BASIC INCIDENT COMMAND

BICS SYSTEM COURSE

TRAINEE’S MANUAL
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 BASIC INCIDENT COMMAND SYSTEM
TRAINEE’S MANUAL

Background
Following the enactment of 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.

In this regard, the course design for the conduct of Basic ICS Course is hereby
prepared.

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.

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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

Module Descriptions
MODULES DESCRIPTIONS
Module 1: This module is an introduction to the concept of ICS,
Introduction to highlighting its background and development as well as the
ICS key features and principles.
Module 2: ICS This module presents the composition of the ICS organization
Organization and and the roles and responsibilities of the members of the
Staffing Incident Management Team.
Module 3: ICS This module emphasizes the basic ICS facilities, their uses
Facilities and map symbols.
Module 4: This module underscores the considerations for managing
Managing Planned planned events and major incidents using a number of incident
Events and management options.
Incidents
Module 5: This module highlights the process for assessing the situation
Incident/ Event and coming up with set of actions using the principle of
Assessment and management by objectives.
Management by
Objectives
Module 6: This module is about the different standards and approaches
Organizing and used in ICS when it comes to resource management.
Managing
Resources
Module 7: Incident This module presents the step-by-step process for planning as
and Event the cornerstone of ICS. Further, it introduces the incident
Planning action plan as a document that enumerates tactical actions for
response.
Module 8: This module provides an overview of the transfer of command,
Transfer of demobilization, and closeout as among the key activities when
Command, terminating an ICS operation.
Demobilization
and Closeout

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 Teaching-Learning Methodologies
Interactive lecture discussion
Audio visual presentation
Workshops
Structured learning exercises
Return demonstration

Duration
Three (3) days

Course Schedule
Note: The schedule may be adjusted depending on the pacing of the
accomplishment of module exercises and completion of ICS forms by the
participants.

DAY 1
TIME PARTICULARS
0800H - 0830H Registration
0830H - 0930H Opening Program
0930H - 0945H AM Break
0945H - 1030H Course Overview
1030H - 1200H Module 1: Introduction to ICS
1200H - 1300H Lunch Break
1300H – 1400H Module 1: Introduction to ICS (continuation)
1400H - 1500H Module 2: ICS Organization and Staffing

1500H - 1515H PM Break

1515H - 1745H Module 2: ICS Organization and Staffing (continuation)
1745H - 1800H Daily Evaluation

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 DAY 2
TIME PARTICULARS

0800H – 0830H Day 1 Recap

0830H – 1000H Module 3: ICS Facilities
1000H – 1015H AM Break
1015H – 1200H Module 4: Organizing ICS and Managing Incidents and Events
1200H – 1300H Lunch Break
1300H – 1430H Module 5: Incident/Event Assessment and Management by Objectives
1430H – 1445H PM Break
1445H – 1715H Module 6: Organizing and Managing Resources
1715H – 1730H Daily Evaluation

DAY 3
TIME PARTICULARS
0800H – 0830H Day 2 Recap
0830H – 1000H Module 7: Incident and Event Planning
1000H – 1200H Formulation of Incident Action Plan and Preparation for Operational
Briefing
1200H – 1300H Lunch Break
1300H – 1400H Return Demonstration – Operational Period Briefing
1400H – 1500H Module 8: Transfer of Command, Demobilization, and Close Out
1500H – 1515H PM Break
1515H – 1530H Post Exam and Overall Training Evaluation
1530H – 1600H Closing Program
1600H End of Training

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 MODULE 1: INTRODUCTION TO ICS

MODULE OBJECTIVES

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

1. Determine lessons from past incidents that led to the development of ICS;

2. Explain the overview of ICS;

3. Explain the key principles and features of ICS; and

4. Determine actual ICS success stories.

LESSONS FROM PAST INCIDENTS

Philippines: a country that is at risk to disasters

World Risk Index Report 2019

OVERVIEW OF ICS

Definition of Incident

Incident is an occurrence, caused by either human or natural phenomena, that requires

response actions to prevent or minimize loss of life, or damage to property and the
environment.

