THREE-DAY BASIC

INCIDENT COMMAND SYSTEM

ICS
TRAINING COURSE
STUDENT WORKBOOK

Office of Civil Defense

National Disaster Risk Reduction and Management Council
Camp General Emilio Aguinaldo
Quezon City
OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

THREE-DAY BASIC
INCIDENT COMMAND SYSTEM (ICS)
TRAINING COURSE
I. BACKGROUND
COURSE OBJECTIVES
Upon completion of the training, the participants will be able to:
1. Develop understanding of ICS as a tool for effective disaster response;
2. Explain the overview of ICS, its background, concepts, principles and
features, organization, facilities, and methodologies; and
3. Apply the concepts and methodologies of ICS through group exercises.

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TABLE OF CONTENTS

MODULE 1:INTRODUCTION TO ICS .......................................................................................................... 4

MODULE 2:ORGANIZATION AND STAFFING...................................................................................... 12

MODULE 3:ICS FACILITIES .......................................................................................................................... 19

MODULE 4:ORGANIZING AND MANAGING INCIDENTS AND EVENTS ............................... 24

MODULE 5:INCIDENT/EVENT ASSESSMENT AND MANAGEMENT BY OBJECTIVES . 35

MODULE 6:INCIDENT RESOURCES AND RESOURCE MANAGEMENT ................................ 41

MODULE 7:INCIDENT AND EVENT PLANNING ................................................................................. 47

MODULE 8:TRANSFER OF COMMAND, DEMOBILIZATION AND CLOSEOUT................... 55

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MODULE 1:
INTRODUCTION TO INCIDENT
COMMAND SYSTEM
MODULE OBJECTIVES
Upon completion of this module, participants will be able to:
1. Explain the background and development of ICS in the Philippines
2. Explain the overview of ICS
3. Explain the principles and features of ICS
4. Explain the roles & relationship between the Responsible Official and the
Incident Commander
5. Differentiate coordination from command and control
6. Learn the different ICS success stories

Background and Development of ICS in the Philippines

The Philippine Disaster Risk Profile

The Philippines is at risk to various disasters due to the following:
o ________________________
o ________________________
o ________________________
This necessitates the establishment of an effective and efficient response
management system.

Past Major Incidents

Name of incident Period of occurrence
WOWOWEE Stampede Incident February 2006
Tropical Storm Ondoy September 2009
Quirino Grandstand Hostage Taking August 2010

Issues and Concerns from Past Disasters/Incidents

Lack of reliable incident information
Inadequate communications
Too many people reporting to one supervisor
Too many responders
Too many response organization structures
No check-in procedures for responders
Lack of structure for coordinated planning between agencies
Unclear lines of authority
Terminology differences between agencies

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Unclear or unspecified incident objectives

Lack of clarity on whos in charge;
Confusion arising from catastrophic incidents
Political intervention

Institutionalization of ICS

An Act Strengthening the PDRRMS, Providing for the NDRRM

Framework and Institutionalizing the NDRRM Plan, Appropriating
Funds Therefore and For Other Purposes
_______________: OCD shall formulate SOP for coordination
_______________: OCD shall establish ICS as part of the Philippines
on-scene disaster response system
The US Forest Service conducted the ICS Instructor Development
Program in the Philippines.

5-day ICS Basic/Intermediate Course ( July 19-23, 2010)

Integrated Planning Course (Oct. 11-21, 2010)
Admin. & Finance Sec. Chief Course (Feb. 28-Mar. 1, 2011)
Operations Sec. Chief Course (Mar. 3-4, 2011)
Logistics Sec. Chief Course (Mar. 4-7, 2011)
Incident Commanders Course (Mar. 8-11, 2011)
Signed on March 28, 2012, this provides the implementing guidelines
on the use of ICS under the Philippine DRRM System.

Signed on September 4, 2012, this mandates the activation of ICS for

human-induced crises.

Due to increasing demand for ICS training, a second batch of ICS

National Cadre was constituted by OCD in collaboration with the
USFS.

Signed on August 18, 2016, this provides the guidelines on the

interoperability of the Incident Management Teams and Response
Clusters.

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

The regional and local DMRRCs organized their own ICS Cadre and
formulated issuances to implement ICS in their respective areas.

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Overview of ICS
______________________
o An occurrence, caused by either human or natural phenomena, that
requires ___________________________to prevent or minimize loss of
life, or damage to property and the environment.

Incident Command System

o A standard, on-scene, all-hazard incident management concept that can
be used by all DRRMC member agencies and response groups
o It 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.

