U.S. Coast Guard 

COMDTPUB P3120.17B 

U.S. DEPARTMENT OF 

HOMELAND SECURITY

U.S. COAST GUARD

INCIDENT 

MANAGEMENT

HANDBOOK

May 2014
PHONE NUMBERS FOR COAST 

GUARD AREA AND DISTRICT 

COMMAND CENTERS 

CG CRITICAL INCIDENT COMMS 800-323-7233

ATLANTIC AREA 757-398-6770

FIRST DISTRICT 617-223-8555

ATLANTIC AREA / FIFTH DISTRICT 757-398-6391

SEVENTH DISTRICT 305-415-6800

EIGHTH DISTRICT 504-589-6225

NINTH DISTRICT 216-902-6117

PACIFIC AREA / ELEVENTH DISTRICT 510-437-3701

THIRTEENTH DISTRICT 206-220-7001

FOURTEENTH DISTRICT 808-535-3333

SEVENTEENTH DISTRICT 907-463-2000

NATIONAL COMMAND CENTER 202-372-2100

NATIONAL RESPONSE CENTER 800-424-8802

DCMS WATCH 757-398-6765
U.S. Homeland Department Security o~· • • 

United States 

Coast Guard 

Commandant 

United States Coast Guard 

Stop 7516 

2703 Martin Luther King Jr Ave SE 

Washington, DC 20593-7516 

Phone: (202) 372-2231 

Fax: (202) 372-2905 

COMDTPUB P3120. l 7B 

MAY 21 ~ 

COMMANDANT PUBLICATION P3120. l 7B 

Subj: U.S. COAST GUARD INCIDENT MANAGEMENT HANDBOOK (IMH) 

Ref: (a) 

(b) 

(c) 

(d) 

(e) 

(f) 

(g) 

(h) 

(i) 

G) 

(k) 

(1) 

(m) 

Homeland Security Presidential Directive 5: Management of Domestic Incidents 

(HSPD-5), Feb 2003 

Presidential Policy Directive 8: National Preparedness (PPD-8), Mar 2011 

National Incident Management System (NIMS), Dec 2008 

National Response Framework (NRF), May 2013 

Coast Guard NIMS-NRP Implementation Plan, Dec 2004 

Alignment with the National Incident Management System and National Response Plan, 

COMDTINST 16000.27 (series), Jun 2005 

Incident Command System, COMDTINST 3120.14 (series), Sep 1998 

Coast Guard Incident Command System Implementation Plan, COMDTINST M3120.15 

(series) 

Coast Guard Connectivity to the National Response Framework, COMDTINST 16000.22 

(series), Nov 2009 

Information and Life Cycle Management Manual, COMDTINST M5212.12 (series) 

U.S. Coast Guard Personal Property Management Manual, COMDTINST M4500.5 

(series), Feb 2013 

COMMANDANT Memo 16000of18 Mar 2011, Final Action Memorandum -Incident 

Specific Preparedness Review (ISPR) Deepwater Horizon Oil Spill 

On Scene Coordinator Report Deepwater Horizon Oil Spill, Sep 2011 

1. PURPOSE. The Coast Guard Incident Management Handbook (IMH) is designed to assist Coast 

Guard personnel in the use of the National Incident Management System (NIMS) Incident 

Command System (ICS) during response operations and planned events. The IMH is an easy 

reference job aid for responders. It is not a policy document, but rather guidance for response 

personnel. 

2. ACTION. Area, District, and Sector Commanders, Commanders of Service and Logistics Centers, 

Commanding Officers of Headquarters Units, Assistant Commandants for Directorates, Judge 

Advocate General and special staff elements at Headquarters shall ensure compliance with the 

provisions of this Instruction. Internet release is authorized. 

3. DIRECTIVES AFFECTED. U.S. Coast Guard Incident Management Handbook, COMDTPUB 

P3120. l 7 A, dated August 18, 2006 is cancelled. 
4. BACKGROUND.

a. The Homeland Security Act of 2002, Homeland Security Presidential Directive 5: Management 

of Domestic Incidents (HSPD-5), and Presidential Policy Directive 8: National Preparedness 

(PPD-8) fundamentally changed how the U.S. prepares for and responds to domestic incidents. 

The National Preparedness System and NIMS establish a comprehensive approach to incident 

management and instituted a new national policy and procedures for protection, prevention, 

mitigation, response, and recovery. The NIMS ICS is a standardized all hazard – all risk 

approach to managing crisis response operations as well as non-crisis events with principles that 

can be applied to all types of incidents. The Department of Homeland Security (DHS) required 

all federal departments and agencies to adopt and fully implement the NIMS ICS by September 

2005 as outlined in references (a) through (d).

b. This 2014 version of the IMH includes revisions informed by references (b) through (m), after 

action reports and lessons learned published after 2005, an internal field level review, and an 

external review by federal, state, local, and private sector maritime partners.

c. The IMH is organized so that the generic information applicable to all types of responses is at the 

front of the document, chapters 1 through 15. For example, the duties and responsibilities of a 

Planning Section Chief are found in the generic planning section chapter since a Planning 

Section Chief’s job description under ICS does not change from one type of incident to another. 

The remainder of the IMH, chapters 16 through 24, is divided into supplements tailored to eight 

types of incidents the Coast Guard is likely to respond: Marine Transportation System Recovery, 

Maritime Security/Antiterrorism; Search and Rescue; Mass Casualty/Mass Rescue; Oil Spill; 

Hazardous Substance Release (chemical, biological, radiological, and nuclear); Marine Fire and 

Salvage; and Event Management.

5. REFERENCES. The references in the letter of promulgation provide the strategic references used in 

the development of the IMH. Each chapter has chapter specific references that provide amplified 

information appropriate to the content of the chapter.

6. DISCLAIMER. This document is intended to provide operational guidance to Coast Guard 

personnel and is not intended to, nor does it, impose legally-binding requirements on any party 

outside the Coast Guard.

7. CERTIFICATION AND TRAINING. The Coast Guard has developed Type 3 through Type 1 

competencies for many of the positions described in the IMH. Coast Guard NIMS ICS competency 

and training information can be found at https://homeport.uscg.mil/ics.

8. JOB AID AVAILABILITY. Coast Guard NIMS ICS job aids noted in the IMH can be found on the 

Internet at https://homeport.uscg.mil/ics.

9. RECORDS MANAGEMENT CONSIDERATIONS. This Instruction has been thoroughly reviewed 

during the directives clearance process, and it has been determined there are not further records 

scheduling requirements, in accordance with Federal Records Act, 44 United States Code (U.S.C.)

3101 et seq., National Archives and Records Administration (NARA) requirements, and reference 

(j). This policy does not create significant or substantial change to existing records management 

requirements.

2
10. ENVIRONMENTAL ASPECT AND IMPACT CONSIDERATIONS. 

a. The development of this Instruction and the general policies contained within it have been 

thoroughly reviewed by the originating office in conjunction with the Office of Environmental 

Management, and are categorically excluded (CE) under current Coast Guard CE# 33 from 

further environmental analysis, in accordance with Section 2.B.2. and Figure 2-1 of the National 

Environmental Policy Act (NEPA) Implementing Procedures and Policy for Considering 

Environmental Impacts, COMDTINST M16475.1 (series). 

b. This Instruction will not have any of the following: significant cumulative impacts on the human 

environment; substantial controversy or substantial change to existing environmental conditions; 

or inconsistencies with any Federal, State, or local laws or administrative determinations relating 

to the environment. All future specific actions resulting from the general policies in this Manual 

2 COMDTINST M5215.6F 3 must be individually evaluated for compliance with the NEPA, 

DHS and Coast Guard NEPA policy, and compliance with all other environmental mandates. 

Due to the administrative and procedural nature of this Manual, and the environmental guidance 

provided within it for compliance with all applicable environmental laws prior to promulgating 

any directive, all applicable environmental considerations are addressed appropriately in this 

Instruction. 

11. FORMS/REPORTS. Coast Guard NIMS ICS standard forms included in the IMH and can be found 

at httos://homeport.uscg.mil/ics. Coast Guard training courses will incorporate the applicable Coast 

Guard NIMS ICS standard forms since they can be used for the full range of contingencies. The 

Federal Emergency Management Agency (FEMA) forms referenced in this Instruction are available 

at http://www.fema.gov/national-incident-management-system. 

V ADM C. D. Michel 

U.S. Coast Guard 

Deputy Commandant for Operations 

3 
UNITED STATES COAST GUARD

INCIDENT MANAGEMENT HANDBOOK

INCIDENT COMMAND SYSTEM

(ICS)

PREPARED BY UNITED STATES COAST GUARD

WASHINGTON, DC 20593

May 2014 EDITION
Please provide comments on this publication to the 

Coast Guard Headquarters Office of Contingency 

Preparedness and Exercise Policy.

USCG Commandant (CG-CPE)

2703 Martin Luther King Jr. Ave SE, Stop 7601

Washington, DC 20593- 7601

The Adobe .pdf version of this publication can be 

downloaded for free at

https://homeport.uscg.mil/ics

Mobile application versions of this publication are being 

developed and once completed can be downloaded for 

free at the Apple, Google, and Windows application 

stores.

For sale by the

U.S. Government Printing Office

Superintendent of Documents

732 North Capitol Street, NW

Washington, DC 20401

Phone: 202-512-0000

http://www.gpo.gov

Online bookstore: http://bookstore.gpo.gov/
May 2014

TABLE OF CONTENTS

Chapter 1 Introduction

Chapter 2 Common Responsibilities

Chapter 3 Operational Planning Cycle

Chapter 4 Command and Control Decisions

Chapter 5 Unified Command

Chapter 6 Command Staff

Chapter 7 Operations Section

Chapter 8 Planning Section

Chapter 9 Intelligence/Investigations Section

Chapter 10 Logistics Section

Chapter 11 Finance/Administration Section

Chapter 12 Information Management

Chapter 13 Organizational Guides

Chapter 14 Area Command

Chapter 15 Multiagency Coordination under NRF

Chapter 16 Marine Transportation System Recovery

Chapter 17 Maritime Security (Antiterrorism)

Chapter 18 Search and Rescue (SAR)

Chapter 19 Mass Casualty/Mass Rescue

Chapter 20 Oil Spill

Chapter 21 Hazardous Substance

Chapter 22 Marine Fire and Salvage

Chapter 23 Event Management and National Special 

Security Events (NSSEs)

Chapter 24 Coast Guard NIMS ICS Forms List

Chapter 25 Glossary, Incident Typing, Acronyms, 

Map/Chart Symbology, and Conversions and 

Equivalents

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TABLE OF CONTENTS
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TABLE OF CONTENTS
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CHAPTER 1

INTRODUCTION

The United States Coast Guard (CG) Incident Management 

Handbook (IMH) is designed to assist CG personnel in the 

use of the National Incident Management System (NIMS) 

Incident Command System (ICS) during response 

operations. The ICS program has adopted the motto Ordo e 

Chao – Order out of Chaos. The IMH is intended to be used 

as a reference job aid for responders to provide a systematic 

response process bringing order out of the chaos of incident 

response. It is not a policy document but rather guidance for 

response personnel requiring judgment in application.

The CG is a first responder at state, tribal, and local levels 

and should be prepared to work with additional response 

personnel from other federal, state, and local agencies, nongovernmental organizations (NGOs), and commercial 

entities. Through the guidance in the IMH, CG response 

operations align with the NIMS and is able to:

• Create an ICS organization and standard processes that

integrate federal, state, tribal, and local agencies, NGOs, 

and commercial entities into a CG response operation, 

as the lead federal agency.

• Integrate seamlessly into existing local, tribal, state, 

federal agencies, NGOs, and commercial entities’ ICS, 

as a supporting agency.

During IMH development, it was recognized that 80% of 

response operations share common principles and 

procedures. The other 20% of response operations are 

unique to the type of incident, such as search and rescue or 

oil spill. Therefore, generic information applicable to all 

responses is presented first, followed by incident-specific 

chapters applicable to unique situations CG responders will 

likely encounter. For example, the roles and responsibilities 

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INTRODUCTION
May 2014

of the Planning Section Chief (PSC) are found in the generic 

section since a PSC’s job description under the ICS does not 

change from one type of incident to another.

An example of incident response escalation is provided in 

each chapter along with example organization charts 

depicting how an ICS organization may be developed. Each 

chapter also provides incident-specific job descriptions that 

have proven valuable in past response operations.

CG response personnel may come from any component of 

the CG - Active Duty, Reserve, Auxiliary, or Civilian 

Employees. Responders should have a basic understanding 

of NIMS and ICS to ensure they can operate effectively 

within an ICS organization and use this IMH properly.

Please note that acronyms are used extensively 

throughout this Handbook; an acronym list can be found

in chapter 25.

The IMH and associated job aids, position specific 

performance qualification system (PQS) task books, along 

with associated reference materials can be found at 

https://homeport.uscg.mil.

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INTRODUCTION
May 2014

CHAPTER 2

COMMON RESPONSIBILITIES

INCIDENT MANAGEMENT TEAM (IMT) MEMBERS

A. Receive assignment from your agency, which includes 

the following information:

1. Job assignment (e.g., designation or position).

2. Brief overview of type and magnitude of incident.

3. Resource order number and request number and/or 

travel orders (TONO).

Note: CG policy does not allow travel without travel 

orders, or at a minimum, a printout of message 

traffic identifying the member by name for 

mobilization.

4. Travel instructions including reporting location and 

reporting time.

5. Communication instructions (e.g., radio frequency).

B. Prior to departure.

1. Monitor incident related information from the media, 

if available.

2. Assess personal Go-Kit and equipment readiness 

(e.g., medications, money, computer, and medical 

record) - consider attributes of the incident and 

climate of location.

3. Inform others as to where you are going and how to 

contact you.

4. Review the IMH, applicable job aid(s), standard 

operating procedures (SOPs), regional and local 

plans, and other relevant documentation.

5. Bring a hard copy of your position-specific PQS.

6. Take advantage of travel time to rest prior to arrival.

C. Upon arrival at the incident.

1. Check in at the designated location, which may be 

found at the following locations:

a. Incident Command Post (ICP).

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COMMON RESPONSIBILITIES
May 2014

b. Incident Base.

c. Staging Areas.

d. Helibases.

2. Assisting or Cooperating Agency Representatives 

(AREPs) - report to the Liaison Officer (LOFR) at the 

ICP after checking in.

3. Direct on-scene assignment check in.

Note: If you are instructed to report directly to an 

assignment, check in with the Division/Group Supervisor 

(DIVS) or the Operations Section Chief (OSC).

D. Upon arrival at assignment.

1. Receive briefing from immediate supervisor.

2. Acquire work materials.

3. Abide by organizational code of ethics.

4. Participate in IMT meetings as appropriate.

5. Comply with all safety practices and procedures, 

and report unsafe conditions to your immediate 

supervisor and the Safety Officer (SOFR).

6. If relieving someone, obtain a briefing from that 

person.

7. Understand assigned communication methods and 

procedures for area of responsibility (AOR).

8. Support the collection and reporting of situational 

information.

9. Review and adhere to the information management 

plan, if developed.

10. Use clear text and ICS terminology in all radio 

communications – no codes.

11. Complete forms and reports required of assigned 

position.

12. Ensure proper disposition of incident documentation 

as directed by the Documentation Unit.

13. Ensure equipment is operational prior to each work

period.

14. Report signs and symptoms of extended incident 

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COMMON RESPONSIBILITIES
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stress, injury, fatigue, or illness for yourself or 

coworkers to your supervisor.

15. Brief shift replacement on operation status.

E. Upon notice of demobilization.

1. Respond to demobilization orders.

2. Brief subordinates regarding demobilization.

3. Prepare personal belongings for demobilization.

4. Return all assigned equipment.

5. Receive the Incident Personnel Performance Rating 

Form (ICS 225-CG) from your supervisor.

6. Participate in after action activities – to include 

sharing lessons learned.

7. Complete demobilization check-out process before 

returning to home unit.

8. Notify the Demobilization Unit Leader (DMOB) and 

home unit of your safe return.

COMMAND AND GENERAL STAFF, BRANCH 

DIRECTORS, UNIT LEADERS, DIVISION/GROUP 

SUPERVISORS, MANAGERS, AND TEAM LEADERS

A. Upon check-in, receive briefing from Incident 

Commander (IC), Section Chief, Unit Leader, or Branch 

Director as appropriate.

B. Determine status of unit activities.

C. Determine resource needs.

D. Order additional unit staff as appropriate.

E. Confirm dispatch and estimated time of arrival of staff 

and supplies.

F. Assign duties to and supervise staff.

G. Maintain accountability for assigned personnel with 

regard to exact location(s), personal safety, and welfare 

at all times, especially when working in or around 

incident response operations.

H. Supervise demobilization of unit, including storage of 

supplies.

I. Provide the Supply Unit Leader (SPUL) with a list of 

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COMMON RESPONSIBILITIES
May 2014

supplies to be replenished.

J. Maintain unit records, including a Unit Log (ICS 214-

CG).

K. Maintain a personal log of actions, decisions, and events

if desired.

L. Complete ICS 225-CG for subordinates before 

demobilization.

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COMMON RESPONSIBILITIES
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CHAPTER 3

OPERATIONAL PLANNING CYCLE

Reference:

(a) Coast Guard Contingency Preparedness Planning 

Manual, Volume 1, COMDTINST M3010.11D

Prepare for 

Planning Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess Progress

Initial UC 

Meeting

Incident Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New Operational 

Period Begins

Operational

Planning 

Cycle

Events most related to 

assembling an Incident 

Action Plan (IAP)

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OPERATIONAL PLANNING CYCLE
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INTRODUCTION

The ICS Operational Planning Cycle is the systematic 

mechanism used to develop and disseminate a safe and 

effective IAP for each operational period of an

incident/event’s life cycle.

If the development of the IAP involves classified or law 

enforcement sensitive information then the IC/UC should 

hold the unclassified Operational Planning Cycle meeting 

first and then hold the classified Operational Planning Cycle 

meeting second with those members of the Incident 

Management Team (IMT) that have the appropriate 

clearance and need to know.

Incident/Event - All incidents start as a local response. 

Incidents usually occur without warning. Events may have 

months of lead time during which training, practice, drills,

and rehearsals may be conducted. Event examples include 

Op Sails and presidential inaugurals.

Notifications - Several response organizations may be 

notified of an incident/event by the National Response 

Center (800-424-8802), responsible party, victim, witness, or 

other government agency. Agencies will respond according 

to their own SOPs.

INITIAL RESPONSE AND ASSESSMENT

The period of Initial Response and Assessment occurs in all 

incidents. Short-term responses, which are small in scope 

and/or duration (e.g., a few resources working during one 

operational period), can often be coordinated using only an 

Incident Briefing Form (ICS 201-CG).

Initial Response and Assessment activities are to:

A. Gain situational awareness.

B. Assume command.

C. Determine initial objectives and take action.

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OPERATIONAL PLANNING CYCLE
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D. Organize and direct response assets and members as 

they arrive and track resources.

E. Identify appropriate communication methods and 

Operations and Command frequencies, if using radio 

communications.

F. Evaluate current response actions and adjust as 

needed.

G. Evaluate potential incident complexity.

H. Request additional resources if needed.

I. Provide status reports to the CG Command Center or 

local Emergency Operations Command (EOC)/dispatch 

as required and needed.

J. Request IMT support if not already identified by CG 

Sector Command or other agency supervisors.

K. Complete the Incident Briefing Form (ICS 201-CG).

INCIDENT BRIEF (ICS 201-CG)

During the transfer-of-command process from the initial IC 

an ICS 201-CG-formatted briefing provides an incoming 

IC/Unified Command (UC) with basic information regarding 

the current incident situation and resources allotted to the 

incident. Most importantly the ICS 201-CG functions as the 

IAP for the initial response, remains in force, and continues 

to be updated until the response ends or the Planning 

Section generates the incident's first comprehensive IAP. It 

is also suitable for briefing individuals newly assigned to the 

Command and General Staff, incoming tactical resources, as 

well as needed assessment briefings for the IMT.

ICS 201-CG is essential for future planning and the effective 

management of initial response activities.

When: New IC/UC; staff briefing as required.

Facilitator: Current IC/UC or PSC (if available).

Attendees: Prospective IC/UC; Command and General 

Staff as available.

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OPERATIONAL PLANNING CYCLE
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INCIDENT BRIEF (ICS 201-CG) AGENDA

Using ICS 201-CG as an outline, include:

1. Current situation (include territory, exposures, safety 

concerns, etc.; use map and/or charts).

2. Facilities established.

3. Initial objectives and priorities.

4. Current and planned actions.

5. Current on-scene organization.

6. Methods of communication and current frequencies 

used.

7. Resource assignments.

8. Resources ordered and/or en-route.

9. Potential incident complexity.

10. Notifications completed.

GENERAL TASKS

Incident Commander

 Obtains incident brief using ICS 201-CG.

 Assesses operational requirements.

 Determines current/future organizational 

and response requirements and objectives.

 If activated, orders staff.

Operations

 Obtains incident briefing from IC.

 Review available contingency plan(s).

 Develops strategies and tactics.

 Assembles additional resources.

 Manages response using ICS 201-CG.

 If activated, orders staff.

Planning

 If available, facilitates incident briefing.

 If activated, orders staff.

Logistics

 If activated, orders staff.

Finance/Admin

 If activated, orders staff.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Beings

3-4

OPERATIONAL PLANNING CYCLE
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INITIAL UNIFIED COMMAND MEETING

Provides UC members with an opportunity to discuss and 

concur on important issues prior to the UC Objectives 

Meeting. The meeting should be brief and all important 

decisions and direction documented. Prior to the meeting, 

ICs should review and prepare to address the agenda items. 

The results of this meeting will help to guide the overall 

response efforts.

When: UC forms prior to the first meeting.

Facilitator: UC member or PSC (if available).

Attendees: Only ICs that will comprise the UC and the

Documentation Unit Leader (DOCL).

GENERAL TASKS

Incident Commander

 Negotiates UC participation.

