BASIC INCIDENT

BICS COMMAND SYSTEM

TRAINING COURSE

TRAINEE’S MANUAL
Contents
Course Overview ...................................................................................................... 1

Self-Paced Learning Session .................................................................................. 8

The Philippine Disaster Risk Reduction and Management System ................... 8

Introduction to ICS ........................................................................................... 26

Video Teleconferencing Modules ......................................................................... 35

Module 1: Organization and Staffing ................................................................ 35

Module 2: ICS Facilities ................................................................................... 43

Module 3: Managing Planned Events and Incidents ........................................ 46

Module 4: Incident/Event Assessment and Management by Objectives .......... 50

Module 5: Organizing and Managing Incident Resources................................ 55

Module 6: Incident/ Event Planning ................................................................. 60

Module 7: Transfer of Command, Demobilization, and Close-out.................... 64

 Course Overview:
Basic Incident Command System

Background

Following the enactment of Republic Act (RA) 10121, otherwise known as the
Philippine DRRM Act of 2010, the Philippine government took a proactive approach to
manage the disaster consequences and reduce disaster risks by institutionalizing
various mechanisms. Among these is the Incident Command System (ICS).

ICS is one of the flagship programs of the OCD. By virtue of various NDRRMC
issuances, ICS has been institutionalized as an on-scene disaster response tool of the
Philippine DRRM System. ICS is a standard, on-scene, and all-hazard incident
management concept introduced by the US Forest Service that can be used by all
DRRM Councils, emergency management, and response agencies. It is a disaster
response tool that coordinates the actions of all response groups.

ICS has been proven effective in managing potential and actual disaster
consequences. It has significantly enhanced the mechanisms for resource
management, reporting and documentation, promotion of responder safety, and
optimum achievement of response objectives as evident in past major disaster
response operations, including management of planned high-density population
gatherings.

To develop better appreciation and understanding of the ICS, there is a need to

conduct a basic level of training, which will highlight discussions on the core principles,
features, and functions of ICS.

Course Objectives

General Objective
At the end of the training, the participants will be able to obtain the knowledge, skills
and attitude that are essential for the application of basic concepts and principles of
ICS in any disaster situation.

Basic Incident Command System 1

Specific Objectives
Upon completion of the training, the participants will be able to:

1. Explain the concept of ICS, its background, overview, principles, and features;
2. Describe the ICS organization;
3. Determine the ICS facilities;
4. Learn how to manage planned events and major incidents;
5. Explain the principle of management by objectives;
6. Determine the essentials in managing resources in ICS;
7. Understand the considerations for incident and event planning; and
8. Discuss the use of transfer of command, demobilization, and close-out.

Teaching-Learning Methodologies

As we transition into the “new normal,” the OCD-CBTS ushers its participants into a
variety of online tools designed to fit the course and accommodate its learners. The
course utilizes the following teaching-learning methods:

• Self-Paced Learning is a method in which the learners can control the amount
of material content they consume, as well as the duration of time needed to
learn the new information properly. Note however, each self-paced session is
given a corresponding technical training time credit.
• Video teleconferencing (VTC) is a learning technology that facilitates the
communication and interaction of two or more users through a combination of
high-quality audio and video over the internet. As face-to-face learning is
currently adjourned, VTC is used for lectures and other interaction.
• Online Evaluation, in the forms of pre-training and post-training tests, is
administered to assess the effectiveness of the training course. Likewise, self-
paced quizzes and assignments are given during for the course duration.

Duration: 6 days

Six (6) training days with total of 30 training hours (19 hours for self-paced and 11
hours for VTC).

Category: Technical Course

Completing this course will credit 30 technical training hours.

Basic Incident Command System 2

 Guidelines for Participants

Requirement for course completion

• Take the Pre-test
• Complete all VTC Modules/ Sessions
• Complete all Self-paced readings and quizzes
• Accomplish Evaluation Forms
• Pass the Post-Test (60% passing grade)
• Submit all Assignments on time. Each assignment gets a corresponding
score:
▪ Complete and very satisfactory- 5/5
▪ Complete and satisfactory- 4/5
▪ Incomplete submission- 3/5
▪ No submission- 2/5

Video-teleconferencing rules
• Reflect NAME and OCD ID Number in your account name.
• Open your video camera.
• Dress appropriately.
• Choose a suitable background.

Online discussion rules

• All participants are muted by default.
• Strictly no interruption during the lecture. There will be an open-forum
afterwards.
• Put your questions in the chat box (or ask them during the open-forum)
• Wait to be acknowledged before you unmute.

Certification

The issuance of certificates shall adhere to the requirements pursuant to OCD Office
Order 182, s. 2017: Guidelines on the Implementation of OCD Disaster Risk
Reduction and Management (DRRM) Training Courses. Per item 8.8.3.1,
“Certificate of completion shall be awarded to trainees who attended all sessions and
successfully satisfied the requirements of the training course.” This includes the active
participation in the activities and the completion of Level 2: Learning Level Evaluation
with a passing grade (50% + 1). Per item 8.8.4 of the said OCD Office Order,
“Certificate of Participation shall be given if the trainee missed a maximum of 5% of
the required training hours and/or was not able to satisfactorily perform based on the
set objectives of the training course.”

Basic Incident Command System 3

Further, pursuant to OCD Office Order No. 196, s. 2019: Revised Guidelines on the
Implementation of Levels 1 and 2 Evaluation for DRRM Training, in item 9.2, it is
specified that a participant shall be required to take the pre-test and post-test under
the following conditions to receive Certificate of Completion:

• Pre-test: must accomplish the pre-test but no passing grade required

• Post-test: must earn a passing grade (60% of the total test items) or higher

Gender Sensitivity and Responsiveness

The OCD upholds the principles of gender and development in the implementation of
all its training programs. Hence, it is important for all attendees to maintain gender
sensitivity and responsiveness throughout the course.

Contact Details
For further inquiries, you may contact:
Capacity Building and Training Service
Office of Civil Defense Central Office
8912 - 4832 / 8421-1926
[email protected]

TRAINING TEAM ASSISTANCE

Please feel free to contact or approach any of the OCD Secretariat for assistance on
any training-related concern.

For further inquiries, you may contact:

Capacity Building and Training Service
Office of Civil Defense Central Office
8912 - 4832 / 8421-1926
[email protected]

Basic Incident Command System 4

 Course Program
DAY 1 Pre-training: Around 9 hours
(8 hours self-paced and 1hour VTC)
Time Particulars Duration Methodology
0830H – 0930H Training Orientation 1 hour VTC
N/A Pre-Test 1 hour Self-Paced
2 hours and Self-Paced
N/A Philippine DRRM System
30 minutes
2 hours and Self-Paced
N/A Introduction to ICS
30 minutes
Assignment 1: Initial Incident 2 hours Self-Paced
N/A
Objectives

DAY 2: Around 5 hours and 30 minutes

(2 hours self-paced and 3 hours and 30 minutes VTC)
Time Particulars Duration Methodology
0800H – 0830H Course Overview 30 minutes VTC
Module 1: ICS Organization and 1 hour VTC
0830H – 0930H
Staffing
0930H – 0945H Open Forum 15 minutes VTC
0945H – 1015H Module 2: ICS Facilities 30 minutes VTC
1015H – 1030H Open Forum 15 minutes VTC
Module 3: Managing Planned Events 45 minutes VTC
1030H – 1115H
and Incidents
1115H – 1130H Open Forum 15 minutes VTC
N/A Assignment 2: Check-in 2 hours Self-Paced

DAY 3: Around 4 hours and 30 minutes

(2 hours self-paced and 2 hours and 30 minutes VTC)
Time Particulars Duration Methodology
0830H – 0900H Recap 30 minutes VTC
Module 4: Incident/ Event 45 minutes VTC
0900H – 0945H Assessment and Management by
Objectives
0945H – 1000H Open Forum 15 minutes VTC