The purpose of ICS is to help to ensure:

o ___________________________________
o ___________________________________
o ___________________________________

Benefits of ICS
o ___________________________________
o ___________________________________
o ___________________________________
o ___________________________________
o ___________________________________

Incidents/Events managed by ICS

o Disasters caused by natural hazards such as typhoons, floods,
earthquakes, volcanic eruptions and tsunamis
o Human-induced crises such as terrorism, hostage taking, armed conflict
situations and bombing incidents
o Accidents such as fires, hazardous materials incidents, traffic accidents
o Human and animal disease outbreaks
o Planned events such as fiestas, parades, sports events, conferences,
concerts

Countries Using ICS

Full In transition:
Implementation South Asia ASEAN Africa Latin America
United States Bhutan Indonesia Ethiopia Many
Canada India Philippines Ghana countries
Australia Sri Lanka Thailand
New Zealand Brunei
Mexico Darussalam

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Principles and Features of ICS

____________ Functions Description

Command Overall responsibility
Operations Direct tactical actions
Planning Collect data, prepare action plan
Logistics Provide logistical support
Finance/Administration Procedure resources, maintain
accountability
____________ Understand policy and direction
Establish objectives
Select appropriate strategy
Perform tactical direction
Achieve Goal
____________ Chain of Command - Orderly ranking of management positions in line
of authority
Unity of Command - Establishes a clear line of supervision / every
individual has a designated supervisor
____________

__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________

ICS organization is flexible and modular

Organization develops in a top-down fashion, beginning with the
Incident Commander (IC)
IC establishes organization based on incident size, complexity, &
specific hazards
Form follows function: only functions/ positions necessary for the
incident will be filled or activated

____________ ICS span of control for any supervisor:

o between 3 to 7 subordinates
o ideally does not exceed 5 subordinates.

____________ ___________________________terminologies for the ICS

organizational elements are standard and consistent
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__________________________resources are given common

names and are listed by type and kind with respect to their
capabilities
__________________________facilities used during the response
are named according to common terminology.
__________________________ all ICS managers and supervisors
are referred to by standard titles such as Officer, Chief, Supervisor or
Leader
All ICS communications should use clear text (plain language)
Do not use radio codes, agency-specific codes, acronyms or other
jargons
Jargon vs Clear Text Examples

Jargon: Railroad Street Command for Engine 44, youre 10-1.

Clear Text: Railroad Street Command from Engine 44, you are
unreadable.

Jargon: OPSEC from Div. A, I have you 10-4.

Clear Text: Operations Section Chief Ramos from Division Alpha.
You are coming in clear.
____________ ____________________ All responders, regardless of agency
affiliation, must check-in to the incident and receive an assignment,
following the procedures established by the IC.
____________________Response operations must be directed and
coordinated as outlined in the Incident Action Plan (IAP).
____________________ Each individual involved in the incident
operations must report to only one supervisor
____________________ Supervisors must be able to effectively
manage their subordinates and the resources
____________________Supervisors must record and report
resource status changes as they occur.
____________ Integrated communications are facilitated through:
o Development and use of a common communications plan.
o Interoperability of communication equipment, procedures, and
systems.
Communications networks that may be required:
o Command Net
o Tactical Nets
o Support Nets
o Ground-to-Air
o Air-to-Air
____________ ____________________ Any personnel, team, equipment, aircraft,
supplies and facilities available to support management and response
activities

Resource Management includes processes for:

o Categorizing
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o Ordering
o Dispatching
o Tracking
o Recovering
o Reimbursing resources (as appropriate)
____________ Used to communicate response goals, objectives and support
activities throughout the ICS organization.
Developed for each operational period (usually 12 to 24 hours).
May be verbal or written.
____________ ICS has a variety of tools, including forms, to help standardize
procedures and documentation

The Responsible Official and the Incident Commander

Responsible Official Incident Commander

Chairperson of the DRRMC (or Receives authority from the RO
Head of Establishes objectives based on
Agency/Organization/Office) the overall guidance
Provides overall policy direction Establishes the Incident
and guidance Management Team and leads the
Serves as link to other higher tactical/on- scene response
authorities operations
Delegates authority to Incident Ensures incident safety
Commander to manage the Maintains liaison with participating
incident response groups

______________________
A statement or instruction given to the IC by the RO delegating authority and
assigning responsibility
Includes objectives, priorities, expectations, constraints and other
considerations or guidelines

Coordination vs Command and Control

Coordination Command and Control

The RO and the principals from other The IC undertakes the following:
agencies undertake coordination Commanding responders for
through the following: on-scene operations
Making policy decisions Controlling and managing the
Establishing priorities resources deployed tactically on
Resolving critical resource the ground
issues Reporting progress and updates
Mobilizing and tracking on the operations to the RO
resources
Collecting, analyzing, and
disseminating situation report /
information
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Emergency Operations Center

o Facility that serves as repository of information and main hub for inter-
agency coordination
o Links coordination to command and control

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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 Incident Commander, Command Staff and General Staff positions
and responsibilities;
3. Describe information flow within the ICS organization; and
4. Develop an ICS organization for the given exercise

Primary Managerial Positions:

____________________
____________________
____________________
____________________
___________________
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Deputy
Works with those in the primary managerial functions
May be from the same agency or from an assisting agency.
May also be used at Section and Branch levels of ICS.
Has the same qualification as the person they work for.
Assistant
Serve as subordinates to Command Staff positions, particularly Liaison,
Information, and Safety Officer.
May also work for Unit Leader.
Must have a level of technical capability, qualifications, and responsibility
subordinate to primary position.
Incident Management Team (IMT)
Composed of the Incident Commander and appropriate Command and
General Staff personnel assigned to an incident or planned event

Incident Commander
Functions
Responsible for overall management of response operations.
Selected by the Responsible Official (RO) based on qualifications and
experience.
Acts as First Responder to the incident.
Assesses the situation/receives briefing from RO or outgoing IC.
Determines incident objectives.
Establishes Incident Command Post (ICP).
Establishes appropriate ICS organization based on the situation.
Establishes response priorities in consultation with the Command and
General Staff.
Coordinates activities for all Command and General Staff.
Ensures planning meeting 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.
Keeps the Responsible Official informed of the incident status.
Authorizes release of information to the media.

