnel.

• Condition of personnel and equipment.

• Organization constraints/limitations.

Operational Actions

  • Establish workspace for Liaison function and notify organization representatives of location.
  • Contact and brief assisting/supporting organization representatives and mutual aid co-operators.
  • Interview organization representatives concerning resources, capabilities, and restrictions on use. Provide this information at Planning Meetings, as needed.
  • Work with Emergency Information Officer and Command to coordinate media releases associated with inter-organizational cooperation issues.
  • Monitor incident operations to identify potential inter-organizational problems. Keep Command apprised of such issues:
  • Bring complaints pertaining to logistical problems, communications, and strategic and tactical direction to the attention of the Command.
  • Attend Planning Meetings and brief on areas of responsibility, as required.

Demobilization Actions

  • Follow the Common Responsibilities Demobilization Checklist

Emergency Information Officer

The Emergency Information Officer (EIO) is responsible for the development and release of approved emergency information to the public. Command must approve all emergency information that the EIO releases. During a complex incident, assistants may be assigned to the EIO, as required. Tasks may be delegated to the appropriate assistant, if applicable.

Activation:

  • May be activated at Incident Command, Incident Support, or Area Command
  • Responsibilities of the Emergency Information Officer should be customized accordingly

Reports to:

  • Commander (Incident, Area, EOC, as applicable)

Activation Actions

  • Follow the Common Responsibilities Activation Checklist.
  • Obtain briefing from Command:

• Determine current status of Incident using the Incident Status Summary (IMS 209).

• Identify current organization, using the Incident Organization Chart (IMS 207), Organization Assignment List (IMS 203), Resource Assignment List (IMS 204) etc..

• Determine facility/location for media contact (Emergency Information Centre, Incident Command Post, EOC, or other).

• Determine current media presence.

Operational Actions

  • Obtain policy guidance from Command with regard to media releases.
  • Establish workspace for Emergency Information function and notify organization representatives.
  • Determine staffing requirements and make required personnel assignments for the Emergency Information Centre (EIC) or Joint Emergency Information Centre (JEIC), as necessary.
  • Contact and correspond with local jurisdictions to coordinate emergency information activities.
  • Participate in briefings to senior official(s):

• Determine constraints on information process.

• Determine pre-existing agreements for EICs, JIECs, etc.

  • Assess the need for special alert and warning efforts, including for persons with special needs, and industries.
  • Coordinate the development of protective action statements with the Operations Section.
  • Prepare initial information summary as soon as possible after activation. If no other information is available, consider the use of the following general statement:

• Sample Initial Information Summary:

• We are aware that an [accident/incident] involving [type of incident] occurred at approximately [time], in the vicinity of [general location]. [Organization personnel] are responding, and we will have additional information available as we are able to confirm it. We will hold a briefing at [location], and will notify the press at least ………….. mins/hrs prior to the briefing. At this time, this briefing is the only place where officials authorized to speak about the incident and confirmed information will be available. Thank you for your assistance.

  • Arrange for necessary work space, materials, telephones, and staff. Consider assigning Assistant Emergency Information Officers for EIC, JEIC, Field Information, Internal Information
  • Establish contact with local, provincial and/or national media representatives, as appropriate.
  • Establish a schedule for news briefings (this should be linked to the operational period).
  • Coordinate with Logistics, the activation and staffing of message centre "rumour control" lines to receive requests and answer questions from the public. Provide statements to operators.
  • Obtain current incident status reports from Planning Section. Coordinate a schedule for updates.
  • Observe constraints on the release of information imposed by Command and according to organization guidance.
  • Obtain approval for information releases from Command:

• Confirm details to ensure no conflicting information is released.

• Identify site and time for press briefings, and confirm participation by other members of the Incident Management Team.

  • Release approved emergency information to media, and post information at the Incident Command Post, EOC and other appropriate locations.
  • Record all interviews and copy all news releases:

• Contact media to correct erroneous or misleading information circulated by the media.

  • Coordinate information releases with information staff from other impacted organizations and jurisdictions.
  • Attend Planning Meetings and brief on areas of responsibility, as required.
  • Respond to special requests for information.
  • Provide all news releases, bulletins, and summaries to the Documentation Unit to be included in the final incident package.
  • Confirm with all concerned, the process for the release of information concerning incident-related injuries or deaths.

Demobilization Actions

  • Follow Common Responsibilities Demobilization Checklist.

Safety Officer

The Safety Officer (SO) monitors safety conditions and develops safety measures to ensure the health and safety of all responders. While each person who is assigned a leadership role is responsible for the safety of personnel working under their leadership, the Safety Officer is tasked with creating systems and procedures related to the overall health and safety of all incident responders. This is done in close conjunction with Command and the Operations Section Chief and the Planning Section Chief. The Safety Officer must have the knowledge and professional experience to be able to control or reduce occupational hazards and exposures. Tasks may be delegated to the appropriate assistant, if applicable.

Activation:

  • May be activated at Incident Command, Incident Support, or Area Command
  • Responsibilities of the Safety Officer should be customized accordingly

Reports To:

  • Commander (Incident, Area, EOC, as applicable)

Activation Actions

Follow the Common Responsibilities Activation Checklist.

Obtain briefing from Command and/or the on-scene or in-place Safety Officer.

Operational Actions

  • Establish workspace for Safety Officer function and notify organization representatives.
  • Identify hazardous situations associated with the incident.
  • Ensure that adequate levels of protective equipment are available and being used. Ensure that staff are properly trained on the use of relevant protective equipment.
  • Staff and organize function, as appropriate:

• In multi-discipline incidents, consider the use of an Assistant Safety Officer from each discipline.

• Multiple high-risk operations may require an Assistant Safety Officer at each site.

  • Identify and correct or terminate potentially unsafe acts.
  • Identify corrective actions and ensure implementation. Coordinate corrective action with Command and Operations.
  • Ensure adequate sanitation and safety in food preparation (if required).
  • Obtain updates from Assistant Safety Officers prior to Planning Meetings and as necessary.
  • Prepare Incident Safety Analysis (IMS Form 215-A).
  • Participate in Planning and Tactics Meetings:

• Listen to tactical options being considered. If potentially unsafe, assist in identifying options, protective actions, or alternate tactics.

• Discuss accidents/injuries to date. Make recommendations on preventative or corrective actions.

  • Participate in the development of Incident Action Plan (IAP):

• Review and approve the Incident Medical Plan (IMS Form 206).

• Provide Safety Message and/or Safety Plan (as required), using:

• Incident Objectives (IMS 202) (complete safety-related blocks #8, #9).

• Safety Message/Plan (IMS 208) (if required).

• Assist in the development of the “Special Instructions” block of the Resource Assignment List (IMS 204), as requested by the Planning Section.

  • Investigate accidents that have occurred within incident areas:

• Ensure accident scene is preserved for investigation.

• Ensure accident is properly documented.

• Coordinate with incident Compensation and Claims Unit Leader, organization risk manager, Ministry of Labour, WSIB, and relevant officials, etc.

• Prepare accident reports as per organization policy, procedures, and direction.

• Recommend corrective actions to Incident Commander and organization.

  • Coordinate critical incident stress, hazardous materials, and other debriefings, as necessary.

Demobilization

  • Follow Common Responsibilities Demobilization Checklist.

Operations Section Chief

The Operations Section Chief (OSC) is responsible for providing overall supervision and leadership to the Operations Section, including assisting in the development of the Incident Action Plan, implementing the Incident Action Plan and organizing, assigning and supervising all resources assigned operational tasks within an incident. The Operations Section Chief must work closely with other members of the Command and General Staff to coordinate operational activities. Tasks may be delegated to the appropriate levels (i.e. Branch, Group, Sector, Task Force, Strike Team, etc).

Activation:

  • May be activated at Incident Command, Incident Support, or Area Command
  • Responsibilities of the Operations Section Chief should be customized accordingly

Reports To:

  • Commander (Incident, Area, EOC, as applicable)

Activation Actions

  • Follow the Common Responsibilities Activation Checklist.
  • Obtain briefing from Command:

• Obtain and/or assist Command in determining objectives and recommended strategies.

• Determine status of current tactical assignments.

• Identify current organization, location of resources, and assignments.

• Confirm resource ordering process.

• Determine location of current Staging Areas and resources assigned there.

  • Ensure that the Operations Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards. Ensure operational efficiency, personnel safety and adequate span of control.
  • Meet with Planning Section Chief and obtain a preliminary situation briefing.
  • Establish operational period in conjunction with Command.
  • Coordinate and conduct Operations Briefing and assign operations personnel in accordance with Incident Action Plan (IAP):

• Based on the situation, activate appropriate branches within the section. Designate Branch Directors and Groups as necessary.

• Brief Staging Area Manager on types/numbers of resources to be maintained in Staging.

