All Hazards Incident Management Teams (AHIMT)

1. An application packet can be obtained from:
(A) A member of the closest Regional AHIMT Coordinating Committee.
(B) The Incident Commander of the closest Regional Incident Management Team.

2. If applying for more than one position, you must submit a separate application for each position.

3. The application packet must be completed in its entirety, scanned as Adobe “pdf” files, and emailed to the appropriate Coordinating Committee for the East, Middle, or West team. If the email or any one file is over 23-megabytes then divide into two or more emails or files. The email addresses are below.

4. A complete application package must include scans of all five of the following documents:
(A) Completed “Tennessee Regional All Hazards Incident Management Teams Application.”
(B) Current resume detailing your overall work experience and education in the ICS position you are applying for.
(C) Narrative (one-page maximum) explaining your interest, experience, and education in the ICS position you are applying for.
(D) Photocopies of the FEMA Incident Command System and any other applicable courses completed.
(E) Letter of support from the head of your organization or governing body which states that they understand the Tennessee AHIMT program, agree that you will serve on the AHIMT for at least three years following completion of your training, understand that you will be placed on a rotating call roster and will support you in attending required meetings, training, exercises, drills and disaster deployments.

5. The appropriate regional coordinating committee will review the application and either approve or deny the application.
(A) The regional coordinating committee may conduct interviews to establish compatibility with the AHIMT program.

6. An approved application will be forwarded to the AHIMT Training, Education, and Membership (TEM) Committee for review and concurrence.

7. Applicants approved by the TEM will be forwarded to the Governance Committee (GC) for final concurrence.

8. The Governance Committee secretary will notify the applicant, the regional Coordinating Committee members, and the appropriate Regional AHIMT Incident Commander of the application status.

Completed application or questions regarding the application should be submitted to the Regional AHIMT Committee Chair or Regional AHIMT Coordinating Committee Representative.

West Team Regional Chair:                         John Selberg

Middle Team Regional Representative:   Jamie Bigelow

East Team Regional Chair:                          Lee Turner

West Regional AHIMT

TN-AHIMT-CC-WEST@listserv.tn.gov

Middle Regional AHIMT

TN-AHIMT-CC-MIDDLE@listserv.tn.gov

East Regional AHIMT

 TN-AHIMT-CC-EAST@listserv.tn.gov

Credentialing and Qualification Committee

TN-AHIMT-CC-TEM@listserv.tn.gov

Training, Education, and Membership Committee

TN-AHIMT-CC-CQC@listserv.tn.gov

Program Support Contacts

Ryan Thompson, ryan.thompson@tn.gov

THE RECOGNITION OF PRIOR LEARNING PROCESS IS OPEN FOR APPLICATIONS UNTIL 7/1/2024

The Recognition of Prior Learning (RPL) phase of implementing position(s) into the TIMQS is achieved by recognizing the previously existing qualifications and experience personnel already possess. The RPL process does not apply to the physical/medical fitness or currency qualification criteria.

The TIMQS uses a performance-based RPL process to assess an individual’s prior experiences and training to determine competency in a position. This is based on the principle that the candidate has already performed the job or performed in a position very similar to the one desired. The RPL process enables an individual to provide documentation of their experiences, training, and knowledge and, if necessary, is confirmed with an interview panel consisting of SMEs or credentialed individuals.

Personnel who wish to have their previously obtained or existing Incident Command System qualifications recognized must complete and submit a Tennessee All-Hazards Incident Management Team (AHIMT) Program Application for Recognition of Prior Learning (RPL Application) prior to the closing date indicated on the application or instruction letter.

RPL will remain open until July 1st, 2024 and only open again for new team positions and individual applications from personnel who have moved to the State of Tennessee from another jurisdiction.
 

How to qualify in position in Tennessee, through the All-Hazards Incident Management Team Program (1-page download).

The processes in this section qualify incident management personnel into existing ICS positions after the Recognition of Prior Learning (RPL) phase of the TIMQS qualifications program has ended.

The performance-based approach of TIMQS focuses on a candidate’s performance of specific tasks identified within the Position Task Book (PTB) for that position, while being observed and evaluated by individuals who have been recognized as qualified evaluators. The PTB provides a method to document satisfactory completion of tasks during appropriate qualifying incidents, events, job activities, qualifying exercises, and/or classroom activities as permitted within the PTB documentation. At least two (two is the minimum) or more qualifying incidents, events, job activities, or qualifying exercises must be shown in the evaluation documentation.

The following steps enable an individual to become certified as qualified and then credentialed for an ICS position. These steps, and the individuals or committees responsible, are as follows:

1) Individual discusses their desire to train for a new/higher position with employing or sponsoring entity or AHIMT leadership. On concurrence of supervisor, the Position Candidate notifies TEMC of their desire to train for a new NIMS ICS position by submitting an RCCS signed by their employing or sponsoring supervisor.

2) The Secretary of the TEMC ensures all members have received the submitted RCCS forms.

3) The Chair of the TEMC oversees the overall training process and the prioritization of individual requests to initiate the trainee process.
    a) The TEMC maintains lists of personnel credentialed in each position, the trainees and their status, and informs the other committees of any needed recruitment to maintain depth.

    b) If accepted, the Trainee is notified by the Secretary to initiate the process.

4) Position Candidate applies for, attends, and completes prerequisite training and attains any prerequisite qualifications. The Position Candidate completes NIMS Core Curriculum specific to their level and attains any prerequisite experience and/or qualification criteria for the position as identified in the respective PQR.

5) Position Candidate completes the Required Training as identified in the appropriate PQR.

6) Once the Position Candidate starts their required training, a PTB for the target position the individual is working towards is initiated by the Chair of the TEMC or their designee. Position Candidates who have initiated PTBs are identified as “Trainees” for the position and are permitted to function as trainees on qualifying incidents and events.

7) Position Candidate gains experience and completes PTB. Experience is gained and performance is evaluated while completing the initiated PTB.

8) After the Final Evaluation opportunity, the Final Evaluator should ensure the PTB is completely signed off on and the appropriate documentation in the PTB is completed.

9) The Position Candidate assembles their application, incident and event records, and documentation as directed in the application instructions, and other materials needed to complete the Request for Change of Credential Status (RCCS) form. The Position Candidate should retain a photocopy or electronic scan for their records.

10) The RCCS Form and application package are sent to the CQC for their review process.

11) The Secretary of the TEMC ensures all members have received the submitted RCCS forms and application packages.
    a) The CQC, with assistance from SMEs if needed, use the criteria on the Application Review Checklist to review and evaluate the application and all supporting documents to determine that the position trainee has completed all the position qualification criteria delineated in the PQR and is eligible for the new position.

    b) Documents may include training course records and certificates, PTBs, resumes, experience documentation, incident personnel performance ratings, Physical Fitness Validation Form from the employing or sponsoring entity, and other materials the CQC deems necessary to establish eligibility.

    c) If the documentation meets the criteria on the Application Review Checklist, the CQC recommends the applicant be qualified and documents this on the checklist and RCCS form.

    d) If the documentation does not meet the criteria on the Application Review Checklist, the CQC secretary documents the reason(s) on the Checklist and RCCS form and returns the application package to the applicant.

12) Application packages, including the Checklist and RCCS form that recommend approval, are forwarded to the GC Secretary.

13) The GC Secretary ensures all GC members have the documentation package(s).

14) Following the CG review process, the CG reviews the application package for concurrence.
    a) The GC either recommends or denies the Position Candidate’s request for certification.

    b) If denied, the GC Chair completes the denial section of the Application Review Checklist and returns it to the CQC Secretary for review, discussion, and disposition between the committees.

    c) If certification is approved, the Secretary ensures the completed application package and signed RCCS are sent to the Credentialing Official (CO).

15) The CO signs the credential, notifies the applicant, and issues the applicant a new/revised Qualifications Card with a Congratulations Form Letter.

16) The CO files/stores the application package for archiving and compliance.
 

Qualifications System-Related Definitions

1. Appeals Subcommittee

The Appeals Subcommittee is a three-member subcommittee appointed by the Credentialing and Qualifications Committee Chair for the purpose of reviewing appeals under Section VII(D), Appeals.

2. Authority Having Jurisdiction

The Authority Having Jurisdiction (AHJ) is an organization, office, or individual having statutory responsibility for enforcing the requirements of a code or standard or for approving equipment, materials, and installation or a procedure. For the specific purposes of this Guide, the relevant AHJ is the Tennessee Emergency Management Agency. Other references to AHJ will note a qualifier such as “state” or “local” AHJ, if necessary.

3. Behavior

A description of an observable activity or action that groups together similar tasks necessary to perform the specific activity. See also Competency and Task.

4. Certification

The process of authoritatively attesting that individuals meet qualifications established for incident management or support functions and are, therefore, qualified for specific positions. Certification of personnel ensures personnel possess a minimum level of training, experience, physical and medical fitness, and capability appropriate for a particular position.

5. Certifying Official

The Certifying Official is the official who has the authority for reviewing and evaluating documentation, and confirming the completion of relevant position requirements, and determining if the trainee should be granted certification. The Director of the Tennessee Emergency Management Agency (TEMA), as the Certifying Official, has delegated responsibility for certification to the Governance Committee.

6. Credentialing Official

The Credentialing Official is the individual who has authority to sign and issue individual Incident Qualification Cards and/or other credentials after approval of the Certifying Official and maintain records of what qualifications the employees in that organization hold. The Tennessee Team Development Manager has been delegated the responsibility of the Credentialing Official.

7. Coach/Trainer

A Coach/Trainer is an individual that provides instructions and mentoring to a trainee, whether in the classroom, on the job, planned event, or on an incident. The Coach/Trainer must be qualified in the position they are coaching or supervise that position in the ICS system. The coach should not perform the duties of the Evaluator at the same time, ensuring the integrity of the qualifications system is preserved. The TIMQS encourages the use of Coach/Trainers qualified under NWCG, U.S. Coast Guard, or other recognized qualification systems if TIMQS-qualified Coach/Trainers are not available.

8. Competency

Competency refers to a broad description that groups together the behaviors necessary to perform a specific function. Competencies are a national benchmark and are agreed to by major ICS training organizations. These competencies form the basis for position-specific training, Position Task Books (PTB), job aids, and other performance-based documents. See also Task and Behavior.

9. Credentialing

Credentialing is the process of providing documentation that identifies personnel and authenticates and verifies their qualification for a particular ICS position.

10. Credentialing Authority

The person or organization that has the authority to credential personnel for a specific entity or organization. In Tennessee, this is the Tennessee Emergency Management Agency (TEMA).

11. Criteria

A listing within the position qualifications that includes the minimum criteria that a trainee must meet for qualification.

12. Credentialing and Qualifications Committee (CQC)

The Credentialing and Qualifications Committee, a committee established by the Tennessee All-Hazards Incident Management Team Governance Committee Charter, is responsible for the establishment and management of the process to ensure members meet nationally accepted standards for NIMS ICS positions. See Section IV(B), Credentialing and Qualification Committee.

13. Currency

Successful performance on a qualifying incident, event, or exercise in a position or associated position for which an individual is qualified, at least once within the Currency Interval indicated in the Position Qualification Requirements, during a qualifying incident, event, or exercise. See Section VII, Maintenance, Loss of Certification, Decertification, and Recertification.

14. Decertification

A process whereby an individual’s position(s) qualifications or credentials are removed, making him/her ineligible for deployment in that position.

15. Direct Entry

ICS positions that have no requirements for gaining qualification in a subordinate position are referred to as “Direct Entry” positions. The Direct Entry process permits personnel to be qualified for certain supervisory positions without previously obtaining any subordinate position qualifications. The AHIMTA PTBs have been designed to complement the Direct Entry process by including the performance of certain critical skills of the subordinate positions to ensure the Direct Entry position possesses the necessary knowledge, skills, and abilities to function properly. See Section C of Appendix B, Direct Entry Positions at the Type 3 Level.

16. Emergency Management Assistance Compact (EMAC)

The Emergency Management Assistance Compact (EMAC), established in 1996, is a congressionally ratified interstate mutual aid compact that provides a legal structure by which states affected by a catastrophe may request emergency assistance from other states.

17. Emergency Operations Center (EOC)

The physical location where the coordination of information and resources normally takes place to support incident management (on-scene operations) activities. An EOC may be a temporary facility or located in a more central or permanently established facility, perhaps at a higher level of organization within an entity.

