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INCIDENT PERSONNEL PERFORMANCE RATING (ICS 225) (FEMA)

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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:
From: To:
8. Incident Complexity Level:
1 2 3 4 5
9. Incident Definition:
10. Evaluation
Rating Factors N/A 1 – Unacceptable 2 3 – Met Standards 4 5 – Exceeded Expectations
11. Knowledge of the Job/
Professional Competence:
Ability to acquire, apply, and
share technical and
administrative knowledge and
skills associated with
description of duties. (Includes
operational aspects such as
marine safety, seamanship,
airmanship, SAR, etc., as
appropriate.)
Questionable competence and
credibility. Operational or specialty
expertise inadequate or lacking in
key areas. Made little effort to grow
professionally. Used knowledge as
power against others or bluffed
rather than acknowledging
ignorance. Effectiveness reduced
due to limited knowledge of own
organizational role and customer
needs.
Competent and credible authority on
specialty or operational issues.
Acquired and applied excellent
operational or specialty expertise for
assigned duties. Showed professional
growth through education, training, and
professional reading. Shared
knowledge and information with others
clearly and simply. Understood own
organizational role and customer
needs.
Superior expertise; advice and actions
showed great breadth and depth of
knowledge. Remarkable grasp of
complex issues, concepts, and
situations. Rapidly developed
professional growth beyond
expectations. Vigorously conveyed
knowledge, directly resulting in increased
workplace productivity. Insightful
knowledge of own role, customer needs,
and value of work.
12. Ability To Obtain
Performance/Results:
Quality, quantity, timeliness,
and impact of work.
Routine tasks accomplished with
difficulty. Results often late or of
poor quality. Work had a negative
impact on department or unit.
Maintained the status quo despite
opportunities to improve.
Got the job done in all routine situations
and in many unusual ones. Work was
timely and of high quality; required
same of subordinates. Results had a
positive impact on IMT. Continuously
improved services and organizational
effectiveness.
Maintained optimal balance among
quality, quantity, and timeliness of work.
Quality of own and subordinates' work
surpassed expectations. Results had a
significant positive impact on the IMT.
Established clearly effective systems of
continuous improvement.
13. Planning/
Preparedness:
Ability to anticipate, determine
goals, identify relevant
information, set priorities and
deadlines, and create a
shared vision of the Incident
Management Team (IMT).
Got caught by the unexpected;
appeared to be controlled by events.
Set vague or unrealistic goals. Used
unreasonable criteria to set priorities
and deadlines. Rarely had plan of
action. Failed to focus on relevant
information.
Consistently prepared. Set high but
realistic goals. Used sound criteria to
set priorities and deadlines. Used
quality tools and processes to develop
action plans. Identified key information.
Kept supervisors and stakeholders
informed.
Exceptional preparation. Always looked
beyond immediate events or problems.
Skillfully balanced competing demands.
Developed strategies with contingency
plans. Assessed all aspects of problems,
including underlying issues and impact.
14. Using Resources:
Ability to manage time,
materials, information, money,
and people (i.e., all IMT
components as well as
external publics).
Concentrated on unproductive
activities or often overlooked critical
demands. Failed to use people
productively. Did not follow up.
Mismanaged information, money, or
time. Used ineffective tools or left
subordinates without means to
accomplish tasks. Employed
wasteful methods.
Effectively managed a variety of
activities with available resources.
Delegated, empowered, and followed
up. Skilled time manager, budgeted
own and subordinates' time
productively. Ensured subordinates had
adequate tools, materials, time, and
direction. Cost conscious, sought ways
to cut waste.
Unusually skilled at bringing scarce
resources to bear on the most critical of
competing demands. Optimized
productivity through effective delegation,
empowerment, and follow-up control.
Found ways to systematically reduce
cost, eliminate waste, and improve
efficiency.
15. Adaptability/Attitude:
Ability to maintain a positive
attitude and modify work
methods and priorities in
response to new information,
changing conditions, political
realities, or unexpected
obstacles.
Unable to gauge effectiveness of
work, recognize political realities, or
make adjustments when needed.
Maintained a poor outlook.
