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Ordering Manager

ORDM Incident Position Description

The Ordering Manager (ORDM) is responsible for the ordering and tracking of resources on wildland fire incidents. The ORDM receives and processes order requests from incident personnel for Overhead, Equipment, Crews, and Supplies. The ORDM may work at an Incident Command Post (ICP), Expanded Dispatch, spike camp, extended site from ICP, or a virtual location. Depending on the size and complexity of the incident, ORDMs may be supervised by the Supply Unit Leader (SUPL), a lead ORDM, or the Logistics Section Chief (LSC) and works in the Logistics functional area.

Leadership Level 2, New Leader (Convey Intent)

  • For additional information review Level 2 description, expected behaviors and knowledge, suggested development goals, and self-study opportunities.

Prepare and Mobilize

  • Ensure individual readiness.
  • Gather critical information pertinent to the assignment.
  • Travel to and check in at assignment.
  • Check in with incident supervisor and/or dispatch when arriving at the incident.
  • Review Incident Action Plan (IAP) and obtain briefing, objectives, and intent from supervisor.
  • Obtain briefing from previous shift/assignment ORDM as necessary.

Build the Team

  • Assemble and validate readiness of assigned personnel and equipment.
  • Establish and communicate chain of command, reporting procedures, risk management processes, and radio frequency management.
  • Establish a common operating picture with supervisors and subordinates.
  • Participate in operational briefings as directed.
  • Brief assigned personnel.
  • Identify assigned resources and maintain accountability.

Supervise and Direct Work Assignments

  • Establish and communicate objectives, priorities, work assignments, and performance expectations.
  • Identify, analyze, and use relevant situational information to make informed decisions and take appropriate actions.
  • Adjust actions based on changing information and evolving situation awareness. Develop and implement contingency plans. Communicate changing conditions to assigned resources and supervisor.
  • Ensure incident objectives and performance standards are met.
  • Monitor performance and provide immediate and regular feedback to assigned personnel.
  • Establish and maintain positive internal and external interpersonal working relationships.

Perform Ordering Manager-Specific Duties

  • Coordinate with incident supervisor on ordering expectations and work assignments.
  • Develop ordering standards and requirements for incident resources to follow.
  • Process all order requests in a timely manner. If needed, communicate with requesting person(s) any deficiencies that need corrected.
  • Ensure complete and accurate General Message (ICS 213) forms are sent to Expanded Dispatch or Buying Team.
  • Track resource requests in Interagency Resource Ordering Capability (IROC) for Overhead, Equipment, and Crews.
  • Coordinate with Buying Team and/or Incident Business Advisor (IBA) for supply purchases.
  • Generate IROC fill reports to all section leads or as requested by other Incident Management Team (IMT) personnel.
  • Maintain S# tracking log.
  • Document all suspicious occurrences.
  • Provide for safety and security for all resources.
  • Ensure personal protective equipment (PPE) is available depending on assignment type.

Communicate and Coordinate

  • Follow established polies and procedures and the chain of command for the distribution and dissemination of information.
  • Ensure clear understanding of expectations and timely communication within and across Incident Command System (ICS) functional areas and chain of command.
  • Coordinate with Expanded Dispatch, Center Manager(s), Buying Team, and IBA as appropriate.
  • Communicate effectively using multichannel radios. Use plain language and ICS terminology.
  • Conduct and/or participate in After Action Reviews (AAR).

Manage Risk

  • Apply the Risk Management Process as stated in the NWCG Incident Response Pocket Guide (IRPG), PMS 461:
    • Identify Hazards
    • Assess Hazards
    • Develop Controls and Make Risk Decisions
    • Implement Controls
    • Supervise and Evaluate
  • Plan for medical emergencies. Ensure that assigned resources are prepared to execute the Medical Plan (ICS 206 WF). Ensure familiarity with medical responders, communication procedures, and transportation plan. Manage the medical emergency based on procedures stated in the IAP, the Medical Incident Report, or other relevant guidelines.
  • Monitor for signs and symptoms of fatigue, illness, or injury. Mitigate appropriately.
  • Identify potential conflicts and resolve within the same operational period, if possible.