Basic Incident Command System 5

 Time Particulars Duration Methodology
Module 5: Organizing and Managing 45 minutes VTC
1000H – 1045H
Resources
1045H – 1100H Open Forum 15 minutes VTC
N/A Assignment 3: Operational Planning 2 hours Self-Paced

DAY 4: Around 7 hours and 30 minutes

(5 hours self-paced and 2 hours and 30 minutes VTC)
Time Particulars Duration Methodology
0830H – 0900H Recap 30 minutes VTC
Module 6: Incident and Event 45 minutes VTC
0900H – 0945H
Planning
0945H – 1000H Open Forum 15 minutes VTC
Module 7: Transfer of Command, 30 minutes VTC
1000H – 1030H
Demobilization and Closeout
1030H – 1100H Open Forum 30 minutes VTC
Group Assignment 4: Incident Action 5 hours Self-Paced
N/A
Plan

DAY 5: Around 1 hour and 30 minutes VTC

Time Particulars Duration Methodology
0830H – 0900H Recap 30 minutes VTC
Discussion on Operational Period 30 minutes VTC
0900H – 0930H
Briefing
0930H – 1000H Open Forum 30 minutes VTC

DAY 6: Post-training
Time Particulars Duration Methodology
N/A Training Evaluation 1 hour Self-Paced
N/A Post-Test 1 hour Self-Paced

Basic Incident Command System 6

 Course Modules

Self-paced

Philippine DRRM Provides an overview of the Philippine DRRM System and

System the paradigm shift brought about by RA 10121.

Introduction to This is an introduction to the concept of ICS, highlighting

its background and development as well as the key
ICS
features and principles.

VTC Modules

This module presents the composition of the ICS

Module 1:
organization and the roles and responsibilities of the
ICS Organization
members of the Incident Management Team.

Module 2: This module emphasizes the basic ICS facilities, their

ICS Facilities uses and map symbols.

Module 3: Managing This module underscores the considerations for

Planned Events and managing planned events and major incidents using
Incidents several incident management options.
Module 4:
Incident/ Event This module highlights the process for assessing the
Assessment and situation and coming up with set of actions using the
Management by principle of management by objectives.
Objectives
Module 5: Organizing This module is about the different standards and
and Managing approaches used in ICS when it comes to resource
Resources management.
This module presents the step-by-step process for
Module 6:
planning as the cornerstone of ICS. Further, it
Incident and Event
introduces the incident action plan as a document that
Planning
enumerates tactical actions for response.
Module 7:
This module provides an overview of the transfer of
Transfer of Command,
command, demobilization, and closeout as among the
Demobilization, and
key activities when terminating an ICS operation.
Closeout

Basic Incident Command System 7

 Self-Paced Learning Session

THE PHILIPPINE DISASTER RISK REDUCTION AND

MANAGEMENT SYSTEM

Module Objectives

Upon completion of the module, you will be able to:

1. Explain about the Philippine Disaster Risk Profile;
2. Describe the paradigm shift in the Philippine DRRM System;
3. Describe the four DRRM Thematic Areas; and
4. Determine the DRRM challenges.

Philippine Disaster Risk Profile

Pacific Ring of Fire

One major reason why we have disasters in the Philippines is because of our
geographic location along the highly-seismic Pacific Ring of Fire. This is the area
where the Philippine Sea and Eurasian Tectonic Plates meet and is prone to
occurrences of earthquakes, tsunamis and volcanic eruptions.

Because of this geographic location, our country has around 300 volcanoes in which
24 are active.

Basic Incident Command System 8

Active Faults and Trenches

If we will look at the distribution of active faults and

trenches in the Philippines, these are found in several
areas of the country.

Seismicity

If we will examine the seismicity or the frequency of

occurrence of earthquakes, almost all parts of the
country experience earthquakes.
Generally, we encounter an average of 20
earthquakes a day, per latest figures from the
Philippine Institute of Volcanology and Seismology
(PHIVOLCS).

Reference: DOST PHIVOLCS

Basic Incident Command System 9

Pacific Typhoon Belt

Aside from being situated in the

Pacific Ring of Fire, the Philippines
is also located along the Pacific
Typhoon Belt. This explains the
occurrences of different weather
disturbances such as typhoons.

Our country is visited by an average

of 20 typhoons per year, according
to the Philippine Atmospheric
Geophysical and Astronomical
Services Administration (PAGASA).
Climate Change

In addition, we also have to contend

with the irreversible impacts of climate
change that is largely characterized by
increasing global temperatures.

Too many greenhouse gases are

released in the atmosphere that trap
the heat and make the planet warmer,
this is referred to as Greenhouse
Effect.

Major Disasters caused by Natural Hazards

2009 Tropical Storm Ondoy

464 Dead

37 Missing

529 Injured

4.9 M Affected

PhP 11B Damages

Basic Incident Command System 10

2013 Bohol Earthquake

209 Dead

8 Missing

877 Injured

3.2 M Affected

PhP 2.25B Damages

2013 Typhoon Yolanda

6 300 Dead

1 062 Missing

28 688 Injured

16 M Affected

PhP 89.6B Damages

2018 Mayon Volcano Eruption

Around 90 000 Affected

PhP 166 M Damages

Basic Incident Command System 11

2018 Typhoon Ompong

82 Dead

2 Missing

138 Injured

3 M Affected

PhP 33.9B Damages

2019 Major Earthquakes

Porac, Pampanga (M 6.1)

Itbayat, Batanes (M 5.9)

Castillejos, Zambales (M 5.9)

San Julian, E. Samar (M 6.5)

Tulunan, Cotabato (M 6.6)

Davao Del Sur (M 6.9)

2020 Taal Volcano Eruption

737 K Affected
PhP 3B Damages

Basic Incident Command System 12

2020 Typhoons Quinta-Rolly-Ulysses

Combined effects:
153 dead
20 missing
524 injured

Major Disasters caused by Human-induced Hazards

2008, Wowowee Stampede

73 Dead
392 Injured

2010, Quirino Grandstand Hostage Taking

8 Dead
13 Injured

Basic Incident Command System 13

2013, Zamboanga Crisis

7 Dead
119 000 Displaced
PhP 3.2B Damages

2015, Kentex Factory Fire

2017, Marawi Crisis

87 Dead
350 000 Displaced
PhP 17B Damages

Basic Incident Command System 14

Cost of Disasters
It was estimated by the Philippine Institute for
Development Studies (PIDS) that the
estimated cost of disasters per year in the
Philippine economy based on 1905 to
2017data is around 85 to 422 billion pesos.

World Risk Index Report 2020

In 2020, the Philippines ranked as the 9th country
at risk to disasters globally, according to the World
Risk Report.
Rank in the previous years:

• 3rd in 2011 to 2013

• 2nd in 2014
• 3rd in 2015 to 2018
• 9th in 2019

Paradigm Shift in the Philippine DRRM System

What is DRRM?

Disaster Risk Reduction and Management (DRRM): the systematic process of

using administrative directives, organizations, and operational skills and capacities to
implement strategies, policies and improved coping capacities in order to lessen the
adverse impacts of hazards and the possibility of disaster.

Republic Act 10121: “An act strengthening the Philippine Disaster Risk Reduction
And Management System, providing for the National Disaster Risk Reduction and
Management Framework and institutionalizing the National Disaster Risk Reduction
and Management Plan, appropriating funds therefor and for other purposes”.

Basic Incident Command System 15

The paradigm shift to DRRM is brought about by the enactment of Republic Act (RA)
10121 on 10 May 2020. RA 10121 is the legal basis for DRRM in the Philippines.

Shift from Reactive to Proactive

Before RA 10121 was enacted, we used to have a reactive stance

characterized by a top-down and centralized approach to disaster
management.
Reactive
We also used to consider disasters as function of physical hazards and had
been largely focusing on disaster response.