Definition of ICS

• ICS is a standard, on-scene, all-hazard incident management concept that can be

used by all response groups.
• ICS allows users to adopt an integrated organizational structure for response.

Institutionalization Timelines

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Republic Act 10121

• Section 9 (g): The Office of Civil Defense (OCD) shall formulate standard operating
procedures for coordination.
• Rule 7 (h), Implementing Rules and Regulations: The OCD shall establish ICS as part
of the Philippines’ on- scene disaster response system.

NDRRMC Memo No. 4 s 2012: Provides guidelines on the use of ICS as an on-scene
disaster response and management mechanism

Executive Order No. 82 s 2012: Provides for the activation of ICS during human-induced
crises

OCD Memo No. 758A s 2014: Approves the use of the Philippine ICS Field Operations Guide

NDRRMC Memo No. 48, s 2015: Provides for the localization of ICS forms in the Philippine
context.

NDRRMC Memo No. 43, s 2016: Provides the guidelines on the interoperability of the
Incident Management Teams and Response Clusters.

NDRRMC Memo No. 44, s 2016: Provides the guidelines on the mobilization of Incident
Management Teams.

NDRRMC-NSC JMC No. 1, s 2016: Requires the use of ICS as an integral component of
contingency plan for both natural and human-induced hazards.

NDRRMC Memo No. 100, s 2017: Reiterates the training qualifications to become as an ICS
Cadre or Master Trainer

DILG Memo No. 2018-49: ICS training is required as one of the assessment criteria for Seal
of Good Local Governance

Regional and Local Institutionalization: Regional and local DMRRCs formulated issuances
to institutionalize ICS in their respective areas.

Purpose of ICS

• Safety of Responders and Others

• Achievement of Tactical Objectives
• Efficient Use of Resources

Benefits of ICS

• Meets needs of any kind or size of incident

• Allows rapid melding of different personnel
• Provides accountability
• Provides logistics and admin support
• Cost-effective

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Countries using ICS

Full implementation: In transition:

• United States • China

• Canada • Bhutan
• Australia • India
• New Zealand • Sri Lanka
• Mexico • Indonesia
• Philippines
• Thailand
• Brunei Darussalam
• Ethiopia
• Ghana
• Latin American Countries

PRINCIPLES AND FEATURES OF ICS

Common Terminology:

• Common terminology applies to:

o Organizational Elements
o Resource Descriptions
o Facilities
o Position Titles
• Use clear text (plain language).
• Do not use radio codes, agency- specific codes, acronyms, or other jargons.

Modular Organization

ICS organization:

• is flexible and modular.

• develops in a top- down fashion.

Form follows function

Incident Complexity, Resource Needs and ICS Organization

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Management by Objectives

Incident Action Plan

• Used to communicate response goals, objectives and support activities throughout the
ICS organization
• May be oral or written

Span of Control

• Ideal span of control for any supervisor: 3 to 7 subordinates

• IMPORTANT: Do NOT combine functions for one organizational unit

Incident Facilities and Locations

Established based on the requirements and complexity of the incident.

Resources Management

Definition of Resource: Any personnel, team, equipment, aircraft, supplies and facilities
available to support management and response activities

Resource management includes processes for:

• Categorizing
• Ordering
• Dispatching
• Tracking
• Recovering
• Reimbursing resources (as appropriate)

Integrated Communications

• Every incident needs communications plan.

• Sample Communications networks:
o Command Net
o Tactical Nets
o Support Nets
o Ground- to- Air
o Air- to- Air

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Establishment and Transfer of Command

• Command must be clearly established from the beginning of response.

• Depending on the situation, command may be transferred.

Chain of Command and Unity of Command

• Chain of Command: Orderly ranking of management positions in line of authority

• Unity of Command
o Establishes a clear line of supervision
o every individual has a designated supervisor

Unified Command

Different agencies manage an incident together by establishing a common set of incident

objectives and strategies.

