Night 7k to 12k Chennai City Center Call Girls 👉👉 7427069034⭐⭐ 100% Genuine E...
hospital incident command system JKH2.ppt
1. 1
Hospital Incident
Command System
HICS
Management System &
Tools for Events
This material has been developed for training purposes; do not share, distribute, transmit or reproduce without prior written consent of California Hospital Association This course was
developed by the CHA Hospital Preparedness Program with grant funds provided by the U.S. Department of Health & Human Services Assistant Secretary for Preparedness & Response
Hospital Preparedness Program and awarded by the California Department of Public Health. No part of this course or its materials shall be copied or utilized for monetary gain.
2. 2
Objectives
• Learn the principal concepts and features
of the Hospital Incident Command System
• Understand the roles and relationships of
the Incident Management Team
• Understand the principles of Incident
Action Planning
3. 3
HICS
• Logical management structure
• Defined responsibilities
• Clear reporting channels
• A common nomenclature
Incident Command System that helps
improve coordination and response between
hospitals and emergency responders by
using:
4. 4
HICS Features
• Incident Management Team Chart
• All hazard approach
• Incident Action Planning
• Job Action Sheet
• Incident Planning Guides
• Incident Response Guides
• HICS Forms
• Promotes Recovery
5. 5
Where do I find HICS information?
• www.calhospitalprepare.org
• www.emsa.ca.gov/hics/hics.asp
• www.hicscenter.org
HICS Resources
10. 10
Incident Commander
Description / Duties:
• Determine scope and magnitude of event and facility
impact
• Activate and direct the Hospital Command Center (HCC)
• Give overall strategic direction for the hospital
• Initiate and approve the Incident Action Plan
• Authorize total facility evacuation if warranted
• Only position always activated
11. 11
Public Information Officer
Description / Duties:
• Communicate with internal and external stakeholders
including:
Staff
Visitors and family
Media
• Determine information to be released
• Collaborate with local community officials (Joint
Information Center) on messages for consistent
content
• Obtains Incident Commander approval on all
messages
Reports to: Incident Commander
12. 12
Safety Officer
Description / Duties:
• Ensure safety of staff, patients and visitors
• Monitor and have authority over the safety of rescue
operations and hazardous conditions
• Determine safety risks of the incident to personnel, the
hospital facility, and the environment
• Initiate corrective/protective actions for safety issues
• Completes the HICS form 261, Incident Action Plan
Safety Analysis
• Has authority to halt any operation that poses immediate
threat to life and health
Reports to: Incident Commander
13. 13
Liaison Officer
Description / Duties:
• Hospital Command Center contact for supporting
agencies and organizations
• Make facility needs and requests for assistance and
resources
Reports to: Incident Commander
14. 14
Description/Duties:
Medical / Technical Specialist
• Subject matter experts that advise the Incident
Commander and/or assigned section.
• May be assigned as technical advisor in the
Hospital Command Center
• May be assigned to advise and oversee specific
hospital operations
• Example: Decontamination operations during a
chemical exposure situation
Reports to: Incident Commander
15. 15
• Biological
• Infectious Disease
• Chemical
• Radiological
• Legal Affairs
• Risk Management
Reports to: Incident Commander
Can Include:
Medical / Technical Specialist
• Medical Staff
• Pediatric Care
• Medical Ethicist
• Clinical Administration
• Hospital Administration
16. 16
Command Review
The IC is the only position ALWAYS activated
The Incident Commander is responsible for:
• Management of the Incident
• Activities within the Hospital Command Center
• Continuing as Incident Commander until
authority is delegated to another
The Command Staff consists of:
• Public Information Officer (PIO)
• Liaison Officer
• Safety Officer
• Medical / Technical Specialist(s)
18. 18