 Clarifies UC roles and responsibilities.

 Negotiates key decisions including:

o AOR of incident.

o Name of the incident.

o Overall response organization.

o Location of ICP, facilities, and support.

o Op period length, start time, and work 

shift hours.

o OSC, Deputy OSC, other key 

Command and General Staff, and 

technical support as needed.

Operations

 Briefs UC members on current operations.

Planning

 If available, facilitates and documents 

meeting.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Beings

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OPERATIONAL PLANNING CYCLE
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INITIAL UNIFIED COMMAND MEETING AGENDA

1. Meeting brought to order, and review ground rules and 

agenda.

2. Identify and include the agencies and organizations that 

need to be represented in the UC to accomplish the 

IC/UC objectives.

3. Identify assisting and coordinating agencies and 

organizations that are needed to accomplish the IC/UC 

objectives.

4. Validate makeup of newly formed UC, based on chapter 

5 criteria.

5. Clarify UC roles and responsibilities.

6. Review agency policies.

7. Negotiate and agree on key decisions which may 

include:

a. UC jurisdictional boundaries and focus (AOR).

b. Name of incident.

c. Overall response organization, including integration 

of assisting and cooperating agencies.

d. Location of ICP (if not already identified) and other 

critical facilities, as appropriate.

e. Operational period length/start time and work shift 

hours.

f. Command and General Staff composition, including 

deputies (especially OSC and PSC).

8. Summarize and document key decisions.

UNIFIED COMMAND OBJECTIVES MEETING

The UC will set response priorities, identify limitations and 

constraints, develop incident objectives, and establish 

guidelines for the IMT to follow. For reoccurring meetings, all 

products will be reviewed and updated as needed. Products 

resulting from this meeting along with decisions and direction 

from the Initial UC Meeting will be presented at the 

Command and General Staff Meeting.

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OPERATIONAL PLANNING CYCLE
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When: Prior to Command and General Staff 

Meeting.

Facilitator: IC/UC Member or PSC (if available).

Attendees: IC/UC Members, selected Command and 

General Staff, and the DOCL.

UNIFIED COMMAND OBJECTIVES MEETING AGENDA

1. PSC brings meeting to order, conducts roll call, and 

reviews ground rules and agenda.

2. Review and/or update key decisions.

3. Develop or review and update response Functions, 

Priorities, Limitations, and Constraints.

4. Develop or review incident objectives.

5. Develop or review Critical Information Requirements 

(CIR), information flow, and time critical expectations.

6. Develop, or review and update, key procedures which 

may include:

a. Managing sensitive information.

GENERAL TASKS

Incident Commander

 Develops incident priorities.

 Identifies limitations and constraints.

 Develops incident objectives.

 Defines Critical Information Requirements 

and their time criticality.

 Identifies key procedures.

 Develops tasks for Command and General 

Staff.

 Agrees on division of UC workload.

Operations

 May be present if required.

Planning

 Facilitates and documents meeting.

 Proposes draft objectives to Command.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Beings

3-7

OPERATIONAL PLANNING CYCLE
May 2014

b. Resource request and ordering process.

c. Cost sharing and cost accounting.

d. Operational security issues.

7. Develop, or review and update, tasks for Command and 

General Staff to accomplish using the Incident Open 

Action Tracking Form (ICS 233-CG).

8. Agree on division of UC workload.

9. Prepare for the Command and General Staff Meeting.

COMMAND AND GENERAL STAFF MEETING

(Sometimes called STRATEGY MEETING) At the Command 

and General Staff Meeting the IC/UC will present their 

decisions and management direction to the Command and 

General Staff Members. This meeting should clarify and help 

to ensure understanding among the core IMT members of

the decisions, objectives, priorities, procedures, and 

functional assignments (tasks) that the UC has discussed 

and reached agreement on. Ensuing Command and General 

Staff Meetings will cover any changes in command direction, 

review open actions and status of assigned tasks using the 

Incident Open Action Tracking Form (ICS 233-CG).

When: Prior to Tactics Meeting.

Facilitator: PSC.

Attendees: IC/UC members, Command and General 

Staff, Situation Unit Leader (SITL), DOCL, 

Communications Unit Leader (COML) (if 

required), Finance/Administration Section 

Chief (FSC), and the Logistics Section Chief 

(LSC) (as needed).

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OPERATIONAL PLANNING CYCLE
May 2014

COMMAND AND GENERAL STAFF MEETING AGENDA

1. PSC brings meeting to order, conducts roll call, covers 

ground rules, and reviews agenda.

2. SITL conducts situation status briefing.

3. SOFR provides safety status briefing highlighting any 

near misses or injuries requiring medical attention 

beyond first aid and ICP/Base/Camp safety issues.

4. IC/UC:

a. Provides comments.

b. Reviews priorities, limitations, and constraints (if new 

or changed). Reviews key decisions and procedures 

(if new or changed).

c. Discusses incident objectives.

d. Reviews Critical Information Requirements (CIRs)

and their time criticality.

e. Assigns or reviews functional tasks/open actions 

using the Incident Open Action Tracking Form (ICS 

233-CG).

GENERAL TASKS

Incident Commander

 Reviews key decisions, priorities, 

constraints, limitations, Critical Information 

Requirements, objectives, and procedures.

 Presents or reviews functional work 

assignments (tasks) to the Command and 

General Staff.

 Reviews status of open actions and work 

assignments (tasks) from previous 

meetings.

Operations

 Provides update on current operations.

Planning

 Facilitates and documents meeting.

 Sets up meeting room.

Situation Unit Leader

 Provides update on current situation and 

incident complexity projections if available.

Documentation Unit Leader

 Documents meeting and distributes 

meeting materials.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Beings

3-9

OPERATIONAL PLANNING CYCLE
May 2014

5. PSC facilitates open discussion to clarify priorities, 

objectives, assignments, issues, concerns, and open 

actions/tasks.

6. IC/UC provides closing comments.

7. PSC covers next meeting and planning process 

assignments.

PREPARING FOR THE TACTICS MEETING

During this phase of the Operational Planning Cycle, the 

OSC, Intelligence/Investigation Section Chief (ISC), and the 

PSC begin the work of preparing for the upcoming Tactics 

Meeting. They review incident objectives to determine those 

that are OSC and ISC responsibility and consider Command 

priorities. They may draft a Work Analysis Matrix (ICS 234-

CG), which helps document strategies and tactics to meet 

those objectives assigned, and should draft an Operational 

Planning Worksheet (ICS 215-CG) and an Operations 

Section and an Intelligence/Investigation (I/I) Section

organization chart for the next operational period. The LSC 

and FSC receive initial requests and begin sourcing 

resources for next operational period. The SOFR should 

begin to develop the Incident Action Plan Safety Analysis

(ICS 215a-CG). The PSC should facilitate and support this 

process to the greatest extent possible to ensure that the 

material, information, resources, etc. to be presented in the 

Tactics Meeting is organized and accurate. OSC and ISC 

should have a draft ICS 215-CG with identified requirements 

completed prior to the tactics meeting.

When: Prior to Tactics Meeting.

Facilitator: PSC facilitates process.

Attendees: None. This is not a meeting but a period of 

time.

3-10

OPERATIONAL PLANNING CYCLE
May 2014

TACTICS MEETING

This 30-minute meeting produces operational input needed 

to support the IAP. The OSC and the ISC may present the 

ICS 234-CG, if completed, and will present the draft ICS 

215-CG. The proposed Section organization will also be 

presented by OSC and ISC and solidified. The SOFR will 

present the draft ICS 215a-CG. OSC, ISC, and PSC will 

solicit input of attendees in order to refine these draft 

products for full staff approval at the Planning Meeting.

When: Prior to Planning Meeting.

Facilitator: PSC.

Attendees: PSC, OSC, ISC, LSC, FSC, Resource Unit 

Leader (RESL), SITL, SOFR, DOCL, COML, 

Technical Specialist (THSP) (as needed).

GENERAL TASKS

Operations

 Develops draft strategies and tactics for 

each operationally oriented incident 

objective. May use ICS 234-CG.

 Develops alternative and/or contingency 

strategies and tactics.

 Outlines work assignments (tactics) and 

required resources using ICS 215-CG.

 Develops/outlines Operations Section 

organization for next operational period.

Planning

 Facilitates process.

 Reviews incident objectives and agrees on 

those that are the responsibility of the 

Operations Section to complete.

 Ensures tactical and FOBS resources are 

sufficient to meeting the IC/UC key

information requirements.

 Ensures technical specialists are included 

and prepared to contribute as appropriate.

 Presents situation information and 

provides incident complexity projections.

Safety Officer

 Begins to develop ICS 215a-CG.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Beings

3-11

OPERATIONAL PLANNING CYCLE
May 2014

TACTICS MEETING AGENDA

1. PSC brings meeting to order, conducts roll call, covers 

ground rules, and reviews agenda.

2. SITL reviews the current and projected incident situation.

3. PSC reviews incident operational objectives.

4. OSC reviews the Work Analysis Matrix (ICS 234-CG) 

strategies and tactics.

5. OSC reviews and/or completes the Operational Planning 

Worksheet (ICS 215-CG) which addresses work 

assignments, resource commitments, contingencies, and 

needed support facilities (e.g., staging areas).

6. OSC reviews and/or completes Operations Section 

organization chart.

7. ISC reviews the Work Analysis Matrix (ICS 234-CG) 

strategies and tactics.

GENERAL TASKS

Operations

 Briefs current operations.

 Presents strategies, tactics, and resource 

needs using ICS 215-CG.

 Identifies alternative strategies.

 Presents Operations Section organization.

Planning

 Sets up meeting room.

 Facilitates and documents meeting.

 Presents current situation and provides 

projections.

 Presents resource status.

Safety

 Identifies potential hazards and 

recommends mitigation measures.

 Presents ICS 215a-CG.

Logistics

 Contributes logistics information as 

necessary.

 Determines support requirements based 

on the ICS 215-CG (e.g., facilities and 

other infrastructure).

 Prepares to order resources.

Finance/Admin

 Contributes finance and administration 

information as necessary.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Beings

3-12

OPERATIONAL PLANNING CYCLE
May 2014

8. ISC reviews and/or completes the Operational Planning 

Worksheet (ICS 215-CG) which addresses work 

assignments, resource commitments, contingencies, and 

needed support facilities (e.g., staging areas).

9. ISC reviews and/or completes I/I Section organization 

chart.

10. PSC validates linkage between tactics and operational 

objectives.

11. RESL identifies needed tactical resources.

12. SOFR reviews and/or completes the Incident Action Plan 

Safety Analysis (ICS 215a-CG) and identifies and 

resolves any critical safety issues.

13. LSC discusses and resolves any logistics issues.

14. FSC discusses and resolves any finance issues.

15. PSC reviews functional tasks/open actions using the 

Incident Open Action Tracker (ICS 233-CG).

16. PSC covers next meeting and planning process 

assignments.

PREPARING FOR THE PLANNING MEETING

The Command and General Staffs prepare for the upcoming 

Planning Meeting. The PSC ensures the material, 

information, resources, etc., used or discussed in the 

Planning Meeting are prepared for presentation during the 

meeting.

When: Prior to the Planning Meeting.

Facilitator: PSC facilitates process.

Attendees: None. This is not a meeting but a period of 

time.

3-13

OPERATIONAL PLANNING CYCLE
May 2014

PLANNING MEETING

This meeting provides an overview of the tactical plan to 

achieve Command’s current direction, priorities, and 

objectives. The OSC will present the proposed plan to the 

Command and General Staff for review and comment. OSC 

will discuss strategies that were considered and chosen to 

best meet command’s direction for the next operational 

period. The OSC will also briefly discuss how the incident 

will be managed along with work assignments and resources 

and support required to implement the proposed plan. This 

meeting provides the opportunity for Command and General 

Staff to discuss and resolve any issues and concerns prior to 

the PSC assembling the IAP. After review and updates are 

GENERAL TASKS

Command

 Prepares further guidance/clarification.

 Meets informally with appropriate staff as 

appropriate.

Operations

 Prepares ongoing operations update.

 Prepares final draft of ICS 215-CG.

 Coordinated with other staff as needed.

Planning

 Sets up meeting room.

 Develops resources, support, and 

overhead requests using ICS 213-RR-CG 

for OSC signature and delivers to Logistics.

 Publishes and distributes meeting schedule 

and ensures attendees are prepared.

 Duplicates documents for Command that 

are needed to support presentations.

Logistics

 Orders resources to support IAP.

 Considers and orders support 

requirements, including communications, 

transportation, medical, etc.

 Prepares for Planning Meeting.

 Verifies support requirements.

Finance/Admin

 Prepares for Planning Meeting.

 Verifies financial and administrative 

requirements.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Beings

3-14

OPERATIONAL PLANNING CYCLE
May 2014

made, planning meeting attendees commit to support the 

plan.

When: After the Tactics Meeting.

Facilitator: PSC.

Attendees: IC/UC, Command Staff, General Staff, SITL, 

DOCL, COML, and THSP (as required).

c

PLANNING MEETING AGENDA

1. PSC brings meeting to order, conducts roll call, covers 

ground rules, and reviews agenda.

2. IC/UC provides opening remarks.

3. SITL provides briefing on current situation, resources at 

risk, weather/sea forecast, and incident projections.

GENERAL TASKS

Command

 Ensures Command direction, priorities, and 

objectives have been met.

 Provides further direction and resolves 

differences as needed.

 Gives tacit approval of proposed plan.

Operations

 Provides overview of current OPS.

 Presents plan of action, including 

strategies, tactics, contingencies, 

resources, organization structure, and 

overall management considerations.

Planning

 Facilitates and documents meeting.

 Briefs current situation.

 Provides projections.

Logistics

 Briefs staffing, logistical support/services, 

and resource ordering status.

 Discusses operational facility issues.

Finance/Admin

 Briefs administrative and financial 

status/projections.

Command Staff

 Discusses and resolves safety, liaison, and 

media considerations and issues.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Beings

3-15

OPERATIONAL PLANNING CYCLE
May 2014

4. SOFR provides safety status briefing highlighting any 

near misses or injuries requiring medical attention 

beyond first aid and ICP/Base/Camp safety issues.

5. PSC reviews Command’s incident priorities, decisions, 

and objectives.

6. OSC provides briefing on current operations followed by

an overview on the proposed plan including strategies, 

tactics/work assignments – using the Operational 

Planning Worksheet (ICS 215-CG), resource 

commitment, contingencies, Operations Section 

organization structure, and needed support facilities

(e.g., staging areas).

7. ISC provides briefing on current operations followed by

an overview on the proposed plan including strategies, 

tactics/work assignments – using the Operational 

Planning Worksheet (ICS 215-CG), resource 

commitment, contingencies, I/I Section organization 

structure, and needed support facilities (e.g., staging 

areas).

8. PSC reviews proposed plan to ensure that Command’s 

priorities and operational objectives are met.

9. PSC briefly describes ability to meet all CIRs, as 

needed.

10. PSC reviews and validates responsibility for any open 

actions/tasks – using the Incident Open Action Tracker 

(ICS 233-CG), management objectives, and information 

management plan (if developed).

11. PSC solicits final input from each Command and 

General Staff member:

a. LSC covers transport, communications, supply, 

staffing, and resource ordering updates and issues.

b. FSC covers fiscal issues.

c. Public Information Officer (PIO) covers public affairs 

and public information issues.

d. LOFR covers interagency issues.

e. SOFR covers safety issues.

3-16

OPERATIONAL PLANNING CYCLE
May 2014

12. PSC solicits Command and General Staff members 

commitment to the proposed IAP.

13. PSC requests Command’s approval of the plan as 

presented. IC/UC may provide final comments.

14. PSC issues assignments to appropriate IMT members 

for developing IAP support documentation along with 

deadlines.

15. PSC covers next meeting and planning process 

assignments.

3-17

OPERATIONAL PLANNING CYCLE
May 2014

INCIDENT ACTION PLAN PREPARATION AND 

APPROVAL

Appropriate IMT members must immediately complete the 

assigned task and/or products from the planning meeting 

that are needed for inclusion in the IAP. These products 

must meet the deadline as set by the PSC so that the 

Planning Section can assemble the IAP components. The 

deadline must be early enough to permit timely IC/UC 

review, approval, and duplication of sufficient copies for the 

Operations Briefing and other IMT members.

When: Immediately following the Planning Meeting, 

the PSC assigns the deadline for products.

Facilitator: PSC facilitates process.

Attendees: None. This is not a meeting but a period of 

time.

GENERAL TASKS

Command

 Reviews, approves, and signs IAP.

Operations

 Provides required information for inclusion 

in the IAP (e.g., ICS 220-CG).

 Works with Planning to ensure that the 

chart and ICS 204-CG are complete.

Planning

 Facilitates gathering of required documents 

and assembles IAP.

 Review IAP for completeness.

 Provides completed IAP to IC/UC for 

review/approval.

 Makes sufficient copies of the IAP.

 Distributes IAP to appropriate team 

members and files original.

Logistics

 Reviews Logistics Section products for 

completeness (ICS 205-CG and ICS 206-

CG).

 Provides logistics information for IAP.

 Verifies resources ordered and/or status.

Finance/Admin

 Verifies financial and administrative 

requirements for IAP.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Beings

3-18

OPERATIONAL PLANNING CYCLE
May 2014

IAP Common Components Primary Responsibility

1. Incident Objectives (ICS 202-CG) PSC

2. Organization Assignment List (ICS 203-CG)/

Incident Organization Chart (ICS 207-CG) RESL

3. Assignment List (ICS 204-CG) RESL

4. Incident Radio Communications Plan

(ICS 205-CG) COML

5. Medical Plan (ICS 206-CG) MEDL

6. Incident Map and Chart SITL

7. Weather, tide forecast SITL

Optional Components (use as needed)

1. Command Direction (ICS 202a-CG) PSC

2. Critical Information Requirements

(ICS 202b-CG) PSC

3. Site Safety and Health Plan (ICS 208-CG) SOFR

4. Air Operations Summary (ICS 220-CG) AOBD

5. Demobilization Plan DMOB

6. Transportation Plan GSUL

7. Decontamination Plan THSP

8. Waste Management or Disposal Plan THSP

9. Information Management Plan SITL

10. Traffic Plan GSUL

11. Volunteer Management Plan Volunteer Coord.

12. Other Plans and/or documents, as required

OPERATIONS BRIEFING

This 30-minute, or less, briefing presents the IAP to the 

Operations Section oncoming shift supervisors. After this 

briefing has occurred and during shift change, off-going 

supervisors should be interviewed by their relief and by the 

OSC to validate IAP effectiveness. The DIVS may make last 

minute adjustments to tactics under their purview. Similarly, 

a supervisor may reallocate resources within that 

Division/Group to adapt to changing conditions.

3-19

OPERATIONAL PLANNING CYCLE
May 2014

When: Approximately one hour prior to shift 

change.

Facilitator: PSC.

Attendees: IC/UC, Command and General Staff, Branch 

Directors, DIVS, Task Force/Strike Team 

Leaders (TFL/STL) (if possible), Unit 

Leaders, others as appropriate.

OPERATIONS BRIEFING AGENDA

1. PSC opens briefing, covers ground rules, agenda, and 

takes roll call of Command and General Staff and 

Operations personnel required to attend.

2. PSC reviews IC/UC objectives, operational CIRs and 

changes to the IAP (e.g., pen and ink changes).

3. IC/UC provides remarks.

4. SITL conducts Situation Briefing.

5. OSC discusses current response actions and 

accomplishments.

6. OSC briefs Operations Section personnel.

GENERAL TASKS

Command

 Provides guidance and clarification.

 Provides leadership presence and 

motivational remarks.

Operations

 Provides Operations Briefing for next 

operational period.

 Ensures ICS 204-CG tasking is clear.

Planning

 Sets up briefing area.

 Facilitates Command and General Staff 

and attendees briefing responsibilities.

 Resolves questions.

 Explains support plans as needed.

Logistics

 Briefs transportation, communication, and 

supply issues.

Finance/Admin

 Briefs administrative issues and provides 

financial report.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Beings

3-20

OPERATIONAL PLANNING CYCLE
May 2014

7. LSC covers transport, communications and supply 

updates.

8. FSC covers fiscal issues.

9. PIO covers public affairs and public information issues, 

LOFR covers interagency issues.

10. SOFR provides a safety briefing.

11. PSC solicits final comments and adjourns briefing.

ASSESS PROGRESS

Assessment is a continuous activity used to help adjust 

current operations and help plan for future operations. 

Following the briefing and shift change, all Command and 

General Staff Section Chiefs will review the incident 

response progress and make recommendations to the IC/UC 

in preparation for the next IC/UC Objectives Meeting. This 

feedback is continuously gathered from various sources, 

including Field Observers (FOBS), responder debriefs, 

stakeholders, etc. IC/UC should encourage Command and 

General Staff to get out of the ICP and view firsthand the 

areas of the incident they are supporting.

3-21

OPERATIONAL PLANNING CYCLE
May 2014

SPECIAL PURPOSE MEETINGS

Special Purpose meetings are most applicable to larger 

incidents requiring an Operational Period Planning Cycle, 

but may also be useful during the Initial Response Phase.

BUSINESS MANAGEMENT MEETING

The purpose of this meeting is to develop and update the 

Business Management Plan for finance and logistical 

support. The agenda could include: documentation issues, 

cost sharing, cost analysis, finance requirements, resource 

procurement, and financial summary data. Attendees 

normally include: FSC, Cost Unit (COST), Procurement Unit 

Leader (PROC), LSC, SITL, and DOCL.

GENERAL TASKS

Incident Commander

 Monitors on-going incident management 

activities.

 Evaluates prior decisions, direction, 

priorities, Critical Information 

Requirements, and task assignments.

Operations

 Monitors on-going operations and makes 

strategic and tactical changes as 

necessary.

 Measures/ensures progress towards 

assigned objectives.

 Briefs Command on a scheduled basis.

Planning

 Ensures on-going operational information 

is being collected and documented.