Now, with RA 10121, we have shifted from reactive approach to the

Proactive proactive stance in DRRM.
We take a bottom-up participatory DRRM approach and view disasters as a
reflection of people’s vulnerability. Further, we adopt an integrated
approach by looking at all aspects to reduce disaster risk.
National Disaster Risk Reduction and Management Council
RA 10121 constituted and mandated the NDRRMC as the highest organized and
authorized body in DRRM in the Philippines. The NDRRMC replaced the former
National Disaster Coordinating Council (NDCC).

NDCC to NDRRMC

NDCC vs. NDRRMC

Basic Incident Command System 16

Office of Civil Defense (OCD)

The OCD is mandated by RA 10121 to serve as the

Executive Arm and Secretariat of the NDRRMC.

Primary mission of OCD:

To administer a comprehensive national civil defense

and disaster risk reduction and management program
by providing leadership in the continuous development
of strategic and systematic approaches as well as
measures to reduce the vulnerabilities and risks to
hazards and manage the consequences of disasters

OCD General Functions

• Policy-Making: The OCD shall facilitate development and implementation of

policies, plans, guidelines and procedures related to DRRM, in coordination with
relevant experts and stakeholders.
• Coordination: The OCD shall advise the NDRRMC on matters relating to DRRM
and orchestrate the implementation of programs, projects and activities.
• Integration: The OCD shall facilitate risk assessment in consultation with key
stakeholders and create an enabling DRRM environment by capacitating
individuals and organizations.
• Supervision: The OCD shall provide technical assistance to local government
units (LGUs) and other stakeholders, and ensure adherence to the national DRRM
standards and programs.
• Monitoring and Evaluation: The OCD shall conduct monitoring and evaluation as
part of the implementation of national DRRM standards.

DRRMC Network

RA 10121 further provides for the establishment of the “DRRMC Network” or the
replication of the NDRRMC from the national down to the regional, provincial, city,
municipal and barangay levels.

To bring down DRRM to the grassroots, RA 10121 further provides for the
establishment of the “DRRM Network” or the replication of the NDRRMC from the
national down to the regional, provincial, city, municipal and barangay levels. Thus,
the formation of additional committee was realized such as the Barangay Disaster Risk
Reduction and Management Committees or BDRRMCs to ensure the high capacity of
every Filipino.

Basic Incident Command System 17

National Level
1 National DRRM Council

Regional Level
17 Regional DRRM Councils

Basic Incident Command System 18

Provincial Level
81 Provincial DRRM Councils

City Level
146 City DRRM Councils

Basic Incident Command System 19

Municipal Level
1,488 Municipal DRRM Councils

Barangay Level
42,406 Barangay DRRM Committees

This is how the coordination works during emergencies. When only one barangay is
affected, coordination will only be within the barangay. When two (2) or more
barangays are affected, the city or municipal level has to take over. When two (2) or
more cities are affected, the provincial level will be responsible for coordination.
Basic Incident Command System 20
Similarly, the regional level will have to assist when two (2) or more provinces are
affected. The NDRRMC will coordinate for response when two (2) or more regions
have been affected.

Provincial DRRMC will respond if 2 or more

regions are affected.
Provincial DRRMC will respond if 2 or more
provinces are affected.
Provincial DRRMC will respond if 2 or more
cities or municipalities are affected.
City/Municipal DRRMC will respond if 2 or
more barangays are affected.
Barangay DRRMC will respond if 1 barangay
is affected

Local DRRM Office:

RA 10121 further requires that for every province, city, municipality and barangay,
there shall be the Local DRRM Office.
The Local DRRM Office is in charge of setting the direction, development,
implementation and coordination of DRRM programs in their areas.
Important Note from Section 15, RA 10121

LGUs shall take the LEAD.

NDRRMC shall always act as SUPPORT to LGUs.

DRRM Thematic Areas

RA 10121 provides for the institutionalization

and operationalization of DRRM through four (4)
interoperable and mutually reinforcing DRRM
thematic areas.

Four DRRM Thematic Areas

The four DRRM thematic areas are Disaster

Prevention and Mitigation, Disaster
Preparedness, Disaster Response, and
Disaster Rehabilitation and Recovery.

Basic Incident Command System 21

Disaster Prevention and Mitigation

To address current and reduce future risks of communities and government through
mainstreaming integrated risk management into science, policy and practice.

• Early warning systems

• Forecasting and monitoring
• Hazard and risk mappings
• Structural and non-structural interventions

Disaster Preparedness

To establish and strengthen capacities of governments, communities, CSOs, and

private sector to anticipate, cope, and recover from the adverse impacts of hazards
and potential cascading disasters, and minimize losses and disruption of daily life.

• Planning
• Propositioning and stockpiling
• Organizing responders
• Training, drills and exercises

Disaster Response and Early Recovery

To provide risk-based, timely and anticipatory response actions to address basic, life-
preservation and immediate needs of communities and government. Also, affected
communities/population are able to continue life with dignity and prevent or minimize
exacerbation of emergency situation.

• Damage assessment
• Evacuation
• Issuance of advisories
• Search, rescue and retrieval
• Relief distribution
• Management of evacuation centers

Basic Incident Command System 22

Disaster Rehabilitation and Recovery

To speed up recovery from disaster losses through rehabilitation and recovery

programs that are aligned to sustainable development and “Build Back Better”
principle.

• Post-disaster needs assessment

• Review of policies and plans
• Resettlement
• Provision of new sources of livelihood

National DRRM Plan

To operationalize the DRRM Thematic Areas at the national level and achieve the
respective targets, the NDRRMC formulated the NDRRM Plan.

The National DRRM Plan encompasses the four (4) DRRM Thematic Areas, with
corresponding long term goals, objectives, outcomes, outputs and activities. The
provisions of the plan were then updated in 2020 for implementation until 2030.

Basic Incident Command System 23

National DRRM Framework

The updated framework has two primary features. The first feature shows the
existing framework. The second feature depicts the transformation and recalibration
of the framework.

Centrality of risk and all hazards approach

It recognizes that risks are systemic in nature that changes over time with the interplay
of people’s level of capacity and vulnerabilities amidst the changing climate, including
extreme and slow onset events and manmade activities. The all hazards concept is
referred to by Sendai framework as the concept to strengthen technical and scientific
capacity to capitalize on and consolidate existing knowledge and to develop and apply
methodologies and models to assess disaster risks, vulnerabilities and exposure to all
hazards.

Coherence and mutual reinforcement of strategies among actors across

thematic pillars
The framework recognizes the need to establish credible linkages to enhance
coherence and harmonization across goals, systems, plans, and policies to avoid
duplication, overlapping of efforts and wastage of resources. Thus, the thematic pillars
are organized and clustered into three (3) key result areas (KRAs): KRA 1: disaster
risk reduction; KRA 2: preparedness and response; and, KRA 3: build back better.

Priorities of the Sendai Framework

The adoption of the four priorities for action of the Sendai framework as strategies
toward the attainment of our goal of a safer, adaptive, and disaster resilient filipino
communities toward sustainable development.

Basic Incident Command System 24

Challenges

“Buy-in” of Stakeholders
We need the cooperation and buy-in of our stakeholders. also need correct the notion
that DRRM is only a government concern.
Rather, DRRM requires the whole-of-society approach.

DRRM as “Way of life”

DRRM is relevant to be applied in all aspects of our lives, not just during emergency
times. Therefore, DRRM should be considered as our “way of life.”

Prioritization
DRRM should be among the top priorities of our officials and leaders, both for public
and private stakeholders.

Continuous innovation in the “New Normal” situation

We need to continuously innovate our DRRM policies, plans and programs in view of
the “new normal” characterized by the increasing in terms of scope, magnitude,
frequency, and complexities of disasters

Basic Incident Command System 25

 INTRODUCTION TO ICS

Module Objectives

Upon completion of the module, you will be able to:

1. Determine lessons from past incidents that led to the development of ICS;
2. Explain the overview of ICS;
3. Describe the key principles and features of ICS; and
4. Determine key events in which ICS was applied.