18. Endorsements

Knowledge and skills in a specific discipline that have been identified and demonstrated as needed to manage an incident involving that discipline (e.g., hazardous materials, wildland fire, Urban Search and Rescue) may require approval or an endorsement by the organization that has identified the additional knowledge and skills necessary. In most cases, these situations may be solved through the recruitment and use of Technical Specialists. There may, however, be situations where an industry association, governmental organization or group, professional or discipline specific, non-profit, or TEMA identifies the need to add discipline or hazard-specific requirements over and above the criteria found in the TIMQS PQRs. The application and use of endorsements are in the developmental stage.

19. Entity

Entity or its plural form entities: These are all-encompassing terms used to describe the various types of political subdivisions (local, state, tribal, territorial, insular area, territories, provinces, parishes, and Federal Governments) or non-governmental and private-sector companies that may have NIMS ICS-qualified individuals or sponsor an All-Hazards Incident Management Team.

20. Equivalency

An alternate education, training, course, exercise, or experience that is determined to be equivalent to an existing education, training, course, exercise, or experience. Equivalency is determined by the AHJ.

21. Evaluator

An Evaluator is an individual that is responsible for evaluating a trainee using a Position Task Book (PTB). The Evaluator must be qualified in the position they are evaluating or be qualified in a position that supervises that position in the ICS. Also see #22, Final Evaluator.

22. Final Evaluator

The Final Evaluator is the Evaluator who signs the verification statement at the front of the PTB after all tasks have been completed, and by signing is recommending the trainee for certification. The Final Evaluator must be qualified and proficient in the position being evaluated. For a more detailed description, see Section IX (E), Coach/Evaluator and Final Evaluator Qualifications.

23. Governance Committee (GC)

The Governance Committee is a committee established by the Tennessee All-Hazards Incident Management Team Governance Committee Charter. See Section IV(A), Governance Committee.

24. Hazardous Materials Training

Several levels of hazardous materials training are defined by OSHA and are required training for incident responders. Definitions of the levels are defined in Section III, Components of the Qualification System, and requirements for individual responders are listed in Appendix B, Position Qualification Requirements.

25. Historical Recognition (HR)

Historical Recognition is the process of recognizing an individual’s past experience or qualifications as equivalent to the current criteria found in the position qualification criteria for a position. The Historical Recognition process outlined in the FEMA NQS has been enhanced with additional elements of the Recognition of Prior Learning (RPL) process outlined in the IIMQS and is referred to as the RPL process within TIMQS. During implementation of the overall program, or when ICS positions are subsequently added to the PQR in this Guide and determined necessary by the GC, the RPL process will be used. See Section V, Initiating the Qualifications Process – Recognition of Prior Learning.

26. HSEEP Exercise(s)

The Homeland Security Exercise and Evaluation Program (HSEEP) provides a set of guiding principles for exercise programs, as well as a common approach to exercise program management, design and development, conduct, evaluation, and improvement planning.

a) Full-Scale Exercise (FSE)
    A Full-Scale Exercise (FSE) is typically the most complex and resource-intensive type of exercise. It combines the     interactivity of the functional exercise with the field element involving real (not artificial or synthetic) responders     working in real time. It involves multiple agencies, organizations, and entities and validates many facets of     preparedness. An FSE often includes many players operating under cooperative systems such as the Incident     Command System or Unified Command.
b) Functional Exercise (FE)
    Functional Exercises (Fes) are designed to validate and evaluate capabilities, multiple functions and/or sub-functions, or     interdependent groups of functions. An FE does not involve any “boots on the ground” (i.e., first responders or     emergency officials responding to an incident in real time). An FE typically focuses on exercising plans, policies,     procedures, and staff members involved in management, direction, and command and control functions. In an FE,     events are projected through an exercise scenario with event updates that drive activity at the management level. An FE     is conducted in a realistic, real-time environment; however, movement of personnel and equipment is usually     simulated.

27. Incident Complexity

Incident complexity is a characterization used to describe the level of difficulty, severity, or overall resistance to control, that incident management personnel face while trying to manage an incident or event to a successful and safe conclusion or to manage one type of incident compared to another type. See Appendix A, Incident Complexity.

28. Incident Training Specialist

An individual assigned to an incident (usually within the Planning Section) to identify evaluation opportunities; assist trainees, Coaches/Trainers, and Evaluators with proper documentation; conduct progress reviews; and answer qualifications questions as needed. The Training Specialist works with the Incident Management Team to ensure any trainees have qualified Coach/Trainers or Evaluators that can make an accurate and honest appraisal of a trainee’s performance. The Training Specialist may issue a PTB after approval from the individual’s employing or sponsoring entity.

29. Interstate Incident Management Qualification System (IIMQS)

The standard developed by the AHIMTA for qualifying personnel in ICS positions associated with the Type 3 resource typing level. In the future, Type 2 and Type 1 resource typing levels will be included for mobilization across state borders. The Tennessee Emergency Management Agency has adopted the IIMQS standard and incorporated it into the TIMQS.

30. NIMS Core Curriculum

NIMS training develops incident personnel capable of performing necessary functions in their entity or organization, as well as assisting when mutual aid is necessary. NIMS Core Curriculum training courses are those courses identified in the most recently published NIMS Training Program document. The courses are a requirement for all NIMS ICS field positions. The NIMS Core Curriculum is progressive, adding additional courses as the individual assumes a higher degree of leadership and responsibility. For all responders, the IS-100 and IS-700 courses are required; for incident personnel with leadership responsibilities, the IS-200 and IS-800 courses are added; for incident personnel designated as leaders or supervisors, the ICS-300 and ICS-400, and other courses identified within the document are required. The NIMS Core course requirements are listed in Appendix B, Position Qualification Requirements.

31. National Wildfire Coordinating Group (NWCG)

The National Wildfire Coordinating Group (NWCG) provides national leadership to enable interoperable wildland fire operations among Federal, state, local, tribal, and territorial partners. NWCG facilitates implementation of approved standards, guidelines, qualifications, and training under NIMS-ICS principles.

32. Operational Period

The period of time established for execution of a given set of operation actions as specified by the Incident Commander. Operational Periods can be of various lengths, although usually not over 24 hours.

33. Participating Agency

Participating Agency is an entity (state, local, tribal, nonprofit, or private organization) that has executed an agreement with a Sponsoring Agency to participate in an AHIMT.

34. Physical Fitness

Physical Fitness refers to the fitness levels responders are required to meet to be considered sufficiently physically fit to deploy to incidents and events. The TIMQS delegates responsibility to the entity that employs or sponsors the responder, the responsibility for using the provided guidelines to establish physical fitness standards, to apply appropriate testing methods to validate physical fitness, and for monitoring and certifying the fitness of their personnel credentialed under the TIMQS. See Section III(C), Physical/Medical Fitness for overall physical fitness guidance and Appendix B, Position Qualification Requirements for the individual physical fitness requirements for each ICS position.

35. Position Performance Assignment

(also called a “Trainee Assignment”)
An assignment of an individual on an incident or qualifying exercise that is working as a trainee with an open Position Task Book in the position for which the individual is working towards certification. The trainee is being actively trained or coached by a Coach/Evaluator in a position during an assignment, or is actually performing the task under the supervision of a qualified individual while completing the task identified in the Position Task Book and being evaluated for the required experience to become certified. See Appendix B, Position Qualification Requirements.

36. Position Qualification Requirements (PQRs)

The Position Qualification Requirements (PQRs) contain the specific criteria for each position. The requirements are the guides for determining which Training, Experience, Physical/Medical Fitness, and Currency are necessary for an individual to be considered qualified in that position. See Appendix B, Position Qualification Requirements.

37. Position Task Book (PTB)

A document that describes the minimum competencies, behaviors, and tasks to qualify or recertify for a position and documents a trainee’s performance of given tasks. The use of the AHIMTA PTBs is incorporated into the TIMQS.

38. Position Task Book Initiation

The action of formally issuing a Position Task Book to a trainee under the guidelines in the TIMQS.

39. Prerequisite Training

Training an individual must be complete before they can be certified in a position. (Training may be completed before a PTB is initiated or during the PTB evaluation process.)

40. Prerequisite Qualification

Required Qualification(s) an individual must possess or obtain before a PTB can be initiated.

41. Qualification

The process of enabling personnel to perform the duties of specific positions and documenting their demonstration of the capabilities and competencies that those positions require.

42. Qualification Review Committee

The Qualification Review Committee (QRC), is a committee that may be delegated the responsibilities of the Certifying Official. In Tennessee, the Director of the Tennessee Emergency Management Agency (TEMA), as the Certifying Official, delegated the QRC/QRC responsibilities for certification within NQS and IIMQS to the Governance Committee.

43. Qualifying Exercise

An exercise or simulation meeting the requirements contained in Section X, Qualifying Incident, Event, and Exercise Guidelines. Personnel filling incident management positions during an exercise meeting the requirements of a Qualifying Exercise may be able to use the exercise opportunity to complete tasks in their Position Task Books or meet currency requirement to maintain qualification.

44. Qualifying Incident/Event

An incident or event that meets the incident complexity, duration of time, and relevancy to the ICS position requirements that are necessary to provide sufficient opportunity for the individual to exercise the roles and responsibilities of the ICS position they are filling. See Section X, Qualifying Incident, Event, and Exercise Guidelines.

45. Recertification

A process wherein the AHJ determines what training, tasks, or experience an individual must perform to requalify or have their qualification for a position reinstated.

46. Recognition of Prior Learning (RPL)

Recognition of Prior Learning is a performance-based evaluation process to assess an individual’s prior experiences and training to determine competency in a position. This is based on the premise that the candidate has already performed the job or performed in a position very similar to the one desired. RPL is the process whereby an individual provides documentation of their experiences, training, and knowledge and, if necessary, is confirmed with an interview panel consisting of subject matter experts (SMEs) or credentialed individuals. The Historical Recognition process outlined in the FEMA NQS has been combined with additional elements of the Recognition of Prior Learning (RPL) process outlined in the IIMQS and is referred to as the RPL process within TIMQS. See Section V, Initiating the Qualifications Process – Recognition of Prior Learning.

47. Recognition of Prior Learning Peer Review Committee (RPLPRC)

The Credentialing and Qualifications Committee will fill the role of a Recognition of Prior Learning Peer Review Committee (RPLPRC) and will review and make a recommendation that an individual has completed the necessary training and experience and qualifies to be certified in a specific ICS position. The Credentialing and Qualifications Committee may defer to one or more SMEs to assist in executing its responsibilities.

48. Recommended Training

Training that is not required to be completed in order to qualify for a position but is recommended to support the position. This training is identified as a recommendation that may guide an individual to increase knowledge and/or skills. This may be acquired through on-the-job training, work experience, or training. Recommended training is a means by which personnel can prepare for position performance evaluation by obtaining specific knowledge and skills required to perform tasks identified in the PTB.

49. Recommending Official

The Recommending Official is the appropriate member of the Governance Committee who is recommending the candidate be certified and has the support of the sponsoring organization and is confirming the trainee’s completion of the position requirements. The recommendation is made to the other members of the Governance Committee.

50. Regional Coordinating Committees

Regional Coordinating Committees (RCCs) are committees established to assist the Sponsoring Agency of a regional AHIMT in carrying out their management and administrative duties. Each RCC consists of 3–7 members with representatives from the Participating Agencies who are members of that region’s AHIMT. The Sponsoring Agency (or their representative) chairs the committee.

51. Revocation

The cancellation of certification and withdrawal of credentialing documents from personnel no longer authorized to possess them.

52. Single Resource

An individual qualified in an ICS position that is not a rostered member of an AHIMT. Single Resources are used by AHIMTs to fill vacancies in rostered AHIMTs, fill requests for additional personnel on an incident or event, or augment existing capability.

53. Sponsoring Agency

A Sponsoring Agency is an entity that has assumed the administrative, programmatic, and operational management of an AHIMT participating in the State of Tennessee’s AHIMT program.

54. Task

A description of an action or activity needed to successfully perform in a position. Trainees must demonstrate completion of required tasks during the performance of a behavior. See also Competency and Behavior.

55. Task Code

A code used in the PTB and associated with the situation where the task may be completed. The situations range from actual on-incident experience to qualifying training exercises to related daily job tasks. The task codes and associated situations are defined in Section IX, Position Task Books.