Response Priorities
The IC decides and sets objectives based on the following priorities:
Safety of the responders, disaster victims and the general public
Incident stabilization
Property protection/conservation

Characteristics of an Effective IC
Understands ICS Quick thinker
Has command presence Good communicator
Proven manager Adaptable and flexible
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Puts safety first Realistic about personal limitations

Proactive Politically astute
Decisive Has courage and conviction
Objective God-fearing
Calm

NOTE: IC performs all ICS functions until additional positions are filled.

Command Staff

Focal person for Contact point for Works with

information representatives of Operations Section
dissemination assisting and on tactics
Works closely with all cooperating Anticipates, detects,
other Information agencies and corrects unsafe
Officers or the media situations
One PIO per incident Has emergency
and may have authority to stop
assistant(s) unsafe acts/
operations
One SOFR per
incident and may
have assistant(s)

_________________
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:
directly provide tactical resources.
e.g. BFP, AFP to provide rescue equipment
Cooperating Agencies:
provide assistance other than tactical resources.
e.g. Utility companies

General Staff
Operations Usually the first organization assigned to the incident
Section Responsible for managing, directing and coordinating all tactical
operations
Headed by Operations Section Chief (OSC)

The need to expand the Operations Section is generally dictated by

the number of tactical resources involved and is influenced by span
of control considerations.

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Operations Section Components

Ground or surface-based tactical resources
Aviation (Air) resources
Staging Areas

Composition of Operations Section

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

____________
Functional subdivision of areas of operation
Labeled according to the function (eg. Health and Safety Group)
Managed by a Supervisor

Divisions and groups can be used together on an incident. They are

at an equal level in the organization.

____________
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

____________
Example: Air Operations Branch
Activated to coordinate the use of aviation resources
Managed by the Air Operations Branch Director who reports to
the OSC
Mainly include the following Air Support Group and Air Tactical
Group

____________
Combination of mixed resources with common communications
Supervised by the Task Force Leader

____________
Resources of the same kind and type with common
communications
Supervised by the Strike Team Leader

____________
Individual personnel
A piece of equipment and its personnel complement
A crew or team of individual personnel with an identified
supervisor
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____________
Facility where resources can wait for a tactical assignment
All resources in the Staging Area are available for assignment
Out-of-service resources are not located at the Staging Area

____________
Oversees staging areas
Reports to the OSC
If there is no OSC, the STAM reports to the IC
Planning Responsible for planning services
Section Collects, evaluates and process situation and resources status
information
Develops Incident Action Plan to accomplish objectives
Maintains situation and resource status
Headed by Planning Section Chief (PSC)

Units in Planning Section

_________________
_________________
_________________
_________________

____________
Assigned wherever needed depending on the requirements of
the incident.
Examples :
Structural engineers
Flood control specialists
Environmentalists
Meteorologists
Fuels specialist
Logistics Provides resources and all other services needed to support the
Section incident:
Facilities
Transportation
Communications
Supplies
Equipment Maintenance
Fuel
Food Services
Medical Services
Headed by Logistics Section Chief (LSC)

Units in Logistics Section

_________________
_________________
_________________
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_________________
_________________
_________________
Finance/Admin Monitors incident costs
Section Maintains financial records
Administers procurement contracts
Performs time recording
Headed by Finance/Admin Section Chief (FSC)

Units in Finance/Admin Section

_________________
_________________
_________________
_________________

Common Responsibilities of All 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
Assign specific duties to staff and supervise
Develop and implement accountability, safety, and security measures for
personnel and resources
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
There must be complete freedom for flow of information within the ICS
organization to the possible extent
Orders, directives, resource requests and status changes must follow the
chain of command, unless otherwise directed

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NOTES
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MODULE 3:
ICS FACILITIES
MODULE OBJECTIVES
Upon completion of this module, participants will be able to:
1. Describe the facilities used in ICS, their purposes and appropriate map
symbols;
2. Describe how the ICS facilities are used to manage an incident or event; and
3. Develop a map with the appropriate ICS facilities for the given exercise

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

ICS Facilities

FACILITY DESCRIPTION
_______________ Location where primary command functions are
performed
Only one ICP for every incident
Map symbol:

Establishing the ICP:

Initially, the ICP shall be established near the incident
area.
ICP should not be moved/relocated unless absolutely
necessary.
May be collocated with other facilities
There must be security and control access to the ICP
as necessary.
ICP activation and location must be announced so
appropriate personnel are notified.
ICP should be located with or adjacent to the
communications center.
Should be large enough to provide adequate working
room for assigned personnel.
Should contain situation and resource status displays
necessary for the incident.
Must be positioned away from incident noise, the
present and potential hazard zone and confusion.