Lessons from Past Incidents

Philippines: a country that is at risk to disasters

Natural hazards abound in the Philippines primarily because of our geographic
location along the Pacific Ring of Fire and Pacific Typhoon Belt. This makes our
country prone to natural hazards such as earthquakes, tsunamis, typhoons and
tropical storms.

Aside from natural hazards, we also have to contend with various human-induced
hazards such as fires, bombing and terrorist attacks.

Common Issues with Disaster Response

1. Lack of reliable incident information

It is unclear who is the assigned public information officer to disseminate official
and legitimate situation update.

2. Inadequate communications
Stakeholders rely on their own communication tools and channels that are not
interoperable and interconnected with the rest.

3. Too many responders

• There are too many rescuers, emergency medical teams, fire fighters, social
workers, etc. in one incident area that compromise efficiency.
• “Span of control” is overwhelming, e.g., 1 supervisor commanding around
10 to 15 responders.
• Various responding agencies and organizations have their own organization
structures, with their respective chain of commands and authorities.

4. Lack of accountability
Some of the responders act as “freelancers” by initiating action on their own without
adhering to the authority of the persons in command or the leaders in the
jurisdiction.

5. Lack of structure for coordinated planning and response

There is no clear mechanism to harmonize multi-stakeholder planning and
response.

Basic Incident Command System 26

6. Unclear lines of authority
There are different “bosses” in one area and too many supervisors. There is no
clarity on who is calling the shots and in charge.

7. Terminology differences
Some personnel are unfamiliar with the terminologies and jargons used by others,
leading to confusion and ineffective communication.

8. Unclear or unspecified incident objectives

Since most of the responders are freelancer during those past incident, incident
objectives are unclear or not properly disseminated to all involved in the response
effort.

9. Confusion arising from catastrophic events

Due to too many responders, no clear objectives, unclear chain of command, in
addition to the pressures of catering to the overlapping demands of the
communities (e.g., requests for rescue and assistance, instructions of higher
officials, etc) -- all these lead to confusion.

10. Political intervention

Some take advantage of the disaster for political interests. Others even abuse their
authorities.

Overview of ICS

What is ICS?
ICS is a standard, on-scene, all-hazard incident management concept that can be
used by DRRMCs at all levels, particularly response groups.

It is a universally accepted concept, a response mechanism attuned to international

guidelines. ICS is used is on the spot or at the actual scene of the incident. It can be
applied for all types of disasters, whether caused by natural or human-induced
hazards.

ICS is made practically for all stakeholders, whether government or non-government

disaster managers and responders.

Origin of ICS
ICS was brought to the Philippines by the US Forest Service with
funding from USAID through the ASEAN-US Cooperation on
Disaster Management, which started way back in 2003.
Originally referred to as FIRESCOPE, ICS was designed for
managing forest fires in the US and was eventually adopted for use
in managing tactical resources or all forms of emergencies.

Basic Incident Command System 27

ICS around the World

At the ASEAN, the practice of ICS promotes regional cooperation

among the 10 ASEAN Member States, including the Philippines,
as part of the declaration “One ASEAN One Response.”

The use of ICS is widespread in several countries around the world:

• United States • Bhutan
• Canada • India
• Australia • Sri Lanka
• New Zealand • Ethiopia
• Mexico • Ghana
• China • Latin American Countries
• Vanuatu • Many other countries

Harmonized Response
ICS allows users to adopt an integrated organizational structure to match the
complexities and demands of single or multiple incidents without being hindered by
agency or jurisdictional boundaries.

It allows different actors to harmonize their efforts, have a common objective despite
their differences in mandates, functions and priorities.

ICS Legal Bases

2010 → Republic Act 10121

ICS was mandated to be established in the Philippines through
Republic Act 10121, particularly in the following provisions:
Section 9 (g): The Office of Civil Defense (OCD) shall "formulate
standard operating procedures for the deployment of rapid assessment
teams, information sharing among different government agencies, and
coordination before and after disasters at all levels."

Rule 7 (h), Implementing Rules and Regulations: The OCD shall

“establish an incident command system (ICS) as part of the country's
existing on-scene disaster response system, to ensure effective
consequence management of disasters or emergencies.”

2012 → NDRRMC Memo No. 4, s. 2012

Issued on 28 March 2012, this provides the guidelines on use of ICS as
an on-scene disaster response and management mechanism under the
Philippine DRRM System.

→ Executive Order No. 82, s. 2012

On 04 September 2012, Executive Order No. 82 was
issued. Specifically, under Section 4D, the Executive Order states that
“as soon as an incident is declared as approaching crisis level, the
Basic Incident Command System 28
 responding Crisis Manager activates the Incident Command System
(ICS)...”

2014 → OCD Memo 758A

OCD Memo No. 758A, s. 2014
Issued on 23 October 2014, this approves the ICS Field Operations
Guide for use and dissemination by the OCD.

2015 → NDRRMC Memo No. 48, s. 2015

Issued on 12 November 2015, this provides for the localization of ICS
forms in the Philippine context.

2016 → NDRRMC Memo No. 43, s. 2016

Issued on 18 August 2016, this provides the guidelines on the
interoperability of the Incident Management Teams and Response
Clusters.

→ NDRRMC Memo No. 44, s. 2016

Also issued on 18 August 2016, this provides the guidelines on the
mobilization of Incident Management Teams.

→ NDRRMC-NSC JMC No. 1, s. 2016

Issued on 30 August 2016, this Joint Memorandum Circular of the
NDRRMC and the National Security Council requires the use of ICS as
an integral component of contingency plan for both natural and human-
induced hazards.

2017 → NDRRMC Memo No. 100, s. 2017

Approved on 16 August 2017, this reiterates the training qualifications
to become recognized by the OCD as an ICS Cadre or Master Trainer.

2018 → DILG Memo No. 2018-49

Issued on 06 April 2018, this provides guidelines for the implementation
of the Seal of Good Local Governance. Specifically, ICS training has
been required as one of the assessment criteria that must be satisfied
by local government units to become qualified for the awarding of the
Seal of Good Local Governance.

→ NDRRMC Memorandum No. 131, s. 2018

Issued on 25 October 2018, this provides for the standardization of
Emergency Operations Center (EOC) in terms of establishment,
operationalization and management. It clarifies the application of ICS
principles in EOC. It also highlights how the EOC should work with the
Incident Management Teams during response.

Present Regional and Local Institutionalization

→ With references to the issuances from the national government,
regional and local DRRMCS also formulated their respective policies,
guidelines and ordinances to institutionalize ICS in their areas of
jurisdiction.
Basic Incident Command System 29
Purposes of ICS

Safety of responders and others

This is the number one priority: safety of the responders before proceeding to help
others. In ICS, a response operation can be put on hold or even terminated if the site
is not safe for the responders.

Achievement of tactical objectives

Tactical objectives are formulated as bases for the actions of the responders. In other
words, when you are deployed on-scene, you should know what your actual role and
contribution for the operations is.

Efficient use of resources

ICS ensures that resources match the needs of the incident. This is to prevent wastage
and overlapping of functions.

Proof of Effectiveness of ICS

The effectiveness of ICS in the Philippines has been proven academically

through the study conducted by the OCD and the Polytechnic University of the
Philippines (PUP) on the ASEAN 2017 Operations.

Based on findings, ICS is effective in terms of maintaining an integrated management

organization, ensuring agencies’ contribution, management of agency responsibilities,
and implementation of overall command and control.

Another study assessed the reliability and effectiveness of ICS in three (3) criteria:
policy, training and operations. The findings of the study indicate that ICS is reliable
and effective as an on-scene disaster response and management mechanism in the
country. ICS puts order in disasters. It systematizes and standardizes processes
by integrating mandates and functions of various stakeholders. ICS is a platform of
convergence for government, private sector, CSOs/NGOs and the community to work
together in managing disasters, and yield mutually desired results.