56. Technical Specialists

Technical Specialists are personnel with specialized skills gained through educational degree programs or industry training of established standards. These personnel usually perform the same duties during an incident that they perform in their regular job and may have supplemental training to use their specialized skills in the incident environment.
Technical Specialists are typically certified in their fields or professions. No specific ICS qualifications are established for Technical Specialists within TIMQS.

57. Trainee (The Individual)

An individual approved by their employing or sponsoring entity who is preparing to qualify for an ICS position is credentialed as a trainee in that position once prerequisites are met and the Position Task Book (PTB) has been initiated. A trainee is eligible for formal, on-the-job training. A Position Candidate will not be assigned as a trainee on an interstate or inter-regional incident or event unless the individual has been identified as a trainee with an initiated PTB.

58. Training, Education, and Membership Committee (TEMC)

The Training, Education, and Membership Committee, a committee established by the GC, is responsible for creation of training standards and standardization of membership, recruitment, retention, Initiating PTBs, and continuing education requirements of AHIMT members in support of the overall program. See Section IV(C), Training, Education, and Membership Committee.

59. Training Officer

Within the context of this Guide, the Training Officer is the person who is monitoring the training and qualifications of individuals who are pursuing qualification or are fully qualified. The Training Officer may be from the employing or sponsoring entity or from another entity that has been delegated authority to provide the administrative management of the individual’s training and qualifications records.
 

INCIDENT COMMANDER and COMMAND STAFF

A. Incident Commander (ICT3-AH)
The Incident Commander is responsible for the overall management of the incident or planned event and supervises the ICS positions reporting to him or her. In most cases, on initial response incidents, the command activity is carried out by a single IC. However, Unified Command may be appropriate. The initial IC is usually the person with the highest qualifications and experience from the entity having primary jurisdiction over the kind of incident involved. The IC is responsible for providing direction and guidance to the Command and General Staff. The IC should analyze the overall requirements of the incident/event and determine the most appropriate direction for the management team to follow during the response. This is accomplished by making key decisions, setting priorities, developing incident objectives, developing and/or approving strategies, and assigning work (tasks) to primary staff within the first operational period and ongoing throughout the incident.

The major duties and responsibilities of the Incident Commander are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Where appropriate obtain a Delegation of Authority.
d) Upon arrival, assess the situation and obtain incident briefing from current IC.
e) Establish priorities.
f) Determine the need for Unified Command.
g) Determine incident objectives and general direction for managing the incident.
h) Establish an Incident Command Post (ICP).
i) Establish an appropriate organization.
j) Brief Command Staff and Section Chiefs.
k) Coordinate and supervise activities for all Command and General Staff members.
l) Ensure scene security.
m) If applicable, consider the incident as a potential crime scene; preserve evidence and coordinate with law enforcement.
n) Ensure adherence to the planning process and planning cycle.
o) Ensure appropriate meetings and briefings are scheduled as required.
p) Approve and authorize the implementation of an Incident Action Plan (IAP).
q) Ensure that adequate safety measures are in place, including the assignment of a Safety Officer.
r) Ensure safety receives priority consideration in the analysis of strategic alternatives, the development of the IAP and all incident activities.
s) Foster an atmosphere free of discrimination, sexual harassment, and other forms of inappropriate behavior.
t) Coordinate with key stakeholders.
u) Make appropriate notifications (e.g., hospitals, health department, etc.).
v) Approve requests for additional resources or for the release of resources.
w) Keep Agency Administrator informed of incident status.
x) Approve the use of trainees, volunteers, and auxiliary personnel.
y) Ensure all AHIMT members are aware of and maintain the security and confidentiality of all classified, confidential, sensitive, and For Official Use Only documentation, intelligence, or data.
z) Ensure proper development and releasing of information, which may include establishment and oversight of a Joint Information Center (JIC).

B. Safety Officer (SOF3-AH)
The Safety Officer’s function is to develop and recommend measures for ensuring personnel safety and to assess and/or anticipate hazardous situations. The Safety Officer has the authority and obligation to alter, suspend, or terminate all operations outside the scope of the Incident Action Plan that are immediately dangerous to life and health of any personnel.

Only one incident Safety Officer will be assigned for each incident. The Safety Officer may have assistants, as necessary, and the assistants may also represent assisting entities. Assistant Safety Officers may have specific responsibilities, such as air operations, hazardous materials, etc. All Safety Officers should be certified/qualified to the nature of the operations being performed.

The major duties and responsibilities of the Safety Officer are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Assign assistants, as needed.
d) Establish operating and reporting procedures for Assistant Safety officers.
e) Identify hazardous situations associated with the incident and coordinate with the Operations Section Chief while developing the Incident Action Plan Safety Analysis (ICS 215A) to mitigate the hazards.
f) Participate in Tactics and Planning Meetings, as well as other meetings and briefings as required.
g) Provide safety direction in the Incident Action Plan (IAP) for assigned responders.
h) Complete the Safety Message/Plan (ICS 208) for inclusion in the IAP.
i) Approve the Medical Plan (ICS 206).
j) Ensure the development of a Site Safety Plan as required.
k) Review and provide input to the traffic plan, if developed.
l) Ensure the selection of Personal Protective Equipment (PPE) and other equipment meets the needs of the incident.
m) Ensure that a personnel accountability system is in place for all personnel.
n) Ensure that working conditions are monitored and work/rest guidelines are adhered to.
o) Coordinate with the Medical Unit Leader to assign Emergency Medical Services personnel to tactical locations. Review any emergency evacuation guidelines.
p) Ensure identified resources are in place to meet the behavioral health needs of responders.
q) Exercise emergency authority to alter, suspend, terminate, and prevent unsafe acts outside of the scope of the IAP and notify the Incident Commander (IC).
r) Track and report accidents, injuries, and illnesses.
s) Investigate or ensure investigation of accidents that have occurred within the incident area.
t) Ensure the protection of the scene and the preservation of evidence. Brief the IC on safety issues and concerns.
u) Ensure all contractors and volunteers hired/brought in meet and are aware of appropriate safety/health training levels, and safety/health measures to achieve the response strategies. (A translator may be
v) needed to achieve this goal.)
w) Monitor food, potable water, and sanitation service inspections.
x) Request assistance from Public Health agencies as needed.
y) Monitor operational period lengths of incident personnel to ensure work/rest guidelines are followed.
z) Complete a debriefing session with the Incident Commander prior to demobilization.
aa) Ensure that all required agency forms, reports, and documents are completed prior to demobilization.
bb) Maintain an Activity Log (ICS 214).

C. Public Information Officer (PIO3-AH)
The Public Information Officer is responsible for developing and releasing Incident Information about the incident/event to the public, incident or event personnel, and other appropriate agencies and organizations. In most cases the Public Information Officer releases Incident Information through the media to notify the public.

Only one Public Information Officer will be assigned for each incident/ event, including incidents operating under UC. The Public Information Officer may have assistants as necessary, and the assistants may also represent assisting agencies or jurisdictions. Entities have different policies and procedures relative to the handling of public information. The major duties and responsibilities of the Public Information Officer, shown below, would generally apply on any incident.

The major duties and responsibilities of the Public Information Officer are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Determine from the Incident Commander (IC) if there are any limits on information release.
d) Obtain copies of the current Incident Status Summary (ICS 209)
e) Assign Assistant Public Information Officer(s) as appropriate
f) Keep informed of the incident development and its management through the planning process
g) Develop a plan to address any Information-related Incident Objectives.
h) Develop material for use in media briefings.
i) Obtain IC approval of media releases.
j) Inform the media and conduct media briefings.
k) Evaluate the need for and recommend the establishment of a Joint Information Center (JIC), as necessary, to coordinate and disseminate accurate, accessible, and timely incident-related information.
l) Coordinate with or operate within the Joint Information Center (JIC) if established.
m) Maintain current Incident Information summaries and/or displays on the incident and provide information on the status of the incident to assigned personnel.
n) Brief IC/UC on public information issues and concerns.
o) Advise IC/UC on all public information matters.
p) Manage media and public inquiries. Obtain media information that may be useful to incident planning.
q) Arrange for tours and other interviews or briefings as required.
r) Coordinate media flight requests into the incident airspace with the Air Operations Branch Director.
s) Coordinate emergency public information and warnings.
t) Monitor media reporting for accuracy.
u) Ensure that all required agency forms, reports, and documents are completed prior to demobilization
v) Complete a debriefing session with the Incident Commander prior to demobilization.
w) Monitor and utilize social media as approved by the IC/UC.
x) Maintain an Activity Log (ICS 214).

D. Liaison Officer (LOFR-AH)
Incidents or events that are multijurisdictional, or have several entities involved, may require the establishment of the Liaison Officer position on the Command Staff. Only one Liaison Officer will be assigned for each incident, including incidents operating under UC and multijurisdictional incidents. The Liaison Officer may have assistants as necessary, and the assistants may also represent multijurisdictional agencies or jurisdictions.

The Liaison Officer is assigned to the incident/event to function as the point of contact to an Agency Representative of an Assisting and/or Cooperating Agency, non-governmental organizations (NGOs), and stakeholders who need greater interaction than provided by the Public Information Officer.

The major duties and responsibilities of the Liaison Officer are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Be a contact point for Agency Representatives (AREP), NGOs, and stakeholders who need greater interaction than provided by the Public Information Officer.
d) Provide input on limitations and capability of assisting agency(ies) or entity(ies) resources as requested or needed during the Planning Process and Planning Cycle.
e) Maintain a list of assisting and cooperating Agency Representatives, including name and contact information.
f) Maintain a list of stakeholders, including name and contact information.
g) Monitor Incident Check-In List (ICS 211) daily to ensure that all Agency Representatives are identified.
h) Monitor incident activities to ensure that stakeholders are identified.
i) Monitor incident operations to identify current or potential inter-organizational or stakeholder issues.
j) Brief the IC on agency issues and concerns.
k) Keep agencies supporting the incident and stakeholders aware of the incident’s status.
l) Conduct Stakeholder and Agency Representatives Meetings or Briefings as indicated
m) Assist in establishing and coordinating interagency contacts.
n) Coordinate with Public Information Officer (PIO) to develop and implement Social Media strategy by providing input on social media uses and interface with Stakeholders and the Public.
o) Respond to request for information and resolve problems.
p) Complete a debriefing session with the Incident Commander prior to demobilization.
q) Ensure that all required agency forms, reports, and documents are completed prior to demobilization.
r) Maintain an Activity Log (ICS 214)

 
OPERATIONS SECTION

E. Operations Section Chief (OSC3-AH)
The Operations Section Chief, a member of the General Staff, is responsible for the management of all operations directly applicable to the incident. The Operations Section Chief should possess the knowledge, skills, and abilities appropriate to the nature of the operations being performed. During the initial stages of an incident, the Operations Section Chief will normally be selected from the entity with the most jurisdictional responsibility for the incident.

The Operations Section Chief activates and supervises organizational elements in accordance with the Incident Action Plan (IAP) and directs its execution. The Operations Section Chief also directs the preparation of operational plans, requests, and releases resources, monitors operational progress, makes expedient changes to the IAP as necessary, and reports any such changes to the IC/UC.

A Deputy Operations Section Chief may be assigned using the same guidelines described in “The Use of Deputies in The Operations Section.”