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Must be positioned within view of the incident when

appropriate.
Must have the ability to expand as the incident grows.

When to Expand ICP?

Incidents managed under Unified Command
Long-term incidents
Incident requiring an on-scene communications center
Incidents requiring a fully-staffed planning function
Incidents requiring full Command Staff and Agency
Representative positions

_______________ Temporary location for resources awaiting

assignments
Incidents may have several Staging Areas
Map Symbol:

Establishing the Staging Area(s)

All Staging Areas will have a Staging Area Manager.
Staging Areas will be given a name which describes
their general location, e.g., Webster Park Staging
Area.
Resources in staging area must be on a three-minute
available status.
May include fueling and sanitation
May be designated for certain kinds of resources.

Features of Staging Area

Must be close to the location of tactical assignments
(within five minutes)
Must be located out of any possible line of direct
hazard effects to minimize risk
Must have different access routes for incoming and
outgoing resources
Must be large enough to accommodate available
resources and have room for growth
Must have necessary security controls
Location must minimize environmental damage

Staging Area Benefits:

Provides location for resources immediately available
for assignments.
Provides location for resources to be organized into
units as task forces and strike teams.
Provides for greater accountability: all available
resources are together in one location
Provides safe locations for personnel and equipment.
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Prevents resources from freelancing.

Minimizes excessive communication of resources
calling for assignments.
Controls and assists the check-in of personnel who
arrive at the incident via privately owned vehicles or
other private means
Allows the OSC or IC to properly plan for resource
use and provide for contingencies

_______________ Location for primary support activities.

Location for out-of-service equipment (for repair) and
personnel (for medication)
Map Symbol:

Establishing the Base:

There should be only one Base established for each
incident.
Management of the Base comes under the Logistics
Section.
A Base Manager will be designated upon the
establishment of a Base.
It is advisable to pre-designate possible Base
locations.

_______________ Temporary location to provide services to ICS personnel

Incidents may have several camps.
Managed by a Camp Manager
Map Symbol:

Establishing the Camp:

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

_______________ Location where helicopters may be parked, maintained,

fueled, and loaded.
Managed by a Helibase Manager
Map symbol:

Establishing the Helibase:

Large incidents may have more than one Helibase.
Helibase can be located at airport or other off-incident
location.
Designated by name of incident / event.
It is not normally moved once it is established.

_______________ Temporary locations where helicopters can safely land

and take off.
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Used to load or off-load personnel, equipment, and

supplies
May have several helispots.
Map symbol:

Other Facilities

Camps for displaced persons:

Registration
Water/sanitation
Medical
Feeding/Nutrition
Warehouse for inventory of incoming donations of supplies, etc.
Security/Safety facilities
Morgue: for Disaster Victim Identification
Others?

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NOTES
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MODULE 4:
ORGANIZING AND MANAGING
INCIDENTS AND EVENTS
MODULE OBJECTIVES
Upon completion of this module, the participants will be able to:
1. Explain the use of ICS for planned/special events;
2. Identify the issues and initial organizational activities for all incidents; and
3. Identify the challenges in managing planned events and incidents.

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

Considerations for Planned Events

Type of event
Disaster/incident scenarios that may occur
Location, size and expected duration
Single or multi-agency participation
Single or multi-jurisdictional or multi-national level event
Command staff needs
Kind, type and number of resources
Air operations involved
Staging Areas required
Facilities for other requirements such as communication sanitation, medical,
etc.
Any known limitations or restrictions

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Initial Steps in Organizing for Any Incident

1. Size up the situation
2. Determine if there are lives at immediate risk
3. Establish the immediate objectives
4. Determine if there are enough and necessary resources on scene and/or
requested
5. Develop an Incident Action Plan (IAP)
6. Establish initial ICS organization
7. Consider the following:
1. If span of control is or will soon approach practical limits
2. Personnel safety factors
3. Environmental issues
8. Monitor work progress
9. Review and modify objectives and adjust the IAP as necessary

Factors in Determining the Size of the ICS Organization

Administrative and jurisdictional complexity
Geographical areas involved
Span of control considerations
Functional specialties required
Logistical, planning, and other support needs
Potential for growth
Political importance

Organizing the Operations Section

Operations Section is organized bottoms-up
As the number of resources increase, the structure expands into:

Organize the resources geographically

Organize the resources functionally
Cluster Divisions or Groups into Branches when complexity increases

Major Incidents
An incident is an occurrence or event, natural or human-induced, that requires
an emergency response to protect life or property.
Major incidents generally result to massive casualties and damages to
properties.