Basic Incident Command System 30

Principles and Features of ICS

Common Terminology
• All ICS communications should be done in plain language. Radio codes,
agency- specific codes, acronyms, and other jargon should be avoided to
ensure that radio traffic can be understood by everyone on that channel. This
ensures better communication and a safer work environment.

• Common terminology allows diverse incident management and support entities

to work together. Major functions and functional units with incident management
responsibilities are named and defined. Terminology for the organizational
elements involved is standard and consistent.

Modular Organization
• The ICS organization is flexible and modular. Organization develops in a top-
down fashion, beginning with the Incident Commander (IC). The IC establishes
organization based on incident size, complexity, and specific hazards.

• ICS also adheres to the principle of “Form follows function”, i.e., only
functions/positions necessary for the incident will be filled or activated.

Management by Objectives
The ICS is managed by objectives. In order to achieve the desired goal at the top of
the triangle. There are four essential steps. These steps take place in every incident
regardless of size or complexity.

1. Understand agency policy and direction

2. Establish incident objectives
3. Select appropriate strategy
4. Perform tactical direction (applying tactics appropriate to the strategy, assigning
the right resources, and monitoring performance)

Span of Control
• Span of control pertains to the number of individuals one supervisor can
effectively manage.

• Maintaining an effective span of control is particularly important in incidents

where safety and accountability have top priority.

• In ICS, the ideal span of control for any supervisor falls within a range of 3 to 7
subordinates. If a supervisor has fewer than 3, or more than 7, people reporting
to him/her, some adjustments to the organization should be considered.

Incident Facilities and Locations

In ICS, there are several incident facilities and locations being established depending
on the needs of the incident. Examples are shown in the slide. The functions of the
facilities will be discussed in the succeeding modules.

Basic Incident Command System 31

Resource Management
• Resource management includes processes for categorizing, ordering,
dispatching, tracking, and recovering resources.
• Maintaining an accurate and up-to-date picture of resource utilization is a critical
component of incident management.

Integrated Communications
The ability to communicate within the ICS is essential. Communications can be viewed
in at least three different ways:
• The "hardware" systems that transfer information
• Planning for the use of all available communications frequencies and resources
• The procedures and processes for transferring information
Just as every incident requires an IAP, every incident also needs a Communications
Plan. Like the action plan, the Communications Plan can be very simple and stated
orally, or it can be quite complex, and form a part of a written IAP.

Establishment and Transfer of Command

• The command function must be clearly established from the beginning of
incident operations. The agency with primary jurisdictional authority over the
incident designates the individual at the scene responsible for establishing
command.
• The command may also be transferred from one IC to another depending on
the situation. When command is transferred, the process must include a briefing
that captures all essential information for continuing safe and effective
operations.

Chain of Command and Unity of Command

• Chain of Command means that there is an orderly line of authority within the
ranks of the organization with lower levels subordinate to, and connected to,
higher levels.
• Unity of command is ensuring unity of effort under one responsible person (or
commander) for completing a task.
• Chain of Command and Unity of Command help to ensure that clear reporting
relationships exist. They eliminate the confusion caused by multiple, conflicting
directives.

Unified Command
• Unified Command enables all responsible agencies to manage an incident
together by establishing a common set of incident objectives and strategies.
• It allows Incident Commanders to make joint decisions by establishing a single
command structure. In maintaining unity of command, each employee only
reports to one supervisor. There is shared responsibility and accountability.

“Check-in” for Accountability

• Several procedures within the ICS ensure personnel accountability. Among
these procedures is the conduct of "check-in."
• Upon arrival at the response site, all responders, regardless of agency or
affiliation, must check-in by reporting to the person in charge, the Incident
Commander, and receive an assignment in accordance with the procedures
established.
Basic Incident Command System 32
Dispatch/Deployment
• Resources should respond only when requested or when dispatched by an
appropriate authority through established resource management systems.
• Receipt of a complete deployment briefing is important. The situation must be
assessed, and the response must be thoroughly planned. Managing resources
safely and effectively is the most important consideration.

Information and Intelligence Management

Information and intelligence are critical to incident response. It is important that the
incident management organization establishes a process for gathering, sharing, and
managing incident-related information and intelligence.

Forms and Tools

ICS has a variety of tools, including forms, to help standardize procedures and
documentation.

Incident Action Plan

• Every incident needs an action plan. At first, response operations commence
based on existing practices and standards. As incidents grow in complexity
and/or size, ICS provides a format for a written action plan, referred to as the
Incident Action Plan (IAP).
• The purpose of the IAP is to provide all incident supervisory personnel with
appropriate direction for action. The IAP specifies tactical actions associated
with the next operational period.

Documentation of ICS Application

2013 → Black Nazarene Translacion

Since 2013, ICS is implemented during the celebration of Black
Nazarene Traslacion to ensure the safety of devotees from security
threats, stampede, and other untoward incidents. Principles such as
unity of command are applied to effectively manage event
requirements.

2014 → Typhoon Ruby

In response to Typhoon Ruby, regional and local IMTs were mobilized.
They developed the Incident Action Plans and conducted Operational
Period Briefings for the responders. Evacuation procedures, rescue
and clearing operations were conducted efficiently and effectively.

2015 → Asia Pacific Economic Cooperation (APEC)

During the hosting of the APEC in 2015, several Incident Management
Teams were deployed to various engagement areas, hotels and
meeting venues of various regions to ensure the safety and welfare of
the APEC delegates. Moreover, during the APEC Economic Leaders
Meeting, the concept of Unified Command was applied by the
NDRRMC under the Joint Task Group Emergency Preparedness.

Basic Incident Command System 33

2016 → Mt. Apo Fire Incident
During the Mt. Apo Fire Incident, RDRRMC XI and XII fully applied the
concepts and principles of ICS to facilitate inter-agency response and
prevent further spreading of the fire. Moreover, the ICS was used for
proper coordination with other neighboring regions offering assistance.

2017 → Marawi Crisis

In response to Marawi Crisis, the National Incident Management Team
was mobilized to augment for consequence management. The focus
was on the provision of immediate needs for the communities displaced
due to the armed conflict situation.

2018 → Mayon Volcano Eruption

During the Mayon Volcano Eruption, RDRRMC V assisted the local
government units in managing the needs of the displaced population.
An Incident Management Team was mobilized to facilitate the
distribution of relief goods and other resources.

2019 → Batanes Earthquake

After the earthquake hit Batanes in July 2019, the mobilization of
Incident Management Team was among the initial actions undertaken
by the local government unit. An Incident Command Post was
established, among other ICS facilities, to manage the entry of external
assistance.

2020 → Coronavirus Disease 2019 (COVID-19)

With reference to the National Action Plan, DRRMCs have been
organized as Task Forces for COVID-19. Among the mechanisms of
the Local Task Forces is the mobilization of Incident Management
Teams. Examples of activities are the management of areas under
community quarantine, the distribution of assistance to families, and the
facilitation of resource needs for the locally stranded individuals.

Basic Incident Command System 34

 Video Teleconferencing Modules

MODULE 1: ORGANIZATION AND STAFFING

Module Objectives

Upon completion of this module, the participants will be able to:

1. Describe the ICS organization;
2. Explain the Responsible Official, Incident Commander, Command Staff and
General Staff positions and responsibilities; and
3. Explain the information flow within the ICS organization.

ICS Organization

• Built around five (5) major functions

• Only those parts of the organization required are filled
• Establishes lines or supervisory authority and formal reporting relationships

Basic Incident Command System 35

ICS Position Titles

Organizational Element Leadership Position Titles Support Positions

Command Incident Commander Deputy
Command Staff Officer Assistant
General Staff Section Chief Deputy
Branch Director Deputy
Division Supervisor
Group Supervisor
Unit Leader Assistant; Manager
Strike team Leader Assistant
Task Force Leader Assistant
Single Resource Leader Assistant

Summary: ICS Position Titles

LEADERSHIP POSITIONS SUPPORT POSITIONS

Commander Deputy: Acts as substitute
Officer Assistant: Must have technical capability
Chief
Director
Supervisor
Leader

Important
• ICS positions are international standards.
• Do not confuse ICS positions with your own office titles.

