FEMA IS-200.C (ICS-200) Questions and Answers

Management by Objectives is the NIMS management characteristic responsible for developing and issuing assignments, plans, procedures, and protocols to accomplish tasks. It involves establishing clear, specific goals and the steps needed to achieve them, ensuring that the incident response is organized, measurable, and effective in addressing the incident’s demands.

A Type 1 incident requires regional or national resources, activation of all command and general staff positions, possible activation of branches, personnel potentially exceeding 500 per operational period, and the possibility of a disaster declaration occurring. It represents the highest complexity and resource needs, often involving multiple jurisdictions and agencies, and requires effective management strategies and tactics. A real-world example of a Type 1 incident was Hurricane Katrina in 2005.

A Type 2 incident requires regional or national resources with up to 200 personnel per operational period. This level of incident typically surpasses local capabilities, demanding more advanced coordination and management strategies to address the complexities involved effectively. A good example of a past Type 2 incident is the 2013 Beaver Creek Fire in Idaho.

Communications and Information Management is the major NIMS component that describes systems and methods ensuring that incident personnel and other decision makers have the means and information they need to make and communicate decisions. It is crucial as it provides the seamless flow of critical information and aids in establishing a common understanding of incident parameters, promoting swift and coherent action.

The Incident Commander is the command staff member who approves the incident action plan and all requests pertaining to the ordering and releasing of incident resources. The Incident Commander has overall authority and responsibility for conducting incident operations and is responsible for managing all incident operations at the site.

Managing span of control using the modular concept is accomplished by organizing resources into Teams, Divisions, Groups, Branches, or Sections, ensuring each level of the organization has a unique title. This approach allows for maintaining clear and effective communication, ensuring safety, and establishing a structured and manageable hierarchy, adapting to different incidents’ varying complexities and demands.

The Operations Section Chief is the General Staff member who directs the management of all incident-related operational activities to achieve the incident objectives. He oversees the execution of strategies and tactics to meet the defined goals. He ensures optimal allocation and utilization of resources for tactical operations, including managing emergency response teams, allocating equipment, and coordinating efforts on the ground.

Supervisor is the ICS supervisory position title used at the division/group organizational level. This role ensures the execution of strategies and tactics outlined in the Incident Action Plan, reports progress and any arising issues to their respective Section Chief or Branch Director.

Chain of Command and Unity of Command are the NIMS management characteristics that help to eliminate confusion caused by multiple, conflicting directives. This characteristic ensures that each individual reports to only one designated supervisor, clarifying reporting relationships and enabling incident managers at all levels to direct the actions of all personnel under their supervision.

Current Expenditures and Anticipated Budget, News Releases and Media Monitoring Reports, Incident Prognosis, and Special Requests from Agency Representatives are not typically included in the transfer of command briefing. Including only essential elements in the briefing ensures clarity and focus on priorities, avoiding unnecessary information that may not be crucial for the incoming commander to assume control.

A Type 3 incident is described by the characteristics where some or all of the command and general staff are activated as well as division or group supervisor and/or unit leader positions, the incident extends into multiple operational periods, and a written IAP is required. This level of incident management is utilized when the incident is beyond the capabilities of local control and is expected to go into multiple operational periods, requiring a more coordinated and organized approach to manage effectively.

A good example of a Type 3 incident is a smaller scale natural disaster like a localized flood or a moderate forest fire.

Incident objectives should not be stated in broad terms to allow for flexibility. Stating objectives in broad terms can lead to ambiguity and lack of focus in incident management, making it difficult to measure success and ensure the efficient and effective allocation of resources.

Cost considerations of responding agencies do not impact the complexity of an incident. Complexity is determined by operational and logistical challenges, safety concerns, and the coordination required, not by the financial constraints of responding organizations.

Field-level briefings are delivered to individual resources or crews who are assigned to operational tasks and/or work at or near the incident site. These briefings focus on specific tasks, defining work areas, reporting relationships, and expectations, usually occurring at the beginning of an operational shift near the work site or just prior to mobilization to the field.

The Modular Organization is the NIMS management characteristic that ensures the establishment of additional teams, divisions, groups, branches, or sections when the supervisor-to-subordinate ratio exceeds a manageable span of control.

When a more qualified person arrives on scene, he has options based on agency guidelines; these can include assuming command, maintaining command as is, or requesting a more qualified Incident Commander. These options ensure that the most qualified individual is in a position to lead, allowing for flexibility and adherence to agency policies and guidelines.

When command is transferred, the effective time and date of the transfer of command should be told to all personnel involved in the incident. This ensures that all personnel are aware of the change in leadership and can adjust their coordination and reporting accordingly.

Exercise Plan is the tool that you would not need at the incident.

When an incident expands, only the functions and positions necessary are filled.

False, an Incident Commander’s scope of authority does not come from the Incident Action Plan; it is derived from existing laws, agency policies, and/or a Delegation of Authority.

The Operational Period Briefing sets forth the specific tasks, reporting relationships, and expectations for support staff.

The Operational Period Brief is generally facilitated by the Planning Section Chief.

To ensure a smooth transfer, the outgoing Incident Commander should provide a Transfer of Command Briefing to the new Incident Commander.

An Incident Commander’s scope of authority is derived from existing laws, agency policies, and/or Delegation of Authority.

Yes, all the involved personnel should be informed when a command is transferred to ensure clarity and coordination among the team members.

The Incident Commander is the Command Staff member who approves the Incident Action Plan and all requests pertaining to incident resource ordering and releasing.

Mutual Aid Agreements establish the legal basis for two or more entities to share resources in times of emergency, enhancing collaborative efforts and resource availability.

False, ICS Form 201 is suitable for use as an initial Incident Action Plan (IAP), providing a basic overview of the incident.

True, using specific position titles in ICS helps to describe the responsibilities of the position, promoting clarity and understanding of roles within the team.

An important feature of Emergency Operation Plans is that they provide a uniform response to all hazards that a community may face.

True, an Emergency Operations Plan (EOP) from the affected jurisdiction is considered an ICS Tool as it guides the response efforts during an incident.

True, NIMS provides a consistent framework for incident management at all jurisdictional levels regardless of the cause, size, or complexity of the incident, ensuring standardized approaches and interoperability.

Demonstrating a commitment to duty, a leader steps out of a tactical role to assume a leadership role when needed, develops subordinates for the future, and ensures tasks are understood, promoting responsibility and growth within the team.

“It focuses on previous operational periods in order to provide lessons learned” is not a characteristic of an incident action plan (IAP). The IAP is forward-looking, concentrating on planning and managing resources for upcoming operational periods, not reviewing or analyzing past ones.