The major duties and responsibilities of the Operations Section Chief are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Receive a briefing from the previous Section Chief (if previously staffed).
d) Evaluate and request sufficient Section supervisory staffing and resources for both current operational requirements and future requirements (taking into consideration the lead time needed to obtain additional staff).
e) Brief and assign Operations Section personnel in accordance with Incident Action Plan.
f) Supervise Operations Section field personnel.
g) Implement the tactical plan for the Operations Section based on the IC/UC incident objectives.
h) Evaluate on-scene operations and adjust organization, strategies, tactics, and resources (e.g., additional staff, equipment, etc.), as necessary.
i) Ensure the Resources Unit is advised of changes in the status of resources assigned to the Section.
j) Coordinate with the Safety Officer to ensure that Operations Section personnel execute work assignments following, and in compliance with, approved safety practices.
k) Monitor the need for additional resources and request them, as necessary, to support operations.
l) Assemble/disassemble Task Forces/Strike Teams/Resource Teams assigned to the Operations Section.
m) Identify/utilize Staging Areas and assign Staging Area Manager(s), as needed.
n) Evaluate and monitor the current situation for use in next operational period planning.
o) Communicate incident progress, events, and occurrences to the IC/UC.
p) Coordinate and consult with Planning Section Chief, Safety Officer, Logistics Section Chief, and Technical Specialist on implementation of appropriate strategies and selection of tactics to accomplish objectives.
q) Prepare for and conduct the Tactics Meeting.
r) Identify kind, type and number of resources required to support selected strategies.
s) Subdivide work areas into manageable Branches, Divisions, and Groups.
t) Based on the incident objectives from the IC/UC, develop the Operations Section organization, work assignment, kind/type and quantity of resources needed for the next operational period using the Operational Planning Worksheet (ICS 215).
u) Provide input for the Incident Action Plan Safety Analysis (ICS 215A) and coordinate planned activities with the Safety Officer to ensure compliance with safety practices.
v) Identify appropriate Personal Protective Equipment (PPE) options prior to committing personnel.
w) Participate in the planning process and the development of the tactical portions (ICS 204 and ICS 220) of the IAP.
x) Assist with development of long-range, strategic, contingency, and demobilization plans.
y) Develop a recommended list of Section resources to be demobilized and initiate recommendation for release when appropriate.
z) Assist with development, receive, and implement applicable portions of the incident Demobilization Plan.
aa) Participate in briefings to Incident Management Team members, media, tactical supervisors, visiting dignitaries, and others as requested.
bb) Maintain an Activity Log (ICS 214).

The Use of Deputies in The Operations Section
Deputies may be used at the Section Chief and Branch Director levels of the Operations Section. A Deputy may be from the same or different entity and should have the same or greater ICS qualifications as the Operations Section Chief/Branch Director they are working for since they should be ready to assume those position duties at any time. Deputies may be used to provide closer oversight and general assistance, or they may be assigned specific areas to balance the workload of the Section Chief/Branch Director. Common uses of the Deputy Operations Section Chief include development and preparation of the Operational Planning Worksheet (ICS 215) and working with the Planning Section (known as a Deputy Operations for Planning or “Planning Operations”), alternative strategy or plan development, and long-range strategic operational plans. A Deputy may possess different discipline-specific knowledge, skills, and abilities than the Operations Section Chief/Branch Director and be able to supplement their knowledge, skills, abilities, and experience. They also may be assigned to supervise specific functional tasks or areas such as Law Enforcement, Firefighting, EMS, Public Works, Public Health, Planning Operations, day/night operations, evacuations, contingency planning, etc., or be assigned geographically to satisfy jurisdictional or travel considerations. If the nature of the operations being performed is such that the Operations Section Chief/Branch Director requires knowledge, skills, or abilities in a specific discipline or subject they do not possess, they should consider requesting a qualified Deputy from the discipline or subject area who possesses the appropriate knowledge, skills, and abilities. If a qualified Deputy is not available, they should consider requesting a Technical Specialist from that discipline or subject area who possesses the appropriate knowledge, skills, and abilities but does not have the ICS qualifications to be a Deputy.

F. Division/Group Supervisor (DIVS-AH)
The Division/Group Supervisor reports to the Operations Section Chief (or Branch Director when activated). The Supervisor is responsible for the implementation of the assigned portion of the IAP, assignment of resources within the Division/Group, and reporting on the progress of control, mitigation, or management operations and status of resources within the Division (geographic area) or Group (functional area).

The major duties and responsibilities of the Division/Group Supervisor are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Obtain a briefing from the previous Division/Group Supervisor (if previously staffed).
d) Identify resources assigned to the Division/Group.
e) Provide the IAP to subordinates, as needed.
f) Review the Division’s/Group’s assigned tasks and incident/event activities with subordinates.
g) Implement the assignment received from the Operations Section Chief (or Branch Director as appropriate) and supervise the assigned resources. Make changes, as appropriate, keeping your supervisor informed.
h) Brief and assign Division/Group personnel in accordance with Incident Action Plan.
i) Implement the IAP for the Division/Group.
j) Supervise Division/Group resources and make changes, as appropriate.
k) Ensure that the Resources Unit is advised of changes in the status of assigned resources and that your supervisor is aware of the change.
l) Determine any need for assistance on assigned tasks.
m) Submit situation and resources status information as directed by the Branch Director or Operations Section Chief.
n) Coordinate activities with adjacent Divisions/Groups.
o) Coordinate with Field Observers assigned by the Situation Unit Leader.
p) Report hazardous situations, special occurrences, or significant events (e.g., accidents, illness) to the immediate supervisor.
q) Report to Operations Section Chief (or Branch Director if activated) when:
• The assigned work cannot be completed
• Additional resources are needed
• Surplus resources are available
• Objectives have been met
• Hazardous situations or significant events occur
r) Ensure that assigned personnel and equipment get to and from assignments in a timely and orderly manner.
s) Resolve logistics problems within the Division or Group.
t) Maintain accountability of always assigned resources.
u) Provide safety briefing to subordinates.
v) Participate in the development of Division/Group plans for the next operational period, as requested.
w) Consider demobilization well in advance.
x) Debrief, as directed, at the end of each operational period.
y) Maintain an Activity Log (ICS 214).

G. Task Force Leader (TFLD-AH)
The Task Force Leader reports to a Branch Director or Division/Group Supervisor and is responsible for performing tactical assignments assigned to the Strike Team/Resource Team, Task Force, or Unit. The Leader reports work progress, resource status, and other important information, and maintains work records on assigned personnel.

The major duties and responsibilities of the Strike Team/Resource Team/Task Force/ Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Obtain a briefing from tactical supervisors from the previous operational period (as appropriate).
d) Review assignments with subordinates and assign tasks.
e) Monitor work progress and make changes when necessary.
f) Keep supervisor informed of progress and any changes.
g) Report hazardous situations, special occurrences, or significant events to immediate supervisor.
h) Travel to and from active assignment area with assigned resources.
i) Coordinate activities with adjacent Strike Teams/Resource Teams, Task Forces, Units, and Single Resources.
j) Ensure that the Resources Unit is advised of changes in status of assigned resources and that your supervisor is aware of the change.
k) Coordinate with the Field Observers that are in your work area.
l) Maintain accountability of assigned resources.
m) Resolve logistics problems within the Division or Group.
n) Retain control of assigned resources while in available or out-of-service status.
o) Submit situation and resource status information through chain of command, as appropriate.
p) Debrief, as directed, at the end of each operational period.
q) Maintain an Activity Log (ICS 214).
 
H. Staging Area Manager (STAM-AH)
The Staging Area Manager is under the direction of the Operations Section Chief (primarily) Branch Director (if activated and appropriate) or IC/UC (if the Operations Section Chief position is not filled) and is responsible for managing all activities within a Staging Area.

The major duties and responsibilities of the Staging Area Manager are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Proceed to Staging Area.
d) Obtain a briefing from previous Staging Area Manager or another appropriate supervisor.
e) Establish Staging Area layout.
f) Determine any support needs for equipment, food distribution, sanitation, and security.
g) Establish check-in function, as appropriate, and coordinate with the Resources Unit.
h) Brief resources in staging.
i) Ensure security of staged resources.
j) Post areas for identification and traffic control.
k) Request maintenance service for equipment at Staging Area, as appropriate.
l) Respond to requests for resource assignments. (Note: This may be direct from the Operations Section Chief or via the Incident Communications Center.)
m) Obtain and issue receipts for radio equipment and other supplies distributed and received at Staging Area.
n) Determine from the Operations Section Chief the required minimum resource levels to be kept in staging.
o) Advise the Operations Section Chief or IC/UC (if no Operations Section Chief is designated) when reserve levels reach minimums.
p) Maintain and provide status to Resources Unit of all resources in Staging Area.
q) Maintain the Staging Area in an orderly condition.
r) Demobilize the Staging Area in accordance with the incident/event Demobilization Plan.
s) Debrief with Operations Section Chief or as directed at the end of each operational period.
t) Maintain an Activity Log (ICS 214).

I. Air Operations Branch Director (AOBD-AH)
The Air Operations Branch Director is ground-based and is primarily responsible for preparing the Air Operations Summary (ICS 220) and the air operations portion of the IAP, and for providing logistical support and direction to incident aircraft and personnel. Through coordination with the Communications Unit leader (if activated), FAA and local authorities, the Air Operations Branch Director ensures the Incident Communications Plan includes aircraft-specific frequencies including air-to-air, air-to-ground, and emergency channels or frequencies.

The Air Operations Summary (ICS 220) serves the same purpose as the Assignment List (ICS 204) for other operational resources by assigning and managing aviation resources on the incident. The Air Operations Summary (ICS 220) may or may not be completed, depending on the needs of the incident. Individual aircrews retain primary responsibility to ensure their aircraft are operated in accordance with their own agency’s restrictions, guidelines, and directives. It is also the responsibility of individual aircrews to keep the Air Operations Branch Director informed of their agency’s restrictions, guidelines, and directives that may affect their ability to execute incident assignments. After the IAP is approved, the Air Operations Branch Director is responsible for overseeing the tactical and logistical assignments of the Air Operations Branch.

In coordination with the Logistics Section, the Air Operations Branch Director is responsible for providing logistical support to aircraft and personnel operating on the incident. A Deputy may be assigned using the same guidelines described in “The Use of Deputy Positions Within the Operations Section.”

The major duties and responsibilities of the Air Operations Branch Director are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Organize preliminary air operations.
d) Coordinate airspace use with the Federal Aviation Administration. Request declaration (or cancellation) of temporary flight restrictions in accordance with applicable Federal Aviation Regulations.
e) If needed, attend the Tactics Meeting and Planning Meeting to exchange information for completing the Air Operations Summary (ICS 220) and to confirm the number, kind, and type of aircraft needed for the next operational period.
f) Participate in preparation of the IAP through the Operations Section Chief. Ensure that the air operations portion of the IAP takes into consideration the air traffic coordination requirements of assigned aircraft.
g) Coordinate with the Communications Unit Leader to designate air tactical and support frequencies.
h) Ensure dependable communication between Air Operations Branch and air units.
i) Perform operational planning for air operations including emergency evacuation procedures of injured responders.
j) Prepare and provide Air Operations Summary (ICS 220), provide incident maps and copies of the IAP to the Air Support Group and Fixed-Wing Bases.
k) Brief assigned resources and supervise all air operations activities associated with the incident.
l) Staff Air Operations Branch, as necessary.
m) Evaluate Heli base and Heli spot locations.
n) Establish procedures for emergency reassignment of aircraft.
o) Coordinate approved flights of non-incident aircraft in the temporary flight restriction.
p) Initiate airspace deconfliction.
q) Coordinate with appropriate Command Center(s) through normal channels on incident air operations activities.
r) Consider requests for logistical use of incident aircraft.
s) Report to the Operations Section Chief on air operations activities.
t) Report any special incidents/accidents.
u) Develop an Aviation Site Safety Plan in concert with Safety Officer.
v) Arrange for an accident investigation team, when warranted.
w) Debrief Operations Section Chief, as directed, at the end of each operational period.
x) Maintain an Activity Log (ICS 214).

 
PLANNING SECTION

J. Planning Section Chief (PSC3-AH)
The Planning Section Chief, a member of the General Staff, is responsible for the collection, evaluation, dissemination, and use of Incident Information, resource status, and projections and forecasts of the incident dynamics and their effects. The Planning Section Chief is responsible for facilitating the Planning Process and Planning Cycle, and for production of the written Incident Action Plan. The Planning Section Chief is also responsible for ensuring the safety and welfare of all Section personnel.

The Incident Information collected and processed by the Planning Section is needed to do the following:
1. Understand the current situation and develop a common operating picture.
2. Predict the probable course of incident events and effects.
3. Prepare strategies and plans, as well as alternative strategies and plans, for the incident.
4. Submit required incident status reports.

A Deputy Planning Section Chief may be assigned using the same guidelines described in “The Use of Deputy Positions Within the Planning Section.”