• Brief resources (Branches, Divisions/Groups, Task Force/Strike-Team Leaders) on assignments, ordering process, protective equipment, and tactical assignments.

  • Obtain a communications status briefing from the Telecommunications Unit in Logistics. Ensure that there is adequate communications equipment and frequencies available for the section.
  • Determine estimated times of arrival of Section staff from the Resource Unit.
  • Confer with the Command to ensure that the Planning and Logistics Sections are staffed at levels necessary to provide adequate information and support for operations.
  • Coordinate with the Liaison Officer regarding the need for Organization Representatives in the Operations Section.
  • Determine activation status of other ICPs or EOC’s involved in the incident(s) and establish communication links with them.
  • Based on the situation known or forecasted, determine likely future needs of Operations Section.
  • Identify key issues currently affecting the Operations Section. Meet with Section personnel and determine appropriate section objectives for the first operational period.
  • Review responsibilities of Branches/Units within the Section. Develop an Operations Plan detailing strategies for carrying out operational objectives.

Operational Actions

  • Ensure that all section personnel are maintaining their individual position logs.
  • Ensure that situation and resources information is provided to the Planning Section on a regular basis or as the situation requires, including Status Reports and Major Incident Reports.
  • Ensure that all media contacts are referred to the Emergency Information Officer.
  • Establish and demobilize Staging Areas (if required).
  • Develop and manage tactical operations to meet incident objectives:

• Complete Operational Planning Worksheet (IMS 215-G) or EOC Tactics Worksheet (IMS 215-E), as required.

  • Assess life safety. Implement and enforce appropriate safety precautions.
  • Evaluate situation and provide update to Command and Planning Section:

• Location, status, and assignment of resources.

• Effectiveness of tactics.

• Desired contingency plans.

• Need for any additional resources.

  • Determine need for additional resources. Transmit resource orders to Logistics (using the Resource Request Form (IMS 260-RR) or Incident Message Form (IMS 213).
  • Notify Resources Unit (Planning Section) of Section Branches, Divisions, Groups, Strike Teams, Task Forces, and single resources which are staffed, including location and names of leaders. Keep Resources Unit up to date on changes in resource status.
  • Write formal Operations portion of IAP with the Planning Section Chief, if directed by Command:

• Identify assignments by Division or Group.

• Identify specific tactical assignments.

• Identify resources needed to accomplish assignments.

  • Ensure coordination of the Operations Section with other Command and General Staff:

• Ensure Operations Section time-keeping, activity logs, and equipment use documents are maintained and passed to Planning, Logistics, and Finance/Administration Sections

• Ensure resource ordering and logistical support needs are passed to Logistics in a timely fashion. Enforce resource ordering process. Notify Logistics of communications problems.

• Keep Planning up-to-date on resource and situation status.

• Notify Liaison Officer of issues concerning cooperating and assisting organizations.

• Keep Safety Officer involved in tactical decision-making.

• Keep Incident Commander apprised of status of operational efforts.

• Coordinate media field visits with the Emergency Information Officer.

  • Attend the Tactics Meeting with Planning Section Chief, Safety Officer, and Incident Commander prior to the Planning Meeting to review strategy, discuss tactics, and outline organization assignments.
  • Attend Planning Meetings

Demobilization Actions

  • Follow Common Responsibilities Demobilization Checklist.

Operations Branch Director

The Operations Branch Director is responsible for providing overall supervision and leadership to the Operations Branch he/she is assigned to, and under the direction of the Operations Section Chief. Tasks may be delegated to the appropriate levels (i.e. Group, Division, Sector, Task Force, Strike Team, Single Resource, etc).

Activation:

  • May be activated at Incident Command, Incident Support, or Area Command
  • Responsibilities of the Operations Branch Director should be customized accordingly

Reports To:

  • Operations Section Chief

Activation Actions

  • Follow Common Responsibilities Activation Checklist.
  • Obtain briefing from Operations Section Chief:

• Determine resources assigned to the Branch, current location, and activities.

• Review assignments within Branch and modify based on effectiveness of current operations.

• If modification requires re-assignment or changes of status of resources, provide resource information to the Operations Section Chief or Incident Commander.

  • Determine general organizational structure, including identification of other Branches, Divisions, and Groups operating on the incident.

Operational Actions

  • Attend Operations Briefing.
  • Develop tactical assignments, with subordinates, for Branch control operations.
  • Assign specific work tasks to Division/Group Supervisors and other subordinates.
  • Resolve logistical problems reported by subordinates:

• Assess communications needs.

• Ensure resources receive adequate food, liquids, and rehabilitation.

• Request additional resources through approved ordering channels.

  • Report to Operations Section Chief whenever:

• Incident Action Plan (IAP) is to be modified.

• Additional resources are needed.

• Surplus resources are available.

• Hazardous situations or significant events occur.

  • Coordinate activities with other Branch Directors and/or other appropriate supervisory level.
  • Attend Planning Meetings at the request of the Operations Section Chief.
  • Debrief on shift activities, prior to leaving shift, with Operations Section Chief (and possibly Planning Section Chief or Situation Unit Leader).
  • Ensure Branch fiscal record-keeping.

Demobilization Actions

  • Follow Common Responsibilities Demobilization Checklist.

Division or Group Supervisor

The Division or Group Supervisor is responsible for providing overall supervision and leadership to the Division or Group he/she is assigned to, and under the direction of the Branch Director. Tasks may be delegated to the appropriate levels (i.e. Sector, Task Force, Strike Team, Single Resource, etc).

Activation:

  • May be activated at Incident Command, Incident Support, or Area Command
  • Responsibilities of the Division or Group Supervisor should be customized accordingly

Reports To:

  • Branch Director

Activation Actions

  • Follow Common Responsibilities Activation Checklist.
  • Obtain briefing from Branch Director:

• Determine resources assigned to the Division or Group, current location, and activities.

• Review assignments within Division or Group and modify based on effectiveness of current operations.

• If modification requires re-assignment or changes of status of resources, provide resource information to the Branch Director.

  • Determine general organizational structure, including identification of other Branches, Divisions, and Groups operating on the incident.

Operational Actions

  • Attend Operations Briefing.
  • Review Division/Group assignments and incident activities with subordinates and assign tasks.
  • Provide copies of the current IAP to subordinates and oversee the implementation of the IAP for the Division/Group.
  • Resolve logistical problems reported by subordinates:

• Assess communications needs.

• Ensure resources receive adequate food, liquids, and rehabilitation.

• Request additional resources through approved ordering channels.

  • Report to the Branch Director whenever:

• Incident Action Plan (IAP) is to be modified.

• Additional resources are needed or surplus resources are available.

• Hazardous situations or significant events occur.

  • Resolve logistical problems within the Division/Group
  • Coordinate activities with other Division/Group Supervisors and other appropriate levels.
  • Submit situation and resource status situation to the Branch Director or Operations Section Chief.
  • Participate in the development of Branch plans for the next operational period.
  • Debrief on shift activities, prior to leaving shift, with Branch Director.

Demobilization Actions

  • Evaluate demobilization and implement demobilization plan, when appropriate.
  • Follow Common Responsibilities Demobilization Checklist.

Sector Leader

The Sector Leader is responsible for providing overall supervision and leadership to the Sector he/she is assigned to, under the direction of a Division or Group Supervisor. Sectors are activated on large incidents where span of control would otherwise be exceeded at the Division or Group level. A Sector may be geographic or functional. Tasks may be delegated to the appropriate levels (i.e. Task Force, Strike Team, Single Resource, etc).

Activation:

  • May be activated at Incident Command, Incident Support, or Area Command
  • Responsibilities of Sector Leader should be customized accordingly

Reports To:

  • Division/Group Supervisor

Activation Actions

  • Follow Common Responsibilities Activation Checklist.
  • Obtain briefing from the Division or Group Supervisor:

• Determine resources assigned to the Sector, current location, and activities.

• Review assignments within Sector and modify based on effectiveness of current operations.

• If modification requires re-assignment or changes of status of resources, provide resource information to the Division/Group Supervisor.

  • Determine general organizational structure, including identification of other Branches, Divisions, Groups and Sectors operating on the incident.

Operational Actions

  • Attend Operations Briefing.
  • Provide copies of the current IAP to subordinates and oversee the implementation of the IAP for the Sector.
  • Review Sector assignments and incident activities with subordinates and assign tasks.
  • Resolve logistical problems reported by subordinates:

• Assess communications needs.

• Ensure resources receive adequate food, liquids, and rehabilitation.

• Request additional resources through approved ordering channels.

  • Report to the Division or Group Supervisor whenever:

• Additional resources are needed or surplus resources are available.

• Hazardous situations or significant events occur.

  • Resolve logistical problems within the Sector
  • Coordinate activities with other Sector Leaders and other appropriate levels.
  • Submit situation and resource status situation to the Division or Group Supervisor (for sharing with the Resource Unit).
  • Debrief on shift activities, prior to leaving shift, with Division or Group Supervisor.