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

Some events may start as major incidents. Example: Typhoon Yolanda
Others occur with little to no advanced warning. Examples:
Earthquakes
Flash floods
Tanker spill
Major incidents may start small. Examples:
Small HAZMAT/gasoline spill (e.g. Aug 2005 gasoline tanker leakage
in Commonwealth, QC)
Minor disease outbreaks due to environmental conditions, delays in
response, poor initial management and lack of resources
However, the small incident may keep growing into major incident.
Example: SARS, meningococcemia, Zika Virus

Issues in Major Incidents

More casualties (dead, injured and missing)
More number of affected population
Massive damages to infrastructures, properties, and the environment
Longer duration
Involves more than one agency or organization
More than one political jurisdiction involved
More complex management and communications problems
Require more experienced and qualified supervisory incident management
team (IMT)
Requires large numbers of tactical and support resources
Have extreme elements of crisis/ psychological trauma that diminish human
capacity to function or cope
Require extensive mitigation, recovery, and rehabilitation
Have greater media interest

Challenges in Responding to Major Incidents

Time is critically important.
The situation is unstable.
Incident has the potential to expand rapidly.
Communications and information may be incomplete.
Responders may not be experienced in managing expanding incidents.
All of the IMT positions are filled while a large organization is in place or is
developing.
Most or all of the functional organizational units within sections are needed.
Divisions/ Groups are established to maintain span of control
Branches may be required if the divisions/groups exceed span of control
Multiple operational periods are probably required.
There will be a transition to a more qualified IC and the most qualified
personnel.
Other agencies or jurisdictions will be assisting.
Operations personnel may exceed several hundred per operational period
Written Incident Action Plans will be required.
Costs associated in responding to the incident are high
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Examples of an Expanded Operations Section

_______________________________________________

_______________________________________________

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

_______________________________________________

As resources are added, the use of the ICS organization becomes more
important;
The expansion/increase is mostly in the Operations Section.
Span of Control for Operations in this example is 5 to 1

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

_______________________________________________

The incident can be organized:

Geographically with Divisions
Functionally with Groups (e.g. Medical SAR)
Jurisdictionally Agency, City, Province
And Branching gives even more flexibility for very large/complex incidents

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Incident Management Options

No overlapping multi- multiple An area

jurisdictional jurisdictional, incidents/events command team
boundaries multi-agency managed by a oversees multiple
incidents/events single IMT IMTs
a single IC is Requires multiple
designated by ICs
the Responsible
Official

Unified Command
Allows agencies, organizations (or countries) with responsibility for the
incident to jointly provide management direction.
Works with a common set of incident objectives and strategies.
OSC implements the tactical operations using a SINGLE Incident Action Plan.

Unified Command Applications

_______________________________________________
_______________________________________________
_______________________________________________

Incident Complex
_______________________________________________
_______________________________________________
_______________________________________________
Considerations
Use Single or Unified Command
Incidents are close enough to be managed by the same IMT
Need to reduce the logistical or support requirements
Need to consolidate incidents to conserve staff and reduce costs
Staff activities can be managed by a single IMT
Examples
Earthquakes, typhoons, floods in the same area
Several separate forest fires burning in close proximity
Many separate incidents occurring simultaneously

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Incidents Managed ________________________

Incidents Managed ________________________

Single Incident divided into Two Incidents

Incident becomes too large and spreads to more than one jurisdiction.
Example: flood spreading downstream
As the incident spreads, different areas may have to accomplish varying
objectives
The impacts of the terrain or access affect the ability to manage and may
differ from one area to another, especially for operations and logistics.
Two or more principal sections are overworked due to size or complexity:
Planning Section cant meet planning objectives and strategies.
Logistics Section is not able to support the widespread facilities and
operations via single Base.
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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Considerations for Single Incident Divided into Two Incidents

Decide how to divide the incident into two based on:
Terrain and access considerations
Locations of future resource and logistical support
Jurisdictional and administrative boundaries
Current operation structure (branches, divisions, etc.)
Need to request for additional IMTs and resources

Example: Flooding Incident Divided into Two Incidents

Area Command

Oversee management of multiple incidents by multiple IMTs; or

Oversee multiple IMTs managing a very large single incident

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Area Command Team (ACT)

_____________________________________________
_____________________________________________
_____________________________________________

Flooding Incident managed using Area Command

The incident has been divided into two. Due to complexity, size and lack of
resources, an ACT has been established.
The two IMTs report to the ACT. The ACT reports to the CDRRMC.

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NOTES
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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

MODULE 5:
INCIDENT/EVENT ASSESSMENT
AND MANAGEMENT BY OBJECTIVES
MODULE OBJECTIVES
Upon completion of this module, participants will be able to:
1. Explain the process for assessing incident/event complexity;
2. Describe the process for managing objectives; and
3. Develop objectives for the given exercise.

Assessing Incident/Event Complexity

Initial Response Actions

Assessment and Safety

___________________________________________
___________________________________________
___________________________________________
___________________________________________
Planning and Resource Management
___________________________________________
___________________________________________
___________________________________________
___________________________________________

Size up the Situation

The first responder to arrive must assume command and size up the situation by
determining:
1. Nature and magnitude of the incident
2. Hazards and safety concerns:
a) __________________________________
b) __________________________________
c) __________________________________
d) __________________________________
3. ___________________________________
4. Location of Incident Command Post and Staging Area
5. ___________________________________

A thorough size up provides information needed to make initial management

decisions.

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Situation Awareness
Situation awareness is the perception of:
What the current status of the incident, and
What you are doing in relation to the incident and your objectives.
Situation awareness involves the ability to predict:
Changes in the status of the incident, and
Your future actions.