Accountability

• All responders must CHECK-IN

• Outline actions in an INCIDENT ACTION PLAN
• Observe UNITY OF COMMAND
• Maintain SPAN OF CONTROL
• TRACK RESOURCES and record changes

Dispatch / Deployment

• Respond ONLY when requested or dispatched by an appropriate authority

• Make sure to receive deployment briefing

Information and Intelligence Management

Establish a process for gathering, sharing and managing information and intelligence.

ICS Forms and Tools

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

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 ICS SUCCESS STORIES

• Black Nazarene Traslacion (since 2013)

• Typhoon Ruby (2014)
• APEC Meetings (2015)
• Mt Apo Fire Incident (2016)
• Marawi Crisis (2017)
• ASEAN 50 (2017)
• Mt. Mayon Response (2018)
• Typhoon Ompong (2018)
• Batanes Earthquake (2019)

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 NOTES

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 MODULE 2: 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

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

ICS Position Titles

Important

• ICS positions are international standards.

• Do not confuse ICS with your own office titles.

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 RESPONSIBLE OFFICIAL

Responsible Official (RO)

• Person vested with overall decision-making authority such as:

o Local Chief Executive
o Department Secretary
o Head of Agency/ Organization / Office
o Chairperson of DRRMC
• Roles:
o Provides overall policy direction, guidance and priorities
o Serves as link to other higher authorities
o Delegates authority to Incident Commander

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 Common Elements

• Legal authorities and restrictions

• Financial authorities and restrictions
• Reporting requirements
• Demographic issues
• Political implications
• Agency priorities
• Plan for public information management
• Process for communications
• Incident evaluation

INCIDENT MANAGEMENT TEAM

Incident Management Team: Composed of the Incident Commander and appropriate

Command and General Staff

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 • 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

• Receives authority from the RO

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

Other Responsibilities

• Assesses the situation

• Receives briefing from RO or outgoing IC
• Establishes the Incident Command Post (ICP)
• Establishes appropriate ICS organization based on the situation
• Establishes response priorities
• Coordinates activities for all Command and General Staff
• Ensures planning meetings are scheduled as required
• Approves and authorizes the implementation of the Incident Action Plan
• Ensures that adequate safety measures are in place
• Approves requests for additional resources and for their release
• Coordinates with key people and officials
• Reports progress and updates on the operations to the RO
• Authorizes release of information to the media

Response Priorities: The IC decides and sets objectives based on the following priorities:

• Life Safety (responders, victims, public)

• Incident Stabilization
• Property Protection / Conservation

Characteristics of an Effective IC

• Understands ICS
• Has command presence
• Proven manager
• Puts safety first
• Proactive
• Decisive
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 • Objective
• Calm
• Quick thinker
• Good communicator
• Adaptable and flexible
• Realistic about personal limitations
• Politically astute
• Has courage and conviction
• God-fearing

Functional Responsibilities

IC performs all ICS functions until additional positions are filled.

COMMAND STAFF

Public Information Officer (PIO)

• Focal person for information dissemination

• Works closely with other PIOs and the media
• May have assistant(s)
• Work Location for PIO
o Separate from Incident Command Post (but close enough to access
information)
o Area for media relations and briefings
o Information displays and hand-outs may be required
o Tours and photo opportunities may be arranged

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)

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 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

• Generally dictated by the number of tactical resources involved

• Influenced by span of control considerations.