The major duties and responsibilities of the Planning Section Chief are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Determine the organization of the Planning Section.
d) Facilitate meetings and briefings.
e) Supervise the tracking of incident/event personnel and resources through the Resources Unit.
f) Reassign out-of-service personnel already on-site to ICS organizational positions, as appropriate.
g) Establish special information-collection activities as necessary (e.g., weather, environmental, hazardous materials, etc.).
h) Collect, process, and display Incident Information and appropriate intelligence products.
i) Establish information requirements and reporting schedules for Planning Section Units (e.g., Resources, Situation).
j) Establish documentation requirements and time schedules for all ICS organizational elements for use in preparing the IAP.
k) Supervise preparation of the Incident Action Plan (IAP).
l) Provide input, feedback, and advice to AHIMT members preparing their products for the IAP.
m) Incorporate plans (e.g., Traffic, Medical, Communications, and Site Safety) into the IAP.
n) Develop other incident supporting plans (e.g., salvage, transition, security).
o) Ensure that any special environmental or critical infrastructure protection needs are included in the Incident Action Plan.
p) Ensure the accuracy of all Incident Information and intelligence being produced by Planning Section Units.
q) If requested, assemble and disassemble Strike Teams/Resource Teams, and Task Forces not assigned to Operations.
r) Assemble information on alternative strategies and coordinate with Operations.
s) Provide periodic predictions on incident potential.
t) Report any significant changes in incident/event status to IC/UC and appropriate personnel.
u) Ensure all Units within the section that handle data or intelligence are aware of and maintain a document security plan to manage the confidentiality and security of any classified, confidential, sensitive, and FOUO documentation, intelligence, data, or Incident Information.
v) Oversee maintenance of accurate and up-to-date incident documentation and system.
w) Oversee preparation and implementation of the incident/event Demobilization Plan.
x) Prepare recommendations for the release of resources (for the approval of the IC/UC).
y) Maintain an Activity Log (ICS 214).

The Use of Deputy Positions Within the Planning Section
Deputies may be used at the Section Chief level of the Planning Section. A Deputy may be from the same or different entity and should have the same or greater ICS qualifications as the Planning Section Chief they are working for since they should be ready to assume those position duties at any time. Deputies may be used to provide closer oversight and general assistance, or they may be assigned specific areas to balance the workload of the Section Chief. Common uses of the Deputy Planning Section Chief include long-range planning, alternative strategy or plan development, and relief for off-shift.

K. Resources Unit Leader (RESL-AH)
The Resources Unit Leader reports to the Planning Section Chief and is responsible for maintaining the status of all assigned resources and personnel at an incident and maintenance of a master list of all resources and personnel assigned to the incident. This is achieved by overseeing the check-in of all resources and maintaining a status-keeping system indicating current location and status of all resources.

The major duties and responsibilities of the Resources Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Establish the check-in function at incident/event locations.
e) Verify all resources have checked in.
f) Obtain required work materials, including Check-In Lists (ICS 211), Resource Status Cards (ICS 219), and status display boards.
g) Establish communications with the Communications Center and Ground Support Unit.
h) Attend meetings and briefings, as required by the Planning Section Chief.
i) Participate in the tactics meeting and assist the Operations Section Chief in completing the Operational Planning Worksheet (ICS 215).
j) Participate in the planning meeting as directed by the PSC.
k) Provide resource status data as requested.
l) Maintain Resource Status Card Sorter (T-Card Rack) and approved automated systems for tracking resources assigned to the incident.
m) Prepare and maintain the Command Post display (to include organization chart and resource allocation and deployment).
n) Prepare Organization Assignment List (ICS 203) and Incident Organization Chart (ICS 207).
o) Prepare appropriate parts of Assignment List (ICS 204).
p) Assemble the IAP.
q) Maintain and post the status and location of all resources.
r) Maintain master roster of all resources checked in at the incident.
s) Continually identify resources that are surplus to the needs of the incident.
t) Maintain an Activity Log (ICS 214).

L. Situation Unit Leader (SITL-AH)
The Situation Unit Leader is responsible for collecting, processing, organizing, and displaying incident/event information relating to the growth, mitigation, or intelligence activities taking place on the incident. The Situation Unit Leader may prepare future projections of incident growth, maps, and intelligence information.

The major duties and responsibilities of the Situation Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Request and direct Display Processor(s) (DPRO) and/or Field Observers (FOBS) as needed.
e) Begin collection and analysis of incident data as soon as possible.
f) Prepare, post, or disseminate resource and situation status information as required, including special requests.
g) Prepare predictions periodically or as requested by the Planning Section Chief.
h) Prepare the Incident Status Summary (ICS 209).
i) Provide photographic services, charts, image overlays, and maps, as required.
j) Collect, process, organize and disseminate Incident Information relating to status of current operations, incident growth, mitigation, or intelligence activities taking place on the incident.
k) Conduct situation briefings at meetings and briefings, as required by the Planning Section Chief.
l) Develop and maintain master chart(s)/map(s) of the incident.
m) Maintain chart/map of incident in the common area of the Incident Command Post for all responders to view and for briefing purposes.
n) Maintain Situation Unit Records.
o) Maintain incident/event history on chart(s)/map(s) and narrative for the duration of the incident/event.
p) Maintain an Activity Log (ICS 214).

M. Field Observer (FOBS-AH)
The Field Observer is responsible for collecting situation information from personal observations on the incident/event and providing this information to the Situation Unit Leader.

The major duties and responsibilities of the Field Observer are as follows.

a) Review Common ICS position Responsibilities.
b) Determine:
• Location of assignment
• Type of information required
• Priorities
• Time limits for completion
• Method of communication
• Method of transportation
c) Obtain a copy of the IAP for the Operational Periods.
d) Perform Field Observer responsibilities including, but not limited to, the following:
• Perimeters of incident
• Locations of trouble spots
• Weather conditions
• Hazards, including escape routes and safe areas
• Progress of operations resources
e) Gather intelligence that will lead to accurate predictions.
f) Be prepared to identify all facility locations (e.g., Heli spots, Division and Branch boundaries).
g) Check in and out with the appropriate Overhead and/or Division/Group Supervisor when entering and leaving their work area.
h) Report information to the Situation Unit Leader by established procedures.
i) Assist in preparing chart(s)/map(s) for use in the Situation Unit, ICP, and IAP to ensure accuracy.
j) Report immediately any condition observed that may cause danger and a safety hazard to personnel.
k) Debrief as directed when relieved.
l) Maintain an Activity Log (ICS 214).
 
N. Demobilization Unit Leader (DMOB-AH)
The Demobilization Unit Leader reports to the Planning Section Chief and is responsible for developing and implementing the incident/event Demobilization Plan. On large incidents, demobilization can be quite complex, requiring a separate planning activity. Note that not all entities require, or have, specific demobilization instructions.

The major duties and responsibilities of the Demobilization Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Review incident/event resource records to determine likely size and extent of the demobilization effort and request personnel, workspace, and supplies as needed.
e) Obtain IC/UC Demobilization objectives and priorities.
f) Evaluate logistics and transportation capabilities to support demobilization.
g) Coordinate demobilization with Agency Representatives.
h) Monitor the ongoing Operations Section resource needs.
i) Identify surplus resources and probable release time.
j) Establish communications with off-incident facilities, as necessary.
k) Develop an incident/event Demobilization Plan that should include:
• General information section
• Responsibilities section
• Release priorities
• Release procedures
• Directory (e.g., maps, instructions, etc.).
l) Develop incident checkout function for all units.
m) Ensure Demobilization Plan is reviewed by Command and General Staff and approved by IC/UC.
n) Distribute Demobilization Plan (both onsite and offsite)
o) Provide status reports to appropriate requestors.
p) Ensure that all Sections/Units understand their specific demobilization responsibilities.
q) Supervise execution of the incident/event Demobilization Plan.
r) Brief the Planning Section Chief on demobilization progress.
s) Maintain an Activity Log (ICS 214).

O. Documentation Unit Leader (DOCL-AH)
The Documentation Unit Leader reports to the Planning Section Chief and is responsible for the establishment and maintenance of an accurate, up-to-date incident documentation system, provides duplication services for the incident, and securely stores incident files for legal, analytical, and historical purposes. The Documentation Unit Leader also ensures that the duplication, documentation, and dissemination of the IAP and other planning documentation activities do not inadvertently jeopardize Investigation/Intelligence activities or violate document security procedures.

The Documentation Unit Leader may need to maintain classified, access controlled, sensitive, and/or restricted paper or electronic data under secure conditions and develop a plan to maintain its integrity.

The major duties and responsibilities of the Documentation Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Set up work area; begin organization of incident files.
e) Establish duplication service; respond to requests.
f) Review records for accuracy and completeness; inform appropriate units of errors or omissions.
g) Organize incident documentation system for both electronic and hardcopy files in accordance with the Agency Administrator’s guidance, or records retention guidance provided by the AA.
h) Ensure electronically stored information meets legal documentation, security, and archival requirements of the AA.
i) File all official forms and reports.
j) Maintain, safeguard, and securely store incident records.
k) Maintain classified data and/or access-controlled sensitive or restricted data that is classified, declassified, or downgraded, for use by the intended audience.
l) Provide incident documentation, under document security guidelines, as requested.
m) Organize files for submitting final incident documentation package.
n) Maintain an Activity Log (ICS 214).

P. Technical Specialists (THSP-AH)
Certain incidents or events may require the use of Technical Specialists who have specialized knowledge and expertise. Technical Specialists may function within the Planning Section or be assigned wherever their services are required.

The major duties and responsibilities of the Technical Specialists are as follows.

a) Review Common ICS position Responsibilities.
b) Provide technical expertise and advice to Command and General Staff, as needed.
c) Determine coordination procedures with other sections, units, and local agencies.
d) Attend meetings and briefings, as appropriate, to clarify and help to resolve technical issues within area of expertise.
e) Brief incident personnel, as requested.
f) Maintain an Activity Log (ICS 214).

Other duties and responsibilities that might apply to the Technical Specialists are as follows.

a) Establish work area and acquire work materials.
b) Obtain personal protective clothing (PPE) as appropriate.
c) Provide technical expertise during the development of the IAP and other support plans.
d) Work with the Safety Officer to mitigate unsafe practices.
e) Maintain a document security plan to manage the security and confidentiality of all classified, confidential, sensitive, and FOUO documentation, intelligence, data, or information.
f) Work closely with the Liaison Officer to help facilitate understanding among stakeholders and special interest groups.
g) Participate in contingency and long-range planning processes, as requested.
h) Be available to attend press briefings to clarify technical issues.
i) Research technical issues and provide findings to decision makers.
j) Troubleshoot technical problems and provide advice on resolution.
k) Review specialized plans and clarify meaning.

The Incident Commander or Unified Command may choose to appoint Technical Specialists as command advisors and choose to assign them to any position within the ICS organization based on incident/event need. For example,
• A Legal Counsel to advise on legal matters such as emergency declarations, evacuation and quarantine orders, and rights and restrictions pertaining to media access.
• A Medical Advisor to provide guidance and recommendations regarding areas such as medical care, acute care, long term care, behavioral services, mass casualties, vector control, epidemiology, or mass prophylaxis.
• A Science and Technology Advisor to monitor incident operations and advise on the integration of science and technology into planning and decision making.

Other Technical Specialists could include the following:
• Environmental Health Specialist
• Public Health Specialist
• Weather Observer
• Special Needs Advisor
• Human Resource Specialist
• Bridge Safety Specialist
• Volunteer Coordinator/Specialist
• Geographic Information System Specialist
• Incident Training Specialist
• Incident Meteorologist, IMET
• Law Enforcement
• Critical Incident Stress Management Specialist/Coordinator
• Family Assistance Specialist/Coordinator
• Lessons Learned Collector/Analyst
• Hazardous Materials Technical Reference Specialist

 
LOGISTICS SECTION

Q. Logistics Section Chief (LSC3-AH)
The Logistics Section Chief, a member of the General Staff, is responsible for providing facilities, services, and material in support of the incident. The Logistics Section Chief participates in the development and implementation of the Incident Action Plan (IAP) and activates and supervises the Branches and Units within the Logistics Section. A Deputy Logistics Section Chief or Deputy Branch Director may be assigned using the same guidelines described in “The Use of Deputy Positions Within the Logistics Section.”

The major duties and responsibilities of the Logistics Section Chief are as follows.