 Develops new/revised incident objectives 

and provides to IC/UC.

Finance/Admin

 Monitors on-going operations to ensure 

accurate and timely administrative and 

financial reporting.

Safety Officer

 Monitors on-going operations and corrects 

unsafe practices.

 Evaluates effectiveness of ICS 215a-CG 

and Site Safety Plan.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Beings

3-22

OPERATIONAL PLANNING CYCLE
May 2014

AGENCY REPRESENTATIVE MEETING

This meeting is held to update AREPs and ensure that they 

can support the IAP. It is conducted by the LOFR, and 

attended by AREPs. It is most appropriately held shortly 

after the Planning Meeting in order to present the IAP for the 

next operational period. It allows for minor changes should 

the plan not meet the expectations of the AREPs.

INFORMATION STRATEGY MEETING

This meeting is used to establish and revise information 

management strategies and develop the information 

management plan. Attendees include the IC/UC, PIO, LOFR, 

PSC, SITL, COML, and any designated deputies for 

information management.

MEDIA BRIEFING

This meeting is normally conducted at the Joint Information 

Center (JIC). Its purpose is to brief the media and the public 

on the most current and accurate facts. The media briefing is 

set up by the PIO, moderated by a UC spokesperson, and 

features AREPs. All presenters should be prepared by the 

PIO to address anticipated issues. The briefing should be 

well planned, organized, and scheduled to meet the media’s 

needs.

SECTION/UNIT MEETING

The purpose of this meeting is to keep subordinates (at least 

down to the unit leader level) informed about IC/UC direction 

and how the role they play ties into achieving that direction. 

Section Chiefs should conduct this meeting at least once a 

day.

3-23

OPERATIONAL PLANNING CYCLE
May 2014

ANTITERRORISM AND FORCE PROTECTION (AT/FP) 

MEETING

The purpose of this meeting is to address physical security 

measures consistent with current Force Protection 

Conditions (FPCON). AT/FP meetings are necessary for 

responses in austere environments resulting from an existing 

or potential terrorist attack. The functional requirements 

include reviewing adversarial threats, identifying and 

determining vulnerabilities, assessing risk, and establishing 

countermeasures. The Facilities Unit Leader (FACL) typically 

coordinates this meeting. Attendees normally include: LSC, 

all Support Branch Supervisors, INTO, OSC, and the 

Staging Area Manager (STAM). The FACL or Security 

Manager (SECM) will capture information from the meeting 

and develop an Incident Security Plan.

TECHNICAL SPECIALIST MEETING

Meetings to gather THSPs’ input to the IAP.

DEMOBILIZATION PLANNING MEETING

This meeting is held to gather functional requirements from 

Command, Command Staff, and General Staff that should 

be included in the incident Demobilization Plan. Functional 

requirements include: safety, logistic, and fiscal 

considerations and release priorities to be addressed in the 

plan. Attendees normally include: Command, OSC, PSC, 

LSC, FSC, LOFR, SOFR, INTO, PIO, and DMOB. The 

DMOB then prepares a draft Demobilization Plan to include 

the functional requirements and distributes to the Command,

Command Staff, and General Staff for review and comment.

OPERATIONS BRANCH TACTICAL PLANNING

Branch Tactical Planning is the development of detailed 

action plans within the Operations Section at the Branch 

3-24

OPERATIONAL PLANNING CYCLE
May 2014

level with Planning Section providing support and 

coordination.

Branch Tactical Planning may be used when incident 

complexity requires the OSC and the Planning Section to 

work directly with Operational Branch Directors to develop a 

significant number of detailed Branch-specific Strategies, 

Tactics, and work assignments for each Operational Branch. 

Each Branch, with support from planning, will complete all of 

the ICS 204-CGs for their Branch. The Planning Section will 

combine all of the ICS 204-CGs to form the IAP for 

OSC/PSC review and IC/UC approval. Branch Tactical 

Planning will often occur at an incident camp or base that is 

not co-located with the ICP. Due to the geographic 

separation, additional support staff will be needed.

Branch Tactical Planning may also be used when:

A. The incident becomes so large that there is no single set 

of objectives that would logically pertain to the entire 

incident.

B. Special technical expertise is needed for planning.

C. It is not feasible to prepare and distribute the IAP within 

the required timeframe.

D. There is a need to have separate classified and 

unclassified portions of the IAP.

3-25

OPERATIONAL PLANNING CYCLE
May 2014

JOINT OPERATION PLANNING PROCESS - ICS 

OPERATIONAL PLANNING CYCLE COMPARISON

The basic functional activities of the Joint Operational 

Planning Process (JOPP) and the ICS Operational Planning 

Cycle are similar. The diagram below correlates the linear 

JOPP activities around the ICS Planning Cycle.

Prepare for 

Planning 

Meeting

Prepare for 

Tactics Meeting

IAP Preparation 

& Approval

Tactics 

Meeting

Planning 

Meeting

Command & 

General Staff 

Meeting

UC Objectives 

Meeting

Operations 

Briefing

Execute Plan & 

Assess 

Progress

Initial UC 

Meeting

Incident 

Brief

(ICS 201)

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response

New 

Operational 

Period Begins

Commanders 

Intent:

Purpose

Method

Risk Analysis

Desired End State

Course of Action 

Development

Staff Estimates

Course of Action/

Commanders Estimate:

Mission

Situation/COAs

Analysis of COAs

Comparison of COAs

Concept of Operations:

Narrative of Proposed Ops

Expanded COA/CE

Foundation for Future Planning

Identifies: Tasks, Objectives, 

Resources

Execution 

Planning:

Alert, Planning, 

Operation Order

Execute Order

3-26

OPERATIONAL PLANNING CYCLE
May 2014

THIS PAGE INTENTIONALLY LEFT BLANK

3-27

OPERATIONAL PLANNING CYCLE
May 2014

CHAPTER 4

COMMAND AND CONTROL DECISIONS

References:

(a) Incident Commander Job Aid

INTRODUCTION

The IC, whether acting as a single IC or as part of a UC, is 

responsible for providing direction and guidance to the IMT. 

The IC/UC analyzes the overall requirements of the incident 

and determines the most appropriate direction for the IMT to 

follow during the response. This is accomplished by 

identifying incident functions, setting priorities, identifying 

limitations and constraints, developing response objectives, 

identifying CIRs and their time criticality, making key 

decisions, determining IMT operating procedures, assigning 

work (tasks) to primary staff within the IMT, and assessing 

progress. Example process assessment factors have been 

listed below to help the IC/UC analyze their progress. The 

examples provided here are not specific and should be 

modified as needed for the response. Reference (a) contains

more information.

EXAMPLE DECISIONS/IMT OPERATING PROCEDURES

A. Name the incident.

B. Identify and include all organizations that need to be 

represented in the UC to accomplish the IC/UC 

objectives.

C. Identify assisting and coordinating organizations that are 

needed to accomplish the IC/UC objectives.

D. Integrate Assisting and Cooperating Agencies.

E. Identify support facilities and locations (ICP, Base, JIC 

etc.).

F. Define the operational period and hours of operation.

G. Issue delegation of authority to staff.

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COMMAND AND CONTROL DECISIONS
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H. Manage information flow to media.

I. Manage sensitive and classified information.

J. Manage resource requesting/ordering process, cost 

sharing, and cost accounting.

K. Manage operational security issues.

L. Determine Command and General Staff composition, 

including deputies (especially OSC and PSC).

M. Determine IMT procedures/function.

N. Determine UC functionality.

EXAMPLE KEY FUNCTIONS

A. Safety.

B. Public health protection.

C. Search and rescue.

D. Oil spill response.

E. Hazardous substance release response.

F. Source control

G. Marine fire fighting.

H. Salvage.

I. Environmental protection.

J. Security.

K. Wildlife.

L. Investigation.

M. Evidence collection.

N. Family assistance.

O. Medical support.

P. Air monitoring.

Q. Stakeholder outreach.

R. Media relations.

S. Communications.

T. Information management.

EXAMPLE INCIDENT PRIORITIES

A. Safety of responders and the public.

B. Homeland security.

C. Incident stabilization.

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D. Environmental impact.

E. Transportation infrastructure and/or maritime commerce 

restoration.

F. Information management and situation awareness.

G. Property protection.

H. Investigation and/or apprehension of those responsible.

I. Crime scene preservation and evidence collection.

J. Threat/attack prevention.

EXAMPLE LIMITATIONS (RESTRAINTS) AND 

CONSTRAINTS

Limitations and Constraints are descriptions of actions that 

the IC/UC must do or can’t do based on agency authority, 

jurisdiction, law, ordinance, or other agency direction. The 

below list of items provides a memory trigger and will need 

further development under incident specific conditions to 

form a complete list of limitations and constraints.

A. Restricted visibility.

B. Weather and work environment.

C. Geography and terrain.

D. Limited specialized resources and shortfalls.

E. Staffing shortfalls.

F. Crew rest requirements.

G. Interagency communications.

H. Cost constraints.

I. Affected population. Includes children, individuals with 

disabilities and others with access and functional needs,

those from religious, racial, and ethnically diverse 

backgrounds, and/or people with language barriers.

J. Multiple resource ordering processes.

K. Conflicting jurisdictional or statutory authorities.

L. Delegation of authority limitations.

M. Media coverage.

N. Public confidence and perception.

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O. Potential for adverse economic or environmental

impacts.

P. Mass public hysteria.

Q. Large scale evacuation.

R. Site security and perimeter.

S. Evidence preservation requirements.

T. Potential for secondary explosive device.

U. Exclusion zones.

V. Oil composition.

W. Hazardous substance properties.

X. Radiation dose rates.

Y. Personal protective equipment (PPE) requirements.

Z. Unknown extent of contamination.

AA. Availability of waste sites.

BB. Security and classification issues.

EXAMPLE INCIDENT OBJECTIVES

Objectives are the IC/UC’s desired outcomes. The IC/UC 

sets incident objectives that are specific, measurable, 

attainable, realistic, and time-sensitive. The objectives are 

also flexible enough to allow for strategic and tactical 

alternatives. The examples are provided to help establish 

incident objectives.

Safety

A. Provide for the safety and welfare of citizens and 

response personnel.

B. Provide for the safety and security of responders and 

maximize the protection of public health and welfare.

C. Conduct an operational risk assessment and ensure 

controls are in place to protect responders and the 

public.

Search and Rescue (SAR)

A. Locate and evacuate all passengers and crew.

B. Search for and rescue persons in distress.

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C. Provide life-saving assistance to all persons in distress.

D. Evacuate survivors to a place of safety for further 

medical treatment.

E. Mobilize resources to locate, rescue and/or evacuate, 

transport, and support all personnel involved in the 

incident, both on water and on shore.

F. Conduct joint agency SAR efforts.

G. Conduct Urban Search and Rescue.

H. Complete survivor accountability.

Mass Care, Emergency Assistance, Housing, and Human 

Services

A. Establish medical triage and arrange for transport to 

hospital.

B. Complete triage of injured survivors and transport to 

hospital.

C. Account for and provide temporary shelter for displaced 

survivors.

D. Implement accountability process to account for 

passengers and crew with 100% accuracy.

E. Develop and implement an evacuation plan.

Marine Transportation System (MTS) Recovery

A. Identify impacts to MTS infrastructure and cargo flow.

B. Identify constraints on port operations as a result of an 

incident.

C. Determine and recommend MTS stabilization and shortterm recovery activities needed to restore basic 

functionality of the MTS.

D. Support private sector efforts to adjust cargo flow.

E. Restore basic functionality of MTS infrastructure to 

facilitate the rapid resumption of commerce.

Fire/Salvage

A. Commence firefighting operations to contain, extinguish, 

and overhaul fire.

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B. Coordinate and support firefighting activities.

C. Conduct damage/stability assessment of vessel.

D. Develop and implement the salvage and tow plan.

Site Security/Port, Waterways, and Coastal Security/Law 

Enforcement

A. Implement security awareness measures including 

evaluation of changes in incident effects, response 

conditions, and secondary threats including potential 

targeting of first responders and contamination.

B. Implement measures to isolate, contain, and stabilize the 

incident including the establishment and adjustment of 

security perimeters.

C. Implement agency and maritime community security 

plans including Area Maritime Security Plans (AMSP) to 

deter and prevent multiple security incidents.

D. Establish incident security plan including identification 

badges.

E. Respond to potential and actual security threats.

F. Implement scene integrity and evidence preservation 

procedures.

G. Implement procedures that ensure a coordinated effort is 

in place for investigation and evidence collection, 

storage, and disposal.

H. Investigate cause of incident.

I. Identify and implement witness and passenger recovery 

location(s).

J. Establish and continue enforcement of safety and

security zones.

K. Establish and/or conduct shoreline security to coincide 

with incident activities and enhanced prevention 

requirements.

L. Perform maritime law enforcement (MLE) as required.

M. Implement Federal Aviation Administration (FAA) air 

space closure and monitoring for compliance.

N. Identify and protect high profile targets.

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O. Ensure operations are conducted in a low/high-profile 

manner.

Waterways Management

A. Conduct port assessment and establish priorities for 

facilitating commerce.

B. Develop and implement a transit plan to include final 

destination and berth for vessel(s).

C. Identify safe refuge/berth for impacted vessels.

D. Establish and maintain close coordination for possible 

movement of national or homeland security assets.

E. Restore maritime commerce and operations.

Oil Spills and Hazardous Substance Release

A. Initiate actions to stop or control the source, and 

minimize the total volume released.

B. Determine oil and hazardous substance fate and effect 

(trajectories), identify sensitive areas, develop strategies 

for protection, and conduct pre-impact shoreline debris 

removal.

C. Contain, treat, and recover spilled materials from the 

water’s surface or, in the case of offshore oil wells or 

pipelines, at the discharge point.

D. Conduct an assessment and initiate shoreline cleanup 

efforts.

Environmental

A. Identify and protect environmentally sensitive areas, 

including wildlife, habitats, and historic properties.

B. Clearly identify and delineate between environmentally 

sensitive or historical areas which are or may be affected 

by incident response activities and those areas that have 

been affected by the incident.

C. Identify threatened species and prepare to recover and 

rehabilitate injured wildlife.

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D. Investigate the potential for and, if feasible, use 

alternative technologies to support response efforts.

Radiological/Nuclear Weapons Incident

A. Identify the source and radioactive isotope and 

implement measures to isolate, contain, stabilize, and 

prevent spread/re-suspension of the source.

B. Develop initial plume projections.

C. Conduct monitoring operations to determine extent of 

contamination and validate plume projections.

D. Develop and implement radiological protective actions 

and control zones.

E. Develop and implement population and first responder 

radiation dose limits and monitoring plan.

F. Assess environmental and agricultural impacts.

G. Develop population re-entry plan.

H. Assess weapon status and condition.

I. Develop and implement a weapon recovery, 

consequence management, and disposal plan.

J. Develop and implement radiation decontamination plan.

Management

A. Maintain situational awareness through a systematic and 

planned process for tasking, collecting, processing, 

analyzing, and disseminating information.

B. Coordinate remote sensing activities to satisfy CIRs.

C. Manage a coordinated interagency response effort that 

reflects the composition of UC.

D. Establish an IMT that can meet the initial and long-term 

challenges required for incident mitigation.

E. Inform the public, stakeholders, and the media of 

response activities.

F. Identify all appropriate organization mandates, practices, 

and protocols for inclusion in the incident response 

effort.

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COMMAND AND CONTROL DECISIONS
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G. Identify and address social, political, and economic 

issues.

H. Implement a coordinated response with law enforcement

(LE) and other responding agencies including the 

EOC(s) and Joint Field Office (JFO).

I. Evaluate all planned actions to determine potential 

impacts on social, political, and economic entities.

J. Identify competing response activities between LE and 

mitigation to ensure that they are closely coordinated.

K. Establish a Family Assistance Program and assign a 

coordinator.

L. Establish a Volunteer Management Program and assign 

a coordinator.

M. Establish a Vessels of Opportunity Program and assign 

a coordinator.

N. Develop and implement multi-language/culture outreach 

program.

O. Ensure appropriate financial accounting practices are 

adhered to.

P. Establish internal resource request and external 

resource ordering procedures and adherence.

Q. Establish an incident documentation system.

R. Establish an information transfer process to facilitate 

communications with stakeholders and organizations.

S. Validate information accuracy and quality if higher level 

CIR reporting thresholds are met during the response.

EXAMPLE CRITICAL INFORMATION REQUIREMENTS

CIRs are a comprehensive list of information requirements 

that the IC/UC has identified as critical to facilitate timely 

decision making. See chapter 12 for more information on 

CIRs.

A. Accountability of personnel.

B. Status of MTS/port status.

C. Damage to infrastructure.

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COMMAND AND CONTROL DECISIONS
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D. Fatalities and/or Injuries.

E. Equipment casualties (CASREP).

F. Total volume of oil spilled or rate of discharge.

G. Facilities status.

H. Command objective completed.

I. Resource status and statistics.

J. Operational asset tracking.

K. Critical Infrastructure/Key Resources (CI/KR).

L. Environmental data.

M. Environmental resources at risk as result of the incident 

and the response.

N. Environmental impact.

O. Incident specific critical resources.

P. All other geospatial information.

Q. Wildlife impacts.

R. Cultural/historical impacts and/or concerns.

S. Social media field observations or trends.

T. Political interests and concerns.

U. Media interests and concerns.

V. Stakeholder interests and concerns.

EXAMPLE TASKS/WORK ASSIGNMENTS

In addition to operational and management objectives, the 

IC/UC will assign tasking not captured in the IAP. These 

work assignments (tasks) are typically captured on an 

Incident Open Action Tracker (ICS 233-CG) during 

meetings. Some examples of common tasks (work 

assignments) are:

Safety Officer (SOFR)

A. Develop a Site Safety and Health Plan (ICS 208-CG) 

including support facilities and monitor for compliance.

B. Establish a stop-work protocol.

C. Implement practices that allow for the safety and welfare 

of non-responders.

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D. Report any serious incidents, accidents, or injuries 

immediately to the IC/UC.

E. Work with Logistics to ensure that appropriate 

communications are in place to support the response 

effort.

F. Identify safety and risk management factors and monitor 

for compliance for both the public and responders.

G. Determine assistant SOFR requirements based upon 

incident size and complexity and request any additional

resources or support.

Public Information Officer (PIO)

A. Develop a media strategy and obtain IC/UC approval 

prior to implementation.

B. Develop public and social media information plan.

C. Establish contact with other Public Information 

personnel.

D. Locate and establish a JIC.

E. Coordinate with the LOFR to provide talking points to 

IC/UC for press briefings, VIP visits, and town hall 

meetings.

F. Keep IC/UC informed of any potential adverse political, 

social, and economic impacts.

Liaison Officer (LOFR)

A. Develop an action plan to ensure communication and 

coordination with appropriate stakeholders and submit 

draft of plan to IC/UC for review and approval.

B. Develop interagency/intra-agency information 

dissemination plan.

C. Keep IC/UC informed of any adverse stakeholder 

concerns, feelings and/or relationships that may 

develop.

D. Ensure external entities, such as EOCs, are informed of 

IC/UC direction.

E. Staff AREPs to deploy to external entities.

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F. Keep IC/UC appraised of political and/or stakeholder 

sensitivities.

G. Coordinate with PIO on communication strategies and 

VIP visits.

Legal Specialist

A. Attend all IC/UC briefings.

B. Identify potential legal issues stemming from the 

incident.

C. Research issues and brief IC/UC or the appropriate IMT 

members on possible solutions and alternatives.

D. Coordinate with LOFR to ensure communication with 

stakeholders.

Intelligence

A. Identify critical intelligence needs, develop intelligence 

flow plan, and brief the IMT.

B. Ensure that all requests for information (RFIs) are 

delivered and the Command is briefed on all Field 

Intelligence Reports (FIR).

C. Coordinate interagency intelligence organizations: Joint 

Terrorism Task Force (JTTF), Fusion Centers, etc.

D. Screen intelligence information for Operational Security 

(OPSEC)/Sensitive Security Information (SSI) 

classification.

Planning

A. Develop the Information Management Plan based on the 

IC/UC CIRs.

B. Ensure that all RFIs are managed appropriately and the 

Command is briefed on all responses.

C. Develop a common operational picture (COP) based on 

the CIRs.

D. Ensure that all external information reporting is approved 

by Command prior to release.

E. Develop a long-term IMT staffing plan.

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F. Brief IMT staff on document control system including the 

handling and storing of secure documents.

G. Provide all documents that need review or approval by 

Command at least one hour prior to implementation or 

release.

Finance/Admin

A. Provide Command with a summary daily cost estimate 

(burn rate).

B. Establish a claims system, publish the process, and brief 

the IMT on the process.

C. Advise Command of unusual high-cost specialized 

equipment use.

Logistics

A. Develop and brief the IMT on the internal resource 

request and external resource ordering process and 

monitor for compliance.

B. Establish credentialing process for responders.

C. Provide Critical Incident Stress Management (CISM) 

services to responders.

D. Establish appropriate security at each incident support 

facility.

E. Establish non-secure and secure communication for 

both internal and external use and brief IMT staff.

F. Provide personnel staffing status summary.

GUIDANCE FOR ACHIEVING “BEST RESPONSE”

The UC and their Command and General Staffs have a 

shared goal to achieve a “Best Response.” Ultimately, a 

“Best Response” will minimize the adverse impacts and 

consequences of the incident, and maximize public 

confidence and stakeholder satisfaction.

Under the “Best Response” model, a successful response 

must address several Key Business Drivers. Each of these 

Key Business Drivers is linked to certain Critical Success 

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Factors – these are the things that a response should 

accomplish to be considered successful.