• Sections include:
Operations
Planning
Logistics
Finance/Administration
• Sections are led by a Chief
• Section Chiefs are called General Staff
Sections
19. 19
Operations Section
Operations Section
Chief
Staging Manager
Security Branch
Director
Business Continuity
Branch Director
Infrastructure Branch
Director
HazMat Branch
Director
Medical Care Branch
Director
Outpatient Unit Leader
Casualty Care Unit
Leader
Inpatient Unit Leader
Mental Health Unit Leader
HVAC Unit Leader
Building/Grounds
Damage Unit Leader
Water/Sewer Unit Leader
Medical Gases Unit
Leader
Power/Lighting Unit
Leader
Medical Devices Unit
Leader
Access Control Unit
Leader
Crowd Control Unit
Leader
Traffic Control Unit
Leader
Search Unit Leader
Law Enforcement
Interface Unit Leader
Information Technology
Unit Leader
Service Continuity Unit
Leader
Records Preservation
Unit Leader
Business Function
Relocation Unit Leader
Spill Response Unit
Leader
Victim Decontamination
Unit Leader
Detection and Monitoring
Unit Leader
Facility/Equipment
Decontamination Unit
Leader
Vehicle Staging Team
Leader
Equipment/Supply
Staging Team Leader
Personnel Staging Team
Leader
Medication Staging Team
Leader
Clinical Support Services
Unit Leader
Patient Registration Unit
Leader
Environmental Services
Unit Leader
Food Services Unit
Leader
20. 20
Operations Section Mission:
Manage tactical operations
Direct all tactical resources
Carry out the mission and
Incident Action Plan
• Directs all tactical resources
• Led by a Section Chief
Operations Section
21. 21
The Section includes:
• Staging Area
• Medical Care Branch
• Infrastructure Branch
• HazMat Branch
• Security Branch
• Business Continuity
Branch
Operations Section
22. 22
Staging Manager
• Organize and manage the deployment of
supplementary resources, including
personnel, vehicles, equipment, supplies,
and medications
Mission:
23. 23
Mission:
• Organize and manage the delivery of emergency,
inpatient, outpatient, and casualty care, and clinical
support services
Duties:
• Address provision of acute & continuous care
• Work with Logistics for resource acquisition
• Work with Staging Manager for delivery of resources
to areas
Medical Care Branch Director
24. 24
Supervises:
• Inpatient Unit Leader (all inpatient units)
• Outpatient Unit Leader (all outpatient services)
• Casualty Care Unit Leader (Emergency Department)
• Behavioral/Mental Health Unit Leader
• Clinical Support Unit Leader (Lab, Diagnostic
Imaging, Pharmacy, Morgue, Blood Donor)
• Patient Registration Unit Leader
Medical Care Branch Director
25. 25
Mission:
• Organize and manage the services required to
sustain and repair the hospital’s infrastructure
operations
Duties:
• Maintain overall facility operations and operating
capacity
• Identify and fixes utility service-delivery failures
• Assign a strike team to address damage
Infrastructure Branch Director
26. 26
Supervises:
• Power/Lighting Unit Leader
• Water/Sewer Unit Leader
• HVAC Unit Leader
• Building/Grounds Unit Leader
• Medical Gases/Medical Devices Unit Leader
• Environmental Services Unit Leader
• Food Services Unit Leader (for inpatients)
Infrastructure Branch Director
27. 27
Mission:
• Organize and direct hazardous material incident
response activities
• Technical, and emergency decontamination; and
facility and equipment decontamination
Duties:
• Oversee hazmat event
Decontamination of victims, staff, facility
Safe and appropriate use of PPE
Clean up operations
• Collaborates with Medical Care Branch Director
Hazmat Branch Director
28. 28
Supervises:
• Detection and Monitoring Unit Leader
• Spill Response Team Unit Leader
• Victim Decontamination Unit Leader
• Facility / Equipment Decontamination Unit
Leader
Hazmat Branch Director
29. 29
Mission:
• Coordinate activities related to internal and external
personnel and facility security
Duties:
• Implement facility security measures
• Ensure security and access control of the Hospital
Command Center
• Liaison with responding law enforcement
• Oversee search and rescue operations
Security Branch Director
30. 30
Supervises:
• Access Control Unit Leader