Demobilization Actions

  • Follow Common Responsibilities Demobilization Checklist.

Strike Team / Task Force Leader

The Strike Team / Task Force Leader is responsible for providing overall supervision and leadership to the Strike Team or Task force he/she is assigned to, under the direction of the Sector Leader (when activated) or Division/Group Supervisor. Strike Teams are a set number of resources of the same kind and type with common communications, operating under Strike Team Leader. Task Forces are a combination of mixed resources assembled for a particular purpose with common communications, operating under a Task Force Leader. Tasks may be delegated to the appropriate levels (i.e. Single Resources within the Strike Team or Task Force).

Activation:

  • May be activated at Incident Command, Incident Support, or Area Command
  • Responsibilities of Strike Team / task Force Leader should be customized accordingly

Reports To:

  • Sector Leader (when activated) or Division/Group Supervisor

Activation Actions

  • Follow Common Responsibilities Activation Checklist.
  • Obtain briefing from the Sector Leader or Division/Group Supervisor:

Operational Actions

  • Organized, assign and brief members of the Task Force/Strike Team.
  • Oversee the implementation of the IAP for the Task Force/Strike Team.
  • Monitor work progress and make changes, when necessary.
  • Resolve logistical problems reported by subordinates:

• Assess communications needs.

• Ensure resources receive adequate food, liquids, and rehabilitation.

• Request additional resources through approved ordering channels.

  • Keep the Sector Leader or Division/Group Supervisor informed of progress, changes, and resource status/needs. Report any hazardous situations or significant events.
  • Resolve logistical problems within the Task Force/ Strike Team
  • Coordinate activities with other Task Force/ Strike Team Leaders and other appropriate levels.
  • Submit situation and resource status situation to the Division or Group Supervisor (for sharing with the Resource Unit).
  • Retain control of resources while in available or out-of-service status.
  • Debrief on shift activities, prior to leaving shift, with Division or Group Supervisor.

Demobilization Actions

  • Follow Common Responsibilities Demobilization Checklist.

Air Operations Branch Director

The Air Operations Branch Director is responsible for providing overall supervision and leadership to the Air Operations Branch assigned, under the direction of the Operations Section Chief. Tasks may be delegated to the appropriate levels (i.e. Group/Fixed or Rotary Wing bases/flights, etc).

Activation:

  • May be activated at Incident Command, Incident Support, or Area Command
  • Responsibilities of the Air Operations Branch Director should be customized accordingly

Reports To:

  • Operations Section Chief

Activation Actions

  • Follow Common Responsibilities Activation Checklist.
  • Obtain briefing from Operations Section Chief or Incident Commander.

Operational Actions

  • need for subordinate staff and flight crews and order through the Operations Section Chief.
  • aircraft and support equipment needs and order, as necessary.
  • subordinate staff:

• Incident and work objectives, schedules, mission requirements, priorities, time schedules, and process for briefings and debriefings.

• Work-site locations, status of aircraft, and crews and equipment assigned or ordered.

  • personnel to utilize skills and qualifications, and make adjustments, as needed.
  • line of authority and procedures for decision making.
  • personnel and pilots and make assignment and staffing adjustments, as necessary:

• Identify safety issues and hazards, and mitigate them.

• Determine aircraft status.

• Identify pilot and aircraft mission capabilities (carding).

• Initiate system to monitor flight/duty hour limitations and ensure they are not exceeded.

  • and process incident reports, gather daily fiscal information for other sections to include:

• Flight hours flown.

• Number of personnel transported or other mission.

• Adjustment to Incident Action Plan (IAP) and support needs for other sections

  • and visit areas of operation to insure compliance with rules, regulations, and procedures.
  • necessary organization positions are filled.
  • for the safety and welfare of assigned personnel during the entire period of supervision:

• Recognize potentially hazardous situations.

• Inform subordinates of hazards.

• Control positions and function of resources.

• Ensure that special precautions are taken when extraordinary hazards exist.

• Maintain work/rest guidelines.

  • airspace conflicts between incident and non-incident aircraft.
  • intelligence and information for Planning Meeting (development of IAP):

• Obtain status and availability of aircraft and personnel for the next and future operational periods.

  • in the Planning Meting and any strategy meetings (if requested):

• Advise Operations Section Chief of capabilities and/or limitations to support the IAP.

• Determine mission priority.

• Identify start/stop times for Air Operations Branch.

• Make assignments to carry out IAP.

• Identify resources that are or will be excess in meeting the IAP.

• Prepare Air Operations Summary (IMS 220) for the next operational period and give to planning staff.

  • what information Air Operations Branch needs to furnish to the Logistics, Planning, and Finance/Administration Sections:

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Planning Section

Planning Section Chief

The Planning Section Chief (PSC) is responsible for providing overall supervision and leadership to the Planning Section. The Planning Section is responsible for the developing the Incident Action Plan and overseeing the collection, evaluation, processing, dissemination, and use of information regarding the evolution of the incident and status of resources. This information is needed to understand the current situation, predict probable course of incident events and lead the incident planning process. Tasks may be delegated to the appropriate Unit Leader. Unless otherwise delegated, all Planning activities are the responsibility of the Planning Section Chief.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Planning Section Chief should be customized accordingly

Reports To:

  • (Incident or EOC)

Activation Actions

  • the Common Responsibilities Activation Checklist.
  • upon arrival at the ICP or EOC.
  • briefing from Command:

• Determine current resource status, referencing the Incident Briefing (IMS 201), Incident Status Summary (IMS 209) or Resource Assignment List (IMS 204).

• Determine current situation status/intelligence, referencing the Incident Briefing (IMS 201) and/or Incident Status Summary (IMS 209)

• Determine current incident objectives and strategy.

• Determine whether Command requires a written or oral IAP.

• Determine time and location of planning cycle meetings.

• Determine desired contingency plans.

  • that the Planning Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps and status boards.
  • on the situation, activate required units and designate Unit Leaders..
  • with all Unit Leaders and ensure that responsibilities are clearly understood.
  • the Resources Unit of positions activated.
  • that sufficient staff is available for a 24-hour schedule, or as required.
  • with Operations Section Chief. Obtain and review any major incident reports or documents.
  • the Incident Briefing (IMS 201) is completed and provide copies to Command, Command Staff, and General Staff
  • and maintain a resource tracking system.
  • key issues to be address by the Planning Section in consultation with section staff. Identify objectives to be accomplished during the initial operational period.

Operational Actions

  • overall responsibility for the coordination of unit activities within the Section.
  • Command and the Operations Section Chief informed of significant issues affecting planning.
  • the Incident Command Post (ICP) and/or Emergency Operations Centre (EOC) staff of any significant changes in incident status.
  • and display incident status summary information. Document on IMS Form 209 Incident Status Summary (or other approved organization forms).
  • incident maps.
  • periodic predictions on incident potential. Establish a weather data collection system, when necessary.
  • contingency plans:

• Review current and projected incident and resource status.

• Develop alternative strategies.

• Identify resources required to implement contingency plans.

• Document alternatives for presentation to Command and Operations, and if required, for inclusion in the written IAP.

  • information requirements and reporting schedules for staff, as required.
  • with Operations Section Chief and/or Command, prior to planning meetings, to discuss proposed strategy and tactics and diagram incident organization and resource location.
  • planning meetings.
  • preparation and distribution of the written IAP.
  • IAP Sections/Reports with relevant sections:

• Coordinate the Incident Traffic Plan with Operations and Ground Support Unit Leader.

• Coordinate the Safety Message with Safety Officer.

• Coordinate the Incident Telecommunications Plan and Medical Plan with Logistics

  • that the Planning Section is sharing information:

• Instruct Units in on information distribution methods/needs.

• Ensure the Information Officer has immediate access to status reports and displays.

  • need for specialized resources; discuss need with Operations and Command; facilitate resource requests with Logistics.
  • Section meetings as necessary to ensure communication and coordination among Planning Section Units.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.
  • preparation of demobilization checkout form(s), if appropriate.

Resource Unit Leader

The Resource Unit Leader is responsible for maintaining the status of all assigned resources at an incident. This is achieved through the oversight of all check-in activities and the maintenance of a master list of all resources, including a system to track resource location and status.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Resource Unit Leader should be customized accordingly

Reports To:

  • Section Chief

Activation Actions

  • the Common Responsibilities Activation Checklist.
  • briefing from Planning Section Chief.

Operational Actions

  • staff, and supervise Unit, as appropriate, and provide for adequate relief.
  • check-in function at incident locations, using the Incident Check-In List (IMS 211) and/or EOC Check-In List (IMS 211-B)
  • contact with incident resource information sources such as in-place/outgoing Resource Unit Leader, Staging Area Manager, Section Chiefs, Command Staff and Command to determine what resources have been assigned to the incident, their status, and location.
  • maintain, and display resource status information on: 1) all tactical and support personnel and apparatus (including organization-owned, mutual aid, or hired), and 2) transportation and support vehicles:

• Review the Incident Briefing Form (IMS 201) for resource information.