Key Business Drivers Critical Success Factors

Response Organization

Human Health & Safety

• No public injuries or 

hazardous exposures

• No worker injuries or 

hazardous exposures

• Health and safety concerns 

reported

Natural Environment

• Source of discharge secured

• Product contained

• Sensitive areas protected

• Resource damage minimized

Economy • Economic impact minimized

Public Communication

• Positive media coverage

• Positive public perception

• Accurate and timely 

information provided to the 

public

Stakeholder Service & 

Support

• Minimize impact

• Stakeholders well informed

• Positive meetings

• Prompt handling of claims

Organization

• Implement an effective and 

efficient ICS organization

• Mobilize and effectively use 

response resources

The IC/UC and their Command and General Staffs should 

always consider the “Best Response” concept while 

managing operational and support/coordination functions.

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EXAMPLE PROGRESS ASSESSMENT CHECKLIST

 Is progress being made toward achieving objectives and 

completing tasks?

 Are the objectives still appropriate?

 Are operations being conducted safely?

 Is the response organization size appropriate?

 Is the response organization structure appropriate?

 Are there gaps in incident information?

 Is media coverage satisfactory?

 Are local governments and citizens involved 

appropriately?

 Have impacted federally recognized tribes been 

consulted?

 Are external information demands being met?

 Are legal issues being addressed?

 Is the response organization working together 

effectively?

 Is the response organization communicating effectively?

 Is the workload distributed appropriately?

 Are efforts being duplicated?

 Is there an appropriate work-rest schedule for members 

on the IMT?

 Is the morale of the IMT satisfactory?

 Is the stress level reasonable?

 Are support facilities sufficient?

 Is the contingency plan sufficient?

 Are operations compliant with the ICS framework?

 Are demobilization plans appropriate?

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CHAPTER 5

UNIFIED COMMAND

Reference:

(a) Incident Commander Job Aid

INTRODUCTION

The UC is a structure that brings together the “ICs” of all 

major organizations that have jurisdictional authority for the 

incident to coordinate an effective response while carrying 

out their own organization’s jurisdictional responsibilities. A 

UC links responding organizations to the incident and 

provides them a forum to make decisions together. Under a 

UC, organizations should blend together throughout the ICS 

organization to create an integrated response team. Further

information can be found in reference (a).

To be a member of the UC, a participating organization must 

have underlying statutory authority or legal obligation to 

carry out proposed response action and have jurisdiction 

within the area affected by the incident. Members of the UC 

may also include agencies, organizations, private industries, 

or owners and operators of waterfront facilities and vessels 

bringing large amounts of tactical and support resources to 

the table.

WHY ESTABLISH A UC?

The need for UC arises when incidents:

A. Cross geographic boundaries (e.g., two states or

international boundaries).

B. Involve various governmental levels (e.g., federal, state, 

tribal, and local).

C. Involve a vessel or facility (e.g., Responsible Party (RP) 

for a pollution threat).

D. Involve a private industry.

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UNIFIED COMMAND
May 2014

E. Impact multiple functional responsibilities (e.g., SAR, 

fire, oil spill, and emergency medical services (EMS)).

F. Some combination of the above.

UC FUNCTIONALITY

The UC is responsible for overall management of an

incident. The UC directs incident activities including the 

development and implementation of incident objectives,

strategies, and approves ordering and releasing of 

resources.

While the UC structure is an excellent vehicle – and the only 

nationally recognized vehicle – for tactical-level incident 

command, coordination, cooperation, and communication, 

the duly authorized UC members must make the system 

work successfully. The UC should develop synergy using the 

significant capabilities brought by its diverse members. While 

varied perspectives on UC and contentious issues arising 

from the incident may cause disagreement, resolution can 

reached by using the UC framework, which provides a forum 

and process to resolve problems and find solutions. The UC 

is not a committee; in a situation where consensus cannot 

be reached, the UC member representing the agency with 

the most legal/jurisdictional authority would normally be 

deferred to for the final decision. Inability to provide clear 

incident objectives and response direction means that UC 

has failed.

UC COMPOSITION

UC composition for a specific incident will be determined on 

a case-by-case basis taking into account:

A. The specifics of the incident.

B. Determinations outlined in existing response plans.

C. Decisions reached during the initial meeting of the UC.

The composition of the UC may change as an incident 

progresses in order to account for changes in the situation.

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UNIFIED COMMAND
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In order to keep the UC limited in size, and therefore 

efficient, it is recommended that one federal agency be the 

lead agency to coordinate activities and actions among the 

various federal agencies involved; this concept applies to 

state and tribal representation on the UC as well. UC 

members of other organizations should be encouraged to 

participate on the IMT in the functions that best suit their 

expertise. UC members may also be assigned individual 

legal and administrative support from their own 

organizations. Participation in the UC occurs without any 

organization abdicating authority, responsibility, or 

accountability.

In addition to selecting the primary agency/organization to 

staff critical IMT staff positions at the Incident Command 

(e.g., PIO, LOFR, OSC, and PSC), UC members should also 

agree on the number of personnel/organizations filling 

deputy positions. Deputy Section Chiefs can run the Section 

while the Section Chief is in meetings and help manage 

span of control issues within the Section.

Note: The UC may assign Deputy ICs to assist in carrying 

out IC/UC responsibilities.

To be considered for a UC position, the involved 

organization:

A. Must have jurisdictional authority or functional 

responsibility under a law or ordinance for the incident.

B. Must have incident or response operations impact on the

organization’s AOR.

C. Must be specifically charged by law or ordinance with 

commanding, coordinating, or managing a major aspect 

of the incident response.

D. Should have full organization authority to make 

decisions and execute all of the tasks assigned to the IC

on behalf of their organization.

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UNIFIED COMMAND
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E. Should have the resources to support participation in the 

response organization.

UC members are expected to:

A. Agree on incident priorities, objectives, 

constraints/limitations, decisions, response organization, 

assignments, and procedures (e.g., logistical, ordering, 

cost accounting, and sensitive information).

B. Commit to speak with “one voice” through the PIO or 

JIC, if established.

C. Have the authority to commit organization resources and 

funds, assign agency resources, and authorize the 

release of public and inter/intra agency information to the 

incident.

D. Have the capability to sustain a 24/7 commitment to the 

incident.

E. Possess a cooperative attitude.

F. Have a thorough understanding of the incident and ICS 

Operational Planning Cycle.

If an organization is not represented in UC it can:

A. Serve as an assisting agency, cooperating agency, 

AREP, or company representative who has direct 

contact with the LOFR.

B. Staff a position within the IMT. (Local organizations

provide significant local geographic knowledge which 

can be used to support Operations or Planning 

functions.)

C. Provide stakeholder input to the LOFR for 

environmental, economic, social, or political issues.

D. Serve as a THSP.

E. Provide input directly to a member of the UC.

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UNIFIED COMMAND
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CHAPTER 6

COMMAND STAFF

ORGANIZATION CHART

References:

(a) Incident Commander Job Aid

(b) Public Information Officer Job Aid

(c) Joint Information Center Job Aid

(d) National Response Team Joint Information Center 

Model

(e) Liaison Officer Job Aid

(f) Safety Officer Job Aid

(g) Safety and Health Training for Emergency 

Response Operations, COMDTINST 6260.31B

Deputy Incident 

Commander

Safety Officer

Liaison Officer

Public Information Officer

Agency 

Representative

INCIDENT

COMMANDER / UNIFIED 

COMMAND 

Volunteer Coordinator

Joint Information 

Center

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POSITION DESCRIPTIONS

INCIDENT COMMANDER (IC)

The IC’s responsibility is the overall management of the 

incident. During many incidents command activity is carried 

out by a single IC, while other incidents require that

command activities and responsibilities are carried out by 

multiple ICs as a UC. The IC is selected based on 

qualifications and experience. Reference (a) should be 

reviewed regarding the responsibilities and duties of the IC.

The IC may have Deputy ICs, who may be from the same 

organization or from an assisting agency. The Deputy IC 

must have the same qualifications as the IC, as they must be 

ready to take over that position at any time. When span of 

control becomes an issue for the IC, a Deputy IC may be 

assigned to manage the Command Staff.

The major responsibilities of the IC are:

A. Review Common Responsibilities in chapter 2.

B. Obtain a briefing from the prior IC (ICS 201-CG).

C. Determine incident objectives and general direction for 

managing the incident.

D. Establish priorities.

E. Establish an appropriate ICS organization.

F. Establish an ICP.

G. Brief Command Staff and Section Chiefs.

H. Ensure planning meetings are scheduled as required.

I. Approve and authorize the implementation of an IAP.

J. Approve the Site Safety and Health Plan (ICS 208-CG), 

if developed.

K. Ensure that adequate safety measures are in place.

L. Establish the incident specific CIRs and time criticality of 

the information.

M. Coordinate activity for all Command and General Staff.

N. Identify and coordinate with key people and officials.

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COMMAND STAFF
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O. Approve requests for additional resources or for the 

release of resources.

P. Keep agency administrator informed of incident status.

Q. Approve the use of trainees, volunteers, and CG 

Auxiliary personnel.

R. Authorize release of information to the news media.

S. Ensure Incident Status Summary (ICS 209-CG) is 

completed and forwarded to appropriate higher authority.

T. Order the demobilization of the incident when 

appropriate.

U. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

PUBLIC INFORMATION OFFICER (PIO)

The PIO is responsible for developing and releasing 

information about the incident to the media and public. Only 

one PIO will be assigned for each incident, including 

incidents operating under UC and multi-jurisdiction incidents.

The PIO may have assistants as necessary, and the 

assistants may come from other assisting organizations. The 

PIO and JIC Job Aids, references (b) through (d), should be 

reviewed regarding the organization and duties of the PIO.

Organizations have different policies and procedures relative 

to the handling of public information. The following are the 

major responsibilities of the PIO, which generally apply on 

any incident.

The major responsibilities of the PIO are:

A. Review Common Responsibilities in chapter 2.

B. Determine from the IC if there are any limits on 

information release.

C. Develop media strategy and public information plan.

D. Represent and advise the IC/UC on all public information 

matters relating to the incident.

E. Develop material for use in media briefings.

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COMMAND STAFF
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F. Obtain IC approval of media releases.

G. Inform media and conduct media briefings.

H. Monitor and utilize social media as approved by the 

IC/UC.

I. Arrange tours, interviews, and briefings.

J. Coordinate information sharing and distribution with the 

LOFR.

K. Assist in the development of the Information 

Management Plan.

L. Manage the JIC if established. Recommend use of the 

National Response Team (NRT) JIC Model.

M. Assign a JIC manager if a JIC is established.

N. Evaluate the need to establish JICs at additional site 

locations.

O. Obtain media information that may be useful to incident 

planning.

P. Maintain current information summaries and/or displays 

on the incident and provide this information to assigned 

personnel.

Q. Brief Command on PIO issues and concerns.

R. Coordinate with the Environmental Unit Leader (ENVL)

and LOFR to address media and stakeholder risk 

perceptions and obtain technical content for external 

messages.

S. Ensure that all required organization forms, reports, and 

documents are completed prior to demobilization.

T. Have debriefing session with the IC prior to 

demobilization.

U. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

LIAISON OFFICER (LOFR)

Incidents that are multi-jurisdictional, or have several 

organizations involved, may require the establishment of the 

LOFR position on the Command Staff. Only one primary 

LOFR will be assigned for each incident, including incidents 

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COMMAND STAFF
May 2014

operating under UC and multi-jurisdiction incidents. The 

LOFR is assigned to the incident to be primary coordinator 

for the liaison network, including Assisting and Cooperating 

AREPs.

The LOFR is a conduit of information and assistance 

between organizations and does not normally have 

delegated authority to make decisions on matters affecting 

an organization’s participation in the incident; however, the 

IC/UC may assign additional responsibilities or authorities to 

the LOFR in order to effectively manage complex incidents.

Due to the complexity or scope of the incident, the LOFR 

may require one or more Assistant Liaison Officers (ALOFs)

in the ICP or field in order to maintain a manageable span of 

control. The ALOF is a representative of the UC and is 

not a representative of any specific organization.

The LOFR Job Aid (reference (e)) should be reviewed 

regarding the organization and duties of the LOFR/ALOF.

The major responsibilities of the LOFR are:

A. Review Common Responsibilities in chapter 2.

B. Serve as the primary coordinator for the liaison network, 

including AREPs and state, tribal, and local

governments.

C. Maintain a list of Assisting and Cooperating AREPs, 

including name, agency, and contact information.

Monitor check-in sheets daily to ensure that AREPs are 

identified.

D. Assist in establishing and coordinating interagency 

contacts.

E. Participate in Command and General Staff Meetings, 

Planning Meetings, Operations Briefings, and other 

meetings and briefings as required.

F. Assist in the development of the Information 

Management Plan.

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COMMAND STAFF
May 2014

G. Develop stakeholder coordination plan, including 

periodic public meeting schedules, if needed.

H. Implement the Information Management Plan.

I. Keep organizations supporting the incident response 

aware of incident status.

J. Arrange consultations with federally recognized tribes as 

appropriate.

K. Monitor incident operations to identify current or potential 

intra-organizational problems.

L. Determine need for a Volunteer Coordinator (Note: If 

there are a significant number of volunteers the 

Volunteer Coordinator will transition to become the 

Volunteer Unit Leader under the PSC.)

M. Coordinate response resource needs for Natural 

Resource Damage Assessment (NRDA) activities with 

the OSC during oil spill and hazardous substance 

release responses.

N. Coordinate response resource needs for incident 

investigation activities with the OSC.

O. Coordinate with PIO on media and stakeholder 

communications about risk perceptions.

P. Coordinate information sharing and distribution with the 

PIO.

Q. Coordinate with PIO to develop and implement social 

media strategy by providing input on social media uses 

and interface with stakeholders and the public.

R. Coordinate with the ENVL to address stakeholder and 

public risk perceptions by assessing pollutant/hazard 

situation and obtaining technical content for stakeholder 

engagement.

S. Coordinate activities of visiting dignitaries.

T. Brief Command on agency issues and concerns.

U. Ensure that all required organizations forms, reports, 

and documents are completed prior to demobilization.

V. Have debriefing session with the IC prior to 

demobilization.

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COMMAND STAFF
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W. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

AGENCY REPRESENTATIVE (AREP)

In many multi-jurisdiction incidents, an agency or jurisdiction 

may send an AREP who is not on direct tactical assignment, 

but is there to assist in coordination efforts.

An AREP is an individual assigned to an incident from an 

assisting or cooperating agency. The AREPs report to the 

LOFR, or to the IC in the absence of a LOFR.

The CG may receive multiple different AREPs into a CG led 

Unified Command organization. Simultaneously, the CG may 

also deploy CG members away from the unit/Incident 

Command Post to serve as the CG agency representative 

(CG-AREP) at another Incident Command Post, Federal, 

State, or Local EOC, JFO, RRCC, NRCC, or a Tribe during 

an incident response. The CG-AREP serves as a conduit of 

information flow and operational support and coordination 

between the CG and the other agency or ICP. The CGAREP may or may not be given an incident specific 

delegation of authority by the CG operational commander 

directing their deployment, which may include authority to 

make decisions on matters affecting that agency's 

participation at the incident.

The major responsibilities of the AREPs are:

A. Review Common Responsibilities in chapter 2.

B. Ensure that all agency resources are properly checked 

in at the incident.

C. Obtain briefing from the LOFR or IC.

D. Inform assisting or cooperating agency personnel on the 

incident that the AREP position for that agency has been 

filled.

E. Attend briefings and planning meetings as required.

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COMMAND STAFF
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F. Provide input on the use of agency resources unless 

resource THSPs are assigned from the agency.

G. Cooperate fully with the IC and the General Staff on 

agency involvement at the incident.

H. Serve as the conduit of information flow and operational 

support/coordination between the ICP and their home 

agency.

I. Ensure the well-being of agency personnel assigned to 

the incident.

J. Advise the LOFR of any special agency needs or 

requirements.

K. Report to home agency dispatch or headquarters on a 

pre-arranged schedule.

L. Ensure that all agency personnel and equipment are 

properly accounted for and released prior to departure.

M. Ensure that all required agency forms, reports, and 

documents are completed prior to demobilization.

N. Have a debriefing session with the LOFR or IC before 

demobilization.

O. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SAFETY OFFICER (SOFR)

The SOFR is to develop and recommend measures to 

ensure personnel safety and occupational health of not only 

response workers, but also the public, and to anticipate, 

recognize, assess, and control hazardous and unsafe 

conditions or situations.

There is only one SOFR for each incident; however, the 

SOFR may have Assistance Safety Officers (ASOFs), or 

THSPs as needed. ASOFs maybe be ordered or requested

due to a specific skill set they possess, and which is required 

during incident response. An ASOF may come from the 

same organization as the SOFR or other another 

organization. ASOFs may have responsibilities pertaining to 

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COMMAND STAFF
May 2014

specialized areas (e.g., air operations, occupational health,

hazardous substances, salvage, diving, and sanitation).

To accomplish all of these functions the SOFR and/or 

support staff should frequently travel to operational areas, 

base camps, staging areas, and other locations involving 

incident activity to identify health and safety hazards, and to 

verify compliance with applicable federal, state, and local 

health and safety regulations and with the Incident Health 

and Safety Plan (HASP).

If there is a significant risk to public health or high likelihood 

of public evacuation, the CG should immediately contact the 

state or local EOC for support regarding public health and 

request an ASOF for Public Health.

Further information regarding the SOFR or ASOF positions 

can be found in reference (f) and (g).

The major responsibilities of the SOFR are:

A. Review Common Responsibilities in chapter 2.

B. Ensure an incident-specific HASP, required by 29 CFR 

1910.120, is developed specifically for the incident 

response. The Site Safety and Health Plan (ICS 208-

CG) is a tool designed to assist in meeting the 

requirements of a HASP under 29 CFR 1910.120.

C. Participate in Tactics and Planning Meetings, and other 

meetings and briefings as required.

D. Identify hazardous situations associated with the 

incident.

E. Review the IAP for safety and occupational health 

implications.

F. Provide safety and occupational health advice in the IAP 

for assigned responders.

G. Use Risk Based Decision Making (RBDM) 

methodologies to conduct Operational Risk Management 

(ORM) for the incident.

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COMMAND STAFF
May 2014

H. Develop and implement intervention measures to 

prevent unsafe acts.

I. Stop observed or reported unsafe acts. (Seek guidance 

and clarity from the IC/UC on the scope and limitation of 

authority.)

J. Investigate accidents that have occurred within the 

incident area and determine if new safety and 

occupational health measures are needed.

K. Identify, communicate and document safety,

occupational, and environmental health hazards, needs,

and concerns.

L. Track and report accidents, injuries, and illnesses.

M. Support reporting of accidents and mishaps using the 

ICS 237-CG (Incident Mishap Reporting Record).

N. Ensure all contractors and volunteers hired/brought in, 

meet and are aware of appropriate safety/health training 

levels, the HASP, and safety/health measures to achieve 

the response strategies. (A translator may be needed to 

achieve this goal.)

O. Identify the need for and assign deputies, assistants, 

and THSPs as needed.

P. Review and provide input to the Medical Plan (ICS 206-

CG).

Q. Review and provide input to the traffic plan, if developed, 

for both land and vessel traffic.

R. Develop the Incident Action Plan Safety Analysis (ICS

215a-CG) to document hazards as well as mitigation 

strategies.

S. Serve as the IC/UC representative in meetings with 

federal, state, or local occupational safety and health 

authorities and stakeholders.

T. Brief Command on safety and occupational health 

issues and concerns.

U. Ensure that all required organization forms, reports, and 

documents are completed prior to demobilization.

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COMMAND STAFF
May 2014

V. Have debriefing session with the IC prior to 

demobilization.

W. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

ASSISTANT SAFETY OFFICER FOR PUBLIC HEALTH

The ASOF for Public Health supports the SOFR during 

complex incidents involving public health concerns by 

assessing and forecasting public health needs, performing 

environmental surveillance for public health, and develop

public health communications. The ASOF for Public Health 

should be a public health generalist, preferably from a public 

health agency, with broad knowledge of public health 

disciplines exercised during incident response. 

The major responsibilities of the ASOF for Public Health are:

A. Establish liaisons to maintain situational awareness with 

all key public health organizations (e.g., federal, state, 

tribal, and local agencies, NGOs, and commercial 

entities) within the incident boundaries.

B. Provide immediate briefings to the SOFR and IC/UC 

regarding any public health emergencies or eminent 

threats.

C. Conduct public health surveillance, including mental and 

behavioral health and communicable and noncommunicable disease.

D. Develop risk communications and public health 

information including web content and social media.

E. Develop recommended general environmental health

measures, to include hygiene, sanitation, waste 

management, food, water, shelter, safety and security, 

and population protective measures (e.g., evacuation vs. 

shelter in place).

F. Conduct environmental monitoring, including sampling, 

analysis, and interpretation, and ensure data is available 

to assess potential health impact on populations at risk.

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COMMAND STAFF
May 2014

G. Identify communicable and non-communicable disease 

issues.

H. Track status of public health resources and recommend 

additional resources that are needed to sustain public 

health work and operations.

I. Participate in planning processes as appropriate.

J. Provide public health input to situational reports.

K. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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COMMAND STAFF
May 2014

CHAPTER 7

OPERATIONS SECTION

Reference:

(a) Operations Section Chief Job Aid

(b) Division/Group Supervisor Job Aid

(c) Coast Guard Air Operations Manual, COMDTINST 

M3710.1(series)

OPERATIONS SECTION 

CHIEF

Air Operations

Branch Director

Branch Director

(up to 5)

Air Support Group 

Supervisor

Air Tactical Group 

Supervisor

Division/Group 

Supervisor

(up to 25)

Strike Team/

Task Force Leader

Single

Resources 

Staging Area Manager

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POSITION DESCRIPTIONS

OPERATIONS SECTION CHIEF (OSC)

The OSC, a member of the General Staff, is responsible for 

the management of tactical operations directly in support of

the primary mission. The OSC is normally selected from the 

organization with the most jurisdictional or functional 

responsibility for the incident.

The OSC activates and supervises ICS organization 

elements in accordance with the IAP, and directs IAP 

implementation. The OSC also directs the preparation of 

operational plans, requests or releases resources, monitors 

operational progress, makes expedient changes to the IAP 

when necessary, and reports those changes to the IC/UC. 