Components of Operations Section

• Ground or Surface Based Tactical Resources

• Aviation (Air) Resources

Composition of Operations Section

• Divisions
o Geographic subdivision of areas of operations
o Labeled using alphabet characters (e.g. Division A, Division B)
o Managed by a Supervisor
• Groups
o Functional subdivision of areas of operation
o Labelled according to the function (e.g. Health Group and Relief Group)
o Managed by a Supervisor
o Can be used together in an incident
o Are at an equal level in the organization
• Branches
o Used when the number of Divisions or Groups exceeds the span of control
o Either geographical or functional
o Identified by Roman numeral or functional name
o Managed by a Director
• Special Operations Branch
o Example: Air Operations Branch
o Activated to coordinate the use of aviation resources
o Managed by the Air Operations Branch Director
• Task Forces
o Combination of mixed resources from with common communications
o Supervised by the Task Force Leader
• Strike Teams
o Resources of the same kind
o With common communications
o Supervised by the Strike Team Leader
• Single Resources
o Individual personnel
o A piece of equipment and its personnel complement
o A crew or team of individual personnel with an identified supervisor.

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 • Staging Area
o Facility where resources can wait for tactical assignment
o Managed by the Staging Area Manager (STAM)

Response Clusters

• Response clusters, when on-scene, can be organized as groups under Operations

• Divisions and Groups

PLANNING SECTION

o Collects, evaluates and processes information

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

Units in Planning Section

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:

o Facilities
o Transportation
o Communications
o Supplies
o Equipment Maintenance
o Fuel
o Food Services
o Medical Services
• Headed by Logistics Section Chief (LSC)

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Units in Logistics Section

Branches

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

Common Responsibilities of Unit Leaders

• Obtain briefing from Section Chief

• Participate in planning meetings if necessary
• Determine current status of unit activities
• Confirm dispatch and estimated time of arrival of staff and supplies
• Supervise and assign specific duties to staff
• Develop and implement accountability, safety, and security measures for personnel
and resources

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 • Supervise demobilization of unit, including storage of supplies
• Provide supply unit leader with list of supplies to be replenished
• Maintain unit records and documents, including unit log

Flow of Information

Three Elements of Response

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 NOTES

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 MODULE 3: 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

INCIDENT COMMAND POST

• Location for primary command functions

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

Symbol:

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

Expanding the ICP

• Unified Command
• Long- term incidents
• Requirement for on- scene communications center
• Requirement for fully-staffed planning function
• Requirement for full Command Staff and Agency Representatives

STAGING AREA(S)

• Location of resources waiting for assignments and ready for mobilization

• May have several Staging Areas

Symbol:

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.

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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 location for resources immediately available

• Provides location for resources to be organized into units
• Provides for greater accountability: All available resources are together in one location.
• Provides safe locations for resources
• Prevents freelancing
• Minimizes excessive communication of resources calling for assignments
• Controls and assists in check-in
• Allows proper planning for resources

BASE

• Location for out-of-service equipment (for repair) and personnel (for medication)
• Only one Base for every incident

Symbol:

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

Symbol:

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.

Symbol:

Considerations

• May have more than one Helibase

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 • Can be located at airport or other off-incident location
• Helibase is usually not moved.

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

Symbol:

OTHER FACILITIES

• Camps for displaced persons

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

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 NOTES

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 MODULE 4: 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;
2. Explain the considerations for organizing ICS; and
3. Discuss the various incident management options.

MANAGING 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.

Examples of Planned Events

• Field simulation exercises and drills

• Local festivals
• National celebrations/ gatherings
• Special visits
• International conferences

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.

Considerations for Managing Planned Events

• Type and duration of the event

• Number and profile of attendees
• Disaster/incident scenarios
• Agencies/ organizations involved
• Resource requirements

MANAGING MAJOR INCIDENTS

Examples of Major Incidents

• Earthquakes
• Typhoons
• Floods
• Chemical spill
• HAZMAT situations
• Terrorist activities
• Civil disturbance
• Disease outbreaks

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Characteristics of 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)

Issues in Managing Major Incidents

• More casualties
• Massive damages
• Longer duration
• More agencies and jurisdictions involved
• More complex communications
• Requires more resources
• Trauma diminishes human capacity
• Greater media interest

Challenges for Major Incidents

• Time is critically important.