• Review the Incident Check-In List (IMS 211) or EOC Check-In List (IMS 211-B), as applicable).

• Confirm resources assigned to Staging.

• Confirm resources assigned to tactical Operations organization.

• Confirm resources assigned to other Command and General Staff functions.

  • and maintain resource tracking system.
  • master roster of all resources at the incident:

• Total number of personnel assigned to the incident.

• Total number of resources assigned to each Section and/or Unit.

• Total number of specific equipment/apparatus types.

  • in preparation of the Incident Action Plan (IAP):

• Prepare the Incident Organization Chart (IMS Form 207) and post.

• Assist in preparing the Operational Planning Worksheet (IMS 215-G) or EOC Tactics Worksheet (IMS 215-E), if required.

• Prepare the Organization Assignment List (IMS Form 203).

• Prepare the Resource Assignment List (IMS Form 204), if required.

  • in Planning Meetings, as assigned.
  • briefing to relief on current and unusual situations.
  • in identification of additional and special resources:

• Other disciplines and/or Technical Specialists.

  • needed to implement contingency plans.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Situation Unit Leader

The Situation Unit Leader is responsible for the collection processing and organizing of all incident information. This may include future projections of incident growth, maps, intelligence, the Incident Action Plan and status summary reports.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Situation Unit Leader should be customized accordingly

Reports To:

  • Section Chief

Activation Actions

  • the Common Responsibilities Activation Checklist.
  • briefing from Planning Section Chief:

• Review the Incident Briefing Form (IMS Form 201) for incident status.

• Determine current situation status/intelligence, referencing the Incident Briefing (IMS 201) and/or Incident Status Summary (IMS 209)

• Determine incident objectives and strategy, referencing the Incident Objectives form (IMS 202) or Consolidated Incident Action Plan (IMS 1001)

• Determine necessary contingency plans.

• Identify reporting requirements and schedules-both internal and external to the incident.

Operational Actions

  • and staff Unit, as appropriate:

• Assign Field Observers.

• Request Technical Specialists, as needed.

  • Technical Specialists as assigned:

• Brief Technical Specialists on current incident status.

• Assign analysis tasks.

• Notify staff of time lines and format requirements.

• Monitor progress.

  • maintain and display incident status information for staff as applicable:

• Sort data into required categories of information (i.e. geographic area, population, facilities, environmental values at risk, location of facilities, etc.).

• Determine appropriate map displays and request specialized maps, as required. .

• Review all data for completeness, accuracy, and relevancy prior to posting.

• Plot incident boundaries, location of perimeters, facilities, access routes, etc. on display maps in Planning area.

• Develop additional displays (weather reports, status summaries, etc.), as necessary.

• Ensure displays and maps are kept up to date.

  • photographic services and maps:

• Photographic services may be used to document operations and intelligence activities, public information activities, and accident investigations.

  • situation evaluation, prediction and analysis for Command and Operations; prepare information on alternative strategies:

• Review current and projected incident and resource status.

• Develop alternative strategies.

• Identify resources required to implement contingency plan.

• Document alternatives for presentation to Incident Commander and Operations and inclusion in the written IAP.

  • in preparing the IAP, as required.
  • the development/provision of Incident Map(s) for Incident Action Plan (IAP).
  • Incident Status Summary (IMS Form 209) and other status reports, as assigned prior to each Planning Meeting:

• Provide copies to Command and General Staff.

• Forward to organization administrator and to other entities, as directed.

  • in Planning Meetings, as required.
  • predictions at periodic intervals, or upon request of the Planning Section Chief. Notify Command and General Staff if unforeseen changes occur.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Demobilization Unit Leader

The Demobilization Unit Leader is responsible for developing the Incident Demobilization Checkout Form. On large incidents, demobilization may be complex, requiring a separate planning activity. Note that not all organizations require incident-specific demobilization instructions as demobilization may be based on routine procedures.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Demobilization Unit Leader should be customized accordingly

Reports To:

  • Section Chief

Activation Actions

  • the Common Responsibilities Activation Checklist.
  • briefing from Planning Section Chief:
  • objectives, priorities and constraints on demobilization.

Operational Actions

  • incident resource records to determine scope of demobilization effort:

• Resource tracking system.

• Check-in forms: Incident Check-In List (IMS 211) or EOC Check-In List (IMS 211-B).

• Master resource list(s): Organization Assignment List (IMS 203), Resource Assignment List (IMS 204), etc.

  • with organization representatives to determine:

• Organizations not requiring formal demobilization.

• Coordination procedures with assisting and supporting organizations.

  • meetings as required by function and/or PSC.
  • identification of resources and probable release times.
  • logistical support needs of released resources (rehab, transportation, equipment replacement, etc.).
  • and advise all concerned on incident check-out stops including Finance/ Administration, Communications, Supply, and others, as required.
  • de-briefing requirements.
  • Demobilization Checkout (IMS Form 221), consider:

• Responsibilities - Specific implementation responsibilities and activities.

• Release Priorities - According to Organization and kind and type of resource.

• Release Procedures - Detailed steps and process to be followed.

• Directories - Maps, telephone numbers, instructions and other needed elements.

• Continuity of operations (follow up to incident operations):

• Public Information.

• Finance/Administration.

• Other.

  • demobilization of Incident Command Post and/or EOC staff (as applicable). In general, Incident Command Post and/or EOC staff will not be released until the appropriate number of following indicators have been met:

• Organization can reasonably assume Incident activity and work load

• Incident is controlled.

• EOC support (resource, coordination, information, etc) is no longer required.

• On-scene personnel are released except for those needed for final tactical assignments.

• Incident Base is reduced or in the process of being shut down.

• Planning Section has organized final incident package.

• Finance/Administration Section has resolved major known finance problems and defined process for follow-up.

• Team has conducted or scheduled required debriefings.

  • approval of Demobilization Checkout (IMS 221) from Planning Section Chief.
  • Demobilization Checkout (IMS 221) to processing points both on and off incident.
  • implementation of Demobilization Checkout (IMS 221).

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Documentation Unit Leader

The Documentation Unit Leader is responsible for the maintenance of accurate, up-to-date incident files, the provision of duplication services, and collection of all incident documentation from other sections. Incident files will be stored for legal, analytical, and historical purposes.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Documentation Unit Leader should be customized accordingly

Reports To:

  • Section Chief

Activation Actions

  • the Common Responsibilities Activation Checklist.
  • briefing from Planning Section Chief.

Operational Actions

  • staff, and supervise Unit, as appropriate, and provide for adequate relief.
  • work area:

• For large-scale operations, ensure adequate duplication capability and adequate staff to assist in the copying and documentation process.

  • and organize incident files.
  • duplication services, and respond to requests.
  • number needed and copy Incident Action Plan (IAP) accordingly.
  • and file duplicate copies of official forms and reports.
  • all completed IMS 214 Activity Logs from staff assigned to the incident.
  • a final incident package, including all relevant documents from each section.
  • and file reports and forms submitted by incident personnel.
  • the accuracy and completeness of records submitted for files.
  • that legal restrictions on public and exempt records are observed.
  • briefing to relief on current activities and unusual events.
  • completed incident files to Planning Section Chief.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Logistics Section

The Logistics Section Chief (LSC) is responsible for providing facilities, services and materials in support of the incident. The Section Chief participates in the development of the Incident Action Plan and activates and supervises the branches and units within the logistics Section. Tasks may be delegated to the appropriate Unit Leader. Unless otherwise delegated, all Logistics activities are the responsibility of the Planning Section Chief.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Logistics Section Chief should be customized accordingly

Reports To:

  • (Incident or EOC)

Activation Actions

  • the Common Responsibilities Activation Checklist.
  • briefing from Incident Commander:

• Review situation and resource status for number of personnel assigned to incident.

• Review current organization.

• Determine which incident facilities have been/should be activated.

  • the Logistics Section is set up properly and that appropriate personnel, equipment, and supplies are in place, including maps, status boards, vendor references, and other resource directories.
  • on the situation, activate branches/units within section as needed and designate Branch Supervisors/ Unit Leaders for each element.
  • brief, and assign work locations and preliminary work tasks to Section personnel.

Operational Actions

  • with Command and the Command/General Staff to identify immediate resource needs.
  • Resources Unit of other Units activated, including names and assignment locations.
  • Logistics Section Branches and Units to coordinate with appropriate Groups in the Operations Section to prioritize and validate resource requests.
  • Branch/Unit Leaders in developing objectives for the section and plans to accomplish objectives within the first operational period (or in accordance with the action plan).
  • incident facilities are physically activated, as appropriate.
  • periodic Logistics Section Status Reports to Command.
  • resource ordering process.
  • adequacy of current Incident Telecommunications Plan (IMS Form 205).
  • planning meetings and contribute, as required.
  • in preparation of Incident Action Plan (IAP):

• Provide input on resource availability, support needs, identified shortages, and estimated time of arrival, for key resources.