Responsible Official

Responsible Official (RO): Person vested with overall decision-making authority such
as:
• Local Chief Executive
• Department Secretary
• Head of Agency/ Organization / Office
• Chairperson of DRRMC
Roles:
• Provides overall policy direction, guidance and priorities
• Serves as link to other higher authorities
• Delegates authority to Incident Commander

Basic Incident Command System 36

Delegation of Authority
• Verbal or written instruction by the RO
• Grants authority to the IC to assume command and carry out specific
functions.
• Does NOT relieve the RO of the overall responsibility for the incident

Delegation of Authority

Basic Incident Command System 37

Incident Management Team

Composed of the Incident Commander and appropriate Command and General Staff

• ICS organization begins with the IC

• The IC may designate Command Staff to provide information, liaison, and
safety services.
• As the incident expands in complexity, the IC may add General Staff Sections.

Incident Commander (IC)

• Receives authority from the RO

• Sets incident objectives
• Leads the tactical incident response
• Note: First responder is automatically the IC.

Other Responsibilities
• Receives briefing from RO or outgoing IC
• Establishes the Incident Command Post (ICP)
• Establishes appropriate ICS organization
• Establishes priorities
• Approves and authorizes the implementation of the Incident Action Plan
• Ensures that adequate safety measures are in place
• Coordinates with key people and officials
• Approves requests for additional resources and for their release
• Reports progress and updates to the RO
• Authorizes release of public information

Response Priorities
The IC decides and sets objectives based on the following priorities:
• Life Safety (responders, victims, public
• Incident Stabilization
• Property Protection / Conservation

Basic Incident Command System 38

Functional Responsibilities

Command Staff

Public Information Officer (PIO)

• Focal person for information dissemination
• Works closely with other PIOs and the media
• May have assistant(s)

Liaison Officer (LOFR) - Contact point for agency representatives (AREPS)

Safety Officer (SOFR)

• Works with Operations
• Anticipates, detects, and corrects unsafe situations
• Has emergency authority to stop unsafe operations
• May have assistant(s)

Agency Representatives
• NOT part of the Command Staff
• Assigned to an incident by assisting/ cooperating agency
• Have authority to make decisions for their agency
• Report to the IC (or LOFR if designated)

ASSISTING AGENCIES COOPERATING AGENCIES

Directly provides tactical resources. Provides assistance other than tactical
Examples: resources.
• BFP Examples:
• AFP • Fast food chains
• DOH • Utility companies
• DSWD
Basic Incident Command System 39
General Staff

Operations Section
• Directs execution of all tactical operations
• Usually the first organization assigned to the incident
• Headed by Operations Section Chief (OSC)

Expanding the Operations Section

• Can be expanded as Divisions, Groups or Branches
• Generally dictated by the number of tactical resources and influenced by span
of control

Divisions
• Geographic subdivision of areas of operations
• Labeled using alphabet characters (e.g. Division A, Division B)
• Managed by a Supervisor

Groups
• Functional subdivision of areas of operation
• Labeled according to the function (e.g. Health Group and Relief Group)
• Managed by a Supervisor

Divisions and Groups

• Can be used together in an incident
• Are at an equal level in the organization

Branches
• Used when the number of Divisions or Groups exceeds the span of control
• Either geographical or functional
• Identified by Roman numeral or functional name
• Managed by a Director

Special Operations Branch

• Example: Air Operations Branch
• Activated to coordinate the use of aviation resources
• Managed by the Air Operations Branch Director

Planning Section

• Collects, evaluates and processes information

• Develops Incident Action Plan
• Maintains situation and resource status
• Headed by Planning Section Chief (PSC)

Basic Incident Command System 40

Units in Planning Section
UNITS FUNCTIONS
Resources Unit Monitors, consolidates and reports resource status
Situation Unit Monitors, consolidates and reports situation status
Documentation Unit Documents meetings and consolidates all reports
Demobilization Unit Facilitates demobilization of resources

Technical Specialists
Assigned wherever needed depending on the requirements of the incident.
Examples:
• Structural engineers
• Geologists
• Environmentalists
• Meteorologists

Logistics Section

• Provides resources and all other services to support the responders

• Headed by Logistics Section Chief (LSC)

Units in Logistics Section

UNITS FUNCTIONS
Supply Unit Manages supplies and equipment
Facilities Unit Manages facilities
Ground Support Unit Manages ground resources
Communications Unit Manages communication
Food Unit Manages food requirements
Medical Unit Manages medical requirements

Branches
SUPPORT BRANCH Supply Unit
Facilities Unit
Ground Support Unit
SERVICE BRANCH Communications Unit
Food Unit
Medical Unit

Basic Incident Command System 41

Finance/ Administration Section

• Monitors incident costs

• Maintains financial records
• Administers procurement contracts
• Performs time recording
• Headed by Finance/Admin Section Chief (FSC)

Units in Finance/ Admin Section

UNITS FUNCTIONS
Records time of service rendered by personnel or
Time Unit
equipment
Procurement Unit Monitors, consolidates and reports procurement status
Responsible for concerns such as property damage,
Compensation/ Claims Unit
injuries, etc.
Cost Unit Tracks operations costs

Flow of Information

INFORMATION EXCHANGE Open and free for all

ORDERS, DIRECTIVES, Follow chain of command

REQUESTS, STATUS
CHANGES

Applying the ICS Organization

• ICS positions are different from office titles.

• Activate the other positions only when needed.
• Rank does not apply in ICS

Rank does not apply

Age, sex, educational background and years of experience are STATISTICALLY

INSIGNIFICANT to effective unity of command.

Basic Incident Command System 42

 MODULE 2: ICS FACILITIES

Module Objective

Upon completion of this module, participants will be able to describe the facilities used
in ICS, their purposes and appropriate map symbols.

Factors to Consider when Establishing ICS Facilities

• Needs of the incident

• Length of time the facility will be used
• Cost to establish the facility
• Environmental considerations

Incident Command Post (ICP)

• Location for primary command functions

• Facility dedicated for the IC
• Only one ICP for every incident

Considerations
• Initially must be established near the incident area
• Should not be relocated unless necessary
• Must have security and control access
• Activation and location must be announced
• Must be away from incident noise, hazard zone and confusion
• Should contain situation and resource status displays
• Can expand as the incident grows

Staging Area(s)

• Location of resources waiting for assignments and ready

for mobilization
• May have several Staging Areas

Establishing the Staging Area

• All Staging Areas will have a Staging Area Manager (STAM) under Operations.
• Staging Areas will be given a name which describes their general location, e.g.
PICC Staging Area.

Basic Incident Command System 43

Considerations
• Resources in staging area must be on a three-minute available status
• Must be close to the location of tactical assignments (within five minutes)
• Must be safe from hazards
• Must be large enough to accommodate available resources
• Must have necessary security controls
• Location must minimize environmental damage

Benefits of Staging Area

• Provides safe location for resources immediately available
• Provides for greater accountability: All available resources are together in one
location
• Controls and assists in check-in
• Allows for proper planning for resources

Base

• Location for out-of-service equipment (for repair) and

personnel (for medication)
• Only one Base for every incident

Considerations
• The management of the Base is under the Logistics Section.
• It is advisable to pre-designate possible Base locations.

Camp(s)

• Temporary location to provide services for responders

(accommodation, food, water, sanitary services, etc.)
• May have several Camps

Considerations
• Location of Camps can be moved.
• All Base activities may be performed at Camps.
• Camp is designated by geographic name or number.

Helibase

Location where helicopters and air assets may be parked,

maintained, fueled, and loaded.

Considerations
• May have more than one Helibase
• Can be located at airport or other off-incident location
• Helibase is usually not moved.