• Crowd Control Unit Leader
• Traffic Control Unit Leader
• Search Unit Leader
• Law Enforcement Interface Unit Leader
Security Branch Director
31. 31
Mission:
• Ensure business functions are maintained, restored
or augmented
Duties:
• Facilitate acquisition and access to essential
recovery resources, including business records
• Coordinate IT services with Logistics Section
• Assist Branches and impacted areas to restore
normal operations
Business Continuity Branch Director
32. 32
Supervises:
• Information Technology Unit Leader
• Service Continuity Unit Leader
• Records Preservation Unit Leader
• Business Function Relocation Unit Leader
Business Continuity Branch Director
33. 33
Operations Section Review
The Operations Section is responsible for:
The tactical objectives and organization
All tactical operations
Directing all tactical resources
• Operations is led by a Chief
• Operations positions are activated as needed by
the incident
34. 34
Logistics
Logistics Section
Chief
Support Branch
Director
Service Branch
Director
IT/IS Unit Leader
Staff Food &
Water Unit
Leader
Communications
Unit Leader
Family Care Unit
Leader
Supply Unit
Leader
Employee Health
& Well-Being Unit
Leader
Facilities Unit
Leader
Transportation
Unit Leader
Labor Pool &
Credentialing Unit
Leader
35. 35
Section Mission:
• Organize and direct maintenance of the physical
environment – providing human resources, material,
and services to support the incident.
• Provides support (stuff) to other sections
• Acquires resources from internal and external sources
• Through Liaison, links to local Emergency Operations
Center (EOC) for resource requests
• Led by a Section Chief
Logistics
36. 36
Scope and Responsibilities overlap
• Logistics Supply Unit and Operations’ Infrastructure
Branch
• Labor Pool and Credentialing Unit and Staging
Manager– Personnel Team Leader
Logistics and Operations are closely linked
and must work collaboratively
• Logistics Section are the “getters”
• Operations Section are the “doers”
Logistics and Operations
38. 38
Mission:
• Organize and manage services to maintain hospital
communication, food and water supply and
information technology and systems
Service Branch Director
• Communications Unit Leader
• IT/IS Unit Leader
• Food and Water Unit Leader
Oversees:
39. 39
Mission:
• Manage supplies, facilities, transportation, and labor
pool. Provide logistical, psychological, and medical
support to hospital staff and their dependents
Oversees:
• Employee Health and Well-Being Unit Leader
• Family Care Unit Leader
• Supply Unit Leader
• Facility Unit Leader
• Transportation Unit Leader
• Labor Pool and Credentialing Unit Leader
Support Branch Director
40. 40
The Logistics Section is responsible for:
Organizing and directing internal and external
resources to support the incident
Providing support to other sections
• Logistics supports the incident resource requirements
Logistics has two branches:
Support
Service
• Logistics is led by a Chief who works closely with the
Operations Section
Logistics Section Review
42. 42
Mission:
• Collect, evaluate, and disseminate
incident action information and
intelligence to Incident Commander
• Prepare status report
• Develop the Incident Action Plan (IAP)
• Led by a Section Chief
Planning Section
43. 43
Supervises:
• Resources Unit Leader
Personnel Tracking
Material Tracking
• Situation Unit Leader
Patient Tracking
Bed Tracking
• Documentation Unit Leader
• Demobilization Unit Leader
Planning Section Chief
44. 44
The Planning Section is responsible for:
• Collecting, evaluating and disseminating incident
situation information to the Hospital Command
Center
• Maintaining resource status
• Developing the Incident Action Plan (IAP) and
obtaining Incident Commander approval on IAP
• Archiving response and recovery documentation
• Assisting with After-Action Report development
Planning Section Review
46. 46
Finance / Administration
Section Chief
Mission:
• Monitor the utilization of financial assets and
the accounting for financial expenditures.
• Supervise the documentation of expenditures
and cost reimbursement.