• Identify future operational needs (both current and contingency), in order to anticipate logistical requirements.

• Ensure Incident Telecommunications Plan (IMS Form 205) is prepared.

• Ensure Incident Medical Plan (IMS Form 206) is prepared.

• Assist in the preparation of transportation plan, if required.

  • IAP and estimate section needs for next operational period; order relief personnel if necessary.
  • availability of additional resources that may be required for incident response.
  • Section meetings to ensure communication and coordination among Logistics Branches and Units.
  • coordination between Logistics and other Command and General Staff.
  • that all personnel observe established level of operational security.
  • all Logistics functions are documenting actions on Activity Log (IMS Form 214)
  • all Section documentation to Documentation Unit.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Service Branch Director (Service Branch)

The Service Branch Director is responsible for the management of all service activities at the incident. This includes supervising the operation of the Communications, Medical, and Food Units.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Service Branch Director should be customized accordingly

Reports To:

  • Section Chief

Activation Actions

  • the Common Responsibilities Checklist.
  • briefing from Logistics Section Chief:

• Determine number of personnel to be fed.

• Determine communications systems in use.

• Determine medical support needs of the incident.

  • personnel already requested for Branch.

Operational Actions

  • brief, and assign work locations and preliminary work tasks to Branch personnel:

• Provide summary of emergency situation.

• Provide summary of the communications, food, and medical needs of the incident.

  • creation of effective Incident Telecommunications Plan (IMS Form 205), if required.
  • that incident personnel receive adequate food and water.
  • with Operations to ensure adequate medical support to incident personnel.
  • in organizational meetings of Logistics Section personnel.
  • activities of Branch Units.
  • Logistics Section Chief apprised of Branch Activities.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Telecommunications Unit Leader (Service Branch)

The Telecommunications Unit Leader is responsible for developing plans for the use of incident telecommunications equipment and facilities; installing and testing of telecommunications equipment; supervising the Incident Telecommunications Centre; and distributing and providing maintenance of telecommunications equipment.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Telecommunications Unit Leader should be customized accordingly

Reports To:

  • Branch Director (if activated)
  • Section Chief (if Service Branch Director not activated)

Activation Actions

  • the Common Responsibilities Activation Checklist.
  • briefing from the Logistics Section Chief or Service Branch Director.

Operational Actions

  • and staff Unit as appropriate.

Assign Incident Telecommunications Centre (ITC) Manager and Lead Incident Dispatcher.

  • telecommunications systems/frequencies in use; advise on telecommunications capabilities/limitations.
  • and implement effective telecommunications procedures (flow) internal and external to the incident/Incident Command Post/EOC.
  • Incident Command Post and/or Emergency Operations Centre phone load and request additional lines as needed.
  • and implement Incident Telecommunications Plan (IMS Form 205):

Obtain current organizational chart.

Ensure staff involved in hazardous operations have appropriate and adequate telecommunications.

Make telecommunications assignments to all other Operations resources, including volunteer, contract, or mutual aid.

Determine Command and support telecommunications needs.

  • and post any specific procedures for use of Incident Command Post and/or EOC telecommunications equipment.
  • all forms and types of telecommunications in Incident Telecommunications Plan (IMS Form 205), if appropriate:

Determine specific organizational elements to be assigned telephones.

Identify all facilities/locations with which telecommunications must be established and identify and document phone numbers.

Determine which phones/numbers should be used by what personnel and for what purpose. Assign specific telephone numbers for incoming calls, and report these numbers to staff and off-site parties such as other local jurisdictions, State and Federal agencies.

Ensure proper controls over outgoing call lines (e.g. do not publicize).

  • serve as contact point, and supervise the integration of volunteer radio organizations into the telecommunications system.
  • radio and telephone logs are available and being used.
  • need and research availability of additional nets and systems:

Order through Supply Unit after approval by Section Chief.

  • malfunctioning telecommunications equipment, facilitate repair.
  • and maintain telecommunications equipment accountability system.
  • technical information, as required, on:

Adequacy of telecommunications system currently in use.

Geographic limitation on telecommunications equipment.

Equipment capabilities.

Amount and types of equipment available.

  • problems in the use of telecommunications equipment.

Provide briefing to relief on current activities and unusual situations.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Medical Unit Leader (Service Branch)

The Medical Unit4F is responsible for providing medical assistance to incident responders/personnel. This Unit develops an Incident Medical Plan (to be included in the Incident Action Plan), and assists the Finance/Administration Section with processing injury-related claims.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Medical Unit Leader should be customized accordingly

Reports To:

  • Branch Director (if activated)
  • Section Chief (if Service Branch Director not activated)

Activation Actions

  • the Common Responsibilities Checklist.
  • briefing from Service Branch Director or Logistics Section Chief:

Obtain information on any injuries that occurred during initial response operations.

  • and location of Safety Officer.

Operational Actions

  • level of emergency medical activities performed prior to activation of Medical Unit:

Number and location of aid stations.

Number and location of stand-by ambulances, helicopters, and medical personnel to assign to the incident.

Potential for special medical problems.

Medical supplies needed.

  • to requests for medical treatment and transportation.
  • ambulance support. Order through established incident chain of command.
  • the Incident Medical Plan (IMS Form 206), including procedures for major medical emergency. This plan should be coordinated with the medical organization within the Operations Section and may be customized to the needs of each incident.
  • Safety Officer approval for Medical Plan.
  • Medical Plan with local hospitals.
  • Safety Officer and Logistics Section Chief of all accidents and injuries.
  • to requests for medical supplies.
  • medical reports; provide copies to Documentation Unit.
  • reports as directed; provide copies to Documentation Unit Leader.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist\

Food Unit Leader (Service Branch)

The Food Unit is responsible for supplying the food needs for the entire incident, including all remote locations (e.g. Camps or Staging Areas), as well as providing food for personnel unable to leave tactical field assignments.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Food Unit Leader should be customized accordingly

Reports To:

  • Branch Director (if activated)
  • Section Chief (if Service Branch Director not activated)

Activation Actions

  • the Common Responsibilities Activation Checklist.
  • briefing from Logistics Section Chief or Service Branch Director:

Determine potential duration of incident.

Number and location of personnel to be fed.

Time and location of last meal provided for responders.

  • time of next meal.

Operational Actions

  • food service requirements for planned and expected operations.
  • best method of feeding to fit situation and obtain bids if not done prior to incident (coordinate with Procurement Unit).
  • location of working assignment.
  • sufficient potable water and beverages for all incident personnel.
  • transportation of food and drinks to the scene with Ground Support and Operations Section Chief.
  • that appropriate food handling and safety measures are taken and coordinate activity with Safety Officer.
  • administration of food service agreement, if applicable.
  • copies of receipts, bills to Finance/Administration Section.
  • Supply Unit know when food orders are complete.
  • briefing to relief on current activities and unusual situations.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Support Branch Director (Support Branch)

The Support Branch Director, when activated, is responsible for the development and implementation of logistics plans in support of the Incident Action Plan. The Support Branch Director supervises the operation of the Supply, Facilities, and Ground Support Units.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Support Branch Director should be customized accordingly

Reports To:

  • Section Chief

Activation Actions

  • Common Responsibilities Activation Checklist.
  • briefing from Logistics Section Chief:

Determine facilities activated in support of the incident.

Determine ground support and transportation needs.

Determine resource ordering process.

  • personnel already requested for Branch.

Operational Actions

  • resource ordering process and who is authorized to order with Command and Logistics Section Chief.
  • facilities in use and determine the potential for additional facilities.
  • need for fuel delivery and vehicle support.
  • if mutual aid and contract equipment are in use. Confirm method of inspection.
  • Branch appropriately.
  • brief, and assign work locations and preliminary work tasks to Branch personnel:

Provide summary of emergency situation.

Provide summary of the facility, supply, and ground support needs of the incident.

  • in organizational meetings of Logistics Section personnel.
  • activities of Branch Units.
  • Logistics Section Chief apprised of Branch Activities.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Supply Unit Leader (Support Branch)

The Supply Unit Leader is responsible for ordering, receiving, processing and storing all incident-related resources.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Supply Unit Leader should be customized accordingly

Reports To:

  • Branch Director (if activated)
  • Section Chief (if Support Branch Director not activated)

Activation Actions

  • Common Responsibilities Activation Checklist.
  • briefing from Logistics Section Chief or Support Branch Director:

Determine charge code for incident.

Confirm ordering process.

  • scope of supply process.

Operational Actions

  • and staff Unit, as appropriate:

Consider need for "lead organization" representation in ordering process.