Note: The SMEs for the Logistics Section were the only SMEs at the section level who stated that they always reviewed the ICS-214, Activity Logs, provided by their subordinates.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities
c) Plan, organize, and activate the Logistics Section.
d) Assemble and brief Logistics Branch Directors and Unit Leaders, as required.
e) Assign work locations and preliminary work tasks to Section personnel.
f) Notify the Resources Unit of the Logistics Section Units activated, including names and locations of assigned personnel.
g) Ensure the general welfare and safety of Logistics Section personnel.
h) Request setup, and/or validate ordering processes and agency ordering point, as appropriate, to support incident.
i) Advise IC/UC and other Section Chiefs on resource availability to support incident needs.
j) In conjunction with IC/UC, develop and advise all Sections of the Incident Management Team regarding resource approval and the requesting process.
k) Identify current service and support capabilities, evaluate, and supply the immediate service and support need for the planned and expected operations.
l) Participate in the Tactics Meeting, review Operational Planning Worksheet (ICS 215), and estimate Section needs for upcoming operational period.
m) Identify and evaluate the long-term future service and support requirements for the long-term planned expected operations.
n) Participate in the preparation of the IAP.
o) Prepare or provide input to and review the Incident Radio Communications Plan (ICS 205), Medical Plan (ICS 206), and Traffic Plan.
p) Identify Logistical resource needs for incident contingencies.
q) Coordinate and process requests for additional resources.
r) Provide Logistics Section input to be included in the Demobilization Plan.
s) Receive, review, and implement applicable portions of the incident Demobilization Plan.
t) Develop recommended list of Section resources to be demobilized and initiate recommendation for release, when appropriate.
u) Review Activity Logs (ICS 214) provided by Unit Leaders.
v) Maintain an Activity Log (ICS 214).

The Use of Deputies in The Logistics Section
Deputies may be used at the Section Chief and Branch level of the Logistics Section. A Deputy may be from the same or different entity and should have the same or greater ICS qualifications as the Logistics Section Chief or Branch Director they are working for since they should be ready to assume those position duties at any time. Deputies may be used to provide closer oversight and general assistance, or they may be assigned specific areas to balance the workload of the Section Chief or Branch Director. Common uses of the Deputy Logistics Section Chief or a Deputy at the Branch level include management of geographically dispersed facilities, significant logistical support for very large or complex incidents during military deployment on the incident, and relief for off-shift.

R. Communications Unit Leader (COML-AH)
The Communications Unit Leader reports to the Logistics Section Chief or the Service Branch Director (if established) and is responsible for developing plans for the effective use of incident communications equipment and facilities; installation and testing of communications equipment; supervision of the Incident Communications Center; distribution of communications equipment to incident personnel; and maintenance and repair of communications equipment.

The major duties and responsibilities of the Communications Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Determine Unit personnel needs and make recommendation to the Service Branch Director or the Logistics Section Chief.
e) Participate in Logistics Section and/or Service Branch planning activities.
f) Prepare and implement the Incident Radio Communications Plan (ICS 205).
g) Establish, as appropriate, an Incident Communications Center and Message Center. Assign an Incident Communications Manager, if needed.
h) Establish appropriate communications distribution/maintenance locations within Incident Base/Camp(s).
i) Ensure communications systems and equipment are installed, tested, and repaired as needed.
j) Establish communications equipment accountability.
k) Distribute, document, and account for all portable radio equipment from cache. Document any losses and/or repairs as required.
l) Provide technical information, as required, on the following:
a. Adequacy of communications systems currently in operation
b. Geographic limitation on communications systems
c. Equipment capabilities/limitations
d. Quantity and kind of equipment available
e. Anticipated problems in the use of communications equipment
m) Documenting all radio channel resource assignments
n) Assigning voice radio channels
o) Producing the Incident Radio Communications Plan (ICS 205) for the most complex incidents
p) Establishing voice networks for command, tactical, support and air units
q) Setting up on-scene telephony
r) Providing any necessary off-incident communications links
s) Installing and testing communications equipment
t) Supervising and operating the Incident Communications Center (ICC)
u) Distributing and recovering communications equipment assigned to incident personnel
v) Maintaining and repairing communications equipment onsite; and
w) Maintaining coordination with information and communications technology (ICT) service providers.
x) Plans and manages the technical and operational aspects of meeting the communications needs of an incident or event
y) Supervises unit personnel and is responsible for performance of subordinate position duties that are not filled or delegated
z) Participates in incident action planning meetings
aa) Prepares the Incident Radio Communications Plan (ICS Form 205);
bb) Establishes and supports communication capabilities
cc) Establishes an ICC
dd) Requests communications personnel, equipment, supplies and services; and
ee) Coordinates with information technology service unit leader (ITSL) to maintain systems capabilities and performance.
ff) Supervise Communications Unit activities.
gg) Maintain records on all communications equipment, as appropriate.
hh) Recover equipment from Units being demobilized.
ii) Maintain an Activity Log (ICS 214).

Communications Support Positions

In addition to the AHIMT/ EMST credentialed positions, the following positions are necessary to provide a comprehensive support for incident responses.

Communications Technician (COMT)
The responsibilities of the COMT include:
a) Provides guidance and support to the COML in developing the Communications Plan
b) Assesses and determines radio system coverage requirements or capabilities
c) Installs, tests, and troubleshoots communications equipment and systems
d) Programs or verifies programming of radio equipment
e) Maintains and repairs equipment
f) Manages cache equipment, batteries, and gateways
g) Distributes and tracks equipment
h) Resolves interference issues; and
i) Trains users on equipment.
 
Incident Tactical Dispatcher (INTD)
The responsibilities of the INTD include:
a) Operates in an ICC and leverages their multi-tasking, communication, accountability, and documentation skills of successful telecommunicators to provide public safety communications expertise and support at planned events and extended incidents
b) Manages for all radio traffic, telephone call processing, data communications and various forms of documentation tasked to the ICC; and
c) Supports the ICC as a single resource or as part of an incident tactical dispatch team.

Incident Communications Center Manager (INCM)
The responsibilities of the INCM include:
a) Manages an Incident Communications Center (ICC)
b) Supervises incident tactical dispatcher (INTD) and radio operator (RADO) positions in the ICC; and
c) Provides support and assistance to the COML.

Auxiliary Communicator (AUXC)
The responsibilities of the AUXC include:
a) Installs appropriate/approved auxiliary communications equipment per discussion with the COML or INCM
b) Tests all components of auxiliary communications equipment to ensure systems are operational
c) Operates auxiliary communications equipment for voice and data communications
d) Establishes auxiliary communications area(s) of operation; and
e) Interacts and coordinates with appropriate auxiliary communications operational personnel.

S. Medical Unit Leader (MEDL-AH)
The Medical Unit Leader reports to the Logistics Section Chief (or Service Branch Director when activated). The Medical Unit Leader is primarily responsible for the development and implementation of the Medical Plan; ensuring the provision of timely emergency medical care and overseeing health aspects of response personnel; obtaining appropriate medical treatment and transportation for injured and ill response personnel; coordinating with other functions to resolve health and safety issues; and preparation of reports and records that may contain sensitive or confidential health information. (Note: Emergency medical care for incident victims, such as in the case of a mass casualty incident, is provided by the Operations Section. The Medical Unit function is focused only on response personnel).

The major duties and responsibilities of the Medical Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Participate in Logistics Section/Service Branch planning activities.
e) Establish and staff the Medical Unit.
f) Prepare the Medical Plan (ICS 206).
g) Provide any relevant health and medical input into the planning process for strategy development.
h) Coordinate with the Safety Officer, Operations, hazardous materials specialists, and others on proper personnel protection procedures for response personnel.
i) Develop transportation routes and methods for injured response personnel.
j) Ensure tracking of incident personnel patients as they move from origin to care facilities until return or disposition.
k) Ensure continuity of medical care for response personnel, to include providing documentation to home/parent unit and jurisdiction.
l) Monitor health aspects and trends of response personnel, including excessive incident stress.
m) Establish the Responder Rehabilitation function, as appropriate.
n) Prepare procedures for major medical emergencies.
o) Declare major medical emergencies as appropriate.
p) Respond to requests for medical aid, medical transportation, and medical supplies for response personnel.
q) In conjunction with the Finance/Administration Section, prepare and submit necessary authorizations, reports, and administrative documentation related to injuries, compensation, or death of response personnel.
r) Coordinate personnel and mortuary affairs for response personnel fatalities.
s) Provide for security and proper disposition of incident medical records.
t) Maintain an Activity Log (ICS 214).

T. Food Unit Leader (FDUL-AH)
The Food Unit Leader reports to the Logistics Section Chief (or Service Branch Director when activated) and is responsible for supplying the food and hydration needs of incident personnel. The Food Unit typically does not transport food and hydration to personnel located at remote ICS facilities (e.g., Camps, Staging Areas) or to personnel unable to leave tactical field assignments, but will arrange for its transportation through Logistics.

The major duties and responsibilities of the Food Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Participate in Logistics Section and/or Service Branch planning activities.
e) Determine incident food and water requirements.
f) Determine the method of food distribution to best fit each facility or situation.
g) Obtain necessary equipment and supplies and establish cooking facilities.
h) Ensure that well-balanced menus are provided.
i) Order sufficient food and potable water from the Supply Unit.
j) Maintain an inventory of food and water.
k) Maintain food service areas, ensuring that all appropriate health, sanitation, and safety measures, including food handler certification, are being followed.
l) Supervise Food Unit personnel, as appropriate.
m) Maintain an Activity Log (ICS 214).

U. Supply Unit Leader (SPUL-AH)
The Supply Unit Leader reports to the Logistics Section Chief (or the Support Branch Director if established) and is primarily responsible for ordering personnel, equipment, and supplies; receiving, storing, and distributing all supplies for the incident; maintaining an inventory of supplies; and storing, disbursing, and servicing non-expendable supplies and equipment.,

The major duties and responsibilities of the Supply Unit Leader areas follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Participate in Logistics Section/Support Branch planning activities.
e) q e. Determine the type and number of supplies, tactical resources, and personnel ordered and en route to include reporting of status and location.
f) Review the IAP for information pertinent to the operation of the Supply Unit.
g) Develop and implement safety and security requirements for the Supply Unit.
h) Order, receive, distribute, and store supplies and equipment.
i) Receive and respond to requests for personnel, supplies, and equipment.
j) Maintain inventory of supplies/equipment.
k) Service all field-serviceable reusable equipment.
l) Determine and arrange for the proper accounting and disposal of expendable supplies and any hazardous waste.
m) Submit reports to the Support Branch Director.
n) Maintain an Activity Log (ICS 214).

V. Facilities Unit Leader (FACL-AH)
The Facilities Unit Leader reports to the Logistics Section Chief, or the Support Branch Director (if established), and is primarily responsible for the setup, maintenance, and demobilization of incident/event facilities (Incident Base, Camp(s), Incident Command Post (ICP), Staging Areas, and Heli-bases), as well as for security services required to protect incident facilities. The Facilities Unit Leader provides sleeping and sanitation facilities for incident personnel and manages Incident Base and Camp(s) operations. Each facility may be assigned a manager who reports to the Facilities Unit Leader and is responsible for managing the operation of the facility.

The major duties and responsibilities of the Facilities Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Receive and review a copy of each IAP.
e) Participate in Logistics Section/Support Branch planning activities.
f) Identify and recommend locations for incident command post, base, and other facilities as needed and in conjunction with finance/admin section.
g) Inspect facilities prior to use or occupation, document conditions and pre-existing damage.
h) Determine requirements for each facility, including the ICP.
i) Prepare layouts of incident/event facilities.
j) Notify Unit Leaders of facility layout.
k) Activate incident/event facilities.
l) Provide Base/Camp Managers and personnel to operate facilities, as necessary.
m) Provide sleeping facilities, as necessary.
n) Provide incident facility security services, as necessary.
o) Provide sanitation and shower service, as necessary.
p) Provide facility maintenance services (sanitation, lighting, cleanup, trash removal, etc.).
q) Inspect all facilities for damage and potential claims.
r) Demobilize incident/event facilities.
s) Maintain facility records.
t) Maintain an Activity Log (ICS 214).

W. Ground Support Unit Leader (GSUL-AH)
The Ground Support Unit Leader reports to the Logistics Section Chief, or the Support Branch Director (if established), and is primarily responsible for ensuring maintenance and repair of primary tactical equipment, vehicles, mobile ground support equipment, and fueling services; transportation of personnel, supplies, food, and equipment in support of incident/event operations; and recording all ground equipment usage time, including contract equipment assigned to the incident.