The OSC Job Aid, reference (a), should be reviewed 

regarding the organization and duties of the OSC.

The OSC may have Deputy OSC(s), who may be from the 

same organization as the OSC or from an assisting 

organization. Deputy OSCs must have the same 

qualifications as the person for whom they work, as they 

must be ready to take over as OSC at any time. During a 

complex incident response the OSC may assign a Deputy 

OSC to supervise on-scene operations (major 

responsibilities (D) through (K) listed below) while the OSC 

participates in the incident planning process (major 

responsibilities (L) through (W) listed below).

The major responsibilities of the OSC are:

A. Review Common Responsibilities in chapter 2.

B. Obtain briefing from IC.

C. Evaluate and request sufficient Section supervisory 

staffing for both operational and planning activities.

D. Supervise Operations Section field personnel.

E. Implement the IAP for the Operations Section.

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OPERATIONS SECTION
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F. Evaluate on-scene operations and make adjustments to 

organization, strategies, tactics, and resources as 

necessary.

G. Ensure the RESL is advised of changes in the status of 

resources assigned to the Operations Section.

H. In coordination with the SOFR, ensure that Operations 

Section personnel execute work assignments while 

following approved safety practices.

I. Monitor the need for and request additional resources to 

support operations as necessary.

J. Assemble and/or demobilize Branches, Divisions, 

Groups, and task force/strike teams as appropriate.

K. Identify and use staging areas.

L. Evaluate and monitor the current situation for use in next 

operational planning period.

M. Convert operational incident objectives into strategic and 

tactical options, which may be documented on a Work 

Analysis Matrix (ICS 234-CG).

N. Coordinate and consult with the PSC, SOFR, Marine 

Transportation System Recovery Unit Leader (MTSL), 

THSPs, modeling scenarios, trajectories, etc., on 

selection of appropriate strategies and tactics to 

accomplish objectives.

O. Identify kind, type, and number of resources required to 

support selected strategies.

P. Determine the need for any specialized resources.

Q. Divide work areas into manageable units.

R. Implement air space de-confliction plans as required.

S. Determine the need for an Air Branch Director.

T. Request Captain of the Port (COTP) Safety or Security 

Zone or FAA Temporary Flight Restriction declaration 

around/over the incident response zone when

warranted.

U. Develop work assignments and allocate tactical 

resources based on strategic requirements using the 

Operational Planning Worksheet (ICS 215-CG).

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OPERATIONS SECTION
May 2014

V. Coordinate the development of the Operational Planning 

Worksheet (ICS 215-CG) with the SOFR to mitigate 

safety risks.

W. Participate in the planning process and the development 

of the tactical portions of the IAP, including the 

Assignment List (ICS 204-CG) and Air Operations 

Summary (ICS 220-CG).

X. Review and approve final ICS 204-CG(s) prior to IAP 

approval.

Y. Assist with development of long-range strategic, 

contingency, and demobilization plans.

Z. Develop recommended list of Operations Section 

resources to be demobilized and initiate 

recommendation for release when appropriate.

AA. Receive and implement applicable portions of the 

incident Demobilization Plan.

BB. Participate in operational briefings to IMT members as 

well as briefings to the media and visiting dignitaries.

CC.Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

OPERATIONS BRANCH DIRECTOR (OPBD)

The OPBDs are under the direction of the OSC and 

responsible for the implementation of the portion of the IAP 

appropriate to the Operations Branch when activated.

The major responsibilities of the OPBD are:

A. Review Common Responsibilities in chapter 2.

B. Identify Divisions, Groups, and resources assigned to 

the Operations Branch.

C. Ensure that DIVS have a copy of the IAP.

D. Implement IAP for the Operations Branch.

E. Provide the OSC alternative or contingency strategies 

and tactics, including a list of additional resources 

needed in the Staging Area.

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OPERATIONS SECTION
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F. Review the Assignment List (ICS 204-CG) for 

Divisions/Groups within the Operations Branch and 

modify the lists based on the effectiveness of current 

operations.

G. Assign specific work tasks to DIVS.

H. Supervise Operations Branch operations.

I. Resolve logistic problems reported by subordinates.

J. Attend Planning Meetings as requested by the OSC.

K. Ensure that the Resource and Situation Units are 

advised of changes in the status of resources assigned 

to the Operations Branch through the chain of command.

L. Report to OSC when the IAP is to be modified, additional 

resources are needed, surplus resources are available, 

or hazardous situations or significant events occur.

M. Approve accident and medical reports (home agency 

forms) originating within the Operations Branch.

N. Evaluate the demobilization of excess resources well in 

advance of demobilization.

O. Assemble and demobilize Branches, Divisions, Groups, 

and task force/strike teams as appropriate.

P. Debrief with OSC and/or as directed at the end of each 

shift.

Q. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

DIVISION/GROUP SUPERVISOR (DIVS)

The DIVS reports to the OSC (or OPBD when activated). 

The DIVS is responsible for the implementation of the 

assigned portion of the IAP, assignment of resources within 

the Division/Group, and reporting on the progress of control 

operations and status of resources within the Division/Group. 

Further information can be found in reference (b).

The major responsibilities of the DIVS are:

A. Review Common Responsibilities in chapter 2.

B. Identify resources assigned to the Division/Group.

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OPERATIONS SECTION
May 2014

C. Provide the IAP to subordinates, as needed.

D. Review Division/Group assigned tasks and incident 

activities with subordinates.

E. Implement the IAP for Division/Group.

F. Assemble and demobilize task force/strike teams as 

appropriate.

G. Supervise Division/Group resources and make changes 

as appropriate.

H. Ensure that RESL is advised of all changes in the status 

of resources assigned to the Division/Group through the 

chain of command.

I. Coordinate activities with adjacent Division/Group.

J. Determine the need for assistance on assigned tasks.

K. Submit situation and resource status information to the 

Branch Director or the OSC as directed.

L. Coordinate with FOBS assigned by the SITL.

M. Report hazardous situations, special occurrences, or 

significant events (e.g., accidents, mishaps, sickness, 

and discovery of unanticipated sensitive resources) to 

immediate supervisor and SOFR.

N. Ensure that assigned personnel and equipment get to 

and from assignments in a timely and orderly manner.

O. Resolve logistics problems within the Division/Group.

P. Participate in the development of Branch plans for the 

next operational period, as requested.

Q. Evaluate the demobilization of excess resources well in 

advance of demobilization.

R. Debrief as directed at the end of each shift.

S. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

STRIKE TEAM/TASK FORCE LEADER (STL/TFL)

The STL/TFL reports to the OSC, OPBD, or DIVS and is 

responsible for performing assigned tactical activities. The 

STL/TFL reports work progress, resources status, and other 

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OPERATIONS SECTION
May 2014

important information, and maintains work records on 

assigned personnel.

The major responsibilities of the STL/TFL are:

A. Review Common Responsibilities in chapter 2.

B. Obtain briefing from person you are relieving.

C. Obtain briefing from supervisor.

D. Review tasks with and assign tasks to subordinates.

E. Monitor work progress and make changes when 

necessary.

F. Keep supervisor informed of progress and any changes.

G. Report hazardous situations, special occurrences, or 

significant events (e.g., accidents, mishaps, sickness, 

and discovery of unanticipated sensitive resources) to 

immediate supervisor and SOFR.

H. Coordinate with FOBS assigned by the SITL.

I. Coordinate activities with adjacent strike teams, task 

forces, and single resources.

J. Travel to and from active assignment area with assigned 

resources.

K. Retain control of assigned resources while in available 

or out-of-service status.

L. Submit situation and resource status information through 

chain of command, DIVS/OPBD/OSC, as appropriate.

M. Debrief as directed at the end of each shift.

N. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SINGLE RESOURCE LEADER

The Single Resource Leader is in charge of a single tactical 

resource.

The major responsibilities of the Single Resource Leader 

are:

A. Review Common Responsibilities in chapter 2.

B. Review assignments.

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OPERATIONS SECTION
May 2014

C. Obtain briefing from person you are relieving.

D. Obtain necessary equipment and supplies.

E. Review weather and environmental conditions for 

assignment area.

F. Brief subordinates on safety measures.

G. Report hazardous situations, special occurrences, or 

significant events (e.g., accidents, mishaps, sickness, 

and discovery of unanticipated sensitive resources) to 

immediate supervisor and SOFR.

H. Monitor work progress.

I. Ensure adequate communications with supervisor and 

subordinates.

J. Keep supervisor informed of progress and any changes.

K. Coordinate with FOBS assigned by the SITL.

L. Inform supervisor of problems with assigned resources.

M. Brief relief personnel and advise them of any change in 

conditions.

N. Return equipment and supplies to appropriate unit.

O. Complete and turn in time and use records on personnel 

and equipment.

P. Debrief as directed at the end of each shift.

Q. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

STAGING AREA MANAGER (STAM)

The STAM is under the direction of the OSC and is 

responsible for managing all activities within a Staging Area.

The major responsibilities of the STAM are:

A. Review Common Responsibilities in chapter 2.

B. Proceed to staging area.

C. Obtain briefing from person you are relieving.

D. Establish staging area layout.

E. Determine any support needs for equipment, support 

staff, feeding, sanitation, and security.

F. Establish check-in function as appropriate.

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OPERATIONS SECTION
May 2014

G. Ensure security of staged resources using assets with 

authority, jurisdiction, and adequate capabilities to 

provide security.

H. Establish check-in areas for identification and traffic 

control.

I. Request maintenance service for equipment at staging 

area as appropriate.

J. Respond to requests for resource assignments. (Note: 

Requests may be directly from the OSC or via the 

Incident Communications Center (ICC).)

K. Obtain and issue receipts for supplies distributed and 

received at staging area. (i.e. radio equipment)

L. Determine required resource levels from the OSC.

M. Advise the OSC when reserve levels reach minimums.

N. Maintain and provide status to Resource Unit of all 

resources in staging area.

O. Maintain staging area in orderly condition.

P. Coordinate with FOBS assigned by the SITL.

Q. Ensure resources that are in the staging area and are 

scheduled for demobilization follow the Demobilization 

Plan if developed.

R. Demobilize the staging area in accordance with the 

Demobilization Plan, or per OSC direction when no 

Demobilization Plan has been developed.

S. Debrief with OSC or as directed at the end of each shift.

T. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

AIR OPERATIONS BRANCH DIRECTOR (AOBD)

The AOBD is ground-based and primarily responsible for 

preparing the Air Operations Summary (ICS 220-CG) and 

the air operations portion of the IAP, and for providing 

logistical support and direction to aircraft and personnel

supporting incident response. The Air Operations Summary 

(ICS 220-CG) serves a similar purpose as the Assignment 

List (ICS 204-CG) by assigning and managing aviation 

7-9

OPERATIONS SECTION
May 2014

resources on the incident. After the IAP is approved, the 

AOBD is responsible for overseeing the tactical and logistical 

assignments of the Air Operations Branch. In coordination 

with the Logistics Section, the AOBD is responsible for 

providing logistical support to aircraft and personnel 

operating on the incident. The AOBD liaises with air stations 

and other agencies that are providing aircraft and aircrews to 

the incident. Effective coordination with assisting air stations 

is particularly important when an Air Operations Branch 

desires to fly an aircrew made up of personnel from different 

organizations.

The Air Operations Summary (ICS 220-CG) may or may not 

be completed depending on the needs of the incident

response. Individual aircrews retain responsibility to ensure 

their aircraft are operated in accordance with their own 

organization’s restrictions, guidelines, and directives. It is 

also the responsibility of individual aircrews to keep the 

AOBD informed of their organization’s restrictions, 

guidelines, and directives that may affect their ability to 

execute incident assignments.

The AOBD will ensure that organization directives, to include 

reference (c), flight manuals, and unit restrictions, will not be 

violated by incident response aircraft (e.g., flight hours, hoist 

limitations, and night flying).

The creation of an Air Operations Branch should be 

considered only after the number of air resources exceeds 

what would be assigned to an Air Operations Group.

The major responsibilities of the AOBD are:

A. Review Common Responsibilities in chapter 2.

B. Organize preliminary air operations.

C. Supervise all air operations activities associated with the 

incident.

D. Report to the OSC on air operations activities.

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OPERATIONS SECTION
May 2014

E. Implement FAA air space closure and air space deconfliction plans to conduct operations as required.

F. Oversee creation of air task orders or flight schedules to 

mitigate safety risk of aircraft operations in confined or 

saturated air space.

G. Coordinate airspace use with the FAA.

H. Request declaration or cancellation of Temporary Flight 

Restrictions (TFRs) in accordance with applicable 

Federal Aviation Regulations and post Notice to Airmen 

(NOTAM).

I. Attend the Tactics and Planning Meetings to exchange 

information for development of the Air Operations 

Summary (ICS 220-CG) and to confirm the number and 

type of aircraft needed for the next operational period.

J. Participate in preparation of the IAP through the OSC, 

ensuring that the air operations portion includes the Air 

Traffic Control (ATC) requirements of assigned aircraft.

K. Coordinate with the COML to designate air tactical and 

support frequencies.

L. Ensure reliable communication between the Air 

Operations Branch and air units.

M. Perform operational planning for air operations including 

emergency evacuation procedures of injured 

responders.

N. Prepare the Air Operations Summary (ICS 220-CG), and 

provide the summary along with incident maps and 

copies of the IAP to the Air Support Group and FixedWing Bases.

O. Develop an aviation site safety plan in coordination with 

SOFR.

P. Consider requesting an ASOF with aviation safety 

certifications to work within the Air Operations Branch as 

a THSP or for the SOFR.

Q. Report safety concerns, special incidents, and accidents 

to the SOFR.

R. Evaluate helibase and helispot locations.

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OPERATIONS SECTION
May 2014

S. Establish procedures for emergency reassignment of 

aircraft.

T. Coordinate approved flights of non-incident aircraft in the 

TFRs.

U. Manage airspace deconfliction.

V. Coordinate with appropriate Command Centers and the 

remote sensing coordinator through normal channels on 

incident air operations activities.

W. Coordinate with trustee agencies and ENVL on flight 

restrictions and recommendations regarding threatened 

or endangered species and/or indigenous and migrating 

birds.

X. Consider requests for logistical use of incident aircraft.

Y. Facilitate aircrew debriefs by INTO, SITL, FOBS, etc.

Z. Arrange for an accident investigation team when 

warranted.

AA. Implement noise abatement procedures as necessary.

BB. Debrief OSC at the end of each operational period as 

directed.

CC.Maintain a Unit Log (ICS 214-CG) and forward to the 

DOCL for disposition.

AIR TACTICAL GROUP SUPERVISOR (ATGS)

The ATGS is primarily responsible for the coordination of 

aircraft operations during incident response. The ATGS has 

airborne and ground responsibilities. The airborne 

responsibilities of this position are similar to those of an 

airborne SAR On-Scene Commander on a Search and 

Rescue case or the Air Mission Commander for an Aviation 

Special Mission. The ATGS reports to the AOBD.

The major responsibilities of the ATGS are:

A. Review Common Responsibilities in chapter 2.

B. Obtain a copy of the IAP from the AOBD, including Air 

Operations Summary (ICS 220-CG).

C. Participate in AOBD planning activities.

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OPERATIONS SECTION
May 2014

D. Participate in air operations planning activities.

E. Coordinate air space de-confliction via air task orders or 

flight schedules for aircraft involved in incident response

F. Inform AOBD of Air Tactical Group activities.

G. Identify resources and supplies dispatched for the Air 

Tactical Group.

H. Request special air tactical items from appropriate 

sources through Logistics Section.

I. Coordinate activities with AOBD.

J. Obtain assigned ground-to-air frequency for airbase 

operations from the COML or Incident Radio 

Communications Plan (ICS 205-CG).

K. Inform AOBD of capability to provide night flying service.

L. Ensure compliance with each organization’s operations 

checklist for day and night operations.

M. Maintain a Unit Activity Log (ICS 214-CG) and forward to 

the DOCL for disposition.

AIR SUPPORT GROUP SUPERVISOR (ASGS)

The ASGS is primarily responsible for supporting aircraft and 

aircrews. This includes providing fuel and other supplies, 

providing maintenance and repair of aircraft, keeping records 

of aircraft activity, and enforcing safety regulations. The 

ASGS reports to the AOBD.

The major responsibilities of the ASGS are:

A. Review Common Responsibilities in chapter 2.

B. Obtain a copy of the IAP from the AOBD, including the 

Air Operations Summary (ICS 220-CG).

C. Participate in air operations planning activities.

D. Liaise with aircrews, aircraft home units, assigned 

maintenance staff, and the IMT to coordinate logistical 

issues such as maintenance, fueling, hangar 

space/aircraft parking, berthing, meals, and ground 

transportation.

E. Inform AOBD of group activities.

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F. Identify resources and supplies dispatched for the Air 

Support Group.

G. Determine personnel and equipment requirements at 

each airbase.

H. Request special air support items from appropriate 

sources through Logistics Section.

I. Coordinate activities with AOBD.

J. Obtain assigned ground-to-air frequency for airbase 

operations from the COML or Incident Radio 

Communications Plan (ICS 205-CG).

K. Inform AOBD of capability to provide night flying 

operations.

L. Ensure compliance with each agency’s operations 

checklist for day and night operations.

M. Ensure dust abatement procedures are implemented at 

helibases and helispots.

N. Provide crash-rescue service for helibases and 

helispots.

O. Ensure aircraft are decontaminated prior to 

demobilization.

P. Maintain a Unit Activity Log (ICS 214-CG).

MISSING PERSONS GROUP SUPERVISOR

The Missing Persons Group directs missing persons 

operations and activities, as well as Family Assistance 

Center activities involving missing persons.

The major responsibilities of the Missing Persons Group 

Supervisor are:

A. Implement missing persons information reporting, 

documentation, security, assessment, categorization, 

consolidation, tracking, storage, and dissemination.

B. In coordination with the PIO, develop authorized 

information and instructions for reporting missing person 

information to the media, the public, governmental 

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agencies, nongovernmental organizations, and private 

entities/individuals.

C. Locate missing persons.

D. Conduct required missing persons notifications.

E. Ensure proper documentation regarding:

1. Potential missing persons.

2. Actual missing persons.

3. Actual missing persons located.

F. In coordination with vessel owner(s), establish one or 

more Family Assistance Centers and/or appropriate 

facilities/areas.

G. Collect and protect required information: records,

images, DNA reference samples, investigative evidence,

forensic evidence, digital and multimedia evidence, and 

non-evidence property regarding missing persons.

H. Activate one or more of the following positions 

depending upon the complexity of the incident:

1. Missing Persons Coordinator.

2. Family Assistance Center Coordinator.

MASS FATALITY MANAGEMENT GROUP SUPERVISOR

The Mass Fatality Management Group directs mass fatality 

management operations.

The major responsibilities of the Mass Fatality Management 

Group are:

A. Implement mass fatality management operations and 

activities.

B. Implement decedent information reporting, 

documentation, security, assessment, categorization, 

consolidation, tracking, storage, and dissemination.

C. In coordination with the Missing Persons Group 

Supervisor, provide notifications, updates, and obtain 

information through Family Assistance Centers 

regarding decedents and unidentified persons.

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D. Request Disaster Mortuary Operational Response 

Teams (DMORT) or other similar resources.

E. Establish processes to identify all decedents.

F. Conduct decedent notifications to the appropriate 

persons; and document notification information.

G. Mitigate mass fatality-related public health hazards.

H. Coordinate with the medical examiner/coroner to 

determine the cause and manner of death of each of the 

decedents and the final disposition of each of the 

decedents.

I. Coordinate with the appropriate authority to issue death 

certificates.

J. Collect required information, data, records, images, DNA 

reference samples, investigative evidence, forensic 

evidence, digital/multimedia evidence, and non-evidence 

property regarding decedents.

Activate one or more of the following positions depending 

upon the complexity of the incident:

1. Mass Fatality Management Coordinator.

2. Field Site/Recovery Coordinator.

3. Morgue/Postmortem Examinations Coordinator.

4. Victim Identification Coordinator.

5. Family Assistance Center Coordinator.

6. Quality Assurance Coordinator.

TECHNICAL SPECIALISTS (THSP)

Certain incidents or events may require the use of THSPs 

who have specialized knowledge and expertise. THSPs are 

managed by the Planning Section but may be assigned to 

any Section where their services are required. See chapter 8 

and the THSP Job Aid for more detailed information on 

THSPs.

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CHAPTER 8

PLANNING SECTION

Note: If all Planning Section Units are established then a 

Deputy PSC should be considered to manage span of 

control.

References:

(a) Planning Section Chief Job Aid

(b) Resource Unit Leader Job Aid

(c) Situation Unit Leader Job Aid

(d) Coast Guard Intelligence Manual, COMDTINST 

M3800.6 (series)

(e) Information and Life Cycle Management Manual, 

COMDTINST M5212.12 (Series)

(f) Documentation Unit Leader Job Aid

(g) Demobilization Unit Leader Job Aid

(h) Marine Transportation System Recovery Unit Leader 

Job Aid

PLANNING SECTION CHIEF

Resources Unit 

Leader

Check-in/Status

Recorders

Situation Unit

Leader 

Documentation

Unit Leader 

Demobilization

Unit Leader

Environmental

Unit Leader 

Technical

Specialist* 

Display

Processors 

Field

Observers

* May be assigned wherever their services are required.

Marine Transportation

System Recovery Unit Leader 

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PLANNING SECTION 
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POSITION DESCRIPTIONS

PLANNING SECTION CHIEF (PSC)

The PSC is a member of the General Staff and responsible 

for the development of the IAP, the collection, evaluation, 

dissemination, and use of incident information and 

maintaining status of assigned and demobilized resources. 

The PSC Job Aid, reference (a), should be reviewed 

regarding the organization and duties of the PSC.

The PSC may have Deputy PSCs, who may be from the 

same agency as the PSC or from an assisting agency. The 

Deputy PSC must have the same qualifications as the 

person for whom they work, as they must be ready to take 

over that position at any time.

