Fillable Incident Personnel Performance Rating Ics 225 printable pdf download

INCIDENT PERSONNEL PERFORMANCE RATING (ICS 225)

THIS RATING IS TO BE USED ONLY FOR DETERMINING AN INDIVIDUAL’S PERFORMANCE ON AN INCIDENT/EVENT

1. Name:

2. Incident Name:

3. Incident Number:

4. Home Unit Name and Address:

5. Incident Agency and Address:

6. Position Held on Incident:

7. Date(s) of Assignment:

8. Incident Complexity Level:

9. Incident Definition:

From:

To:

 1

 2

 3

 4

 5

10. Evaluation

Rating Factors

N/A

1 – Unacceptable

3 – Met Standards

5 – Exceeded Expectations

Questionable competence and

Competent and credible authority on

Superior expertise; advice and actions

11. Knowledge of the Job/

credibility. Operational or specialty

specialty or operational issues.

showed great breadth and depth of

Professional Competence:

expertise inadequate or lacking in

Acquired and applied excellent

knowledge. Remarkable grasp of

Ability to acquire, apply, and

key areas. Made little effort to grow

operational or specialty expertise for

complex issues, concepts, and

share technical and

professionally. Used knowledge as

assigned duties. Showed professional

situations. Rapidly developed

administrative knowledge and

power against others or bluffed

growth through education, training, and

professional growth beyond

skills associated with

rather than acknowledging

professional reading. Shared

expectations. Vigorously conveyed

description of duties. (Includes

ignorance. Effectiveness reduced

knowledge and information with others

knowledge, directly resulting in increased

operational aspects such as

due to limited knowledge of own

clearly and simply. Understood own

workplace productivity. Insightful

marine safety, seamanship,

organizational role and customer

knowledge of own role, customer needs,

airmanship, SAR, etc., as

needs.

and value of work.

appropriate.)



12. Ability To Obtain

Routine tasks accomplished with

Got the job done in all routine situations

Maintained optimal balance among

difficulty. Results often late or of

and in many unusual ones. Work was

quality, quantity, and timeliness of work.

Performance/Results:

poor quality. Work had a negative

timely and of high quality; required

Quality of own and subordinates' work

Quality, quantity, timeliness,

impact on department or unit.

same of subordinates. Results had a

surpassed expectations. Results had a

and impact of work.

Maintained the status quo despite

positive impact on IMT. Continuously

significant positive impact on the IMT.

opportunities to improve.

improved services and organizational

Established clearly effective systems of

effectiveness.

continuous improvement.



13. Planning/

Got caught by the unexpected;

Consistently prepared. Set high but

Exceptional preparation. Always looked

appeared to be controlled by events.

realistic goals. Used sound criteria to

beyond immediate events or problems.

Preparedness:

Set vague or unrealistic goals. Used

set priorities and deadlines. Used

Skillfully balanced competing demands.

Ability to anticipate, determine

unreasonable criteria to set priorities

quality tools and processes to develop

Developed strategies with contingency

goals, identify relevant

and deadlines. Rarely had plan of

action plans. Identified key information.

plans. Assessed all aspects of problems,

information, set priorities and

action. Failed to focus on relevant

Kept supervisors and stakeholders

including underlying issues and impact.

deadlines, and create a

information.

informed.

shared vision of the Incident



Management Team (IMT).

14. Using Resources:

Concentrated on unproductive

Effectively managed a variety of

Unusually skilled at bringing scarce

activities or often overlooked critical

activities with available resources.

resources to bear on the most critical of

Ability to manage time,

demands. Failed to use people

Delegated, empowered, and followed

competing demands. Optimized

materials, information, money,

productively. Did not follow up.

up. Skilled time manager, budgeted

productivity through effective delegation,

and people (i.e., all IMT

Mismanaged information, money, or

own and subordinates' time

empowerment, and follow-up control.

components as well as

time. Used ineffective tools or left

productively. Ensured subordinates had

Found ways to systematically reduce

external publics).

subordinates without means to

adequate tools, materials, time, and

cost, eliminate waste, and improve

accomplish tasks. Employed

direction. Cost conscious, sought ways

efficiency.

wasteful methods.

to cut waste.



15. Adaptability/Attitude:

Unable to gauge effectiveness of

Receptive to change, new information,

Rapidly assessed and confidently

work, recognize political realities, or

and technology. Effectively used

adjusted to changing conditions, political

Ability to maintain a positive

make adjustments when needed.

benchmarks to improve performance

realities, new information, and

attitude and modify work

Maintained a poor outlook.

and service. Monitored progress and

technology. Very skilled at using and

methods and priorities in

Overlooked or screened out new

changed course as required.

responding to measurement indicators.

response to new information,

information. Ineffective in

Maintained a positive approach.

Championed organizational

changing conditions, political

ambiguous, complex, or pressured

Effectively dealt with pressure and

improvements. Effectively dealt with

realities, or unexpected

situations.

ambiguity. Facilitated smooth

extremely complex situations. Turned

obstacles.

transitions. Adjusted direction to

pressure and ambiguity into constructive

accommodate political realities.

forces for change.



16. Communication Skills:

Unable to effectively articulate ideas

Effectively expressed ideas and facts in

Clearly articulated and promoted ideas

and facts; lacked preparation,

individual and group situations;

before a wide range of audiences;

Ability to speak effectively and

confidence, or logic. Used

nonverbal actions consistent with

accomplished speaker in both formal and

listen to understand. Ability to

inappropriate language or rambled.

spoken message. Communicated to

extemporaneous situations. Adept at

express facts and ideas

Nervous or distracting mannerisms

people at all levels to ensure

presenting complex or sensitive issues.

clearly and convincingly.

detracted from message. Failed to

understanding. Listened carefully for

Active listener; remarkable ability to listen

listen carefully or was too

intended message as well as spoken

with open mind and identify key issues.

argumentative. Written material

words. Written material clear, concise,

Clearly and persuasively expressed

frequently unclear, verbose, or

and logically organized. Proofread

complex or controversial material,

poorly organized. Seldom proofread.

conscientiously.

directly contributing to stated objectives.



Incident Personnel Performance Rating Ics 225

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