A key part of incident management is the operational period briefing. It presents an Incident Action Plan to supervisors and other members of the emergency response team.
It also helps to keep the public and media informed about the incident status and accomplishments. It is conducted at the beginning of each operational period.
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1. Presentation of Incident Action Plan (IAP)
A key element of incident management is the establishment and execution of an Incident Action Plan (IAP). This plan, developed under the unified command structure, specifies tactics and resource assignments for implementing identified strategies that collectively delineate a course of action.
The IAP also provides critical information on incident parameters, such as incident location, response resources, and other relevant operational factors. In addition, it helps disseminate critical information to incident responders and assisting agencies.
During an operational period, the IC/UC or Operations Section Chief conducts periodic face-to-face incident briefings for the Command Staff, General Staff, and appropriate Agency Representatives. These briefings update staff on current incident conditions and any new information, and evaluate the IAP for revisions as necessary based on evolving real-time conditions.
In most cases, the IAP establishes tactical operations within a functional group or department, which represents the lead agency in the UC with the highest functional responsibility for the incident’s foreseeable future mission. As the incident’s functional responsibilities change during the progression of the incident, each functional agency must reassess its role and assign an IC/UC to oversee the new functional responsibilities.
An incident’s ICS organizational structure must support a synchronized and coordinated response to incidents of various types, sizes, and complexity. This requires establishing and executing a detailed IAP that establishes response objectives and tactics based on the ICS framework.
This process is supported by a well-organized and well-trained ICS organization. The IC/UC or Operations Section Chief develops a comprehensive organizational structure that integrates the full range of services and functions necessary for effective incident management, including incident dispatch, communications, public information, safety, planning, and training.
The organizational structure may be divided into several branches according to the geography, function, or jurisdiction involved in the incident. For example, the Transportation Operations Branch would be responsible for traffic management and incident clearance activities during a highway incident.
The IC/UC or Operations Section Chief must ensure that the organizational structure for each branch is well-established prior to the start of an operational period and that the personnel and equipment resources necessary to execute the Incident Action Plan are properly assigned. A proper ratio of one supervisor to five subordinates is recommended, but this may vary by type of incident.
2. Orientation of Individual Resources
Which of the following best describes the operational period briefing?
The operational period briefing, or shift briefing as it is more commonly referred to, is the official presentation of the Incident Action Plan for the upcoming operation period. It is conducted at the onset of each new operation period in the Operations Section to provide supervisors with an efficient plan for handling a particular incident during the swift movement required during the incident’s quota of operations.
It also serves as a good time for the more senior members of the staff to share their insights on the latest operational changes, including the aforementioned presentation of the IAP. The aforementioned flurry of activity also includes briefings and presentations from the technical specialists on all matters fire related, including: a) weather, b) fire behavior, and c) fire safety in general. The most notable and memorable of these meetings is the aforementioned presentation of the aforementioned IAP and other relevant information. During the aforementioned operational period briefing, a number of other notable presentations can be found in various departments.
RISD’s orientation and review program, a six-month program for regular exempt employees and a three-month program for regular non-exempt employees, provides the most comprehensive training available to any employee at RISD. The program is designed to prepare new and existing employees for a successful and rewarding career at the College.
3. Monitoring of Subordinate Staff
A well timed and executed operational period briefing will go a long way in the overall health and morale of the crew. During the briefing, a small sample of selected staff will be afforded a glimpse into the future by being exposed to a plethora of information that will help them get their job done faster and safer than they ever could before. Several types of information will be presented including the following. The following are some of the most critical items to be discussed in order of importance: a) personnel, b) equipment and c) equipment maintenance. A unified system of record will be in place for all personnel, equipment and equipment maintenance related information. A comprehensive plan will be developed to address any questions and concerns raised in a timely manner.
The operational period briefing is a time for all supervisory personnel within the operations section to come together. This can be a very important opportunity for everyone to discuss what is going on and get on the same page in terms of policies, procedures, and actions.
During the operational period briefing, a senior officer will give an overview of what has been done over the previous week or month. Then, the supervisors will come up with action lines and make plans for how they are going to carry out the operational plan.
These plans are crucial to the success of the operation. It is also important to ensure that each person understands what they are expected to do in order to carry out their duties during the operational period.
One way that mentors and mentees can keep this communication on track is by making sure that the relationship is always driven by what each wants to get out of it. That means steering the conversation, coming prepared for meetings and being professional.
It is also important to remember that mentors and mentees will often need to talk about what is going on with them. This could include issues they are having, problems they are facing, or things that they would like to work on in the future.
Having this communication in place makes it easy for both parties to know where they are and what is happening with the relationship. This can make it easier to reschedule and refocus the mentoring effort when necessary.
A formal mentoring program is usually entered into with a defined time limit or goal. Typically, the program is designed to allow the mentor and mentee to meet goals, such as career progression or promotion, over a specific period of time.
There are several different types of mentoring relationships, each with their own unique characteristics and benefits to those involved in them. Some are information-based, while others are skill-based or advocacy-based.
For example, information-based mentoring is a way to provide a mentee with information about a subject, a process, or an issue that they are struggling with. In this way, the mentor becomes a reliable living source of instruction.