Consider dividing ordering responsibilities either by discipline or by category (equipment, personnel, and supplies).

  • ordering parameters, authorities and restrictions. Ensure that Unit staff observes ordering system and chain of command for ordering:

Establish clearly defined time when the Supply Unit will assume responsibility for all ordering. This will require close coordination with Operations and Planning staff.

Confirm process for coordinating contract related activities with the Procurement Unit.

Confirm process for emergency purchase orders with Finance Section.

  • type and amount of supplies and equipment on hand and en route.
  • Resources Unit to determine resources on order.
  • resource orders from authorized incident staff. Document on Resource Request Form (IMS Form 260-RR), as required:

Determine qualifying specifications (category, kind, type, size, extra equipment, personnel protective equipment, qualifications, etc.).

Desired delivery time and location, person ordering, and person to whom the resource should report or be delivered.

Obtain estimated price for resources which expect reimbursement.

Coordinate delivery of rented equipment to Ground Support Unit for inspection before use.

  • to receive ordered supplies and equipment. Work with Facilities Unit to identify and activate appropriate facilities for supply storage.
  • receive, distribute, and store supplies and equipment:

Obtain resource name, number, identifiers, etc., along with Estimated Times of Arrival.

Relay this information to appropriate staff.

  • affected Unit or Section of changes in arrival times of requested resources. Advise immediately if order cannot be filled.
  • Logistics Section Chief to changes in resource availability which may affect incident operations.
  • and implement safety and security requirements for supply areas.
  • Incident Action Plan (IAP) for information affecting Supply Unit.
  • inventory of supplies and equipment.
  • re-usable equipment.
  • and submit copies of all orders and related documentation to the Documentation Unit.
  • briefing to relief on status of outstanding orders, current activities, and unusual situations.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Facilities Unit Leader (Support Branch)

The Facilities Unit Leader is responsible for the set-up, maintenance and demobilization of all incident support facilities except Staging Areas. The Facilities Unit will also provide security services to the incident facilities as needed.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Facilities Unit Leader should be customized accordingly

Reports To:

  • Branch Director (if activated)
  • Section Chief (if Support Branch Director not activated)

Activation Actions

  • Common Responsibilities Activation Checklist.
  • briefing from Logistics Section Chief or Support Branch Director:

Expected duration and scope of the incident.

Facilities already activated.

  • facility needs.

Operational Actions

  • a copy of the Incident Action Plan (IAP) and determine:

Location of Incident Command Post.

Emergency Operations Centre (if activated).

Staging Areas.

Incident Base.

Supply/Receiving/Distribution Centres.

Evacuation/Reception Centres.

Information/Media Briefing Centre.

Other incident facilities.

  • requirements for each facility to be established:

Sanitation.

Sleeping.

Feeding.

Supply area.

Medical support.

Communications/IT needs.

Security needs.

Lighting.

Signage/Sign posting.

Equipment/Food Storage.

  • cooperation with other incident staff, determine the following requirements for each facility:

Needed space.

Specific location.

Access.

Parking.

Security.

Safety.

  • facility layouts in accordance with above requirements.
  • negotiation for rental office or storage space.

Demobilization Actions

  • Common Responsibilities Demobilization Checklist.

Ground Support Unit Leader (Support Branch)

The Ground Support Unit Leader is primarily responsible for the maintenance, service, and fueling of all mobile equipment and vehicles, with the exception of air operation resources. The Unit also has responsibility for the ground transportation of personnel, supplies, equipment, and the incident traffic plan.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Ground Support Unit Leader should be customized accordingly

Reports To:

  • Branch Director (if activated)
  • Section Chief (if Support Branch Director not activated)

Activation Actions

☐Follow the Common Responsibilities Activation Checklist.

☐Obtain briefing from Logistics Section Chief or Support Branch Director:

  • needed for responders.
  • needs of apparatus on incident.
  • of Supply Unit receiving and distribution point(s).
  • transportation maps and restrictions on transportation routes.
  • for repair services and policy for repair/fuelling of mutual aid and rental equipment.

Operational Actions

☐Staff Unit by the above considerations, as indicated.

☐ Consider the need to use organization pool vehicles or rental vehicles to augment transportation resources.

☐ Support out-of-service resources according to agreement for mutual aid and rental equipment.

☐ Notify Resources Unit of all changes on support and transportation vehicles.

☐ Arrange for and activate towing, fuelling, maintenance, and repair services.

☐ Maintain fuel, parts, and service use records and cost summaries. Forward to Finance/Administration Section.

☐ Maintain inventory of support and transportation vehicles.

☐ Provide transportation services:

  • Incident Action Plan (IAP) for transportation requirements.
  • inventory for needed resources.
  • resources through Supply Unit, providing type/time required/reporting location.
  • use of support vehicles.
  • mileage, fuel consumption, and other costs.

☐ Implement Transportation Plan:

  • timelines and identify types of services required.
  • resources required to implement Transportation Plan.

☐ Ensure that the condition of rental equipment is documented prior to use and coordinate with Procurement Unit Leader.

Demobilization Actions

☐ Follow Common Responsibilities Demobilization Checklist.

Finance and Administration Section

Finance and Administration Section Chief

The Fin/Admin Section Chief (FSC) is responsible for financial and administrative support to an incident, including all business processes, cost analysis, financial and administrative aspects. The Section Chief provides direction and supervision to Section staff and ensures compliance with financial policies and procedures. Tasks may be delegated to the appropriate Unit Leader. Unless otherwise delegated, all Finance activities are the responsibility of the Finance Section Chief.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Finance and Administration Section Chief should be customized accordingly

Reports To:

  • (Incident, Area, EOC)

Activation Actions

☐Follow the Common Responsibilities Activation Checklist.

☐ Obtain briefing from Command:

  • objectives.
  • agencies.
  • duration/complexity of incident.
    Possibility of cost sharing.

☐Obtain briefing from appropriate organization official:

  • level of fiscal process required.
  • of authority to Command, and financial processes, particularly procurement.
  • potential for legal claims arising out of incident activities.
  • applicable financial guidelines and policies, constraints and limitations.

☐Obtain briefing from parent organization Finance/Administration representative:

  • financial requirements for planned and expected operations.
  • agreements are in place for land use, facilities, equipment, and utilities.
  • procurement guidelines.
  • procedure for establishing charge codes.
  • of all incident-related agreements, activated or not.
  • potential for rental or contract services.
  • if an Incident Business Advisor or Financial Support Unit is available, and maintain contact information for an organization Financial/Administration representative.
  • with Command and General Staff and organization Human Resources staff to determine the need for temporary employees.
  • that proper tax documentation is completed.
  • whether hosting organization will maintain time records, or whether the incident will document all time for the incident, and what forms will be used.

☐ Ensure that the Finance/Administration Section is set up properly and that appropriate personnel, equipment, and supplies are in place.

☐ Based on the situation, activate units within the section as needed and designate unit leaders for each element:

☐Procurement Unit.

  • Unit.
  • Unit.
  • Unit.
  • Specialists.

☐ Ensure coordination with all activated organizations/bodies within the Province for the purposes of gathering and consolidating response cost estimates and other related information.

☐Meet with the Logistics Section Chief and review financial and administrative support requirements and procedures; determine the level of purchasing authority to be delegated to Logistics Section.

☐ Meet with all Unit leaders and ensure that responsibilities are clearly understood.

☐In conjunction with Unit leaders, determine the initial action planning objectives for the first operational period.

Operational Actions

☐Ensure that Finance/Administration position logs and other necessary files are maintained.

☐ Ensure that displays associated with the Finance/Administrative Section are current, and that information is posted in a legible and concise manner.

☐Ensure all Sections and the Supply Unit are aware of charge code (as applicable).

☐ Attend planning meetings and contribute, as required:

  • financial and cost-analysis input.
  • financial summary on labour, materials, and services.
  • forecasts on costs to complete operations.
  • cost benefit analysis, as requested.
  • information on status of incident; planned operations; changes in objectives, use of personnel, equipment, aircraft; and local Organization/political concerns.

☐Gather continuing information:

  • time – Ground Support Unit Leader and Operations Section.
  • time – Crew Leaders, Unit Leaders, and individual personnel.
  • reports – Safety Officer, Ground Support Unit Leader, and Operations Section.
  • and existing claims – Operations Section, Safety Officer, equipment contractors, organization representative, and Compensation/Claims Unit Leader.
  • and demobilization of personnel and equipment – Planning Section.
  • incident status – Planning Section.
  • reports – Safety Officer, Medical Unit Leader, Compensation/Claims Unit Leader.
  • of supplies – Supply Unit Leader and Procurement Unit Leader.
  • of responsible organization – Incident Business Advisor, Financial Support Unit, or local administrative personnel.
  • agreements – Procurement Unit Leader and local administrative personnel.
  • has been ordered – Supply Unit Leader.
  • resources – Resource Unit Leader and Cost Unit Leader.