How to Generate Situation Awareness

Identify current and potential problems.
Recognize the need for action especially for atypical situations.
Do NOT ignore information discrepancies. Instead, analyze discrepancies
before proceeding.
Seek and provide information before acting.
Continue collecting information about the incident and assignments made.
Assess your own task performance.
Identify deviations from the expected.
Communicate your situation awareness to all team members!

Incident Complexity: Factors to Consider

Impacts to lives, properties, and the economy
Safety of the responders and the communities
Potential hazards
Weather and other environmental influences
Likelihood of cascading events
Potential human-induced threats such as crimes and terrorism
Political sensitivity, external influences, and media relations
Areas involved and jurisdictional boundaries
Availability of resources

In addition to the information collected during the size up, the Incident Commander
must take into account the Authorities, Policies & Guidelines, and External
Stakeholders.

Examples of Policies and Guidelines to Consider:

DRRM plans
Pre-incident plans
Standard operating procedures
Emergency operations plans
Disaster preparedness plans
Agreements
Recovery plans
Field operations guides

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Management by Objectives

ICS is managed by objectives.

Objectives are communicated throughout the entire ICS organization through
the incident planning process.

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.

Establishing and Implementing Objectives

1. Understand agency policy and direction.
2. Assess incident situation.
3. Establish incident objectives.
4. Select appropriate strategies to achieve objectives.
5. Perform tactical direction.
6. Provide necessary follow-up.

Responsibility for Developing Objectives

___________________: The Incident Commander is solely responsible for
developing incident objectives.
___________________: The Command and General Staff contribute to the
development of incident objectives.

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Information Sources for Developing Incident Objectives

Delegation of authority
Responsible Official briefing
Initial Incident Commander briefing
Complexity analysis
Declaration establishing emergency status
Size up
Pre-incident plan
Existing agency agreements
Agency policies

Priorities for Developing Incident Objectives

Incident objectives are established based on the following priorities:
1. Life and Safety
2. Incident Stabilization
3. Property Preservation

Writing SMART Objectives

S________________________________________
M________________________________________
A________________________________________
R________________________________________
T________________________________________

Examples:
Release all hostages safely with no further casualties by 1500H.
Stop any further flow of toxic material to river bed by 0900H.
Search all structures for casualties by 1400H.
Reduce reservoir level to 35 feet by 0800H tomorrow.
Complete rapid assessment of all damaged residential structures in Barangay
C within the next 24 hours.
Restore water supply to the business district by 0900H tomorrow.
Suppress fire within the existing structures in Barangay A during the current
operational period.

Strategy
Describes the general method or methods that should be used either singly
or in combination which will result in achieving the incident objective.

Objective: Reduce reservoir level to 35 feet by 0800 tomorrow.

Examples of Strategies:
Strategy #1 - _________________________________
Strategy #2 - _________________________________
Strategy #3 - _________________________________

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Tactical Direction
Describes how the Strategy will be accomplished to achieve the Incident
Objectives.
It is the responsibility of the Incident Commander or the Operations Section
Chief, if established.

Steps in formulating Tactical Direction

1. _________________________________
2. _________________________________
3. _________________________________
4. _________________________________

ICS Form 201: Incident Briefing

Provides Command Staff with information about the incident situation and the
resources allocated to the incident.
Serves as a permanent record of the initial response to the incident.
Can be used for transfer of command.

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NOTES
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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

MODULE 6:
ORGANIZING AND MANAGING
INCIDENT RESOURCES
MODULE OBJECTIVES
Upon completion of this module, the participants will be able to:
1. Explain the importance of organizing resources, to include describing and
assigning resource status;
2. Explain the key considerations for managing resources; and
3. Plan for the needed resources for the given exercise.

Organizing Incident Resources

Incident resources - include personnel and major equipment that are available or
potentially available for assignment.

Personnel Resources - assigned to functional areas within ICS Sections based on

experience, training and past performance.

Equipment Resources consist of the equipment and the personnel assigned to

operate the said equipment. These also include aviation resources.

Resources are described according to:

______ - refers to broad categories of resources (e.g. crews, bulldozers, SAR
teams)
______ - describes performance capability
o T1 - _________________
o T2 - _________________

Advantages of Resources Typing

Helps to determine the right resource for the job during planning
Makes it easy to communicate what is needed during ordering
Enables the manager to monitor resources for under-or-over-capability, and
make changes accordingly
Helps lead the use of smaller or less costly resources and contributes to
increasing work performance

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Options for Using Resources

Single Resources Task Forces Strike Teams

_____________________ _____________________ _____________________
_____________________ _____________________ _____________________
_____________________ _____________________ _____________________
_____________________ _____________________ _____________________

Examples: Examples: Examples:

Helicopter, Type 2 Search, Rescue and Leader + 2 Type 2
Medical Team Retrieval Task Force Bulldozers
K-9 Unit Leader Leader + 5 Type 1
Division Supervisor SAR Unit Fire Engines
Medical Unit Leader + 2 Type 1
Retrieval Unit Hand crews

Advantages of Using Strike Teams and Task Forces

Enables more effective resource use planning
Quick and effective ordering
Reduced radio traffic
Allows monitoring of expansion of organization
Allows resource control and accountability
Helps maintain span of control

Resource Status
_____________ - resource is on the incident; working
_____________ - resource is on the incident; not assigned; without a task
(perhaps in staging area or camp)
_____________ - resource is neither assigned nor available (may be resting
or under repair)

Changing Resource Status

Resource status is changed by the supervisor.
The supervisor communicates change to next level supervisor
Ultimately, status change gets to Operations Chief who conveys to the
Planning Section to maintain status information on all resources.