The major duties and responsibilities of the Ground Support Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Participate in Logistics and/or Support Branch Section planning activities.
e) Develop and implement the Traffic Plan.
f) Support out-of-service resources.
g) Notify the Resources Unit of all status changes on support and transportation vehicles.
h) Arrange for and activate fueling, maintenance, and repair of ground resources and document the provision of such services.
i) Maintain Support Vehicle/Equipment Inventory (ICS 218) and transportation vehicles.
j) Mark and correct road system safety hazards.
k) Ensure driver familiarity with conditions. Coordinate with the Safety Officer and Agency Representatives.
l) Provide transportation services in accordance with requests from the Logistics Section Chief or Support Branch Director.
m) Maintain information on rented equipment.
n) Requisition maintenance and repair supplies (fuel, spare parts, etc.).
o) Maintain incident travel and access roads.
p) When required, ensure vehicles are decontaminated prior to demobilization.
q) Submit reports to Logistics Section Chief (or Support Branch Director if activated) as directed.
r) Maintain an Activity Log (ICS 214).

X. Information Technology Service Unit Leader (ITSL-AH)
The IT Service Unit Leader reports to the Logistics Section Chief (or Service Branch Director when activated). The IT Service Unit Leader is responsible for establishing and managing secure data network systems and equipment in support of the AHIMT.

The major duties and responsibilities of the Medical Unit Leader are as follows.

a) Documenting all data network requirements
b) Documenting systems and equipment deployed
c) Developing the incident information technology (IT) Plan
d) Identifying disruptions to communications paths or IT resources
e) Supervising and operating the ICT Unified Help Desk
f) Distributing and recovering data network equipment assigned to incident personnel
g) Maintaining and repairing data communications equipment onsite
h) Establishing and monitoring data networks for command, tactical, situational awareness, and support units
i) Coordinating with data owners and responders on data storage, access, and maintenance during duration of incident; and
j) Coordinating on passwords and security access as directed during the duration of the incident.
k) Plans and manages the technical and operational aspects of meeting the data and application needs of an incident or event
l) Supervises unit personnel
m) Performs subordinate positions duties that are not filled or delegated
n) Participates in incident action planning meetings
o) Prepares the Information Technology Plan
p) Establishes and supports on-scene IT infrastructure and application capabilities
q) Establishes the Unified Help Desk
r) Coordinates support with the IT departments of all responding agencies; and
s) Orders or requests personnel, supplies and equipment.
t) Provide reports to the Logistics Section Chief.
u) Maintain an Activity Log (ICS 214).
 

FINANCE/ADMINISTRATION SECTION

Y. Finance/Administration Section Chief (FSC3-AH)
The Finance/Administration Section Chief, a member of the General Staff, is responsible for all financial, administrative, and cost analysis aspects of the incident/event and for supervising members of the Finance/Administration Section. Deputy Finance/Administration Section Chief(s) may be assigned using the same guidelines described in “The Use of Deputies in the Finance/Administration Section.”

The major duties and responsibilities of the Finance/Administration Section Chief are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities
c) Participate in incident Planning Meetings and briefings, as required.
d) Review operational plans and provide alternatives where financially appropriate.
e) Manage all financial aspects of an incident.
f) Provide financial and cost analysis information, as requested.
g) Gather pertinent information from briefings with responsible agencies.
h) Develop Section-specific procedures and staff, as appropriate.
i) Meet with Agency Representatives, as needed.
j) Maintain daily contact with Agency(s) Administrator/Executive on Finance/Administration matters, as required.
k) Ensure that all personnel time records, pay documents, and other requested documents, records and reports are accurately completed and transmitted to home agencies, according to policy.
l) Provide financial input to demobilization planning.
m) Ensure that all obligation documents initiated at the incident/event are properly prepared and completed.
n) Brief agency administrative personnel on all incident/event-related financial issues needing attention or follow up prior to leaving incident.
o) Develop recommended list of Section resources to be demobilized and initial recommendation for release when appropriate.
p) Receive, review, and implement applicable portions of the incident Demobilization Plan.
q) Maintain an Activity Log (ICS 214)

The Use of Deputies in The Finance/Administration Section
Deputies may be used at the Section Chief level of the Finance/Administration Section. A Deputy may be from the same or different entity and should have the same or greater ICS qualifications as the Finance/Administration Section Chief they are working for since they should be ready to assume those position duties at any time. Deputies may be used to provide closer oversight and general assistance, or they may be assigned specific areas to balance the workload of the Section Chief.

Z. Compensation/Claims Unit Leader (COMP-AH)
The Compensation/Claims Unit Leader reports to the Finance/Administration Section Chief and is responsible for the overall management and direction of all administrative matters pertaining to compensation for injury and claims-related activities for an incident.

Major duties and responsibilities of the Compensation/Claims Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Establish contact with the incident/event Medical Unit Leader, Safety Officer, and Liaison Officer (or Agency Representative if no Liaison Officer is assigned).
e) Determine the need for Compensation for Injury and Claims Specialists, and order personnel as needed.
f) Establish a Compensation for Injury work area within or as close as possible to the Medical Unit.
g) Review Medical Plan (ICS 206).
h) Ensure that Claims Specialists have adequate workspace and supplies.
i) Review and coordinate procedures for handling claims with the Procurement Unit.
j) Brief the Claims Specialists on incident/event activity.
k) Review logs and forms produced by the Claims Specialists to ensure that they are complete, that entries are timely and accurate, and that documents are following agency requirements and policies.
l) Ensure that all Compensation for Injury and Claims logs and forms are complete and routed to the appropriate agency for post-incident processing prior to demobilization.
m) Keep the Finance/Administration Section Chief briefed on Unit status and activity.
n) Demobilize Unit in accordance with the incident/event Demobilization Plan.
o) Maintain an Activity Log (ICS 214).

AA. Procurement Unit Leader (PROC-AH)
The Procurement Unit Leader reports to the Finance/Administration Section Chief and is responsible for administering all financial matters pertaining to vendor contracts, leases, and fiscal agreements.

The major duties and responsibilities of the Procurement Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Review incident/event needs and any special procedures with Unit Leaders, as needed.
e) Coordinate with local jurisdiction on plans and supply sources.
f) Obtain the incident/event Procurement Plan.
g) Prepare and authorize contracts, building, and land-use agreements.
h) Draft Memorandums of Understanding, as necessary.
i) Establish contracts and agreements with supply vendors.
j) Provide for coordination between the Ordering Manager and all other procurement organizations supporting the incident.
k) Ensure that a system is in place that meets agency property management requirements.
l) Ensure proper accounting for all new property.
m) Ensure all procurement logs and forms are completed according to policy.
n) Interpret contracts and agreements; resolve disputes within delegated authority.
o) Coordinate with the Compensation/Claims Unit for processing claims.
p) Complete final processing of contracts and send documents for payment.
q) Coordinate cost data in contracts with the Cost Unit Leader.
r) Brief Finance/Administration Section Chief on current problems and recommendations, outstanding issues, and follow-up requirements.
s) Maintain an Activity Log (ICS 214).

BB. Time Unit Leader (TIME-AH)
The Time Unit Leader reports to the Finance/Administration Section Chief and is responsible for equipment and personnel time recording.

The major duties and responsibilities of the Time Unit Leader are as follows.

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Determine incident/event requirements for time recording function.
e) Contact appropriate agency personnel/representatives.
f) Ensure that daily personnel time recording and equipment time recording documents are prepared and in compliance with agency(ies) policy.
g) Establish Time Unit objectives.
h) Maintain separate logs for overtime hours.
i) Submit cost estimate data forms to the Cost Unit, as required.
j) Maintain records security.
k) Ensure that all records are current and complete prior to demobilization.
l) Obtain the Demobilization Plan and ensure that all Equipment and Personnel Time Recorders are adequately briefed on the Demobilization Plan.
m) Release time reports from assisting agency personnel to the respective Agency Representatives prior to demobilization.
n) Brief the Finance/Administration Section Chief on current problems and recommendations, outstanding issues, and follow-up requirements.
o) Maintain an Activity Log (ICS 214).
 
CC. Cost Unit Leader (COST-AH)
The Cost Unit Leader reports to the Finance/Administration Section Chief and is responsible for collecting all cost data, performing cost-effectiveness analyses, and providing cost estimates and cost-saving recommendations for the incident.

The major duties and responsibilities of the Cost Unit Leader are as follows

a) Review Common ICS position Responsibilities.
b) Review Common ICS Leadership Responsibilities.
c) Review ICS Unit Leader Responsibilities.
d) Coordinate with agency headquarters on cost-reporting procedures.
e) Collect and record all cost data.
f) Develop incident/event cost summaries.
g) Prepare resources-use cost estimates for the Planning Section.
h) Make cost-savings recommendations to the Finance/Administration Section Chief.
i) Ensure all cost documents are accurately prepared.
j) Maintain cumulative incident/event cost records.
k) Complete records prior to demobilization.
l) Provide reports to the Finance/Administration Section Chief.
m) Maintain an Activity Log (ICS 214).
 

QUALIFICATION AND TRAINING SUPPORT

DD. Training Specialist (TNSP-AH)
The Training Specialist reports to the assigned Regional Coordinating Committee during day-to-day team operations and when attached to an operational AHIMT reports to the Planning Section Chief. The Training Specialist is responsible for coordinating trainee qualification opportunities on Type 1, 2, and 3 incidents, events, or exercises.

The major duties and responsibilities of the Training Specialist are as follows.

a) Share knowledge of the training/qualification system and processes
b) Establish and maintain positive interpersonal and interagency working relationships
c) Identify trainees from various sources, including incident-assigned, host agency, and geographic area Priority Trainee Program
d) Evaluate the incident for training potential. Discuss training with Command and General Staff and other incident personnel
e) Initiate and maintain the Training Assignment List
f) Maintain the active Coach/Evaluator List
g) Identify trainees and evaluators who are willing and available to participate in the trainee program
h) Ensure the trainee has an initiated Position Task Book (PTB)
i) Share current information about status of incident trainees
j) Facilitate individual trainee interviews. Interview trainees, coaches, and evaluators; first individually, then together
k) Verify trainee qualifications, prepare trainee data forms, and develop goals and tasks
l) Monitor the quality and effectiveness of the training assignments and schedule progress reviews for trainees
m) Conduct the final incident trainee interview
n) Communicate and Coordinate
o) Meets regularly with both trainee and trainer to evaluate and ensure proper progress with an assignment
p) Coordinate with sections and units involved with the trainee program
q) Identify potential conflicts and resolve, if possible.
r) Prepare and maintain Training Specialist Forms (Incident Trainee Data Form, ICS-225, Home Unit Letter)
s) Ensure that Position Task Books and Evaluation Records are properly completed by evaluators
The Use of Training Specialists
Each Regional AHIMT is highly encouraged to identify a Training Specialist from their active roster. The Training Specialist must be actively engaged and involved in Regional Coordinating Committee and team efforts to promote trainee coaching and evaluation.