47. 47
Supervises:
• Time Unit Leader
• Procurement Unit Leader
• Compensation/ Claims Unit Leader
• Cost Unit Leader
Finance / Administration
Section Chief
49. 49
Job Action Sheet
Series of action steps to “prompt” team members to
take needed actions related to their roles and
responsibilities
• One for each position
• Includes title, mission/function and duties
• Adjusted to meet hospital needs
• Refers to supporting forms
50. 50
OPERATIONS SECTION CHIEF
Mission:
Develop and implement strategy and tactics to carry out the objectives
established by the Incident Commander. Organize, assign, and
supervise Staging, Medical Care, Infrastructure, Security, Hazardous
Materials, and Business Continuity Branch resources.
Date: Start: End: Position Assigned to: Initial: __
Position Reports to: Incident Commander Signature: __
Hospital Command Center (HCC) Location: Telephone:
Fax: Other Contact Info: Radio Title: __
Job Action Sheet Format
51. 51
Action Steps and Considerations
• Job Action Sheet provides position action steps and
considerations
Actions listed by Operational Periods
• Immediate 0–2 hours
• Intermediate 2–12 hours
• Extended Beyond 12 hours
• Demobilization/System Recovery
Job Action Sheet Format
52. 52
Immediate (Operational Period 0-2 Hours) Time Initial
Receive appointment and briefing from the Incident Commander.
Obtain packet containing Operations Section Job Action
Sheets.
Read this entire Job Action Sheet and review organization chart
(HICS Form 207). Put on position identification.
Notify your usual supervisor of your HICS assignment.
Determine need to appoint Staging Manager, Branch Directors, and
Unit Leaders in Operations Section; distribute corresponding Job
Action Sheets and position identification. Complete the Branch
Assignment List (HICS Form 204).
Brief Operations Section Branch Directors and Staging Manager on
current situation and incident objectives; develop response
strategy and tactics; outline Section action plan and designate
time for next briefing.
Participate in Incident Action Plan preparation, briefings, and
meetings as needed; assist in identifying strategies; determine
tactics, work assignments, and resource requirements.
Obtain information and updates regularly from Operations Section
Branch Directors and Staging Manager; maintain current status of
all areas; inform Situation Unit Leader of status information.
53. 53
Documents/Tools:
• A listing of pertinent HICS forms this position is
responsible for using
Forms noted in Job Action Sheet action steps
• Other tools that will help them fulfill their role and
responsibilities
Hospital plans, policies and procedures
Technology tools
Other adjuncts
Job Action Sheet Format
54. 54
Documents / Tools:
Operations Chief
Documents/Tools
Incident Action Plan
HICS Form 204 – Branch Assignment Sheet
HICS Form 213 – Incident Message Form
HICS Form 214 – Operational Log
HICS Form 257 – Resource Accounting Record
Hospital Emergency Operations Plan
Hospital organization chart
Hospital telephone directory
Radio/satellite phone
55. 55
Job Action Sheet Use
• Job Action Sheets are used continuously
Actions in all operational periods should be
continued and monitored
• Job Action Sheets should transfer to your
replacement and actions continued
Upon shift change or position change
56. 56
Job Action Sheet Section Review
The Job Action Sheets are:
• An incident management tool
• A series of actions to meet the incident response
• Are divided in time phases:
Immediate: 0-2 hours
Intermediate: 2-12 hours
Extended : Greater than 12 hours
Demobilization/System Recovery
• Standardized to facilitate interagency response
• Customizable for the unique facility needs/roles
59. 59
1. Assess the Situation
2. Set the Operational Period
3. Determine Safety Priorities & Establish Control
Objectives
4. Determine Operational Period Objectives
5. Determine Strategies & Tactics
6. Determine Needed Resources
7. Issue Assignments
8. Implement Actions
9. Reassess & Adjust Plans
Incident Action Planning
60. 60
It is essential to understand the situation:
• Gather and analyze information:
Hazard/incident type
Impact of the hazard/incident on the hospital
Expected duration of the incident
• Incident Commander is responsible for gathering the
information from sources (ie-Planning Section, other
section chiefs, etc.)