• The situation is unstable.
• The incident has a potential to expand rapidly.
• Communications and information may be incomplete.
• Responders may not be experienced in managing expanding incidents.
• All IMT positions are filled while a large organization is in place or is developing.
• Most or all units within sections are needed.
• Divisions/Groups are established.
• Branches may be required.
• Multiple operational periods are probably required.
• There will be a transition to a more qualified IC.
• Other agencies or jurisdictions will assist.
• Operations personnel may exceed several hundred per operational period.
• Written Incident Action Plans will be required.
• Costs associated with the incident are high.

ORGANIZING FOR PLANNED EVENT OR INCIDENT

Organizing ICS

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

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Considerations for Organizing ICS

• Span of control limitations

• Personnel safety
• Environmental issues

Factors in Determining the Size of the ICS Organization

• Administrative and jurisdictional complexity

• Geographical areas involved
• Span of control considerations
• Specialties required
• Logistical, planning, and other support needs
• Potential for growth
• Political importance

Organizing the Operations Section

• Organized bottom- up
• As resources increase, the structure expands into:

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.

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

For very large incident with branches…

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

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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

Incidents Managed Separately

Incidents Managed as a Complex

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.
• When to “Divide” incidents?
o When incidents have clearly different objectives
o When two or more of the principal sections are overworked due to the size of
the incident
• Considerations for Dividing a Single Incident
o Terrain and access
o Locations of future resource support
o Jurisdictional/administrative boundaries
o Current Operations Section structure
o Selection of IC, Command Staff and General Staff
o Supporting facilities
o Timing

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Example: Flooding Incident divided into Two Incidents

Initially, flooded area was only in City A and an IMT was established. The flood spread to City
B and City C.

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:

o Oversee management of multiple incidents by multiple IMTs; or
o Oversee multiple IMTs managing a single very large incident
• Roles of ACT
o Establishes the overall priorities for multiple IMTs
o Allocates critical resources based on the priorities
o Reports the progress of actions of multiple IMTs to the overall agency

Example: Flooding Incident managed using Area Command

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 NOTES

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 MODULE 5: INCIDENT/EVENT ASSESSMENT AND MANAGEMENT BY OBJECTIVES

MODULE OBJECTIVES

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

1. Explain the process for assessing incident/event complexity

2. Discuss the process of management by objectives

ASSESSING INCIDENT/EVENT COMPLEXITY

Initial Response Actions

Size Up the Situation: Determine the following:

• Nature and magnitude of the incident

• Hazards and safety concerns
• Initial priorities and resource requirements
• Location for facilities
• Routes for responders

Initial Management Decisions

A thorough size up provides information needed to make initial management decisions.

Situation Awareness

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.

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Incident Complexity

• Impacts to life, property, and the economy

• Community and responder safety
• Potential hazards
• Weather and other environmental influences
• Likelihood of cascading events
• Potential crime scene (including terrorism)
• Political sensitivity, external influences, and media relations
• Area involved, jurisdictional boundaries
• Availability of resources

Additional Information: The IC must also take into account the following:

• Authorities
• Policies and Guidelines
• External Stakeholders

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 are the general plan or direction selected to accomplish the incident
objectives set by the IC.
• Tactics specify how the strategies will be executed, including deploying and directing
of resources.

Responsibility for Developing Objectives

• Small Incidents: IC has the sole responsibility for developing objectives

• Large Incidents: Command and General Staff contribute to developing objectives

Priorities for Developing Incident Objectives

1. Life and Safety

2. Incident Stabilization
3. Property Preservation

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Writing “SMART” Objectives

Other Features of Well- written Objectives

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.