☐Meet with assisting and supporting organizations, as required, to determine any cost share agreements or financial obligation.

☐Coordinate with all assisting and supporting organizations and specifically administrative personnel in hosting organization.

☐ Initiate, maintain, and ensure completeness of documentation needed to support claims for emergency funds, including auditing and documenting labour, equipment, materials, and services:

  • - with breakdown of work locations, hours and rates for response personnel, contract personnel, volunteers, and consultants.
  • - with breakdown of work locations, hours and rates for owned and rented aircraft, heavy equipment, fleet vehicles, and other equipment.
  • and supplies purchased and/or rented, including equipment, communications, office and warehouse space, and expendable supplies.

☐Initiate, maintain, and ensure completeness of documentation needed to support claims for injury and property damage. (Injury information should be kept on contracted personnel formally assigned to the incident, as well as paid employees and mutual aid personnel).

☐Ensure that all personnel time records reflect incident activity and that records for non-organization personnel are transmitted to home organization or department according to policy.

☐Ensure that all obligation documents initiated by the incident are properly prepared and completed.

☐Assist Logistics in resource procurement:

§ Identify vendors for which open purchase orders or contracts must be established.

§ Negotiate ad hoc contracts.

☐Ensure coordination between Finance/Administration and other Command and General Staff.

☐Coordinate Finance/Administration demobilization.

☐Provide briefing to relief on current activities and unusual events.

☐Submit all Section documentation to Documentation Unit.

Demobilization Actions

☐Follow Common Responsibilities Demobilization Checklist.

Procurement Unit Leader

The Procurement Unit Leader is responsible for all financial matters pertaining to vendor contracts, leases, and fiscal agreements. The Procurement Unit establishes local sources for equipment and supplies; manages all equipment rental agreements; and processes all rental and supply fiscal document billing invoices. The unit is also responsible for maintaining equipment time records and works closely with local fiscal authorities to ensure efficiency.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Procurement Unit Leader should be customized accordingly

Reports To:

  • Section Chief

Activation Actions

☐Follow the Common Responsibilities Activation Checklist.

☐Obtain briefing from Finance/Administration Section Chief:

  • charge code, and delegation of authority to commit organization funds. If the organization cannot delegate procurement authority to the Procurement Unit Leader, they will need to assign one of their procurement people to the incident.
  • whether a buying team has been assigned to purchase all equipment, supplies, etc. for the incident. The Procurement Unit Leader will coordinate closely with this group.
  • status of bid process; current vendor list; current blanket Purchase Order (PO) list; time-lines established for reporting cost information.

Operation Actions

☐Contact Supply Unit on incident needs and any special procedures or requirements.

☐Develop Incident Procurement Plan. This plan should address/include:

  • caps.
  • Forms.
  • who has purchasing authority.
  • for obtaining approval to exceed caps.
  • process with Supply Unit.
  • of emergency purchase orders.

☐Review equipment rental agreement and use statements for terms and conditions of use within 24 hours after equipment arrival at incident. Provide hourly rates and associated costs to Cost Unit.

☐Prepare and sign contracts, land-use agreements, and cost-share agreements, as necessary.

☐Draft Memorandums of Understanding as needed (obtain legal review and Incident Commander's signature prior to implementation).

☐Establish contact with supply vendors, as needed.

☐Determine whether additional vendor-service agreements will be necessary.

☐Interpret contracts/agreements, and resolve claims or disputes within delegated authority.

☐Provide cost data from rental agreements, contracts, etc. to Cost Unit Leader according to reporting time frames established for operational period.

☐Verify all invoices.

☐It is imperative that all contractors are accounted for and their time documented:

☐Ensure that all equipment rental documents and inspections are complete (coordinate inspection information with Ground Support Unit and/or Operations) before signing.

☐Complete final processing and send documents for payment.

☐Maintain final incident receiving documents:

  • copies of all vendor invoices.
  • that all equipment time records are complete.
  • comprehensive audit trail for all procurement documents.
  • completeness of all data entries on vendor invoices.
  • invoices against procurement documents.
  • that only authorized personnel initiate orders.

☐Provide briefing to relief on current activities and unusual events.

Operation Actions

☐Follow Common Responsibilities Demobilization Checklist.

Time Unit Leader

The Time Unit Leader is responsible for ensuring the accurate recording of daily personnel time, compliance with specific organization(s) time recording policies, and managing commissary operations if established at the incident. As applicable, personnel time records will be collected and processed for each operational period.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Time Unit Leader should be customized accordingly

Reports To:

  • Section Chief

Activation Actions

☐Follow the Common Responsibilities Checklist.

☐Obtain briefing from Finance/Administration Section Chief:

  • incident requirements for time recording.
  • required time-lines for reports.
  • location of timekeeping activity.
  • number of personnel and rental equipment for which time will be kept.

Operational Actions

☐Organize and staff Unit, as appropriate.

☐Advise Ground Support Unit, Air Support Group (if applicable), Facilities Unit (and other users of equipment) of the requirement of a daily record of equipment time.

☐Establish contact with appropriate Organization personnel representatives:

§ Determine time-keeping constraints of individual agencies.

§ Time records should be maintained for volunteer and mutual aid resources regardless of whether time will be reimbursed.

☐Ensure that daily personnel and equipment time recording documents are prepared, and compliance with time policy is maintained.

☐Establish files for time records, as appropriate.

☐Provide for records security.

☐Ensure that all records are complete or current prior to demobilization.

☐Time reports from assisting agencies should be released to the respective Organization representatives prior to demobilization.

☐Brief Finance/Administration Chief on current problems, recommendations, outstanding issues, and follow-up requirements.

☐Provide briefing to relief on current activity and unusual events.

Demobilization Actions

☐Follow Common Responsibilities Demobilization Checklist.

Cost Unit Leader

The Cost Unit Leader is responsible for providing all incident cost analyses, including: the proper identification of all equipment and personnel requiring payment; records all cost data; analyzing and preparing estimates of incident costs; and maintaining accurate records of incident costs.

Activation:

§ May be activated at Incident Command, Incident Support, or Area Command

§ Responsibilities of the Cost Unit Leader should be customized accordingly

Reports To:

§ Fin/Admin Section Chief

Activation Actions

☐Follow the Common Responsibilities Activation Checklist.

☐Obtain briefing from Finance/Administration Section Chief:

§ Determine reporting time-lines.

§ Determine standard and special reports required.

§ Determine desired report format.

Operational Actions

☐Establish and maintain position logs other necessary files.

☐Ensure that all financial records are maintained throughout the event or disaster.

☐Obtain and record all cost data:

Equipment costs.

§ Contract or mutual aid equipment and personnel costs.

§ Damage to facilities, infrastructure, equipment or vehicles.

§ Supplies.

§ Food.

§ Facility rental.

☐Identify in reports all equipment/personnel requiring payment.

☐Prepare Incident Cost Summary (IMS Form 229) by operational period, or as directed by the Finance/Administration Section Chief.

☐If cost share agreement is done, determine what costs need to be tracked. They may be different than total incident costs.

☐Prepare cost estimates of resources use for planning purposes.

☐Ensure estimates are updated with actual costs as they become available. Ensure information is provided to Planning Section according to their schedule.

☐Make recommendations on cost savings to Finance/Administration Section Chief. This must be coordinated with Operations and Planning Sections—use of high cost equipment may have justifications unknown to Finance/Administration.

☐Maintain cumulative incident cost records. Costs should reflect each individual entity (individual or crew personnel, individual pieces of equipment, food, facilities) the entity’s organization or contractor, pay premiums (overtime/hazard). These records should reflect:

  • contract, and/or mutual aid equipment costs.
  • contract, and/or mutual aid personnel costs and pay premiums (straight, hazard, and overtime).
  • or mutual aid equipment costs.
  • or mutual aid personnel costs.
  • to Organization facilities, infrastructure, equipment or vehicles.
  • rental.

☐Ensure that all cost documents are accurately prepared.

☐Enter data into an Organization cost analysis system, if appropriate).

☐Provide briefing to relief on current activity and unusual events.

Demobilization Actions

☐Follow Common Responsibilities Demobilization Checklist.

Compensation / Claims Unit Leader

The Compensation/Claims Unit Leader is responsible for processing Compensation-for-Injury on behalf of responders, and for managing all claims-related activities (other than injury) for an incident. Separate specialists may be delegated as required (Compensation for Injury Specialists and/or Claims Specialists).

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of the Compensation/Claims Unit Leader should be customized accordingly

Reports To:

  • Section Chief

Activation Actions

☐Follow the Common Responsibilities Activation Checklist.

☐Obtain a briefing from the Finance/Administration Section Chief.

Operational Actions

☐Establish contact with incident Safety Officer and Liaison Officer or department/organization representatives.

☐Determine the need for Compensation for Injury and Claims Specialists, request additional personnel, as necessary.

