INCIDENT COMMAND SYSTEM (ICS)

MODULE 8:
TRANSFER OF COMMAND,
DEMOBILIZATION
AND CLOSE- OUT

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 meetings

TOPICS AND METHODOLOGY

Duration: 1 hour

Topics Duration Methodology

1. Transfer of Command Interactive lecture- discussion
2. Demobilization
3. Close- out

MATERIALS NEEDED:
1. Laptop
2. LCD Projector with White Screen
3. Slides presentation (preferably in MS PowerPoint format)
4. Training kit (ICS Guidebook, sheets of paper, pen, ID)
5. Public Address System (Optional)

COMPETENCIES/BEHAVIOURAL INDICATORS TO BE DEVELOPED

1. Ability to understand the following:
 Importance of Planning
 Delegation of Authority
2. Utilization of ICS Forms
3. Planning
4. Role Identification
PROCESS AND CONTENT

1. Introduce the facilitator/trainer.

This is the eighth and final module of ICS. It is entitled,
“Transfer of Command, Demobilization and Close- Out”.

2. Introduce the topic for Module 8 and explain the

objectives.
We will discuss the process of transfer of command.
Next, we will tackle the demobilization procedures.
Lastly, we will explain the importance of close- out
meetings.

3. Present the topics to be discussed.

Here are the topics that we will cover in this module:
1. Transfer of Command
2. Demobilization
3. Close- out

SESSION 1:
Transfer of Command
4. Discuss the definition and procedure for
transferring command.
All incidents eventually draw to a close. How the
incident is downsized and closed out is an important part
of incident management.

The process of moving the responsibility for incident

command from one Incident Commander to another is
called the “transfer of command”.

Transfer of command may take place for many reasons,

including:
 A jurisdiction or agency is legally required to take
command
 Change of command is necessary for effectiveness or
efficiency
 Incident complexity changes
 There is a need to relieve personnel in incidents of
extended duration
 Personal emergencies (e.g., Incident Commander has
a family emergency)
 Agency administrator/official directs a change in
command

Ask the participants if there are other possible reasons

for transferring command. Call 1- 2 volunteers to share
their answers.

The arrival of a more qualified person does NOT

necessarily mean a change in incident command.

Upon arrival, a more qualified individual may:

1. Assume command according to agency guidelines.
2. Maintain command as it is and monitor command
activity and effectiveness.
3. Request a more qualified Incident Commander from
the agency with a higher level of jurisdictional
responsibility.

One of the main features of the ICS is that it presents a

procedure to transfer command with minimal disruption
to the Incident. This procedure may be used any time
personnel in supervisory positions change. The
following key procedures should be followed whenever
possible:
1. The transfer should take place face- to- face.
2. The transfer should include a complete briefing.
3. The effective time and date of the transfer should be
communicated to all personnel who need to know,
both at the scene and elsewhere.

A transfer of command briefing should always take

place. The briefing should include the following essential
elements of information:
1. Situation status
2. Incident objectives and priorities based on the
Incident Action Plan (IAP)
3. Current organization
4. Resource assignments
5. Resources ordered and en route
6. Incident facilities
7. Incident communications plan
8. Incident prognosis, concerns, and other issues
9. Introduction of Command and General Staff
members
 Agency policies and incident-specific issues may alter
the transfer of command process. In all cases, the
information shared must be documented and saved for
easy retrieval during and after the incident.

One useful tool for document change of command is ICS

Form 201, the Incident Briefing. The primary intent is for
this document to be used by the initial Incident
Commander to document actions and situational
information quickly while staff is limited and the incident
is dynamic. The form can be used to document items for
the transfer of command briefing.

For more complex transfer of command situations, every

aspect of the incident must be documented and included
in the transfer of command briefing. It is vital that
important information does not get lost.

As the incident stabilizes or comes to a close, the

management of the incident will be returned to the
original level of incident command, e.g., local fire officer
or law enforcement officer. In this case, a regular
transfer of command should occur.

SESSION 2:
Demobilization

5. Discuss the procedures for demobilization.

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

The release and return of resources may occur during an

incident/event or after the incident/event is over. After
the incident is controlled, and tactical resources are
beginning to be released, the incident management
organization should begin to monitor the number of
support and management staff that is assigned. Below
are some typical workload considerations to consider
when planning for demobilization.

Planning for demobilization helps to:

 Eliminate waste
 Eliminate potential fiscal and legal impacts
 Ensure a controlled, safe, efficient, and cost- effective
release process
Demobilization depends on the size of the incident. In
smaller incidents, resources are released to finish shifts
or work periods. Demobilization planning is obscure and
rests with the Incident Commander and typical agency
protocols.

In incidents of longer duration, resources may have

worked in excess of agreed- upon work schedules or
may have traveled well out of their jurisdiction. The
Finance/Administration Section will require specific
documentation prior to outside agencies departing the
incident. In some cases, a priority of release may be
necessary if all resources cannot be processed for
release at the same general time. Agency policy or work
rules may impact this priority. There may be local,
regional, or national guidelines on release priorities for
incident resources.