• The situation must be assessed regularly throughout
the response and recovery process
#1 Assess the Situation
61. 61
• Type of incident, location, magnitude, possible
duration
• On-going hazards and safety concerns
• Determine initial priorities based on:
1 - Life saving
2 - Incident stabilization
3 - Property preservation
• Establishes the Hospital Command Center
• Sets the initial “Operational Period”
The Incident Commander conducts the initial
incident assessment:
#1 Assess the Situation
62. 62
An Operational Period is:
• The period of time scheduled for execution of a given
set of tactical actions in the Incident Action Plan
• Set by the Incident Commander
The Operational Period is usually set in hours
• Does not have to conform to shift times
• Can be long or short, depending on the intensity of the
incident
#2 Set the Operational Period
63. 63
“General Command and Control Objectives”
• Broad organizational objectives that are foundational
and do not change during response and recovery--
where the system wants to be at the end of the
response
• Not limited to an operational period
Examples:
• Provide adequate care to all patients who present as
a result of the incident
• Provide for the safety of hospital personnel
#3 Determine Safety Priorities &
Establish Control Objectives
64. 64
Operational Period Objectives
• More specific objectives to achieve Command and
Control Objectives
• Steps during the defined Operational Period
• Should be tangible and measurable
Example:
• Provide prophylaxis to hospital staff
• Conduct decontamination of victims
#4 Determine Operational Period
Objectives
65. 65
#5 Determine Strategies &
Tactics
Strategy defined:
• The general direction selected to accomplish
incident objectives (NIMS)
• The approach to achieving the objectives
Tactics defined:
• Specific actions, sequence of actions, procedures,
tasks, assignments to meet strategies and
objectives
• The “boots on the ground” or “doers”
66. 66
• Tactical resources may include:
Personnel
Equipment
Supplies
Pharmaceuticals
Vehicles
• Available and needed resources to meet the
tactical objectives must be identified
#6 Determine Needed Resources
67. 67
• Hospital Command Center positions are activated
according to incident needs
• Staff are assigned to conduct incident specific
operations:
Evacuation
Decontamination
Triage and treatment
Safety measures
Once the tactical objectives and needed resources
are identified, assignments are issued:
#7 Issue Assignments
68. 68
Direct, monitor and evaluate response efforts:
• Constant monitoring of strategies and tactics for
effectiveness
• Assess the Operational Period Objectives
Are the objectives being achieved?
Is the strategy/tactics safe?
Is the strategy/tactics effective?
Evaluation is an ongoing process throughout
response and recovery
#8 Implement Actions
69. 69
#9 Reassess & Adjust Plans
Conduct a current situation assessment
Update situation/incident information
Assess the impact on the hospital
Length and duration of continued/resolving incident
Resource availability
• Assess the Operational Period Objectives
• Assure they are achieved in a safe and timely manner
• Revise objectives, strategies, tactics and resource
needs for the upcoming operational period
70. 70
Incident Action Plan
Responsibilities
The Incident Commander
• Provides general Command and
Control Objectives (HICS 202)
• Sets the Operational Period
• Develops major strategies (priorities)
• Activates Incident Management Team positions
• Establishes policy for resource orders
• Approves initial actions and the completed Incident
Action Plan
71. 71
The Safety Officer
• Advises the Incident Commander and Section
Chiefs on safety issues and measures
• Develops the Safety Plan (HICS 261)
• Oversees the safety of operations and tactics
Incident Action Plan
Responsibilities
72. 72
The Planning Section Chief
• Prepares for the Planning Meetings
Gathers information for the Incident Action Plan
(HICS 201, 202, 203,204’s and 261)
Develops demobilization and contingency plans
• Conducts the Planning Meeting
• Coordinates and submits the Incident Action Plan
to the Incident Commander for approval
• Disseminates the Incident Action Plan to all
Hospital Command Center personnel
Incident Action Plan
Responsibilities
73. 73
The Operations Section Chief
• Determines/assesses areas of operation
• Advises Incident Commander of activated
Operations positions and work assignments
• Determines tactics (HICS 204)
• Determines resource requirements (HICS 204) and
communicates needs with Logistics
Incident Action Plan
Responsibilities
74. 74
The Logistics Section Chief
• Ensures resource ordering meets the needs
• Advises Incident Commander on activated
Logistics positions
• Ensures resources to support the Incident Action
Plan
• Develops plans that support the Incident Action
Plan
Communications Plans
Transportation Plans
Incident Action Plan
Responsibilities
75. 75
The Finance/Administration Section Chief
• Provides cost implications of the Control and
Operational Period Objectives
• Ensures the Incident Action Plan is within cost
limitations
• Advises the Incident Commander on
Finance/Admin activated positions
Incident Action Plan
Responsibilities
76. 76
The Incident Action Plan
• Provides Incident Management Team personnel
with direction for the Operational Period
• Incident Action Planning uses the elements of
Management by Objectives
• General Command and Control Objectives vs.