Overlooked or screened out new
information. Ineffective in
ambiguous, complex, or pressured
situations.
Receptive to change, new information,
and technology. Effectively used
benchmarks to improve performance
and service. Monitored progress and
changed course as required.
Maintained a positive approach.
Effectively dealt with pressure and
ambiguity. Facilitated smooth
transitions. Adjusted direction to
accommodate political realities.
Rapidly assessed and confidently
adjusted to changing conditions, political
realities, new information, and
technology. Very skilled at using and
responding to measurement indicators.
Championed organizational
improvements. Effectively dealt with
extremely complex situations. Turned
pressure and ambiguity into constructive
forces for change.
16. Communication Skills:
Ability to speak effectively and
listen to understand. Ability to
express facts and ideas
clearly and convincingly.
Unable to effectively articulate ideas
and facts; lacked preparation,
confidence, or logic. Used
inappropriate language or rambled.
Nervous or distracting mannerisms
detracted from message. Failed to
listen carefully or was too
argumentative. Written material
frequently unclear, verbose, or
poorly organized. Seldom proofread.
Effectively expressed ideas and facts in
individual and group situations;
nonverbal actions consistent with
spoken message. Communicated to
people at all levels to ensure
understanding. Listened carefully for
intended message as well as spoken
words. Written material clear, concise,
and logically organized. Proofread
conscientiously.
Clearly articulated and promoted ideas
before a wide range of audiences;
accomplished speaker in both formal and
extemporaneous situations. Adept at
presenting complex or sensitive issues.
Active listener; remarkable ability to listen
with open mind and identify key issues.
Clearly and persuasively expressed
complex or controversial material,
directly contributing to stated objectives.
INCIDENT PERSONNEL PERFORMANCE RATING (ICS 225)
1. Name:
2. Incident Name:
3. Incident Number:
10. Evaluation
Rating Factors N/A 1 – Unacceptable 2 3 – Met Standards 4 5 – Exceeded Expectations
17. Ability To Work on a
Team:
Ability to manage, lead and
participate in teams,
encourage cooperation, and
develop esprit de corps.
Used teams ineffectively or at wrong
times. Conflicts mismanaged or
often left unresolved, resulting in
decreased team effectiveness.
Excluded team members from vital
information. Stifled group
discussions or did not contribute
productively. Inhibited cross
functional cooperation to the
Skillfully used teams to increase unit
effectiveness, quality, and service.
Resolved or managed group conflict,
enhanced cooperation, and involved
team members in decision process.
Valued team participation. Effectively
negotiated work across functional
boundaries to enhance support of
broader mutual goals.
Insightful use of teams raised unit
productivity beyond expectations.
Inspired high level of esprit de corps,
even in difficult situations. Major
contributor to team effort. Established
relationships and networks across a
broad range of people and groups,
raising accomplishments of mutual goals
to a remarkable level.
18. Consideration for
Personnel/Team Welfare:
Ability to consider and respond
to others’ personal needs,
capabilities, and
achievements; support for and
application of worklife
concepts and skills.
Seldom recognized or responded to
needs of people; left outside
resources untapped despite
apparent need. Ignorance of
individuals’ capabilities increased
chance of failure. Seldom
recognized or rewarded deserving
Cared for people. Recognized and
responded to their needs; referred to
outside resources as appropriate.
Considered individuals' capabilities to
maximize opportunities for success.
Consistently recognized and rewarded
deserving subordinates or other IMT
members.
Always accessible. Enhanced overall
quality of life. Actively contributed to
achieving balance among IMT
requirements and professional and
personal responsibilities. Strong
advocate for subordinates; ensured
appropriate and timely recognition, both
formal and informal.
19. Directing Others:
Ability to influence or direct
others in accomplishing tasks
or missions.
Showed difficulty in directing or
influencing others. Low or unclear
work standards reduced productivity.
Failed to hold subordinates
accountable for shoddy work or
irresponsible actions. Unwilling to
delegate authority to increase
A leader who earned others' support
and commitment. Set high work
standards; clearly articulated job
requirements, expectations, and
measurement criteria; held
subordinates accountable. When
appropriate, delegated authority to
those directly responsible for the task.