Basic Incident Command System 44

Helispot(s)

• Temporary locations where helicopters and air assets can

safely land and take off
• Used to load or off-load personnel, equipment, and
supplies
• May have several Helispots

Other Facilities

• Camps for displaced persons

• Warehouse for inventory of donations of supplies, etc.
• Security/Safety facilities
• Morgue for Disaster Victim Identification
• Others?

Basic Incident Command System 45

 MODULE 3: MANAGING PLANNED EVENTS AND
INCIDENTS

Module Objectives

Upon completion of this module, the participants will be able to:

1. Describe the use of ICS for managing planned events and incidents; and
2. Discuss the various incident management options.

Managing Planned Events and Incidents

Planned Events: Planned events are organized gatherings such as parades, fiestas,
concerts, conferences, and other events usually characterized by having high-density
population of audiences or attendees requiring security services.

Use of ICS for Planned Events

• Disasters/ incidents may threaten the lives of the attendees to the event.
• ICS helps to properly organize and preposition responders in anticipation of
disasters/ incidents.

Major Incidents
• May start as major incidents (typhoons)
• May occur with little or no advanced warning (earthquakes, flash floods,
bombing)
• May start as small but has potential to grow (oil spill, SARS)

Organizing ICS for Major Incidents

1. Size up the situation
2. Assess if lives are at risk
3. Establish objectives
4. Determine and account resource needs
5. Develop Incident Action Plan (IAP)
6. Establish ICS organization
7. Execute IAP and monitor work progress
8. Adjust IAP as necessary

Basic Incident Command System 46

Incident Management Options

Single Command
• ICS organization with single IC
• Applies during initial response

If the incident is getting larger/more complex, functions and resources are added.

As the incident size/complexity increases, divisions/groups are added

Basic Incident Command System 47

Unified Command
• Allows different agencies/organizations with responsibility for the incident to
jointly provide management direction
• Composed of several ICs from different agencies who work on an agreed and
common set of incident objectives
• Unified Command Applications

Incident Complex
• Applies to two or more incidents located in the same general proximity
managed by a single IMT
• Examples for Incident Complex
o Earthquakes, typhoons, floods, in the same area
o Several separate forest fires burning in close proximity
o Many separate incidents occurring simultaneously.
Basic Incident Command System 48
Single Incident Divided

• Incident becomes too large and spreads to more than one jurisdiction.
• As the incident spreads, different objectives must be accomplished in different
areas, thereby requiring more IMTs.
• Example: Flooding Incident divided into Two Incidents
o Initially, flooded area was only in City A and an IMT was established.
o The flood spread to City B and City C.
o Incident is now too large and too complex for single IMT. Two IMTs are
required.

Area Command

An IMT functions as Area Command Team to:

• Oversee management of multiple incidents by multiple IMTs; or
• Oversee multiple IMTs managing a single very large incident
• Example: Flooding Incident managed using Area Command:

Basic Incident Command System 49

 MODULE 4: INCIDENT/EVENT ASSESSMENT AND
MANAGEMENT BY OBJECTIVES

Module Objective

Upon completion of this module, the participants will be able to:

1. Explain the process for assessing incident/event complexity, and
2. Discuss the process of management by objectives.

Assessing Incident/ Event Complexity

Initial Response Actions

• Assessment and Safety
o Size up the situation
o Determine if life is at risk
o Ensure personnel safety
o Identify environmental issues

• Planning and Resource Management

o Assume command and establish ICP
o Establish objectives, strategies and tactics
o Determine resource needs
o Establish initial organization

Size Up the Situation

Initial Management Decisions:

A thorough size up provides information needed to make initial management

decisions.
Basic Incident Command System 50
Situation Awareness

Knowledge / perception of:

• Current status of the incident
• Current actions

How to attain Situation Awareness?

• Identify current and potential problems.
• Recognize the need for action.
• Do not ignore information discrepancies.
• Seek and provide information before acting.
• Continue collecting information about the incident and assignments.
• Assess your own task performance.
• Identify deviations from the expected.
• Communicate your situation awareness to all team members.

Additional Information

The IC must also take into account the following:

• Authorities
• Policies and guidelines
• External stakeholders

Basic Incident Command System 51

Management by Objectives

• ICS is managed by objectives.

• Objectives are communicated throughout the entire ICS organization

Objectives, Strategies and Tactics

Incident Objectives: State what will be accomplished.

Strategies: Establish the general plan or direction for accomplishing the incident
objectives.

Tactics: Specify how the strategies will be executed.

Responsibility for Developing Objectives

IC has the sole responsibility for developing objectives.

Basic Incident Command System 52

Priorities for Developing Incident Objectives

Writing “SMART” Objectives

Specific Is the wording precise and unambiguous?

Measurable How will achievements be measured?
Is an action verb used to describe expected
Action- oriented
accomplishments?
Realistic Is the outcome achievable with given available resources?
Time- bound What is the timeframe? (if applicable)

Other Features of Well- written Objectives

Attainable Is it achievable considering the available resources?

Is it broad enough to allow for consideration of both strategic
Flexible
and tactical alternatives?

Examples of “SMART” Objectives

• Release all hostages safely with no further casualties by 1500H.

• Stop any further flow of hazardous material to river bed by 0900H.
• Search all structures for trapped victims by 1400H.
• Reduce reservoir level to 35 feet by 0800H tomorrow.
• Complete RDANA in Barangay C within 8 hours.
• Distribute relief items to the evacuees located in downtown within the next 24
hours
• Suppress fire within the existing structures in Barangay A during the current
operational period.

Basic Incident Command System 53

Strategy

Describes the general method(s) to be used in order to achieve the incident objective.

Criteria for a Well-Developed Strategy

Tactical Direction
• Describes how the Strategy will be accomplished
• Assigns the appropriate resources to accomplish the strategy

Developing Tactical Direction

1. Establish tactics
2. Assign resources
3. Monitor performance
4. Adjust tactics

Basic Incident Command System 54

 MODULE 5: ORGANIZING AND MANAGING
INCIDENT RESOURCES

Module Objectives

Upon completion of this module, the participants will be able to:

1. Explain the important concepts in organizing and assigning resources, and
2. Explain the key considerations for managing resources.

Organizing Resources

What is a Resource?
In ICS, resources consist of personnel and major equipment.

Organizing Resources
• Personnel Resources: Assigned to functional areas within ICS Sections based
on experience, training and past performance
• Equipment Resources: Consist of equipment and the personnel assigned to
operate.

Describing Resources
• Kind refers to broad categories of resources
• Type describes performance capability

Advantages of Resource Typing

• Helps to determine the right resource for the job
• Communicates what is needed easily
• Enables monitoring of capabilities
• Promotes efficiency

Options for Using Resources

Single Resources
• Individual equipment or personnel
• Can be typed to reflect capability

Strike Teams
• Resources of the same kind and type
• Must have a leader, common communications net and transportation, as
required.

Task Forces
• Combination of resource kinds and types
• Must have a leader, common communications net and transportation as
required.
Basic Incident Command System 55
Why use Strike Teams and Task Forces?
• Enables more effective resource use planning
• Provides quick way for resource requests
• Reduces radio traffic by communications going to a Task Force or Strike
Team leader, rather than to each single resource
• Maintains good span of control
• Provides close control and accountability

Resource Status
Assigned: Currently working under the direction of the supervisor
Available: Ready for deployment and waiting for assignment
Out-of-Service: Neither assigned nor available

Changing Resource Status

Resource status is changed by the person in charge of the resource.
Status change will be passed to the Planning Section.

Resource Tracking Systems

• Manual System (ICS Forms)
• T Cards
• Magnetic Maps or Status Boards
• Computer System

Managing Resources

Why is Resource Management Important?

The job gets DONE.
The job gets done SAFELY.
The job gets done COST-EFFECTIVELY.