The major responsibilities of the PSC are:

A. Review Common Responsibilities in chapter 2.

B. Collect, process, display, and disseminate incident 

information.

C. Assist OSC in the development of response strategies.

D. Supervise preparation of the IAP.

E. Facilitate planning meetings and briefings.

F. Supervise the tracking of incident personnel and 

resources through the Resources Unit.

G. Assign personnel already on-site to ICS organizational 

positions as appropriate.

H. Oversee information management processes and plans, 

including the development and approval of the 

Information Management Plan (if needed, see chapter 

11).

I. Ensure the accuracy of all information being produced 

by Planning Section Units with special attention to IC/UC 

CIRs and their reporting requirements.

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J. Support information requirements and reporting 

schedules for Planning Section Units (e.g., Resources

Unit and Situation Unit).

K. Establish special information collection activities as 

necessary (e.g., weather, environmental, and toxics).

L. Assemble information on alternative strategies.

M. Provide periodic predictions on incident potential.

N. Keep IMT apprised of any significant changes in incident 

status.

O. Oversee preparation and implementation of the Incident 

Demobilization Plan.

P. Incorporate plans (e.g., traffic, medical, communications, 

and site safety) into the IAP.

Q. Develop other incident supporting plans (e.g., salvage, 

transition, and security).

R. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

RESOURCE UNIT LEADER (RESL)

The RESL is responsible for maintaining the status of all 

assigned tactical resources and personnel at an incident. 

This is achieved by overseeing the check-in of all tactical 

resources and personnel, and using a status system that 

indicates the current location and status of all these 

resources. Reference (b), should be reviewed regarding the 

organization and duties of the RESL.

The major responsibilities of the RESL are:

A. Review Common Responsibilities in chapter 2.

B. Establish the check-in function at incident locations.

C. Prepare the Organization Assignment List (ICS 203-CG) 

and Incident Organization Chart (ICS 207-CG).

D. Prepare appropriate parts of the Assignment List (ICS 

204-CG).

E. Maintain a master roster of all tactical resources 

checked in at the incident and post their current status 

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PLANNING SECTION
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and location using the Resource Status Card (ICS 219)

or an electronic resource tracking system.

F. Request resources from LSC via the Resource Request 

Message (ICS 213-RR-CG).

G. Attend meetings and briefings as required by the PSC.

H. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

CHECK-IN/STATUS RECORDER (SCKN)

SCKNs work for the RESL to check-in incident personnel at 

check-in locations and ensure that all resources assigned to 

an incident are accounted for.

The major responsibilities of the SCKN are:

A. Review Common Responsibilities in chapter 2.

B. Obtain required work materials, including Check-in Lists 

(ICS 211-CG), Resource Status Cards (ICS 219) and 

status display boards or T-card racks.

C. Post signs so that arriving resources can easily find 

incident check-in location(s).

D. Record check-in information on Check-in Lists (ICS 211-

CG).

E. Transmit check-in information to the RESL.

F. Forward completed Check-in Lists (ICS 211-CG) and 

Status Change Cards (ICS 210) to the RESL.

G. Receive, record, and maintain resource status 

information on Resource Status Cards (ICS 219) for 

incident-assigned tactical resources, and overhead 

personnel.

H. Maintain files of Check-in Lists (ICS 211-CG).

I. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SITUATION UNIT LEADER (SITL)

The SITL is the primary node for information management, 

which may include both unclassified and classified 

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PLANNING SECTION
May 2014

information. The SITL is responsible for collecting, 

processing, organizing and disseminating incident 

information relating to status of current operations, incident 

growth, mitigation, or intelligence activities taking place on 

the incident. The SITL may prepare future projections of 

incident growth, maps, and intelligence. The SITL Job Aid, 

reference (c), should be reviewed regarding the organization 

and duties of the SITL.

The major responsibilities of the SITL are:

A. Review Common Responsibilities in chapter 2.

B. Begin collection and analysis of incident data as soon as 

possible.

C. Prepare, post, and disseminate resource and situation 

status information as required, including special 

requests.

D. Request and direct Display Processor(s) (DPRO) and/or 

FOBS as needed.

E. Develop the Information Management Plan, as required, 

in coordination with PIO, LOFR, OSC, PSC, INTL, LSC, 

and COML for IC/UC approval.

F. Collect, process, organize and disseminate incident 

information relating to status of current operations, 

incident growth, mitigation, or intelligence activities 

taking place on the incident.

G. Prepare future projections of incident growth, maps,

intelligence, and other incident specific predictions as 

requested by the PSC.

H. Coordinate with COML to develop capabilities and 

capacities to support the information management 

methodologies.

I. Prepare the Incident Status Summary (ICS 209-CG).

J. Provide charts, maps, and overlay imagery.

K. Conduct situation briefings at meetings and briefings as 

required by the PSC.

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L. Develop and maintain master chart(s)/map(s) of the 

incident.

M. Display master chart(s)/map(s) of incident in the ICP 

common area for all responders to view.

N. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

DISPLAY PROCESSOR (DPRO)

The DPRO works for the SITL and is responsible for the 

display of incident status information obtained from FOBS, 

resource status reports, photographs, video, and other 

imagery.

The major responsibilities of the DPRO are:

A. Review Common Responsibilities in chapter 2.

B. Determine:

1. Location of work assignment.

2. Numbers, types and locations of displays required.

3. Priorities.

4. Map/Chart requirements for the IAP.

5. Time limits for completion.

C. Obtain necessary equipment and supplies.

D. Assist SITL in analyzing and evaluating field reports.

E. Develop required displays in accordance with time limits 

for completion. Examples of displays include:

1. GIS information.

2. Demographic information.

3. Incident projection data.

4. Enlargement of ICS forms.

F. Manage the available COP.

G. Ensure the accuracy of the information displayed.

H. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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FIELD OBSERVER (FOBS)

The FOBS work for the SITL and are responsible for 

collecting situation information from personal observations at 

the incident.

The major responsibilities of the FOBS are:

A. Review Common Responsibilities in chapter 2.

B. Determine:

1. Location of assignment.

2. Type of information required.

3. Priorities.

4. Time limits for completion.

5. Method of communication.

6. Method of transportation.

C. Obtain necessary equipment and supplies.

D. Coordinate with OSC, OPBD, DIVS, STL/TFL, single 

resources, and STAM.

E. Gather data to support the CIR.

F. Gather data related to:

1. Perimeters of the incident.

2. Locations of trouble spots.

3. Weather conditions.

4. Hazards.

5. Progress of operations. 

6. Status of resources.

G. Be prepared to identify all facility locations (e.g., 

Helispots, Division, and Branch boundaries).

H. Report information to the SITL by established procedure.

I. Immediately report any condition that may be a safety 

hazard to personnel.

J. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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DOCUMENTATION UNIT LEADER (DOCL)

The DOCL is responsible for the maintenance of accurate, 

up-to-date incident documentation which is critical to postincident analysis. Examples of incident documentation 

include IAP(s), incident reports, communication logs, injury 

claims, and situation status reports. Some of the documents 

may originate in other sections. The DOCL should ensure 

each section is maintaining and providing appropriate 

documents. The DOCL will provide duplication and copying 

services for all other sections. The Documentation Unit will 

store incident files for legal, analytical, and historical 

purposes in accordance with the standards set forth in 

reference (e). The DOCL Job Aid, reference (f), should be 

reviewed regarding the organization and duties of the DOCL.

The major responsibilities of the DOCL are:

A. Review Common Responsibilities in chapter 2.

B. Set up work area and begin organization of incident files.

C. Develop a documentation plan to include archival of all 

incident specific information data as defined in the 

Information Management Plan.

D. Coordinate with the COML to ensure electronically 

stored information meets legal documentation and 

archival requirements.

E. To the greatest extent possible the data archive should 

be readily recoverable and searchable.

F. Ensure appropriate level of documentation storage is 

maintained based on the level of classification of the 

information being stored.

G. Maintain the Incident Open Action Tracker (ICS 233-

CG).

H. Establish duplication service and respond to duplication 

requests.

I. File all official forms and reports.

J. Develop a Freedom of Information Act (FOIA) plan in 

coordination the LOFR and with appropriate legal input.

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PLANNING SECTION
May 2014

K. Review records for accuracy and completeness, and

inform units of errors or omissions.

L. Provide incident documentation as requested.

M. Organize files for submitting final incident documentation 

package.

N. Submit incident documentation to the operational 

commander for maintenance and disposition per 

reference (d).

O. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

DEMOBILIZATION UNIT LEADER (DMOB)

The DMOB is responsible for developing the Incident 

Demobilization Plan. On large incidents, demobilization can 

be very complex, requiring a separate planning activity. Note 

that not all organizations require specific demobilization 

instructions.

Further information regarding the DMOB position can be 

found in reference (g). Example Demobilization Plans can be 

found at https://homeport.uscg.mil/ics.

The major responsibilities of the DMOB are:

A. Review Common Responsibilities in chapter 2.

B. Review incident resource records to determine the likely 

size and extent of demobilization effort and develop a 

resource matrix.

C. Coordinate demobilization with AREPs.

D. Monitor the on-going Operations Section resource 

needs.

E. Identify surplus resources and probable release time.

F. Establish communications with off-incident facilities, as 

necessary.

G. Develop an Incident Demobilization Plan that should 

include:

1. General information section.

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PLANNING SECTION
May 2014

2. Responsibilities section.

3. Release priorities.

4. Release procedures (including unique procedures 

needed for Reserve members).

5. Demobilization Checkout Form (ICS 221-CG).

6. Directory.

H. Prepare appropriate directories (e.g., maps and

instructions) for inclusion in the demobilization plan.

I. Track all demobilized tactical resources and overhead 

personnel to their home unit.

J. Distribute demobilization plan (on and off-site).

K. Provide status reports to appropriate requestors.

L. Ensure that sections and units understand their specific 

demobilization responsibilities.

M. Supervise execution of the Incident Demobilization Plan.

N. Brief the PSC on demobilization progress.

O. Review DMOB Job Aid, reference (f).

P. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

LESSONS LEARNED COLLECTION MANAGER (LLCM)

The LLCM works for the DMOB and is responsible for 

managing active and passive collection of responder 

observations, insights, and lessons at an incident.

The major responsibilities of the LLCM are:

A. Review Common Responsibilities in chapter 2.

B. Manage the Lessons Learned Collection Team(s).

C. Develop a lessons learned collection process.

D. Gather and provide pertinent lessons learned and best 

practices from previous incidents or events to each 

activated Section.

E. Coordinate with the Command and General Staff to 

capture emerging issues, corrective actions, and 

potential lessons learned.

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PLANNING SECTION
May 2014

F. Prepare, distribute, and collect standard collection forms 

to identify emerging issues, recommended corrective 

actions, and lessons learned.

G. Analyze incident or event observations.

H. Identify corrective actions and potential lessons learned 

from collected observations and best practices.

I. Manage the development of the after action report.

J. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

ENVIRONMENTAL UNIT LEADER (ENVL)

The ENVL is responsible for environmental matters 

associated with the response, including strategic 

assessment, modeling, surveillance, and environmental 

monitoring and permitting. The ENVL prepares 

environmental data for the Situation Unit. The ENVL should 

be from a public environmental or natural resource 

management agency to ensure compliance with applicable 

laws, regulations, and ordinances.

The National Oceanic and Atmospheric Administration 

(NOAA) Scientific Support Coordinator (SSC) will work 

closely with the Environmental Unit but does not typically fill 

the ENVL position.

THSPs frequently assigned to the Environmental Unit may 

include sampling, response technologies, trajectory analysis, 

weather forecast, resources at risk, shoreline cleanup 

assessment, historical/cultural resources, and waste 

disposal. The major responsibilities of the ENVL are:

A. Review Common Responsibilities in chapter 2.

B. Obtain a briefing and special instructions from the PSC.

C. Coordinate actions with the NOAA SSC.

D. Identify sensitive areas and recommend response 

priorities.

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PLANNING SECTION
May 2014

E. Following consultation with natural resource trustees, 

provide input on wildlife protection strategies (e.g., 

removing oiled carcasses, pre-emptive capture, hazing, 

capture, and treatment).

F. Support the development of the Information 

Management Plan to ensure appropriate tasking, data 

collection, assessment, validation, and dissemination of 

information is conducted.

G. Develop an Environmental Risk Communications 

enclosure to the Information Management Plan to 

assess and address stakeholder perceptions and 

concerns about environmental, safety, health risks, and 

hazards.

H. Coordinate with the LOFR, PIO, and SOFR to sample, 

compile, and assess data for stakeholder coordination 

plan, social media plan, and risk communications 

appendix (e.g., sample results, pollutant transport and 

fate, seafood safety, and dispersant).

I. Coordinate with the SSC and LOFR to develop an 

academia coordination plan as needed to address 

pollutant transport, fate, extent of contamination, and 

potential hazards to the public.

J. Determine the extent, fate, and effects of contamination.

K. Acquire, distribute, and provide analysis of weather 

forecasts.

L. Monitor the environmental consequences of response 

actions.

M. Develop Shoreline Cleanup and Assessment Plans.

N. Identify the need for and prepare any special advisories 

or orders.

O. Identify the need for and obtain permits, consultations, 

and other authorizations, including Endangered Species 

Act (ESA) provisions.

P. Historical/Cultural Resources THSP, based on 

consultation with the FOSC, identifies and develops

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PLANNING SECTION
May 2014

plans for protection of affected historical/cultural 

resources.

Q. Evaluate the opportunities to use various response 

technologies.

R. Develop Disposal Plans.

S. Develop a plan for collecting, transporting, and analyzing 

samples.

T. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

MARINE TRANSPORTATION SYSTEM RECOVERY UNIT 

LEADER (MTSL)

The MTSL is responsible for planning infrastructure recovery 

for transportation security incidents (TSI) and other incidents 

that significantly impact the MTS. The MTSL will track and 

report on the status of the MTS, understand critical recovery 

pathways, recommend courses of action, and provide all 

MTS stakeholders with an avenue of input to the response 

organization. The MTSL prepares transportation data for the 

Situation Unit and daily situation briefs applying core 

Essential Elements of Information (EEIs). Additional MTS 

related details can be found in chapter 16. The MTSL Job 

Aid, reference (h), should be reviewed regarding the 

organization and duties of the MTSL.

The major responsibilities of the MTSL are:

A. Review Common Responsibilities in chapter 2.

B. Obtain a briefing and special instructions from the PSC.

C. Support Operations Section Staff elements that are 

established for MTS Recovery.

D. Review the Area Contingency Plan (ACP).

E. Review the AMSP and associated recovery procedures 

and priorities.

F. Identify and implement supporting MTS Recovery Plans, 

where available.

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May 2014

G. Incorporate MTS security and recovery into ICS planning 

cycle.

H. Advise the IC/UC and PSC of maritime security issues 

associated with MTS recovery and latest EEI from port 

community stakeholders in coordination with the 

Maritime Security, LE, oil, hazardous substances, and 

SAR Groups.

I. Identify, track, and report impacts to the MTS based on 

the incident specific CIRs and EEIs in the Common 

Assessment & Reporting Tool (CART).

J. Coordinate and consult with MTS stakeholders, and 

solicit periodic and standardized feedback from impacted 

stakeholders.

K. Ensure MTS equities are captured in the information 

requirements established by the IC/UC.

L. Support the development of the Information 

Management Plan to ensure appropriate tasking, 

collection, and dissemination of information.

M. Identify resources, agencies involved, and courses of 

action for the recovery of public infrastructure such as 

Aids to Navigation (ATON), communications systems, 

and federal channels.

N. Recommend prioritized system stabilization and 

recovery courses of action including ATON, dredging, 

salvage, cleanup, and repair.

O. Monitor the economic consequences of recovery actions 

(see Economic Impact Reporting Procedures in chapter

16).

P. Coordinate with operational elements to ensure IC/UC 

objectives are achieved and CIRs are met.

Q. Identify the need for and prepare any special advisories 

or orders (e.g., Safety and Security Zones).

R. Monitor the capability of the port to operate and support 

national cargo flow needs.

S. Report performance and cargo flow limitations.

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PLANNING SECTION
May 2014

T. As needed, assist IC/UC, PSC, and OSC in prioritization 

of critical infrastructure needed to be brought to 

operational status.

U. Recommend priorities for cargo flow resumption, taking 

into consideration criticality, dependencies, types, 

amounts, flow sequence, and timing, as appropriate.

V. Develop traffic management plans and priorities.

W. Identify MTS issues and resulting maritime supply chain 

impacts that could necessitate implementation of relief 

measures outside the impacted area (e.g., industry 

redirection of ships or cargo streams).

X. Brief the IC/UC on the MTS issues and impacts to be 

discussed with MTS Stakeholders.

Y. For incidents impacting more than one CG Sector, 

provide information to support management of regional 

issues, including local area impacts that will be felt 

outside of the immediate response area, such as export 

delays.

Z. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

TECHNICAL SPECIALISTS (THSP)

Certain incidents or events may require the use of THSPs 

who have specialized knowledge and expertise. THSPs are 

managed by the Planning Section but may be assigned to 

any Section where their services are required.

The major responsibilities of the THSP are:

A. Review Common Responsibilities in chapter 2.

B. Provide technical expertise and advice to Command and 

General Staff as needed.

C. Attend meetings and briefings as appropriate to clarify 

and help to resolve technical issues within area of 

expertise.

D. Attend press briefings and/or public open house 

meetings as needed for subject matter expertise.

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E. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

Other major responsibilities that might apply to the THSP:

A. Provide technical expertise during the development of 

the IAP and other support plans.

B. Work with the SOFR to mitigate unsafe practices.

C. Work closely with LOFR to help facilitate understanding 

among stakeholders and special interest groups.

D. Be available to attend press briefings to clarify technical 

information.

E. Research technical issues and provide findings to 

decision makers.

F. Troubleshoot technical problems and provide advice on 

resolution.

G. Review specialized plans and clarify meaning.

The following are examples of THSPs. This is not a 

complete list but examples of the many kinds of THSPs that 

may be used with a possible location for the position in the 

ICS organization. However, the IC/UC may assign THSPs 

to any location within the ICS organization based on 

incident need. For example, the CISM Specialist is normally 

assigned in Logistics under the Medical Unit Leader (MEDL); 

however, an additional CISM Specialist is often assigned in 

the Command Staff working directly for the IC/UC. Please 

see the THSP job aid for more information on each of the 

positions.

A. Command Staff.

1. Legal specialist.

2. Senior Enlisted Technical Specialist.

3. Senior CG Auxiliary Technical Specialist. 

(Recommended when 15 or more CG Auxiliary 

members/units are activated to support the incident).

4. Chaplain.

5. Sexual Assault Response Coordinator.

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6. Volunteer Coordinator.

7. Scientific Support Coordinator.

8. Source Control Support Coordinator.

9. NIMS/National Response Framework (NRF)

Technical Specialist.

B. Operations.

1. Air Tanker/Fixed Wing Coordinator.

2. Helicopter Coordinator.

3. Helibase Manager.

4. Helispot Manager.

C. Planning.

1. Documentation Technical Specialist.

2. Environmental Technical Specialist.

3. Geographic Information System Technical 

Specialist.

4. Historian.

5. Salvage and Engineering Technical Specialist.

6. Situation Report Technical Specialist.

7. Training Technical Specialist.

8. Weather Observer.

9. Volunteer Technical Specialist/Coordinator.

10. Remote Sensing Coordinator.

11. CG Investigative Service Technical Specialist.

D. DCMS Deployable Support Elements (DSEs) and other 

Logistics Technical Specialists.

1. Aviation Support Technical Specialist.

2. Camp Manager.

3. MRTT Technical Specialist.

4. Family Assistance Technical Specialist.

5. Contingency Communications Manager.

6. Human Resource Technical Specialist.

7. Receiving and Distribution Manager.

8. Personnel Accountability Manager.

9. Personnel Processing Technical Specialist.

10. CG Auxiliary Personnel Technical Specialist.

11. Reserve Personnel Technical Specialist.

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E. Finance and Administration: 

1. Mission Assignment Manager.

2. Pollution Removal Funding Authorization (PRFA) & 

Military Interdepartmental Purchase Request (MIPR) 

Manager.

3. Oil Pollution Act (OPA-90) Claims Specialist (NPFC 

Claims Manager).

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CHAPTER 9

INTELLIGENCE/INVESTIGATIONS SECTION

Reference:

(a) NIMS Intelligence/Investigation Function Guidance and 

Field Operations Guide, October 2013

(b) Coast Guard Intelligence Manual, COMDTINST 

M3800.6 (series)

(c) 40 C.F.R §300, National Oil and Hazardous Substances 

Pollution Contingency Plan

(d) USCG Marine Safety Manual, Volume V, Investigations 

and Enforcement, COMDTINST M16000.10 (series)

(e) Classified Information Management Program, 

COMDTINST M5510.23 (series)

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APPLICATION AND IMPLEMENTATION GUIDANCE

Activation and implementation of the Intelligence/ 

Investigation (I/I) Section as described in reference (a) is 

generally driven by three activities.

A. Marine Casualty Investigation.

B. Intelligence driven preventive PWCS operations.

C. Criminal Investigation. 

This activity driven application the I/I Section is needed due 

to the different levels of sub-specialties and integration of the 

I/I Section into the full IMT during these two similar concepts. 

The type of investigation dictates the level of integration 

allowed between the I/I Section and the full IMT. Guidance 

for all three activities is outlined below.

The first activity, and most typical in the Coast Guard, is the 

activation of an I/I Section during a marine casualty 

investigation.

The second activity is the activation of an I/I Section for 

enhanced preventive operations conducted based on 

intelligence, but without an actual incident occurring. An 

example would be a port security level increase to MARSEC 

2 based on intelligence.

The third activity is the activation of an I/I Section during a 

criminal investigation.

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INTELLIGENCE/INVESTIGATION SECTION CHIEF (ISC) -

MARINE CASUALTY INVESTIGATION APPLICATION

The ISC – Marine Casualty primary function is to conduct an

investigation to determine the cause(s) of the incident and 

guide appropriate agency enforcement options.