An inspirational leader who motivated
others to achieve results not normally
attainable. Won people over rather than
imposing will. Clearly articulated vision;
empowered subordinates to set goals
and objectives to accomplish tasks.
Modified leadership style to best meet
challenging situations.
20. Judgment/Decisions
Under Stress:
Ability to make sound
decisions and provide valid
recommendations by using
facts, experience, political
acumen, common sense, risk
assessment, and analytical
thought.
Decisions often displayed poor
analysis. Failed to make necessary
decisions, or jumped to conclusions
without considering facts,
alternatives, and impact. Did not
effectively weigh risk, cost, and time
considerations. Unconcerned with
political drivers on organization.
Demonstrated analytical thought and
common sense in making decisions.
Used facts, data, and experience, and
considered the impact of alternatives
and political realities. Weighed risk,
cost, and time considerations. Made
sound decisions promptly with the best
available information.
Combined keen analytical thought, an
understanding of political processes, and
insight to make appropriate decisions.
Focused on the key issues and the most
relevant information. Did the right thing
at the right time. Actions indicated
awareness of impact of decisions on
others. Not afraid to take reasonable
risks to achieve positive results.
21. Initiative
Ability to originate and act on
new ideas, pursue
opportunities to learn and
develop, and seek
responsibility without guidance
and supervision.
Postponed needed action.
Implemented or supported
improvements only when directed to
do so. Showed little interest in
career development. Feasible
improvements in methods, services,
or products went unexplored.
Championed improvement through new
ideas, methods, and practices.
Anticipated problems and took prompt
action to avoid or resolve them.
Pursued productivity gains and
enhanced mission performance by
applying new ideas and methods.
Aggressively sought out additional
responsibility. A self-learner. Made
worthwhile ideas and practices work
when others might have given up.
Extremely innovative. Optimized use of
new ideas and methods to improve work
processes and decisionmaking.
22. Physical Ability for the
Job:
Ability to invest in the IMT’s
future by caring for the
physical health and emotional
well-being of self and others.
Failed to meet minimum standards
of sobriety. Tolerated or condoned
others' alcohol abuse. Seldom
considered subordinates' health and
well-being. Unwilling or unable to
recognize and manage stress
despite apparent need.
Committed to health and well-being of
self and subordinates. Enhanced
personal performance through activities
supporting physical and emotional well-
being. Recognized and managed
stress effectively.
Remarkable vitality, enthusiasm,
alertness, and energy. Consistently
contributed at high levels of activity.
Optimized personal performance through
involvement in activities that supported
physical and emotional well-being.
Monitored and helped others deal with
stress and enhance health and well-
being.
23. Adherence to Safety:
Ability to invest in the IMT’s
future by caring for the safety
of self and others.
Failed to adequately identify and
protect personnel from safety
hazards.
Ensured that safe operating procedures
were followed.
Demonstrated a significant commitment
toward safety of personnel.
24. Remarks:
25. Rated Individual (This rating has been discussed with me):
Signature: Date/Time:
26. Rated by: Name: Signature:
Home Unit: Position Held on This Incident:
ICS 225
Date/Time:
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ICS 225
Incident Personnel Performance Rating
Purpose. The Incident Personnel Performance Rating (ICS 225) gives supervisors the opportunity to evaluate
subordinates on incident assignments. THIS RATING IS TO BE USED ONLY FOR DETERMINING AN INDIVIDUAL’S
PERFORMANCE ON AN INCIDENT/EVENT.
Preparation. The ICS 225 is normally prepared by the supervisor for each subordinate, using the evaluation standard
given in the form. The ICS 225 will be reviewed with the subordinate, who will sign at the bottom. It will be delivered to the
Planning Section before the rater leaves the incident
Distribution. The ICS 225 is provided to the Planning Section Chief before the rater leaves the incident.
Notes:
• Use a blank ICS 225 for each individual.
• Additional pages can be added based on individual need.
Block
Number
Block Title Instructions
1 Name
Enter the name of the individual being rated.