Resource Management Considerations

• Establishing Resource Needs
• Resource Ordering / Requesting
• Check-in
• Resource Use
• Demobilization

Establishing Resource Needs

Plan for what you need now and in the future

Basic Incident Command System 56

ICS Form 215: Operational Planning Worksheet

Allows planning for the following:

• Work location • Current availability of resources
• Work assignments • Reporting locations
• Kind and type of resources • Requested arrival times
needed • Surplus resources

ICS Form 215A: Safety, Risk and Health Analysis

• Used in conjunction with ICS 215

• Accomplished together by Operations Chief and Safety Officer

Basic Incident Command System 57

 • Identifies hazards that can threaten the responders and the possible mitigation
procedures

Resource Ordering / Requesting

Communicate requests for additional resources to the Emergency Operations Center

What is an EOC?
A designated facility that is staffed to undertake multi-stakeholder coordination,
manage information, and mobilize resources in anticipation of and/or to support
incident operations.

Essential Information for Resource Orders/ Requests

✓ Incident name ✓ Reporting location
✓ Order/request number ✓ Requested arrival time
✓ Date and time of request/order ✓ Radio frequency
✓ Quantity, kind and type of ✓ Person placing the request
resource ✓ Callback number

Ordering/ Requesting Methods

Ordering Process
• Personnel authorized to request/ order:
– Incident Commander
– Logistics Section Chief
– Supply Unit Leader
• IC must approve all requests/ orders.
• Requests/ orders must be communicated to the EOC.

Process for Filing Resource Requests

Basic Incident Command System 58

Resource Check-in
• A pre-established ICS process
• Provides accountability
• Begins as soon as possible in the course of the incident
• May occur at multiple locations

Check-in Locations
• Incident Command Post
• Base
• Camp
• Staging Area
• Helibase

Resource Use
After check-in, resources may be:
• Initially assigned to base, camps or staging areas; or
• Directly assigned to Operations

Resource Demobilization
Release and return of resources that are no longer required.

Basic Incident Command System 59

 MODULE 6: INCIDENT/ EVENT PLANNING
Module Objective

Upon completion of this module, the participants will be able to explain the steps
involved in incident action planning.

Results of Poor Planning

• Inefficient use of resources • High incident costs

• Inappropriate strategies and • Low effectiveness
tactics • Lack of documentation
• Safety problems

Incident Action Planning

Process of formulating the Incident Action Plan (IAP) that shall specify the response
activities to be undertaken for the given operational period.

The Planning “P”

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Essential Steps in Incident Action Planning
1. Understand the Situation
2. Establish Objectives and Strategy
3. Develop Tactical Direction and Assignments
4. Prepare the IAP
5. Conduct Operational Period Briefing
6. Implement the IAP
7. Evaluate the IAP

Step 1: Understand the Situation

• What has happened?
• What actions have been made?
• What is the progress?
• How effective is the current plan?

Step 2: Establish Objectives and Strategies

Objectives: What must we accomplish?
Strategies: What is our general plan or direction for accomplishing the incident
objectives?

Step 3: Determine Tactical Direction and Assignments

Step 4: Prepare the Incident Action Plan

Incident Action Plan may be verbal or written.

Verbal IAP
IC briefs the responders on:
• Incident Objective(s)
• Strategies
• Tactics
• Assignments
• Communications
ICS 201 may be used as reference.

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Written IAP
Decided by the IC.
Usual requirements for written IAP:
• 2 or more jurisdictions involved
• Overlapping Operational Periods
• Organizational elements activated
• Required by policy

ICS Form 202: Incident Objectives - Describes basic incident objectives and priorities
ICS Form 203: Organization Assignment List - Provides information on units currently
activated
ICS Form 204: Assignment List - Specifies current assignments for operating
personnel
ICS Form 205: Communications Plan - Records methods of communication
ICS Form 206: Medical Plan - Provides information on all medical concerns for
responders
ICS Form 208: Safety Message/ Plan - Provides expanded information on safety
concerns

Additional Supporting Documents

• Maps
• Incident facility plans
• Detailed weather forecasts
• Directory
• Others

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Planning Meeting
• Facilitated by the PSC
• Venue for the development of the IAP

Finalize the IAP

• Compile IAP components
• Obtain IC’s approval and signature on the IAP
• Reproduce the IAP

Step 5: Conduct Operational Period Briefing

Used to communicate and disseminate the contents the IAP to all concerned

Step 6: Implement the IAP

For Smaller Incidents: Execute operations based on verbal IAP
For Larger Incidents: General staff will perform roles based on written IAP; IC provides
oversight

Step 8: Evaluate the IAP

• Does the plan accurately reflect the current situation?
• Monitor progress against planned tactical operations
• Make adjustments as required

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 MODULE 7: TRANSFER OF COMMAND,
DEMOBILIZATION, AND CLOSE-OUT

Module Objectives

Upon completion of this module, the participants will be able to:

1. Explain the process of transfer of command;
2. Discuss the demobilization procedures; and,
3. Explain the importance of close-out meeting.

Transfer of Command

Process of moving the responsibility of command from one IC to another IC

Arrival of a More Qualified Person

Assume command according to guidelines or
Maintain current command as it is and monitor its activity and effectiveness or
Request another more qualified IC as needed

Transfer of Command Procedures

• Should take place face- to- face
• Include a complete briefing

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 • Effective time and date of the transfer should be communicated to the
concerned personnel.

Transfer of Command Briefing Agenda

1. Situation Status
2. Incident objectives and priorities based on the IAP
3. Current organization
4. Resource assignments
5. Resources ordered and en route

Stabilizing or De-escalating Incidents

• When an incident stabilizes or de-escalates, incident management is returned
to the original level of command.
• Another transfer of command occurs.

Demobilization

Release and return of resources that are no longer required for the support of the
incident/event.

Planning for Demobilization

• Eliminates waste
• Eliminates potential fiscal and legal impacts
• Ensures controlled and safe release process

Who does what in demobilization

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Demobilization Plan: Basic Parts

Close-Out

Formal meeting that shall take place with the RO and the IMT members.

Things to discuss during the Close-Out Meeting

• Incident summary and actions taken
• Major events that may have lasting ramifications
• Turnover of documentation
• Issues and concerns
• Performance evaluation

Preparations for the Close- Out Meeting

• PSC prepares the agenda and handouts/ supporting documents.
• IC approves the agenda.

Team Close-out Meeting

• IMT may hold a closeout meeting to discuss team performance.
• Results of the close-out meeting can form part of the “after action review” or
“lessons learned” report.

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Dispatch/ Deployment

• Only deploy to an incident when requested or when authorized.

• Receive a complete deployment briefing.

Check-in

Purposes of Check-in
• Ensures accountability
• Prepares personnel for assignments
• Locates personnel
• Helps to plan for demobilization

Check-in Procedures
Responders must check-in only ONCE at the AUTHORIZED LOCATION such as:
• Incident Command Post
• Base
• Camp
• Staging Area
• Helibase

Initial Incident Briefing

• Current situation updates

• Incident objectives
• Work assignments
• Location of work area
• Procedures for obtaining additional resources
• Possible hazards and safety procedures

Accountability

• Maintain chain of command and unity of command

• Take direction from a single supervisor
• Observe buddy-buddy system
• Follow the objectives in the IAP
• Communicate using clear text and plain language

Transfer of Command

Transfer of Command is the process of moving the responsibility of incident command

from one IC to another.

Why Transfer Command?

• Another agency is legally required to take command
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 • For effectiveness or efficiency
• Incident complexity changes
• To relieve personnel
• For personal emergencies
• RO directs a change in command

Transfer of Command Procedures

• Transfer of command should take place face-to-face
• Include a complete briefing
• The effective time and date of the transfer should be communicated

Demobilization

Demobilization refers to the release and return of resources that are no longer required
for the support of an incident/event.

Demobilization Procedures
• Complete work assignments
• Finalize reports
• Brief replacements
• Evaluate performance
• Return supplies, as appropriate
• Settle administration issues
• Notify your unit re home arrival

Close-out Meeting between RO and IMT

• Incident summary and actions taken

• Major events that transpired
• Documentation/ report turnover
• Issues and concerns
• Evaluation of performance by the IMT

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