The secondary responsibility of the ISC is to provide 

Command intelligence information that could have a direct 

impact on the safety of response personnel or influence 

response activities. Due to span of control and security 

clearance requirements this may require the creation of a 

Deputy ISC for Intelligence with intelligence related skills and 

security clearances to support the intelligence functions of 

the I/I Section.

Deputy ISCs may be from the same organization as the ISC 

or from an assisting organization. Deputy ISCs – Marine 

Casualty may include members from the National 

Transportation Safety Board (NTSB), Bureau of Safety and 

Environmental Enforcement (BSEE), Chemical Safety 

Board, Occupational Safety and Health Administration 

(OSHA), and/or the vessel’s international flag state.

A marine casualty investigation in accordance with ref (d) 

requires greater autonomy and less integration of the I/I 

Section. Because the vessel or facility owner (sometimes 

designated as the “Responsible Party” under ref (c)) is often 

a member of the Unified Command and integrated 

throughout the response organization. Since the 

Responsible Party may have some liability for the marine 

casualty or be the subject of a criminal investigation, the 

investigative portion of the I/I Section must maintain an 

appropriate level of autonomy from the Unified Command to 

ensure sensitive investigative information is not shared with 

the Responsible Party. 

Under these circumstances the I/I Section should be 

established as a Section, with the ISC as a member of the 

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General Staff, and integrated as much as possible into the 

incident management team without compromising the 

investigation. 

Integration includes proper check in with RESL; coordination 

with the Operations Section regarding access to the incident 

scene; use of Logistics Section supported facilities, safety 

equipment, facilities, communications equipment, and 

transportation; and cost documentation by the 

Finance/Admin Section. 

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INTELLIGENCE/INVESTIGATION SECTION CHIEF (ISC) - 

INTELLIGENCE DRIVEN APPLICATION

Intelligence driven activities without an actual incident do not 

involve parties subject to investigation, therefore full 

integration of the I/I Section into the Incident Management 

Team is possible. Full integration provides the highest level 

of coordination between I/I Section activities and the 

Operations Section activities. The only limiting factor in the 

extent of integration is the operational security of 

information, level of security clearance, and “need to know” 

of the non-I/I Section incident management team members.

Under this scenario the ISC and I/I activities are primarily 

focused on intelligence gathering and support. Ports, 

Waterways, and Coastal Security (PWCS) resources, 

strategies, and tactics should remain under the purview of 

the OSC. 

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INTELLIGENCE/INVESTIGATION SECTION CHIEF (ISC) -

CRIMINAL INVESTIGATION / INTELLIGENCE DRIVEN 

APPLICATION

Criminal Law Enforcement (LE) and Intelligence related 

scenario application and implementation also does not 

typically include parties subject to the investigation in the 

unified command and requires full integration of the I/I 

Section into the Incident Management Team. Full integration 

provides the highest level of coordination between I/I Section 

activities and the Operations Section activities. The only 

limiting factor in the extent of integration is the operational 

security of information and the level of security clearance 

and need to know of the non-I/I Section incident 

management team members.

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INTELLIGENCE/INVESTIGATIONS SECTION
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POSITION DESCRIPTIONS

INTELLIGENCE/INVESTIGATION SECTION CHIEF

The ISC, a member of the General Staff, is responsible for 

the management of intelligence and investigation activities. 

The ISC is normally selected from the organization with the 

most jurisdictional or functional responsibility for the

intelligence or investigation activities.

The responsibility of the ISC is to provide Command 

intelligence information that could have a direct impact on 

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INTELLIGENCE/INVESTIGATIONS SECTION 
May 2014

the safety of response personnel and influence the 

disposition of maritime security assets involved in the 

incident response.

The ISC activates and supervises ICS organization elements 

in accordance with the IAP and directs IAP implementation. 

The ISC also directs the preparation of intelligence and 

investigation plans, requests and releases resources, 

monitors operational progress, makes expedient changes to 

the IAP when necessary, and reports those changes to the 

IC/UC. The NIMS Intelligence/Investigation Function 

Guidance and Field Operations Guide, reference (a), 

provides additional guidance.

Reference (a) places a significant functional responsibility 

upon the ISC. The list of major responsibilities is a 

comprehensive list derived from reference (a). Actual 

responsibilities of the ISC will be incident/situation 

dependent. The use of Deputies is highly encouraged based 

upon workload and specialty knowledge needs.

The major responsibilities of the ISC are:

Generic responsibilities of the ISC:

A. Review Common Responsibilities in chapter 2.

B. Evaluate and request sufficient supervisory staff for both 

operational and planning activities.

C. Supervise I/I Section personnel in executing work 

assignments while following approved safety practices.

D. Evaluate I/I operations and make adjustments to the 

organization, strategies, tactics, and resources as 

necessary.

E. Advise RESL of changes in the status of resources 

assigned to the I/I Section.

F. Monitor the need for and request additional resources to 

support I/I operations.

G. Identify and use staging areas.

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H. Identify kind, type, and number of resources required to 

support selected strategies.

I. Determine the need for any specialized resources.

J. Work with the PSC and OSC to develop I/I aspects and 

components of the IAP, including incident objectives, 

strategies, tactics, and priorities; information on 

resources, reserves, services, and support; and I/I 

operations.

K. Review and approve final I/I Section related ICS 204-CG

prior to IAP approval.

L. Coordinate planned activities with the SOFR to ensure 

compliance with safety practices.

M. Ensure that activities related to the formulation, 

documentation, and dissemination of the IAP and other 

planning activities do not jeopardize the investigation, 

intelligence sources, violate operations security or 

information security procedures, measures, or activities.

N. Assist with development of long-range strategic 

contingency and demobilization plans.

O. Develop list of I/I Section resources to be demobilized 

and initiate recommendation for release.

P. Receive and implement applicable portions of the 

incident Demobilization Plan.

Q. Participate in meetings and briefings as required.

R. Coordinate with the PIO to develop I/I related public 

information for release.

S. Coordinate with the PIO to ensure that public 

information-related activities do not violate or contradict

operations security or information security procedures.

T. Conduct debriefing session with the IC/UC prior to 

demobilization.

U. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

Investigation related responsibilities of the ISC:

A. Supervise the marine casualty investigation.

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INTELLIGENCE/INVESTIGATIONS SECTION
May 2014

B. Support the development of investigation related CIRs.

C. In coordination with the OSC, develop and implement 

procedures to prevent interference with investigations 

activities.

D. Manage evidence collection, chain of custody, and 

disposition. 

E. Frequently communicate and coordinate with the OSC 

regarding tactical intelligence/investigations-related 

activities (e.g., execution of a warrant, arrests, physical 

surveillance, electronic surveillance, etc.), and involve 

the respective legal authorities (e.g., prosecutors’ office, 

magistrates, and courts of jurisdiction) as required.

F. Provide investigation briefings to the appropriate 

agencies as requested.

Intelligence related responsibilities of the ISC:

A. Provide intelligence briefings to the IC/UC as requested.

B. Establish liaison with and incorporate LE and intelligence 

agencies including the CG Investigative Service (CGIS), 

Federal Bureau of Investigation (FBI)/Joint Terrorism 

Task Force (JTTF), and state and local police 

departments as appropriate.

C. Support the development of intelligence related CIRs.

D. Provide intelligence briefings in support of the 

Operational Planning Cycle.

E. Collect and analyze incoming intelligence information 

from all sources for applicability, significance and 

reliability.

F. Provide the SITL with periodic updates of intelligence 

and investigation situation status as allowed by 

operations security or information security requirements.

G. Review the IAP for intelligence and investigation 

implications.

H. Conduct first order analysis on all incoming intelligence 

and fuse all applicable incoming intelligence with current 

intelligence holdings in preparation for briefings.

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I. In coordination with the DOCL, establish and maintain 

systematic, cross-referenced intelligence records and 

files.

J. Prepare all required intelligence reports and plans.

K. Evaluate the current situation, and estimate the potential 

future situation.

L. Support the SITL in the development of an accurate 

common operating picture to maximize situational 

awareness.

M. Support the COML in development and implementation 

of an incident-specific Communications Plan, particularly 

if secure communications systems or security protocols 

are appropriate.

N. Request a sufficient number of communications devices, 

including secure communications devices (e.g., secure 

telephone equipment, mobile Sensitive Compartmented 

Information Facility (SCIF), and secure video 

teleconference system).

O. Implement audio, data, image, and text communications 

procedures, measures, and activities throughout the 

command structure to facilitate the sharing of classified 

information, sensitive compartmented information, and 

sensitive information.

INVESTIGATIVE OPERATIONS GROUP SUPERVISOR 

(IOGS)

The Investigative Operations Group manages and directs 

the overall investigative effort for the ISC. The IOGS is the 

primary case investigator.

The major responsibilities of the IOGS are:

A. Support development of the investigations portions of 

the IAP.

B. Conduct the investigation.

C. Document investigative leads and tasks in the 

assignment log or database.

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D. Collect, invoice, safeguard, and analyze all physical, 

forensic, digital, multimedia, and investigative evidence.

E. Develop investigative reports and materials associated 

with the results of each assigned investigative lead or 

task and cross reference with the related evidence.

F. Coordinate with the Intelligence Group to examine and 

analyze all investigative leads and tasks.

G. Categorize each investigative lead and task as closed 

(no further action or new leads generated) or open 

(additional action required).

H. Pursue each assigned investigative lead or task and 

conduct subsequent follow-up investigative tasks.

I. Provide a chronological record of the significant 

intelligence/investigations information, activities, 

decisions, directives, and results to the DOCL.

J. Obtain required legal advice, services, and documents.

K. In coordination with the DOCL, establish and maintain 

systematic, cross-referenced documentation and records 

management system.

L. Incorporate into the Investigations Group or coordinate 

with the designated investigative supervisor(s) or 

investigator(s) assigned to each crime scene, and each 

involved investigative scenes, morgue, hospital, and offincident facilities.

M. Uses investigative techniques and tactics including, but 

not limited to:

1. Nontechnical and technical canvasses.

2. Interviews and interrogations.

3. Prisoner/suspect debriefings.

4. Identification procedures.

5. Searches and seizures.

6. Database/Record queries.

7. Electronic communication investigative records 

acquisition and analysis.

8. Physical surveillance.

9. Electronic surveillance.

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10. Acquisition and analysis of records and other 

evidence.

11. Polygraph examinations.

12. Undercover officer and confidential informant 

operations.

13. Activation and use of tiplines, hotlines, and/or call 

centers.

14. Dissemination of alarms, “Be on the Lookout” 

messages, alerts, warnings, and notices.

15. Obtaining and securing of sources of investigatory 

data, such as flight data recorders, cockpit voice 

recorders, vehicle electronic data recorders, radar 

data, and 911 tapes.

N. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

Depending upon the complexity of the investigation the 

IOGS may activate one or more of the positions:

A. Assignment Manager.

B. Recorder.

C. Evidence Manager.

D. Physical Surveillance Coordinator.

E. Electronic Surveillance Coordinator.

F. Electronic Communication Records Coordinator.

G. Tactical Operations Coordinator.

INTELLIGENCE GROUP SUPERVISOR (IGS)

The Intelligence Group is responsible for three major 

functions: (1) information intake and assessment; (2) 

operations security, operational security, and information 

security; and (3) information/intelligence management.

The SITL is the primary node for overall information 

management - both unclassified and classified information.

The IGS is responsible for providing incident awareness and 

assessment in support of and in coordination with the SITL. 

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The IGS can provide data and information from a wide 

variety of sources (e.g. government and commercial 

satellites, government and non-government aircraft, various 

ground and ship-based platforms, and people from various 

organizations).

As an incident rises in complexity or involves a more 

substantial amount of sensitive information and information 

management methodologies there may be a need to 

establish an IGS. The IGS is established within the I/I 

Section to facilitate accurate and efficient information flow 

with the SITL and other planning units. A formal Information 

Management Plan should be developed when the IGS is 

staffed due to the complexity of the incident and information 

requirements.

Note 1: Information is only of value if the people who need it 

have access to it in a useable form. The principle of "write to 

release" should be followed at all times to ensure that 

regardless of information sources, the final product is 

available to those who need it. For example, a raw image 

from a sensitive source may be classified, but an 

unclassified Keyhole Markup Language (KML) or shape file 

may be produced from that image that is unclassified and 

releasable. 

Note 2: Although intelligence information may be used to cue 

law enforcement activity, intelligence information shall NOT 

be used as a basis for legal documentation (e.g., warrant 

applications and accusatory instruments) or used in any way 

that might subject the intelligence and/or sources to the 

discovery process in the case of criminal prosecution.

The major responsibilities of the IGS are:

A. Review Common Responsibilities in chapter 2.

B. Obtain appropriate workspaces and information 

technology support.

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C. Support the SITL in the development, management, and 

execution of the Information Management Plan.

D. Document, secure, organize, evaluate, collate, process, 

exploit, and analyze intelligence/investigation 

information.

E. Identify, document, analyze, validate, produce, and 

resolve intelligence information needs, requests for 

intelligence, intelligence gaps, standing and ad hoc 

intelligence requirements.

F. Produce periodic “collection plan” in support of the 

Information Management Plan.

G. Produce periodic “production plan” to support 

information requirements.

H. Provide Planning Section with periodic updates of 

intelligence issues that impact operations.

I. Answer intelligence questions and advise Command and 

General Staff, as appropriate.

J. Coordinate with participating LE and intelligence 

agencies including the Interagency Remote Sensing 

Coordination Cell (IRSCC), National GeospatialIntelligence Agency (NGA), FBI/JTTF, and NGO, State, 

Tribal, and local police departments as necessary in 

order to share information as required in the information 

management plan.

K. Coordinate with IRSCC to support the collection of CIR 

using available remote sensing assets.

L. As the incident dictates, embed FOBS or display 

processors with intelligence backgrounds in the Situation 

Unit.

M. Implement operations security and information security 

procedures for the incident management team.

N. Coordinate with the Counterintelligence Staff Officer at 

LANTAREA or PACAREA when dealing with national 

security issues to include national security investigations 

or operations security concerns.

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May 2014

O. Disseminate classified and sensitive information to 

personnel who have the required clearance, access, and 

“need to know”. Ensure compliance with all associated 

“caveats”.

P. Collect tactical and strategic intelligence/investigations 

information using appropriate, authorized, and lawful 

techniques and activities.

Q. Use intelligence requirements to manage and direct 

intelligence collection efforts.

R. Provide language translation and deciphering and 

decryption services.

S. Make requests for intelligence/investigations information 

to the appropriate governmental agencies, 

nongovernmental organizations, private sector 

entities/individuals, the media, and the public.

T. Document and produce as needed finished and raw 

intelligence/investigations information.

U. Produce unclassified or classified tear line reports 

regarding appropriate classified information.

V. Produce classified information and/or access-controlled 

sensitive compartmented information and/or restricted 

information that is properly classified, declassified, or 

downgraded for the intended audience. 

W. Disseminate intelligence/investigations information, 

documents, requirements, and products.

X. Transmit threat information/intelligence immediately to 

the IC/UC, the OSC, and other authorized personnel.

Y. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

Depending upon the complexity of the incident, the 

Intelligence Group Supervisor may activate one or more of 

the following positions:

A. Information Intake and Assessment Manager.

B. Requirements Coordinator.

C. Collection Coordinator.

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D. Processing and Exploitation Coordinator.

E. Analysis and Production Coordinator.

F. Dissemination Coordinator.

G. Critical Infrastructure and Key Resources Protection 

Coordinator.

H. Classified National Security Information Security Officer.

FORENSIC GROUP SUPERVISOR

The Forensic Group is responsible for managing crime 

scenes and processing forensic evidence, digital and 

multimedia evidence, and decedents. The Forensic Group 

ensures proper examinations, analyses, comparisons, and 

enhancements of forensic evidence, digital and multimedia 

evidence and decedents by the appropriate laboratories, 

analytical service providers, and morgues. The Forensic 

Group coordinates with the Mass Fatality Management 

Group and the medical examiner/coroner on matters related 

to the examination, recovery, and movement of decedents.

The major responsibilities of the Forensic Group Supervisor 

are:

A. Determine the number of crime scenes and decedents.

B. Identify the size, configuration, and boundary for each 

crime scene.

C. Control access to each of the crime scenes and 

decedents.

D. Prevent contamination, alteration, loss, or destruction of 

forensic, digital, and multimedia evidence and 

decedents.

E. Document the name, rank/title, agency, and identification 

number of each person who enters a crime scene or 

touches, searches, disturbs or moves the decedents.

F. Coordinate communication between personnel 

processing crime scenes and decedents and the case 

investigator, case supervisor, medical examiner/coroner, 

and other appropriate personnel.

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G. Deliver forensic evidence, digital and multimedia 

evidence, and decedents to one or more suitable 

laboratories, analytical service providers, and/or morgue 

facilities.

H. Ensure that the receiving laboratory, analytical service 

provider, and/or morgue examines, analyzes, and 

compares forensic evidence, digital and multimedia 

evidence, and decedents in priority order.

I. Deliver forensic evidence, digital and multimedia 

evidence, and decedents to the designated facility or site 

in an appropriate time for storage, detainment, and 

disposal.

J. Implement forensic debris and post-blast crime scene 

activities.

K. Use crime scene reconstruction techniques and subject 

matter experts.

L. Prepare records and reports regarding forensic 

evidence, digital and multimedia evidence, and 

decedents.

M. Avoid prematurely releasing crime scenes and 

decedents located at the crime scenes.

N. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

Depending upon the complexity of the incident, the Forensic 

Group Supervisor may activate one or more of the following 

positions:

A. Crime Scene Coordinator.

B. Bomb Operations Coordinator.

C. Chemical, Biological, Radiological, Nuclear/Hazardous 

Materials Evidence Coordinator.

D. Forensic Evidence Analysis Manager (including digital 

and multimedia evidence).

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INVESTIGATIVE SUPPORT GROUP SUPERVISOR

The Investigative Support Group works closely with the 

Command and General Staffs, particularly the Logistics 

Section and Planning Section, to ensure that necessary 

resources, services, and support are obtained for the I/I 

Section.

The major responsibilities of the Investigative Support Group 

Supervisor are:

A. Determine and activate I/I Section staging areas at an 

appropriate location; ensure a Staging Area Manager is 

designated for each of the activated staging areas.

B. Request personnel, equipment, vehicles, aircraft, 

watercraft, supplies, facilities, infrastructure, networks, 

and other operational and support resources through the 

RESL.

C. Coordinate with Logistics to provide required support 

resources.

D. Implement accountability procedures and activities for I/I 

operational and support resources.

E. Develop investigative support-related records and 

reports.

F. Coordinate with RESL to document I/I resources.

G. In coordination with RESL and FACL develop and 

implement identification, access/entry control, and 

badging procedures and measures.

H. In coordination with RESL and FACL validate and issue 

incident specific credentials.

I. In coordination with the RESL ensure I/I personnel 

resources are checked in, available, assigned, or listed 

as out of service.

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CHAPTER 10

LOGISTICS SECTION

L

O

G

SI T

CI S

S

E

C

T

OI N

C

H

EI F

Serv ci e

Branch

Support

Branch

Medical

Unit Leader

Food

Unit Leader

Com

munications

Unit Leader

nI cident

Com

munications

Center Manager

Responder

Rehabilitat oi n

Facilit ei s

Unit Leader

Ground Support

Unit Leader

Supp yl

Unit Leader

Vessel Support

Unit Leader Order ni g

Manager

Rece vi ni g and

Distr bi ut oi n

Manager

Security

Manager

Base

Manager

Equ pi ment

Manager

IT

Customer

Serv ci e Manager

Radio

Operator

TI Help

Desk

Bil el t ni g

Manager

Weapons

Support Unit

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Reference:

(a) Logistics Section Chief Job Aid

(b) Information and Life Cycle Management Manual, 

COMDTINST M5212.12 (Series)

(c) Information Management Job Aid

(d) Obtaining Personnel Resources to meet Surge 

Requirements, COMDTINST 5400.1 (Series)

(e) Ordnance Manual, COMDTINST M8000.2 (Series)

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LOGISTICS SECTION
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POSITION DESCRIPTIONS

LOGISTICS SECTION CHIEF (LSC)

The LSC is a member of the General Staff and is 

responsible for providing facilities, services, people, and 

material in support of the incident. The LSC participates in 

the development and implementation of the IAP and 

supervises the branches and units within the Logistics 

Section. The LSC Job Aid, reference (a), should be reviewed 

regarding the organization and duties of the LSC.

The LSC may have Deputy LSCs, who may be from the 

same agency or from an assisting agency. The Deputy LSC 

must have the same qualifications as the person for whom 

they work as they must be ready to take over that position at 

any time.

The major responsibilities of the LSC are:

A. Review Common Responsibilities in chapter 2.

B. Organize the Logistics Section.

C. Assign work locations and work tasks to Section 

personnel.

D. Notify the Planning Section/Resources Unit of activated 

Logistics Section Units, including names and locations of 

assigned personnel.

E. Assemble and brief Logistics Branch Directors and Unit 

Leaders.

F. Participate in the planning process.

G. Determine and supply immediate incident resource and 

facility needs.

H. Coordinate and process requests for additional 

resources.

I. In conjunction with Command, develop and advise all 

Sections of the IMT resource request process, the 

resource approval process, and use of CG Resource 

Request form (ICS 213-RR).

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LOGISTICS SECTION
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J. Develop resource ordering process with FSC.

K. Review proposed tactics for upcoming operational period 

to ensure ability to provide resources and logistical 

support.

L. Advise Command and other Section Chiefs on resource 

availability to support incident needs.

M. Identify long-term service and support requirements for 

planned and expected operations.

N. Oversee development of the Communications Plan (ICS

205), Medical Plan (ICS 206), Transportation Plan and 

Traffic Plan, as required.

O. Provide input to the Information Management Plan.

P. Identify logistical resource needs for incident 

contingencies.