In addition to the size of the incident, demobilization may

also depend on fiscal/legal policies and procedures,
work rules, special license requirements, and other
requirements.

Agency policies, procedures, and agreements must be

considered by the Incident Management Team prior to
releasing resources. For example, if the drivers of large
vehicles carry special licenses (commercial rating, for
example), they may be affected by regulations for the
amount of rest required before a driver can get back on
the road.

Some agencies may require that the vehicle be

inspected by incident personnel for damage caused by
use in the incident and that damage claims be properly
documented, etc. If an injury occurred while on the
incident, worker’s compensation laws may apply and
documentation must be completed prior to release.

Aside from the conditions for demobilization, another

important consideration in planning the demobilization
process is staffing and role definition. This slide shows
the roles of the Incident Commander and the Sections
which are involved in demobilization. The primary roles
of the Incident Commander and the Sections in
demobilization planning are as follows:
 Incident Commander: Approves resource orders and
demobilization
 Operations Section: Identifies operational resources
that are, or will be, excess to the incident and prepares
list for Demobilization Unit Leader
 Planning Section: Develops and implements the
demobilization plan
 Logistics Section: Implements transportation
 inspection program and handles special transport
needs
 Finance/Administration Section: Processes claims,
time records, and incident costs, and assists in release
priorities

Demobilization Plan: Information Needs and

Responsibilities
The ICS positions that have responsibilities in
demobilization planning are as follows:

 All Incident Supervisors and Managers: Identify excess

resources and provide list and priorities to the
Demobilization Unit
 Planning Section: Coordinate the development of the
demobilization plan. The Demobilization Unit Leader
develops the specific, individual plan document and
outline of the process. The Resource Unit Leader
assists the Demobilization Unit Leader in determining
total resources assigned, home units, length of
assignment, and travel needs.
 Operations Section: Identifies continuing needs for
operational resources and those that are, or will be,
excess to the incident, and prepares the list for the
Demobilization Unit Leader
 Logistics Section: Handles special transportation and
communications needs and implements vehicle
inspection program
 Finance/Administration Section: Processes claims,
time records, and incident costs, and helps determine
release priorities.
 Liaison Officer: Identifies terms of agreements with
assisting agencies as regards the release of resources
and special needs
 Safety Officer: Considers physical condition of
personnel and ensures that supervisors assess their
subordinates’ ability to travel
 Agency Dispatch Centers and Ordering Points:
Provide information for reassignment of released
resources to other incidents

Demobilization Plan: Parts

The demobilization plan should contain the following
sections:
 General information about the demobilization process
 Responsibilities for implementation of the
demobilization plan
 General release priorities
  Specific release procedures
 Directories (maps, telephone listings, etc.)

Note to the facilitator:

Demobilization planning can be quite complex in large multi- agency
incidents. Training and experience will help ensure that personnel with
demobilization planning responsibilities perform their jobs accurately.

SESSION 3:
Close- out

6. Discuss the purpose and preparations for the

close- out activity.

Close- out is the formal meeting that shall take place

with the Responsible Official and the Incident
Management Team members. The Incident Commander
will stay with the incident until its conclusion and the
close- out meeting.

The agency officials and staff receive a close- out

briefing that provides the following information:
 Incident summary
 Discussion of major events within the incident that may
have lasting ramifications
 Turnover of appropriate incident documentation, to
include components that are not finalized
 An opportunity for the agency officials to bring up
concerns prior to the incident ending
 A final evaluation of incident management by the
agency executive/officials

Preparing the Agency Briefing:

 The Planning Section Chief should develop an agenda
and accompanying handouts.
 The Incident Commander approves the agenda.
 Minutes should be taken and provided to all parties.

Some well- established incidents that are managed by

experienced Incident Management Teams will result in a
large amount of documentation. This documentation,
along with a written incident summary and narrative,
should be provided to the agency administrator.
 Preparing the DRRMC/Agency Briefing:
 The Planning Section Chief prepares an agenda and
accompanying handouts.
 The Incident Commander approves the agenda.
 The Responsible Official needs to be consulted on
what he or she would like to cover in the close- out
meeting.

In some cases, teams will have a close- out meeting

either prior to or after the agency briefing to discuss
team performance and future enhancements to their
performance. These meetings are usually facilitated by
the Planning Section Chief and result in a “lessons
learned” listing.

7. Ask the participants if they have any questions.

Allot ten to fifteen minutes for open forum. Ask
participants if there are questions or concerns that they
want to raise. If there are no concerns, proceed to the
review of objectives.

8. Review the module objectives and ask the

participants if they were achieved.
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 meetings

Solicit participants’ opinions regarding attainment of

module objectives.

9. Acknowledge the participants for their active

participation.

Note to the facilitator:

Use a “parking lot”. Parking lot is a space (usually a big sheet of paper)
where you can list or “park” participants’ concerns and questions that have
yet to be addressed. Go back to the list after each module and share the
responsibility of addressing the issues with the participants. (Theis J. and
Grady, H., cited in Zerr, G., 2011, p. 20).