Resource Tracking/Status Keeping Systems

1. Manual System using Forms
2. Card Systems or T Cards

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

ICS FORM 219 USE COLOR

1 Labels as label card Grey (used only as label card)
2 Hand crews Green
3 Engines Rose
4 Helicopter Blue
5 Personnel White
6 Aircraft Orange
7 Dozers Yellow
8 Task Forces Tan
Miscellaneous Equipment

3. Magnetic Maps or Status Board

4. Computer System

Why is Resource Management Important?

1. The job gets done.
2. The job gets done SAFELY.
3. The job gets done cost-effectively.

Resource Management Considerations:

1. ________________________________
2. ________________________________
3. ________________________________
4. ________________________________
5. ________________________________

Establishing Resource Needs

Planning for resource needs is important especially for emerging incidents.
Plan for what you need now and in the future.

ICS 215 _________________________________

Allows planning for the following:
Work Location
Work Assignments
Kind & Type Of Resources Needed
Current Availability Of Resources
Reporting Locations
Requested Arrival Times
Identifies Surplus of Resources

ICS 215A - _________________________________

Used to identify hazards that can threaten the responders and the possible
mitigations
Used in conjunction with the ICS 215
Accomplished together by Operations Chief and Safety Officer
Presented during the tactics meeting and used during the Planning Meeting
Emphasizes that responders safety is always the number one priority
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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Resource Ordering
The process whereby requests (orders) for additional resources are
communicated to the Emergency Operations Center
Essential Information for Resource Orders
Incident name
Order/request number
Date and time of request/order
Quantity, kind and type of resources
Reporting location
Requested arrival time
Radio frequency
Name of person and position placing request/order
Callback number or radio designation

Ordering Methods
Radio
Fax
Phone
Computer

Ordering Process
Personnel authorized to make orders:
Incident Commander
Logistics Section Chief
Supply Unit Leader
IC must approve all orders.
Orders must be communicated to the EOC.

Resource Check-in
A pre-established ICS process that provides resource accountability
Begins as soon as possible in the course of the incident
May occur at multiple locations
Check-in Locations
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________

Resource Use
Resources checked-in may be:
1. Initially assigned to base, camps or staging areas; or
2. Directly assigned to divisions or groups

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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Resource Demobilization
Demobilization refers to 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

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NOTES
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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

MODULE 7:
INCIDENT AND EVENT PLANNING
MODULE OBJECTIVES
Upon completion of this module, the participants will be able to:
1. Explain the importance of incident/event planning;
2. Understand the process of delegation of authority; and
3. Explain the steps involved in incident action planning

Importance of Planning
Results of Poor Planning
Inefficient use of resources
Inappropriate strategies and tactics
Safety problems
High incident costs
Low effectiveness
Lack of documentation

Delegation of Authority
One of the important considerations for planning is to determine who has the
authority to manage the incident.
Who is in charge?
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.
When not needed:
The IC is acting within his or her existing authorities.
The person in charge of the area may already have the authority to
deploy response resources to a small incident.
The chief has the authority to serve as an IC as part of his official job
description (eg. Fire Chief responding to a fire incident)
When needed:
The incident is outside the Incident Commanders home jurisdiction.
The incident scope is complex or beyond the capacity of the existing
authorities.
It is stated in the law or procedures.
Elements:
Legal authorities and restrictions
Financial authorities and restrictions
Reporting requirements
Demographic issues

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Political implications
Agency or jurisdictional priorities
Plan for public information management
Process for communications
Plan for ongoing incident evaluation

Incident Action Planning

The 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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Planning Process overview The Planning P

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Essential Steps in Incident Action Planning

____________ What has happened?

What actions have been made?
What is the progress?
How effective is the current plan?
What are the potentials/ possibilities for incident
growth/escalation?
What is the present and future resource and organizational
capability?

____________ Incident Objectives

Must be SMART
Must be disseminated to all concerned
Must be flexible to allow for alternatives

Strategies to Achieve the Objectives:

Must make good sense (feasible, practical and suitable)
Must be within acceptable safety norms
Must be cost effective
Must be consistent with sound environment practices
Must meet political considerations

____________

____________ Planning for an Incident can be VERBAL or WRITTEN depending

on the SIZE and COMPLEXITY of the situation

Verbal Incident Action Plan

Essential elements in a verbal IAP:
__________________________________
__________________________________
__________________________________
__________________________________
__________________________________

Written Incident Action Plan

Usual requirements for written IAP:
Two or more jurisdictions involved
Overlapping another Operational Period
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Organizational elements activated

Required by agency

IC shall decide on the use of written IAP.