Document

Demobilize

  • Anticipate demobilization, identify excess resources, coordinate with operations to prepare demobilization schedule, and communicate with supervisor.
  • Plan for demobilization. Brief assigned resources on demobilization procedures and responsibilities. Ensure incident and agency demobilization procedures and work/rest driving standards are followed.
  • Return equipment and supplies to appropriate unit.
  • Complete demobilization checkout process before being released from the incident.
  • Upon demobilization, report status to home unit including reassignment or estimated time of arrival (ETA) to home unit.
  • During transfer of command:
    • Ensure continuity of operations.
    • Exchange critical safety information.
    • Communicate transfer of authority through established chain of command.
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NWCG Latest Announcements

The Incident Position Standards and Next Generation Position Task Book are now available for Medical Unit Leader (MEDL)

Date: October 16, 2024
Contact: Incident Medical Subcommittee

NWCG is excited to announce that the NWCG Incident Position Standards for Medical Unit Leader, PMS 350-39 and NWCG Position Task Book for Medical Unit Leader (MEDL), PMS 311-39 are now available.

The Performance Support Package, which for MEDL includes the Incident Position Standards and Next Generation Position Task Book, were developed through the Incident Performance and Training Modernization (IPTM) effort. The Performance Support Package will support trainees, those qualified in the position, and evaluators.

References:

NWCG Medical Unit Leader Position Page

NWCG Incident Position Standards for Medical Unit Leader, PMS 350-39

NWCG Position Task Book for Medical Unit Leader (MEDL), PMS 311-39

The Wildland Fire Learning Portal is Now Available

Date: October 9, 2024
Contact: Wildland Fire Learning Portal

The Wildland Fire Learning Portal (WFLP) is back online following a migration to a new learning management system (LMS) application. The WFLP team is actively addressing any issues that may arise as a result of the update, and appreciates your patience as the team works to enhance your experience. NWCG will share information from the WFLP as it is available.

Should you have any issues with accessing or using the WFLP, please use the link below to submit a ticket through the Help Center.

References:

Wildland Fire Learning Portal

Wildland Fire Learning Portal Help Center

NWCG Equipment Technology Committee Releases New Equipment Bulletins

Date: September 27, 2024
Contact: Equipment Technology Committee

The Equipment Technology Committee (ETC) has released three new Equipment Bulletins:

  • ETC-EB-24-003 Diesel exhaust fluid (DEF) in fuel containers.
  • ETC-EB-24-004 Two-compartment fuel and oil container (Dolmar) unavailable in the United States (US) and reminders for upkeeping current inventories.
  • ETC-EB-24-005 Personal Protective Equipment (PPE): Inspection, Care, and Maintenance.

These bulletins remind field going personnel of important issues related to equipment for wildland firefighting efforts.

References:

NWCG Alerts

ETC-EB-24-003 Diesel exhaust fluid (DEF) in fuel containers

ETC-EB-24-004 Two-compartment fuel and oil container (Dolmar) unavailable in the United States (US) and reminders for upkeeping current inventories

ETC-EB-24-005 Personal Protective Equipment (PPE): Inspection, Care, and Maintenance

The Experiential Learning Subcommittee is looking for your feedback on Staff Rides

Date: September 20, 2024
Contact: Ashleigh D'Antonio and George Risko, Leadership Committee

The Experiential Learning Subcommittee needs to hear from the field about where the greatest need lies regarding staff rides and their accessibility.

  • Do you have an event you would like to turn into a learning experience?
  • Do you have a staff ride built, but are struggling to implement the delivery?
  • Do you need help building capacity?
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Fill out this short survey below to help us help you.

References:

Staff Rides: Feedback

Staff Rides