Operational Period Objectives
• Developed by Command, General Staff provide
input
• Essential for effective response and recovery
Incident Action Plan
Section Review
79. 79
Preparation for Demobilization
Demobilization
• The Demobilization Plan is created by the
Demobilization Unit Leader
• Demobilization begins
As incident objectives are met
Follow-on objectives are more focused upon
recovery and returning to “normal”
• The demobilization of resources no longer Needed
should occur rapidly and efficiently
80. 80
Demobilization Considerations
• Demobilizing must be a part of the Incident Action
Plan (the “decision” to demobilize isn’t part of the
plan)
• Managing public perception
• Equipment rehab and restocking
• Financial restoration
• Addressing hospital personnel concerns
Preparation for Demobilization
81. 81
• Recovery follows response and focuses upon
returning the hospital to baseline level of functioning
• The starting point for recovery begins early in the
response
• Transition from response to recovery is rarely
obvious
• Recovery may extend over a long time, from weeks
to years
Recovery
82. 82
The Recovery plan includes principles of organizational
learning and improvement:
• After Action Report & Corrective Improvement Plan
• Evaluate hospital response/recovery operations
• Identify strengths, weaknesses, and strategies to:
Lessen future vulnerability
Improve ability to respond to future incidents
Revise the Emergency Operations Plan
Organizational Learning
83. 83
Section Review
• Demobilization & Recovery should be planned
early
• Demobilization & Recovery is the return to
“normal” or “new-normal” in the hospital
• Demobilization is managed by the Planning
Section
The development of a Demobilization Plan by the
Demobilization Unit Leader
Approved by the Planning Section Chief/Incident
Commander
85. 85
Scenarios: External
• Nuclear Detonation, Radiological Attack
• Bio Attack (Anthrax, Food Contamination)
• Pandemic
• Chemical Attack (Blister, Toxic, Nerve Agent, and Chlorine)
• Natural Disaster (Earthquake and Hurricane)
• Explosives
• Cyber Attack
Considering the Hazard Vulnerability Analysis – there
are 14 National Planning Scenarios (External) to assist
in planning and training:
86. 86
• Bomb Threat
• Evacuation
• Fire
• HazMat Spill
• Hospital Overload
• Infant/Child Abduction
• Internal Flooding
• Loss of HVAC
• Loss of Power
• Loss of Water
• Severe Weather
• Hostage/Barricade
• Work Stoppage
Considering the Hazard Vulnerability Analysis –
there are 13 Internal Scenarios to assist in planning
and training
Scenarios: Internal
87. 87
Incident Planning Guides (IPGs)
• Incident Planning Guides assist hospitals with
evaluating existing plans or writing needed plans
• The IPGs address the 27 scenarios
• They are intended to promote more thorough
plans
88. 88
Provides Incident Specific:
• Directions
• Objectives
• Management tasks by function according to
timeframes
• Sample Incident Management Teams
Should complement:
• Emergency Operations Plan
• Job Action Sheets
Can be used as documentation
Incident Response Guides
89. 89
Section Review
Incident Planning Guides and Incident
Response Guides
• Are incident-specific tools to assist with planning,
training and response/recovery
• Assist in meeting regulatory requirements
• Guide Command and General Staff with decision-
making and actions
• Should be consistent with the Emergency
Operations Plan
• Do not replace the Job Action Sheets
92. 92
• Serves as a road map in response: everyone
acting from the same plan
• Serves as foundation for corrective action
• Ensures consistency and compliance with
regulatory guidelines
• Complies with documentation for FEMA
reimbursement
The Value of Using HICS Forms
93. 93
No. Name Responsible
201 Incident Briefing Incident Commander
202 Incident Objectives Section Chiefs
203 Organizational Assignment List Resource Unit Leader
204 Branch Assignment List Branch Directors
205 Communications Log Communications Unit Leader