2 Incident Name
Enter the name assigned to the incident.
3 Incident Number
Enter the number assigned to the incident.
4 Home Unit Address
Enter the physical address of the home unit for the individual being
rated.
5 Incident Agency and Address
Enter the name and address of the authority having jurisdiction for the
incident.
6 Position Held on Incident
Enter the position held (e.g., Resources Unit Leader, Safety Officer,
etc.) by the individual being rated.
7 Date(s) of Assignment
• From
• To
Enter the date(s) (month/day/year) the individual was assigned to the
incident.
8 Incident Complexity Level
1
2
3
4
5
Indicate the level of complexity for the incident.
9 Incident Definition
Enter a general definition of the incident in this block. This may be a
general incident category or kind description, such as “tornado,”
“wildfire,”, “bridge collapse,”, “civil unrest,” “parade,” “vehicle fire,”
“mass casualty,” etc.
10 Evaluation
Enter “X” under the appropriate column indicating the individual’s level
of performance for each duty listed.
N/A The duty did not apply to this incident.
1 – Unacceptable Does not meet minimum requirements of the individual element.
Deficiencies/Improvements needed must be identified in Remarks.
2 – Needs Improvement Meets some or most of the requirements of the individual element.
IDENTIFY IMPROVEMENT NEEDED IN REMARKS.
3 – Met Standards Satisfactory. Employee meets all requirements of the individual
element.
Block
Number
Block Title Instructions
4 – Fully Successful Employee meets all requirements and exceeds one or several of the
requirements of the individual element.
10
5 – Exceeded Expectations Superior. Employee consistently exceeds the performance
requirements.
11 Knowledge of the Job/
Professional Competence:
Ability to acquire, apply, and share technical and administrative
knowledge and skills associated with description of duties. (Includes
operational aspects such as marine safety, seamanship, airmanship,
SAR, etc., as appropriate.)
12 Ability To Obtain
Performance/Results:
Quality, quantity, timeliness, and impact of work.
13 Planning/Preparedness:
Ability to anticipate, determine goals, identify relevant information, set
priorities and deadlines, and create a shared vision of the Incident
Management Team (IMT).
14 Using Resources:
Ability to manage time, materials, information, money, and people (i.e.,
all IMT components as well as external publics).
15 Adaptability/Attitude:
Ability to maintain a positive attitude and modify work methods and
priorities in response to new information, changing conditions, political
realities, or unexpected obstacles.
16 Communication Skills:
Ability to speak effectively and listen to understand. Ability to express
facts and ideas clearly and convincingly.
17 Ability To Work on a Team:
Ability to manage, lead and participate in teams, encourage
cooperation, and develop esprit de corps.
18 Consideration for
Personnel/Team Welfare:
Ability to consider and respond to others’ personal needs, capabilities,
and achievements; support for and application of worklife concepts
and skills.
19 Directing Others:
Ability to influence or direct others in accomplishing tasks or missions.
20 Judgment/Decisions Under
Stress:
Ability to make sound decisions and provide valid recommendations by
using facts, experience, political acumen, common sense, risk
assessment, and analytical thought.
21 Initiative
Ability to originate and act on new ideas, pursue opportunities to learn
and develop, and seek responsibility without guidance and
supervision.
22 Physical Ability for the Job:
Ability to invest in the IMT’s future by caring for the physical health and
emotional well-being of self and others.
23 Adherence to Safety:
Ability to invest in the IMT’s future by caring for the safety of self and
others.
24 Remarks
Enter specific information on why the individual received performance
levels.
25 Rated Individual (This rating
has been discussed with me)
• Signature
• Date/Time
Enter the signature of the individual being rated. Enter the date
(month/day/year) and the time (24-hour clock) signed.
26 Rated by
• Name
• Signature
• Home Unit
• Position Held on This
Incident
• Date/Time
Enter the name, signature, home unit, and position held on the incident
of the person preparing the form and rating the individual. Enter the
date (month/day/year) and the time (24-hour clock) prepared.
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INCIDENT PERSONNEL PERFORMANCE RATING (ICS 225) (FEMA)

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Completed 7 June 2022

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