Strategy

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

Criteria for a Well-Developed Strategy

• Makes sense
• Within the norms
• Cost-effective
• Consistent with sound practices
• Meets political considerations

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

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 MODULE 6: 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

In ICS, resources consist of personnel and major equipment

Organizing Resources

• Personnel Resources: Assigned to functional areas within ICS Sections

• 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
o Individual equipment or personnel
o Can be typed to reflect capability
• Strike Teams
o Resources of the same kind and type
o Must have a leader, common communications net and transportation, as
required.
• Task Forces
o Combination of resource kinds and types
o Must have a leader, common communications net and transportation as
required.

Resource Status

• Assigned: Currently working

• Available: Ready for deployment
• 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.

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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

1. Establishing Resource Needs

2. Resource Ordering / Requesting
3. Check-in
4. Resource Use
5. Demobilization

Establishing Resource Needs

Plan for what you need now and in the future

ICS Form 215 - Operational Planning Worksheet - Allows planning for the following:

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

ICS Form 215A - Safety, Risk and Health Analysis

• Used in conjunction with ICS 215

• Accomplished together by Operations Chief and Safety Officer
• 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.

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Essential Information for Resource Orders/ Requests

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

Ordering/ Requesting Methods

• Radio
• Phone
• Fax
• Computer

Ordering Process

• Personnel authorized to request/ order:

o Incident Commander
o Logistics Section Chief
o Supply Unit Leader
• IC must approve all requests/ orders.
• Requests/ orders must be communicated to the EOC.

Process for Filing Resource Requests

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

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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

Demobilization refers to the release and return of resources that are no longer required.

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 MODULE 7: 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

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

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.

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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

UNDERSTAND THE SITUATION

• What has happened?

• What actions have been made?
• What is the progress?
• How effective is the current plan?
• Potentials for escalation?
• What are the existing and future capabilities?

ESTABLISH OBJECTIVES AND STRATEGIES

• Objectives: What must we accomplish?

• Strategies: What is our general plan or direction for accomplishing the incident
objectives?

DETERMINE TACTICAL DIRECTION AND ASSIGNMENTS

PREPARE THE INCIDENT ACTION PLAN

Verbal IAP

• IC briefs the responders on:

o Incident Objective(s)
o Strategies
o Tactics
o Assignments
o Communications
• ICS 201 may be used as reference.

Written IAP

• Decided by the IC.

• Usual requirements for written IAP:
o 2 or more jurisdictions involved
o Overlapping Operational Periods
o Organizational elements activated
o Required by policy

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Essential Elements in Written IAP

• Description of the Incident

• Statement of Objectives
• Organization
• Tactics
• Resource Assignments
• Supporting documents/plans

Additional Supporting Documents

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

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

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 CONDUCT OPERATIONAL PERIOD BRIEFING

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

Operational Period Briefing Tips

• Face your responders

• Roll call the Branch / Division/ Group
• Do not roll call the IMT members
• Utilize the map to give instructions
• The OSC should refer to the 204
• The PSC should designate breakout rooms for Branches/ Divisions/ Groups after the
briefing
• IC’s comments should be brief
• K-I-S-S

IMPLEMENT THE IAP

• For Smaller Incidents: Execute operations based on verbal IAP

• For Larger Incidents:
o General staff will perform roles based on written IAP;
o IC provides oversight

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 8: 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
3. Explain the importance of close-out meeting.

TRANSFER OF COMMAND

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

When to transfer command?

• Another agency is legally required to take command

• For effectiveness or efficiency
• Incident complexity changes
• To relieve personnel in incidents of extended duration
• Personal emergencies
• As directed by RO

Arrival of a More Qualified Person

• Assume command according to guidelines

• Maintain current command as it is and monitor its activity and effectiveness
• Request another more qualified IC as needed

Transfer of Command Procedures

• Should take place face- to- face

• Include a complete briefing
• 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

Documentation: ICS Form 201

The initial IC can use ICS Form 201 as documentary reference for transfer of command.

Stabilizing or De-escalating Incidents

1. When an incident stabilizes or de-escalates, incident management is returned to the

original level of command.
2. Another transfer of command occurs.

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 DEMOBILIZATION

Demobilization is the 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?

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

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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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