206 Staff Medical Plan Support Branch Director
207 Organization Chart Incident Commander
213 Incident Message Form All Positions
214 Operational Log Command Staff, General Staff,
and Branch Directors
251 Facility System Status Report Infrastructure Branch Director
HICS Forms
94. 94
No. Name Responsible
252 Section Personnel Time Sheet Section Chiefs
253 Volunteer Staff Registration Labor Pool & Credentailiting Unit
Leader
254 Disaster Victim / Pt Tracking Patient Tracking Manager
255 Master Pt Evacuation Tracking Patient Tracking Manager
256 Procurement Summary Report Procurement Unit Leader
257 Resource Accounting Record Section Chiefs
258 Hospital Resource Directory Resource Unit Leader
259 Hospital Casualty / Fatality Report Patient Tracking Manager
260 Patient Evacuation Tracking Form Inpt Unit Leader Outpt Unit
Leader, Casualty Care Unit
Leader
261 Incident Action Plan Safety Analysis Safety Officer
HICS Forms
95. 95
HICS Form 201:
Incident Briefing
• Purpose: Documents initial response information &
actions at start-up
• Origination: Incident Commander
• Copies to: Command staff, Section Chiefs, and
Documentation Unit Leader
• When to Complete: Prior to briefing the current
operational period
• Helpful Tips: Distribute to all staff before initial
briefing
98. 98
• Purpose: Defines objectives and issues for
operational period
• Instructions: General Command and Control
Objectives for the Incident
Weather/Environmental Implications for the Period
General Safety/Safety Messages
Attachments
Prepared by Planning Chief
• Approved by: Incident Commander
HICS Form 202:
Incident Objectives
101. 101
• Purpose: To document Hospital Command Center
staffing
• Origination: Resources Unit Leader
• Copies to:
Command Staff and General Staff
Branch Directors and Agency Staff
Documentation Unit Leader
HICS Form 203:
Organization Assignment List
104. 104
• Purpose: Document branch assignments,
operational period objectives, strategies/tactics and
resource needs
• Origination: Branch Director
• Copies to: Command, General Staff &
Documentation Unit Leader
• Prepared by: Branch Director
• Approved by: Planning Section Chief
• When to complete: At the start of each operational
period
HICS Form 204:
Branch Assignment List
109. 109
Purpose: Provide standardized method of recording
messages received by phone, radio or verbally
Instructions
• Reply requested: Indicate whether a reply was
requested and to whom reply should be addressed
• Priority: Indicate level of urgency of the message
• Message:
Keep all messages/requests brief, to the point, and
very specific
Transcribe complete, concise, and specific content
of message.
• Action Taken (if any)
HICS Form 213:
Incident Message Form
112. 112
• Purpose: Document
Incident issues encountered
Decisions made
Notifications conveyed
• Origination: Command and General Staff
• When to complete:
Continuously, from activation through
demobilization
HICS FORM 214:
Operational Log
114. 114
Section Review
The HICS forms:
• Provide the Incident Management Team with the
documents needed to manage a response
• Assist in communication with external agencies
and resources
• Assist in communication with hospital staff
• Provide documentation for response and recovery
activities
116. 116
HICS Basics Part 1
Management System &
Tools for Events
developed by the
California Hospital Association’s
Hospital Preparedness Program
www.calhospitalprepare.org
This material has been developed for training purposes; do not share, distribute, transmit or reproduce without prior written consent of California Hospital Association This
course was developed by the CHA Hospital Preparedness Program with grant funds provided by the U.S. Department of Health & Human Services Assistant Secretary for
Preparedness & Response Hospital Preparedness Program and awarded by the California Department of Public Health. No part of this course or its materials shall be
copied or utilized for monetary gain.