Written Incident Action Plan provides:

Clear statement of objectives and actions
Basis for measuring work effectiveness and cost
efficiency
Basis for measuring work progress and for providing
accountability

Essential elements:
Description of the incident
Statement of Objectives
Organization
Tactics (Procedures)
Resource Assignments (Personnel and Equipment)
Supporting documents/plans: traffic; communications;
medical; others as needed

IAP Contents ICS Forms

Additional Supporting Documents:

Maps and incident facility plans
Safety message
Detailed weather forecasts
Directory
Other important information for operational supervisors
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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

Planning Meeting

Planning Meeting Agenda OPR

Situation & resources briefing PSC

Incident objectives & policy issues IC

Primary & alternative strategies to meet OSC, other Chiefs
objectives contribute
Reporting locations & additional facilities
OSC assisted by LSC
needed

Resource Orders PSC/LSC

Support requirements such as

communications, traffic, safety, medical, LSC
etc.

IAP Presentation, Finalization and PSC (finalization); IC

Approval (approval)
____________ Finalize the IAP
Compile plan components
Obtain ICs approval
Reproduce IAPs according to number of personnel requiring
copies

Conduct Operational Period Briefing

Disseminate the contents of the IAP through the conduct of
Operational Briefing

Sample Operational Period Briefing Agenda

Operational Period Briefing Agenda OPR

Incident Objectives PSC

Current Situation Update OSC

Meteorologist
Weather Forecast
(or PSC)
Operational Assignments OSC
Safety Briefing SOFR
Logistical Concerns LSC
Financial Concerns FSC

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Information Plan and Updates PIO

Agency
Cooperating Agencies Representatives
(or LO)
Closing Comments IC
Next Briefing Schedule PSC

Operational Period Briefing Hints

Always face your responders during briefing.
Roll call each Branch/Division/Group to assure you have your
resources.
Do not roll call the IMT members.
Utilize the map to give instruction and directions.
The OSC should have the ICS 204
PSC shall designate breakout areas for Branch Director or
Division/Group Supervisors for briefing with Responders.
ICs closing comments should be brief.
KISS Keep It Short & Simple

____________ For Smaller Incidents

__________________________________
__________________________________

For Larger Incidents

__________________________________
__________________________________
____________ Does the plan accurately reflect the current situation? If not,
modify it.
Monitor progress against planned tactical operations.
Make adjustments as required.

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NOTES
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OFFICE OF CIVIL DEFENSE-NATIONAL DISASTER RISK REDUCTION AND MANAGEMENT COUNCIL

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. Understand the demobilization procedures; and
3. Explain the importance of close out meetings.

Transfer of The process of moving the responsibility of command from one

Command IC to another IC.

When to Transfer Command?

1. ______________________________________________
2. ______________________________________________
3. ______________________________________________
4. ______________________________________________
5. ______________________________________________
6. ______________________________________________

The arrival of a more qualified person does NOT necessarily mean

a change in incident command. The more qualified individual may:
Assume command according to guidelines;
Maintain current command as it is and monitor its activity and
effectiveness; or
Request another more qualified IC as needed.

Whenever possible, transfer of command should:

Take place face-to-face; and
Include a complete briefing

The 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.
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6. Incident facilities.
7. Incident communications plan.
8. Incident prognosis, concerns, and other issues.
9. Introduction of Command and General Staff members.

Documentation: ICS form 201

The initial IC can use the ICS 201 to document actions and
situational information required for transfer of command.
For more complex transfer of command situations, every
aspect of the incident must be documented and included in
the transfer of command briefing.

Stabilizing or De-escalating Incidents

When an incident stabilizes or de-escalates:
Incident management is returned to the original level of
incident command.
A transfer of command occurs

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

The release and return of resources may occur during an

incident/event or after the incident/event is over.

Planning for demobilization helps to:

Eliminate waste.
Eliminate potential fiscal and legal impacts.
Ensure a controlled, safe, efficient, and cost effective release
process.

Demobilization policies and procedures depend on the size of the

incident and may involve:
Fiscal/legal policies and procedures.
Work rules.
Special license requirements.
Other requirements.

Who does what in demob?

Command: _____________________________________
Operations: _____________________________________
Planning: _____________________________________
Logistics: _____________________________________
Finance/Admin: ___________________________________

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Demobilization Plan Information Needs

Basic Parts of a Demobilization Plan

Demobilization Process
Responsibilities
Release Priorities
Release Procedures
Directories
Close out Close out is the formal meeting that shall take place with the RO
and the IMT members.
The IC will stay with the incident until its conclusion and the
close out meeting.

Things to Discuss during Close Out Meeting:

Incident summary and actions taken
Major events that may have lasting ramifications
Documentation, including components for finalization
Opportunity for the officials to bring up concerns
Evaluation of incident management by the officials

Preparations for Close Out Meeting

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

Team Close Out Meeting

IMTs may hold a closeout meeting to discuss team
performance.
The results of the close-out meeting can form part of the
after action review or lessons learned summary report.

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NOTES
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