Training Vendor Approvals Process

All private vendors wishing to deliver all-hazards and position specific course material in Tennessee are recommended to complete the following sequential steps:

1. Register as a vendor with the State through the State of Tennessee current Managed Service Provider (MSP)

2. For each instructor the vendor is proposing to use to instruct classes, email the following documentation in Adobe format to TEMA.Training@tn.gov:

• The proposed instructor’s professional resume

• A copy of all ICS position qualifications cards or documentation showing the position qualification and the certifying agency

• A detailed work history

• A list of at least three (3) professional references

• A list of each course requested for approval to instruct within the State of Tennessee

3. If the size of the documentation email exceeds 25 Megabytes, submit the documentation in multiple emails so each email does not exceed 25 Megabytes

4. TEMA Training will forward the information received to the TEMC

5. The TEMC will review or facilitate the review of all submissions desiring recognition as an All-Hazards course instructor in the State of Tennessee. References should be contacted to verify documentation or competency, discussing the instructor’s history, experience, abilities, personality, and any other recommendations from the reference

6. On conclusion of the review the TEMC will provide a formal recommendation to the State Training Officer as Approved, Denied, or Need More Information
 

AHIMT Instructor Approvals Process – Program Affiliated

All AHIMT Qualified Team Members desiring to deliver all-hazards and position specific course material in Tennessee are recommended to complete the following sequential steps:

1. For each instructor requesting to instruct all-hazards and position specific classes, email the following documentation in Adobe format to TEMA.Training@tn.gov:

• The proposed instructor’s professional resume

• A copy of all ICS position qualifications cards or documentation showing the position qualification and the certifying agency

• A detailed work history

• A list of at least three (3) professional references

• A list of each course requested for approval to instruct within the State of Tennessee

2. If the size of the documentation email exceeds 25 Megabytes, submit the documentation in multiple emails so each email does not exceed 25 Megabytes

3. TEMA Training will forward the information received to the TEMC

4. The TEMC will review or facilitate the review of all submissions desiring recognition as an All-Hazards course instructor in the State of Tennessee. References should be contacted to verify documentation or competency, discussing the instructor’s history, experience, abilities, personality, and any other recommendations from the reference

5. On conclusion of the review the TEMC will provide a formal recommendation to the State Training Officer as Approved, Denied, or Need More Information
 

General FAQ's:

What is the National Incident Management System (NIMS)?
NIMS is a comprehensive, national approach to incident management that is applicable at all jurisdictional levels and across functional disciplines. It is intended to:
• Be applicable across a full spectrum of potential incidents, hazards, and impacts, regardless of size, location or complexity.
• Improve coordination and cooperation between public and private entities in a variety of incident management activities.
• Provide a common standard for overall incident management.

Why do we need NIMS?
NIMS provides a consistent nationwide framework and approach to enable government at all levels (Federal, State, tribal, and local), the private sector, and nongovernmental organizations (NGOs) to work together to prepare for, prevent, respond to, recover from, and mitigate the effects of incidents regardless of the incident’s cause, size, location, or complexity.

Consistent application of NIMS lays the groundwork for efficient and effective responses, from a single agency fire response to a multiagency, multijurisdictional natural disaster or terrorism response. Entities that have integrated NIMS into their planning and incident management structure can arrive at an incident with little notice and still understand the procedures and protocols governing the response, as well as the expectations for equipment and personnel.
NIMS provides commonality in preparedness and response efforts that allow diverse entities to readily integrate and, if necessary, establish unified command during an incident.

What are the Components of NIMS?
NIMS Components link together and work in unison to form a comprehensive incident management system. NIMS Components include:
• Preparedness
• Communications and Information Management
• Resource Management
• Command and Management
• Ongoing Management and Maintenance

To whom does NIMS apply?
NIMS is applicable to State, tribal and local governments, private sector organizations, critical infrastructure owners and operators, nongovernmental organizations and other organizations with an active role in emergency management and incident response. Elected and appointed officials, who are responsible for jurisdictional policy decisions, must also have a clear understanding of their emergency management roles and responsibilities to better serve their constituency.

How does NIMS relate to the National Response Framework (NRF)?
The NIMS and NRF are companion documents and are designed to improve the Nation’s incident management and response capabilities. While NIMS provides the template for the management of incidents regardless of size, scope or cause, the NRF provides the structure and mechanisms for national level policy of incident response. Together, the NIMS and the NRF integrate the capabilities and resources of various governmental jurisdictions, incident management and emergency response disciplines, non-governmental organizations, and the private-sector into a cohesive, coordinated, and seamless national framework for domestic incident response.

How does NIMS relate to local incident command?
A basic premise of NIMS is that all incidents begin and end locally. NIMS does not take command away from State and local authorities. NIMS simply provides the framework to enhance the ability of responders, including the private sector and NGOs, to work together more effectively. The Federal Government supports State and local authorities when their resources are overwhelmed or anticipated to be overwhelmed. Federal departments and agencies respect the sovereignty and responsibilities of local, tribal, and State governments while rendering assistance. The intention of the Federal Government in these situations is not to command the response, but rather to support the affected local, tribal, and/or State governments.

What is Command and Management?
The Command and Management component within NIMS is designed to enable effective and efficient incident management and coordination by providing a flexible, standardized incident management structure. To institutionalize these activities within a formal structure, command and management includes three fundamental elements: the Incident Command System (ICS), Multiagency Coordination Systems (MACS), and Public Information. These fundamental elements provide standardization through consistent terminology and established organizational structures.

Why is ICS needed?
When an incident requires response from multiple local emergency management and response agencies, effective cross-jurisdictional coordination using common processes and systems is critical. The Incident Command System (ICS) provides a flexible, yet standardized core mechanism for coordinated and collaborative incident management, whether for incidents where additional resources are required or are provided from different organizations within a single jurisdiction or outside the jurisdiction, or for complex incidents with national implications.

What is ICS Designed To Do?
The ICS is a widely applicable management system designed to enable effective, efficient incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. ICS is a fundamental form of management established in a standard format, with the purpose of enabling incident managers to identify the key concerns associated with the incident—often under urgent conditions—without sacrificing attention to any component of the command system.
It represents organizational "best practices" and, as an element of the Command and Management Component of NIMS, has become the standard for emergency management across the country. Designers of the system recognized early that ICS must be interdisciplinary and organizationally flexible to meet the following management challenges:

• Meet the needs of incidents of any kind or size.
• Allow personnel from a variety of agencies to meld rapidly into a common management structure.
• Provide logistical and administrative support to operational staff.
• Be cost effective by avoiding duplication of efforts.
ICS consists of procedures for controlling personnel, facilities, equipment, and communications. It is a system designed to be used or applied from the time an incident occurs until the requirement for management and operations no longer exists.

Recognition of Prior Learning (RPL) FAQ's:

What is Recognition of Prior Learning?

Recognition of Prior Learning (RPL) is a performance-based evaluation process to assess an individual’s prior experiences and training to determine competency in a position. This is based on the premise that the candidate has already performed the job or performed in a position very similar to the one desired. RPL is the process whereby an individual provides documentation of their experiences, training, and knowledge and, if necessary, is confirmed with an interview panel consisting of subject matter experts (SMEs) or credentialed individuals. The Historical Recognition process outlined in the FEMA NQS has been combined with additional elements of the Recognition of Prior Learning (RPL) process outlined in the IIMQS and is referred to as the RPL process within TIMQS. See Section V, Initiating the Qualifications Process – Recognition of Prior Learning.

Why is Recognition of Prior Learning important?

RPL provides the AHIMT program with a working list of qualified evaluators who are authorized to sign position task books in support of AHIMT development.  RPL is the initial step towards initiating the position task book process.

Who should apply for RPL?

Candidates who have already performed the job or performed in a position very similar to the one desired.  If the individual has the required supporting documentation of their experiences, training, and knowledge they may be an excellent candidate for RPL.

How many times can I apply for RPL?

RPL requires that the candidate apply for RPL for each position being sought.  All applications must be received by 7/1/2022.  After 7/1/2022, RPL will open only for newly added positions or individuals who become newly employed or sponsored by an organization participating in the TIMQS program and who has existing ICS position qualification from their previous employer or sponsor.

If my application is rejected, then what?

Candidates for RPL whose applications are rejected will receive a form letter from the Credentialing and Qualifications Committee (CQC) Secretary, listing out the areas for improvement that must be addressed for the RPL process to continue.  The candidate will have one opportunity to make corrections, modifications, or supply requested documentation.  If the areas for improvement are addressed, the CQC will move for approvals.  If the areas are not addressed or are received incomplete, the CQC will finalize the rejection and the candidate will be required to work through the Position Task Book process for qualification.

Regional Team Member FAQ's:

How do I get a Position Task Book?

Individual discusses their desire to train for a new/higher position with employing or sponsoring entity or AHIMT leadership. On concurrence of supervisor, the Position Candidate notifies TEMC of their desire to train for a new NIMS ICS position by submitting a Request for Change of Credential Status (RCCS) Form signed by their employing or sponsoring supervisor.

Position Candidate applies for, attends, and completes prerequisite training and attains any prerequisite qualifications. The Position Candidate completes NIMS Core Curriculum specific to their level and attains any prerequisite experience and/or qualification criteria for the position as identified in the appropriate PQR.

Once the Position Candidate starts their required training, a PTB for the target position the individual is working towards is initiated by the Chair of the TEMC or their designee. Position Candidates who have initiated PTBs are identified as “Trainees” for the position and are permitted to function as trainees on qualifying incidents and events. *PTBs that have not been issued by the Chair of the TEMC or their designee will be considered invalid.

What Position Task Books will be used for TIMQS?

The TIMQS adopted the AHIMTA Position Task Books (PTBs) for use in its qualifications system. The AHIMTA PTBs provides a more robust evaluative process, particularly when addressing the knowledge, skills, and abilities that should be evaluated when an individual is working on a Direct Entry position. The TIMQS-adopted PTBs and the evaluation criteria and processes all exceed FEMA NQS guidelines.

What are the Position Task Book codes and what do they mean?

Each task in a PTB has at least one code associated with the situation(s) within which the task MUST be completed. Performance of any task in a situation(s) other than that required by the task’s code(s) is not valid for qualification.

If more than one code is listed, the task may be completed in any of the situations (e.g., if codes I1, I2, and O1 are listed, the task may be completed in any of the three situations).

Definitions for these codes are:
I1 = Task must be performed on an incident which meets the following criteria:
• Is managed under the Incident Command System (ICS)
• Requires a written Incident Action Plan (IAP)
• Requires using the Planning P to plan for multiple operational periods
• Matches or is higher complexity level (see Appendix A, Incident Complexity) than the type rating being pursued

I2 = Task can be performed in the following situations:
• Incident
• Incident within an Event or Incident that meets the following criteria:
o Is a critical time-pressured, high-consequence incident managed under the Incident Command System (ICS)
o May only be one operational period and without a formal written IAP
o Matches or is higher complexity level than the complexity rating being pursued (see Appendix A, Incident Complexity)

O1 = Task can be performed in the following situations:
• Planned Event
• “Full-Scale Exercise” or “Functional Exercise” as defined by HSEEP; see TIMQS Section X, Qualifying Incident, Event, and Exercise Guidelines
• The situations listed above must meet the following criteria:
o They are managed under the Incident Command System (ICS)
o The complexity level is the same or a higher complexity level than the complexity level rating being pursued. See Appendix A, Incident Complexity
o Requires a formal written Incident or Event Action Plan (IAP/EAP)
o Requires using the Planning P to plan for multiple operational periods
o For an Event, requires contingency planning for an Incident within the Event

O2 = Task can be performed in the following situations if the situation affords the opportunity to evaluate the knowledge/skills associated with the ICS position:
• Planned Event
• Exercise
• Training
• Daily Job

R = Rare events
• These seldom occur and opportunities to evaluate trainee performance in real settings are limited. Examples of rare events include accidents; injuries; and vehicle and aircraft crashes. Through interviews, the Evaluator may be able to determine if the trainee could perform the task in a real situation.

Who can sign my Position Task Book?

To be qualified as a Coach or Evaluator for Task Codes “I1,” “I2,” “O1,” and “R” in the PTB:

a) The individual must be qualified in the position being coached or evaluated; or the individual must be qualified in a position that, within the ICS organizational structure, supervises the position being coached or evaluated.

b) It is recommended that the Coach/Evaluator have previously performed successfully as a fully qualified individual on two separate Qualifying Incidents or Qualifying Exercises prior to serving as a Coach/Evaluator.

Task Code “O2” in the PTB may be evaluated in other situations. Examples include in a classroom by an instructor(s), usually qualified as described in “1” above, or during the course of daily work by a day-to-day supervisor

Am I qualified if I take the position specific course?

Training courses are a valuable part of the qualification process, but taking a course alone will not qualify you in position.  To qualify in position, please reference the Position Task Book process as defined in TIMQS.

What if I have the position specific course and O305?

Training courses are a valuable part of the qualification process, but taking a position specific course and O305 will not qualify you in a position.  To qualify in position please reference the Position Task Book process as defined in TIMQS.

Can I participate without the support of my home agency?

All trainees, candidates, and team members are required to have the support of their home agency.  Support of your home agency is integral to future program and team success.

What if I am not assigned the position that I want?

Each team has a limited number of positions and each position has a limited volume for rostering.  While teams will often staff bench depth of at least three persons at every position, it is critical for the team to fill each of the roles on the roster.  While you may not receive your preferred initial assignment, if you are an actively engaged participant on the team you may be afforded additional opportunities in the future to qualify in the role you desire.