☐Establish procedures with Medical Unit Leader on prompt notification of injuries or deaths.

☐Ensure that volunteer personnel have been appropriately registered.

☐Ensure written authority for persons requiring medical treatment.

☐Ensure correct billing forms for transmittal to doctor and/or hospital.

☐Ensure all witness statements and statements from Safety Officer and Medical Unit are reviewed for completeness.

☐Coordinate with Safety Officer to:

  • analysis of circumstances of injuries, if possible.
  • appropriate level of personal protective equipment (PPE) is being used, and that personnel have been trained in its use.

☐Maintain copies of hazardous materials and other medical debriefings; ensure they are included as part of the final incident package.

☐Provide briefing to relief on current activities and unusual events.

☐Complete Compensation for Injury Log (if used) and Claims Log (IMS Form 227), if required.

Demobilization Actions

☐Follow Common Responsibilities Demobilization Checklist.

Specialized Functions

Technical Specialist

Technical Specialists provide technical observations and recommendations to incident staff in specialised areas, as required. They may be incorporated into any IMS function, but are often established within the Planning Section, under the direction of the Planning Section Chief or Situation Unit Leader.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command
  • of Technical Specialists should be customized accordingly

Reports To:

  • Section Chief, Situation Unit Leader or other designated personnel

Activation Actions

☐Follow the Common Responsibilities Activation Checklist.

☐Report to and receive briefing and special instructions from the Planning Section Chief, or other designated personnel.

☐Set up your section workstation including maps and status boards.

Operational Actions

☐Provide information and advice within your area of expertise, as required.

☐Ensure that all recommendations are appropriately documented.

☐Review incident objectives and current situation.

☐Participate in the development of the Incident Action Plan.

☐Keep the Planning Section Chief advised of your status and activity and on any problem areas.

☐Provide periodic situation or status reports to your Section Chief.

☐Review situation reports as they are received; verify information where questions exist.

☐Anticipate potential situation changes (i.e., severe aftershocks); think of appropriate contingencies/considerations that may be required.

☐Determine and anticipate your support needs and forward to your Section Chief.

☐Be prepared to participate in the planning meetings and policy discussions, if requested.

Demobilization Actions

☐Follow Common Responsibilities Demobilization Checklist.

Organization Representative

In incidents involving multiple response organizations or jurisdictions, organizations with significant involvement may send a representative to the Emergency Operations Centre (EOC) of another organization to assist in coordinating response efforts. This individual typically interfaces with the EOC Liaison Officer and functions as a representative for their organization, making decisions (consistent with delegated authority) and facilitating communications and coordination between the EOC and their home organization. Organization Representatives must be fully conversant with their level of authority so as to be able to appropriately represent their organization.

Activation:

  • be activated at Incident Command, Incident Support, or Area Command

Interfaces With:

  • Officer of host organization
  • Staff of specified function, if assigned.
  • Staff, if required.
  • as requested.

Activation Actions

☐Follow the Common Responsibilities Activation Checklist.

☐Announce arrival to, and obtain briefing from Liaison Officer, senior representative or Commander of host organization:

  • current incident objectives and strategy.
  • any significant issues affecting your home organization.
  • your aims and objectives with the host Liaison Officer.

☐Provide the liaison officer with information on your organization, including (as required):

  • person(s).
  • Information (email, pin, phone, radio, etc.).
  • agreements.
  • type and availability.
  • of personnel.
  • of personnel and equipment.
  • constraints/limitations.

☐Notify home organization upon arrival at your host organization.

Operational Actions

☐Attend briefings and participate in the Operational Planning process, as required.

☐Determine specific resource/information requirements of your organization.

☐Provide input on your organization’s current situation and resources availability:

  • needs or requirements of your organization
  • organization’s resources, capabilities, and restrictions on use

☐Anticipate and identify future resource needs.

☐Review and coordinate policies, procedures and agreements, as necessary.

☐Provide liaison with other assisting and supporting organizations, as appropriate.

☐Report to your home organization, as required.

☐Participate in the after-action process, as required.

Demobilization Actions

☐Follow Common Responsibilities Demobilization Checklist.

☐Debrief with the Liaison Officer, senior representative or Incident Commander, prior to departure.

Area Planning Section Chief

The Area Planning Section Chief is responsible for collecting information from Incident Management Teams in order to assess and evaluate potential conflicts in establishing incident objectives, strategies and the priority use of critical resources. Assistants may be assigned to the Planning Section Chief, if required, including any standard IMS Planning Section unit/position. Tasks may be delegated to the appropriate assistant or Unit, if applicable.

Activation Level:

  • Command

Reports To:

  • Commander

Activation Actions

☐Follow the Common Responsibilities Activation Checklist.

☐Obtain briefing from Area Commander:

  • Command issues.
  • of incidents and assigned resources.
  • for resources.
  • affecting resource prioritization.

Operational Actions

☐Assemble information on individual incident objectives and begin to identify potential conflicts and/or ways for incidents to develop compatible operations:

  • of Authority.
  • from Incident Action Plan (IAP).
  • of Incident Management Team (IMT) critical resources.
  • Status Summaries.
  • administrator direction.

☐Establish and maintain positive interpersonal and interagency working relationships (e.g., IMTs, supporting and assisting organizations, Command and General staff).

☐Provide for the safety and welfare of assigned resources.

☐Recognize, mitigate and communicate potentially hazardous situations.

☐Monitor condition of assigned resources.

☐Account for assigned resources.

☐Ensure that advance planning beyond the next operational period is being accomplished.

☐Maintain an Area Command Incident Status Summary (IMS 209).

☐Maintain a record of critical resources by operational period by incident.

☐Prepare and facilitate Area Command briefings as requested.

☐Schedule strategy meetings with Incident Commanders to conform to their planning processes.

☐Maintain a log of strategic decisions and significant events for inclusion in Area Command final package.

☐Prepare and distribute Area Command team decisions, as required.

☐Prepare Area Command briefings as requested or needed.

☐Determine availability, status and condition of committed and uncommitted resources.

☐Prepare recommendations for the reassignment of critical resources as they become available.

☐Establish direction for demobilization of critical resources.

☐Ensure Demobilization Checkouts are coordinated between Incident Management Teams and agency dispatchers.

Demobilization Actions

☐Follow Common Responsibilities Demobilization Checklist.

Area Logistics Section Chief

The Area Logistics Section Chief is responsible for providing facilities, services and material at the Area Command level, and for ensuring effective use of critical resources and supplies among Incident Management Teams. Assistants may be assigned to the Area Logistics Section Chief, if required, including any standard IMS Logistics Section Units/positions. Tasks may be delegated to the appropriate assistant or Unit, if applicable.

Activation Level:

  • Command

Reports To:

  • Commander

Activation Actions

☐Follow the Common Responsibilities Activation Checklist.

☐Identify and order resources required for Area Command logistics operation.

☐Obtain briefing from Area Commander:

  • command issues.
  • of incidents and assigned resources.
  • for resources.
  • affecting resource prioritization.

Operational Actions

☐Provide facilities, services and resources for the Area Command organization.

☐In the absence of the Area Commander Aviation Coordinator, ensure coordinated airspace temporary flight restrictions are in place and understood.

☐Gather intelligence from Incident Logistics Section Chiefs, activated EOCs, and other personnel responsible for incident.

☐Establish and maintain positive interpersonal and interagency working relationships (e.g., IMTs, supporting and assisting organizations, coordination centres, expanded dispatch, buying team, Command and General staff, etc.).

☐Determine work space requirements, location, and procurement procedures for the area command team.

☐Establish procedures to facilitate communications:

  • Command frequency coordination.
  • or reallocation of resources.
  • or conflict resolution.

☐Provide for the safety and welfare of assigned resources:

  • mitigate and communicate potentially hazardous situations.
  • condition of assigned resources.
  • for assigned resources.

☐Establish cohesiveness among assigned resources.

☐Participate in briefing with organization administrator(s).

☐Maintain a log of strategic decisions and significant events for inclusion in Area Command final package (use Activity Log Form - IMS 214, if applicable).

☐Evaluate and share all functional information for logistics with Area Command team members.

☐Assist in developing Area Command demobilization priorities and procedures:

  • demobilization requirements.
  • of demobilization actions between IMTs and expanded dispatch.

☐Assist the Area Planning Section Chief, Planning in developing an Area Command transition plan.

☐Evaluate effectiveness of current system of expanded dispatch and identify needed improvements.

☐Take appropriate action, if delegated authority for expanded dispatch:

  • adequate staff including Expanded Dispatch Coordinator.
  • adequate facilities.
  • scope of responsibility.
  • relationship with buying team.

☐Receive and process orders for all other Area Command functions.

☐Ensure the continued effective and priority use of critical resources among the Incident Management Teams.

Demobilization Actions

☐Follow Common Responsibilities Demobilization Checklist.