Q. Determine the type and amount of resources ordered 

and enroute to include reporting of status/location.

R. Advise Section Chiefs on resource limitations, 

constraints, and appropriateness.

S. Advise on current service and support capabilities.

T. Participate in Business Management Meeting with the 

FSC.

U. Request and/or set up expanded ordering processes as 

appropriate to support incident.

V. Recommend Logistics Section resources to be 

demobilized and prioritize release order.

W. Provide Logistics Section requirements to be included in 

the Demobilization Plan to DMOB.

X. Receive and implement applicable portions of the 

incident Demobilization Plan.

Y. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SERVICE BRANCH DIRECTOR (SVBD)

The SVBD is activated under the supervision of the LSC and 

is responsible for the management of all service activities at 

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LOGISTICS SECTION
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the incident. The Branch Director supervises the operations 

of the Communications, Medical, and Food Units.

The major responsibilities of the SVBD are:

A. Review Common Responsibilities in chapter 2.

B. Obtain working materials.

C. Determine the level of service required to support 

operations.

D. Confirm dispatch of Branch personnel.

E. Participate in planning meetings of Logistics Section 

personnel.

F. Review the IAP.

G. Organize and prepare assignments for Service Branch 

personnel.

H. Coordinate activities of Branch Units.

I. Inform the LSC of Branch activities.

J. Resolve Service Branch problems.

K. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

COMMUNICATIONS UNIT LEADER (COML)

The COML is responsible for developing plans, obtaining, 

distributing, and supporting operation of computer and radio 

incident communications equipment and the data 

management infrastructure to support information flow in 

compliance with reference (b) and (c). 

The major responsibilities of the COML are:

A. Review Common Responsibilities in chapter 2.

B. Determine Unit personnel needs.

C. Supervise Communications Unit activities.

D. Support development and implementation of the 

Information Management Plan.

E. Prepare and implement the Incident Radio 

Communications Plan (ICS 205-CG).

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F. Obtain communications equipment and data 

management infrastructure.

G. Develop contingency communications.

H. Ensure the ICC and Message Center are established.

I. Establish appropriate communications distribution and 

maintenance locations within the Incident Base.

J. Ensure communications systems are installed, tested, 

and maintained.

K. Ensure an equipment accountability system is 

established.

L. Ensure personal portable radio equipment from cache is 

distributed per Incident Radio Communications Plan

(ICS 205-CG).

M. Establish and maintain the data management 

infrastructure to include hardware, software, and data to 

support information management.

N. Establish and maintain automatic data processing 

computer information technology (IT) services for all 

facilities when available.

O. Provide technical information as required on:

1. Adequacy of communications systems currently in 

operation.

2. Geographic limitation on communications systems.

3. Equipment capabilities and limitations.

4. Amount and types of equipment available.

5. Anticipated problems in the use of communications 

equipment.

P. Recover equipment from Units being demobilized.

Q. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

INCIDENT COMMUNICATIONS CENTER MANAGER 

(INCM)

The INCM is responsible for managing the operations and 

administration of the ICC.

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The major responsibilities of the INCM are:

A. Review Common Responsibilities in chapter 2.

B. Obtain and review the IAP to determine the incident 

organization and Incident Radio Communications Plan

(ICS 205-CG).

C. Set up the ICC and order equipment and supplies as 

needed.

D. Ensure adequate Radio Operator (RADO) staffing and 

scheduling in the ICC.

E. Set-up Message Center location as required.

F. Implement a system to receive, issue, and track 

communications equipment.

G. Implement a document filing system to track loss and 

damage reports, ICS 213-CGs, ICS 214-CGs, 

communications logs, etc.

H. Record unusual communications system errors and 

issues in the Unit Log (ICS-214-CG).

I. Ensure functionality and operation of equipment.

J. Provide a briefing to relief personnel that includes 

current activities, equipment status, and any unusual 

communications situations.

K. Turn in appropriate documents to the COML.

L. Demobilize the ICC per the Incident Demobilization Plan.

M. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

RADIO OPERATOR (RADO)

The RADO is responsible for passing accurate and timely 

information from sender to receiver and following through 

with an accurate and timely response to the sender if 

needed. The RADO works within the ICC for the INCM.

The major responsibilities of the RADO are:

A. Review Common Responsibilities in chapter 2.

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LOGISTICS SECTION
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B. Obtain and review the IAP to determine the incident 

organization and Incident Radio Communications Plan

(ICS 205-CG).

C. Inventory and check in/out equipment using the 

Accountable Property Assignment Record (T-Card) (ICS 

219-9).

D. Conduct equipment checks.

E. Ensure user is trained and capable on checked-out 

equipment.

F. Request service on any inoperable or marginal 

equipment.

G. Document all calls.

H. Receive and transmit messages within and external to 

the incident.

I. Maintain files of Status Change Cards (ICS 210) and 

General Messages (ICS 213).

J. Record unusual communications system errors and 

issues in the Unit Log (ICS-214-CG).

K. Provide a briefing to relief personnel on:

1. Current activities.

2. Equipment status.

3. Any unusual communications situations.

L. Turn in appropriate documents to the INCM.

M. Demobilize the ICC in accordance with the Incident 

Demobilization Plan.

N. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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LOGISTICS SECTION
May 2014

INFORMATION TECHNOLOGIES CUSTOMER SERVICE 

MANAGER (ITSM)

The ITSM provides subject matter expertise in 

IT/telecommunications (TELECOM) customer service to CG 

and interagency end-users at all levels.

The major responsibilities of the ITSM are:

A. Review Common Responsibilities in chapter 2.

B. Supervise the establishment of IT Help Desk.

C. Oversee the verification of customer account status.

D. Provide guidance in the completion of the Resource 

Request Message (ICS 213-RR-CG) forms for IT-related 

services and equipment.

E. Provide IT/TELECOM customer service to CG or 

interagency end-users at all support levels.

F. Review requests for IT/TELECOM support using 

CGFIXIT.

G. Perform IT/TELECOM requisitions.

H. Validate IT/TELECOM requests for compliance with CG 

enterprise architecture standards.

I. Process requests for non-standard software for 

submission to the CG IT Change Configuration Board for 

approval or disapproval.

J. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

INCIDENT COMMUNICATION TECHNICIAN (COMT)

The COMT reports to the COML and provides TELECOM

services.

The major responsibilities of the COMT are:

A. Review Common Responsibilities in chapter 2.

B. Obtain a briefing from the supervisor.

C. Install, program, and service TELECOM equipment.

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LOGISTICS SECTION
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D. Troubleshoot hardware and software TELECOM

problems.

E. Maintain TELECOM records as assigned.

F. Install wiring and switches, as needed.

G. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

INFORMATION TECHNOLOGIES HELP DESK MANAGER 

(HELP)

The HELP provides subject matter expertise in IT/TELECOM 

customer service.

The major responsibilities of the HELP are:

A. Review Common Responsibilities in chapter 2.

B. Under direction of the ITSM, manage operations of the 

IT Help Desk.

C. Coordinate with the Centralized Service Desk and local 

IT staff to establish an IT Help Desk.

D. Coordinate with Centralized Service Desk to populate 

any active directory email distribution lists.

E. Assist with the coordination of a shared resource portal.

F. Assist the ITSM with the completion of all necessary ICS 

forms.

G. Provide IT/TELECOM customer service to CG or 

interagency end-users.

H. Instruct and advise individuals on the CG network 

access and procedures.

I. Process requests for IT/TELECOM support using 

CGFIXIT.

J. Conduct IT/TELECOM transition services as directed.

K. Provide out-briefing for Help Desk transition activities.

L. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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LOGISTICS SECTION
May 2014

MEDICAL UNIT LEADER (MEDL)

The MEDL, under the direction of the SVBD or LSC, is 

primarily responsible for the development of the Medical 

Plan, providing medical care, overseeing health of response 

personnel, obtaining medical aid and transportation for 

injured and ill response personnel, coordinating with other 

functions to resolve health and safety issues, and 

preparation of medical reports and records. Medical care for 

disaster victims is typically managed by the OSC and 

detailed in the IAP.

The major responsibilities of the MEDL are:

A. Review Common Responsibilities in chapter 2.

B. Participate in Logistics Section/Service Branch planning 

activities, providing relevant medical input for strategy 

development.

C. Establish the Medical Unit.

D. Prepare the Medical Plan (ICS 206-CG).

E. Coordinate with SOFR, Operations, hazardous 

substance specialists, and others on proper personnel 

protection procedures for incident personnel.

F. Prepare procedures for major medical emergency.

G. Develop transportation routes and methods for injured 

incident personnel.

H. Ensure incident personnel patients are tracked as they 

move from origin, to the care facility, and to final 

disposition.

I. Provide continuity of medical care for incident personnel.

J. Declare major medical emergency as appropriate.

K. Provide or oversee medical and rehab care delivered to 

incident personnel.

L. Monitor health of incident personnel including excessive 

incident stress.

M. Respond to requests for medical aid, medical 

transportation, and medical supplies.

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LOGISTICS SECTION
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N. Prepare and submit authorizations, reports, and 

administrative documentation related to injuries, 

compensation, or death of incident personnel, in 

conjunction with Finance/Admin Section.

O. Coordinate personnel and mortuary affairs for incident 

personnel fatalities.

P. Provide oversight and liaison for injured response 

personnel across the emergency medical care system.

Q. Implement procedures to protect medical records and 

Personally Identifiable Information (PII) in accordance 

with the Health Insurance Portability and Accountability 

Act (HIPAA).

R. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

RESPONDER REHABILITATION MANAGER (REHB)

The REHB reports to the MEDL and is responsible for the 

rehabilitation of incident personnel who are suffering from 

the effects of strenuous work and/or extreme conditions.

The major responsibilities of the REHB are:

A. Review Common Responsibilities in chapter 2.

B. Designate the responder rehabilitation location and have 

the location announced on the radio using radio 

designation "Rehab.”

C. Coordinate with MEDL to request medical personnel to 

evaluate the medical condition of personnel being 

rehabilitated.

D. Request necessary resources for rehabilitation of 

personnel (e.g., water, food, juice, and personnel).

E. Release rehabilitated personnel for reassignment.

F. Maintain appropriate records and documentation, 

forward to DOCL for disposition.

G. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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LOGISTICS SECTION
May 2014

FOOD UNIT LEADER (FDUL)

The FDUL is responsible for supplying the food needs for all 

tactical responders and overhead personnel, including all 

remote locations such as staging areas, as well as providing 

food for personnel unable to leave tactical field assignments. 

Food for disaster victims is typically managed under the 

Operations Section.

The major responsibilities of the FDUL are:

A. Review Common Responsibilities in chapter 2.

B. Determine food and water requirements.

C. Determine the method of feeding to best fit each facility 

or situation.

D. Obtain necessary equipment and supplies.

E. Ensure that well-balanced menus are provided.

F. Account for responders who use incident supplied food 

services. Provide the information to FSC for modifying 

per diem rates on orders.

G. Order sufficient food and potable water from the Supply 

Unit.

H. Maintain an inventory of food and water.

I. Maintain food service areas, ensuring that all appropriate 

health and safety measures are being followed.

J. Supervise Food Unit personnel as appropriate.

K. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SUPPORT BRANCH DIRECTOR (SUBD)

The SUBD is activated under the direction of the LSC and is 

responsible for the development and implementation of 

logistics plans in support of the IAP. The SUBD supervises 

the operations of the Supply, Facilities, Ground Support, and 

Vessel Support Units.

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LOGISTICS SECTION
May 2014

The major responsibilities of the SUBD are:

A. Review Common Responsibilities in chapter 2

B. Obtain work materials.

C. Identify Support Branch personnel dispatched to the 

incident.

D. Determine support operations in coordination with the 

LSC and SVBD.

E. Prepare organization and assignments for support 

operations.

F. Assemble and brief Support Branch personnel.

G. Determine if assigned Support Branch resources are 

sufficient.

H. Track progress of Branch and Unit work assignments.

I. Resolve problems associated with requests from the 

Operations Section.

J. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SUPPLY UNIT LEADER (SPUL)

The SPUL is primarily responsible for receiving, 

inventorying, storing, and distributing all supplies, tactical 

resources, and personnel for the incident, including nonexpendable supplies and equipment.

The major responsibilities of the SPUL are:

A. Review Common Responsibilities in chapter 2.

B. Participate in Logistics Section/Support Branch planning 

activities.

C. Receive and respond to requests for personnel, 

supplies, and equipment.

D. Order, receive, distribute, and store supplies and 

equipment.

E. Determine the type and amount of supplies, tactical 

resources, and personnel ordered and enroute to include 

reporting of status and location.

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LOGISTICS SECTION
May 2014

F. Review the IAP for information on operations of the 

Supply Unit.

G. Develop and implement safety and security 

requirements.

H. Service reusable equipment.

I. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

ORDERING MANAGER (ORDM)

The ORDM is responsible for placing all orders for 

personnel, resources, supplies, and equipment for the 

incident. The ORDM reports to the SPUL.

The major responsibilities of the ORDM are:

A. Review Common Responsibilities in chapter 2.

B. Obtain necessary organization(s) order forms.

C. Establish ordering procedures.

D. Set up filing system.

E. Establish name and telephone numbers of 

organization(s) personnel receiving orders.

F. Obtain roster of incident personnel who have ordering 

authority.

G. Obtain list of previously ordered supplies and equipment.

H. Order personnel from the appropriate agency dispatch 

center or EOC. Reference (d) describes processes and 

procedures for ordering CG personnel.

I. Obtain a daily staffing report and provide information to 

the LSC and RESL.

J. Enter and track orders in the appropriate organization 

financial software such as a Financial Procurement 

Desktop (FPD), IMT specific order tracking system, or 

database.

K. Identify and resolve duplication of orders.

L. Ensure order forms are filled out correctly.

M. Place orders in a timely manner.

N. Consolidate orders, when possible.

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LOGISTICS SECTION
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O. Identify times and locations for delivery of supplies and 

equipment.

P. Keep Receiving and Distribution Manager (RCDM) 

informed of orders placed.

Q. Submit all ordering documents to the Documentation 

Control Unit through the SPUL before demobilization.

R. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

RECEIVING AND DISTRIBUTION MANAGER (RCDM)

The RCDM is responsible for receiving and distributing all 

supplies and equipment (other than primary resources) and 

the service and repair of tools and equipment. The RCDM 

reports to the SPUL.

The major responsibilities of the RCDM are:

A. Review Common Responsibilities in chapter 2.

B. Order required personnel to operate supply area.

C. Organize the physical layout of the supply area.

D. Establish procedures for operating in the supply area.

E. Set up a filing system for receiving and distributing 

supplies and equipment.

F. Maintain inventory of supplies and equipment.

G. Develop security requirement for supply area.

H. Establish procedures for receiving supplies and 

equipment.

I. Submit reports and supply records to the SPUL.

J. Notify ORDM of supplies and equipment received.

K. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

FACILITIES UNIT LEADER (FACL)

The FACL is primarily responsible for the setup, 

maintenance, and demobilization of incident facilities (e.g., 

Incident Base, ICP, and staging areas), as well as security 

services required to support incident operations. The FACL 

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LOGISTICS SECTION
May 2014

provides sleeping and sanitation facilities for incident 

personnel and manages Incident facility operations. Each 

facility is assigned a manager who reports to the FACL and 

is responsible for operation of the facility. The FACL reports 

to the SUBD.

The major responsibilities of the FACL are:

A. Review Common Responsibilities in chapter 2.

B. Obtain a briefing from the SUBD or the LSC.

C. Receive and review a copy of the IAP.

D. Participate in Logistics Section/Support Branch planning 

activities.

E. In conjunction with the Finance/Admin Section, 

determine locations suitable for incident support facilities 

and secure permission to use through appropriate 

means.

F. Inspect facilities prior to occupation and document 

conditions and preexisting damage.

G. Determine requirements for each facility, including the 

ICP.

H. Prepare layouts of incident facilities.

I. Notify Unit Leaders of facility layout.

J. Activate incident facilities.

K. Provide Facility Managers and personnel to operate 

facilities.

L. Provide sleeping facilities.

M. Provide security services.

N. Provide food and water service.

O. Provide sanitation and shower service.

P. Provide facility maintenance services (e.g., sanitation, 

lighting, clean up, and trash removal).

Q. Inspect all facilities for damage and potential claims.

R. Demobilize incident facilities.

S. Maintain facility records.

T. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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LOGISTICS SECTION
May 2014

BILLETING MANAGER (BIMG)

The BIMG determines lodging requirements for the incident 

and coordinates personnel lodging in hotels, motels, and 

camps. The BIMG reports to the FACL

The major responsibilities of the BIMG are:

A. Review Common Responsibilities in chapter 2.

B. Determine lodging requirements.

C. Assist responder personnel with obtaining lodging by 

identifying available lodging and coordinating the leasing 

of lodging.

D. Conduct periodic lodging surveys to track continuing 

lodging availability.

E. Administer and monitor contracts for lodging.

F. Maintain a copy and monitor the execution of the 

contract and all modifications.

G. Coordinate the termination of the contract for lodging.

H. Manage responder lodging assignments.

I. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SECURITY MANAGER (SECM)

The SECM is responsible for providing safeguards needed 

to protect personnel and property from loss or damage. The 

SECM reports to the FACL.

The major responsibilities of the SECM are:

A. Review Common Responsibilities in chapter 2.

B. Establish contacts with local LE, as required.

C. Ensure facility and personnel security requirements are 

met.

D. Develop Security Plan for incident facilities.

E. Coordinate with ISC as appropriate to ensure the safety 

and security of incident facilities.

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LOGISTICS SECTION
May 2014

F. Contact the Resource Use Specialist for crews or 

AREPs to discuss any special custodial requirements 

that may affect operations.

G. Request required personnel support to accomplish work 

assignments.

H. Ensure security of classified material and systems.

I. Ensure that support personnel are qualified to manage 

security problems.

J. Adjust Security Plan for personnel and equipment 

changes and releases.

K. Coordinate security activities with appropriate incident 

personnel.

L. Keep the peace, prevent assaults, and settle disputes.

M. Prevent theft of all government and personal property.

N. Document all complaints and suspicious occurrences.

O. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

BASE MANAGER (BCMG)

The BCMG is responsible for ensuring that appropriate 

sanitation, security, and facility management services are 

conducted at the Incident Base. The BCMG reports to the 

FACL.

The major responsibilities of the BCMG are:

A. Review Common Responsibilities in chapter 2.

B. Determine personnel support requirements.

C. Obtain necessary equipment and supplies.

D. Ensure that all facilities and equipment are setup and 

properly functioning.

E. Supervise the establishment of sleeping and sanitation 

facilities, including showers.

F. Make sleeping area assignments.

G. Adhere to all applicable safety and health standards and 

regulations.

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LOGISTICS SECTION
May 2014

H. Ensure that all facility maintenance services are 

provided.

I. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

GROUND SUPPORT UNIT LEADER (GSUL)

The GSUL is primarily responsible for management of

tactical equipment, vehicles, mobile ground support 

equipment and fueling services; transportation of personnel, 

supplies, food and equipment in support of incident 

operations; and implementing the Traffic Plan for the 

incident.

The major responsibilities of the GSUL are:

A. Review Common Responsibilities in chapter 2.

B. Participate in Support Branch/Logistics Section planning 

activities.

C. Develop and implement the Traffic Plan in coordination 

with the ENVL.

D. Support out-of-service resources.

E. Notify the Resources Unit of all status changes on 

support and transportation vehicles.

F. Arrange for and activate fueling, maintenance, and 

repair of ground resources.

G. Maintain the Support Vehicle Inventory (ICS 218).

H. Provide transportation services.

I. Collect information on use of rented equipment.

J. Requisition maintenance and repair supplies (e.g., fuel

and spare parts).

K. Maintain incident roads.

L. Ensure vehicles are decontaminated prior to 

demobilization.

M. Submit reports to SUBD as directed.

N. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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LOGISTICS SECTION
May 2014

VESSEL SUPPORT UNIT LEADER (VSUL)

The VSUL is responsible for implementing the Vessel 

Routing Plan for the incident and coordinating transportation 

on the water and between shore resources. Since most 

vessels will be supported by their own infrastructure, the 

Vessel Support Unit may be requested to arrange fueling, 

dockage, maintenance, and repair of vessels on a case-bycase basis.

The major responsibilities of the VSUL are:

A. Review Common Responsibilities in chapter 2.

B. Obtain a briefing from the SUBD or the LSC.

C. Participate in Support Branch/Logistics Section planning 

activities.

D. Coordinate development of the Vessel Routing Plan in 

coordination with the ENVL.

E. Coordinate vessel transportation assignments with the 

Protection and Recovery Branch or other sources of 

vessel transportation.

F. Coordinate water-to-land transportation with the Ground 

Support Unit, as necessary.

G. Maintain a prioritized list of transportation requirements 

that need to be scheduled with the transportation source.

H. Support out-of-service vessel resources, as requested.

I. Arrange for fueling, dockage, maintenance, and repair of 

vessel resources, as requested.

J. Maintain the Support Vehicle Inventory (ICS 218).

K. Ensure vessels are decontaminated prior to 

demobilization.

L. Submit reports to SUBD as directed.

M. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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LOGISTICS SECTION
May 2014

EQUIPMENT MANAGER (EQPM)

The EQPM provides service, repair, and fuel for all 

apparatus and equipment, transportation for support vehicles

and vessels, and maintains records of equipment use and 

service provided. The EQPM may work for either the GSUL,

VSUL, or SUBD depending upon support needs.

The major responsibilities of the EQPM are:

A. Review Common Responsibilities in chapter 2.

B. Obtain the IAP to determine locations for assigned 

resources, Staging Area locations, and fueling and 

service requirements for all resources.

C. Obtain necessary equipment and supplies.

D. Provide maintenance and fueling.

E. Prepare schedules to maximize use of available 

transportation.

F. Provide transportation and support vehicles and vessels 

for incident use.

G. Coordinate with AREP on service and repair policies, as 

required.

H. Inspect equipment condition and ensure coverage by 

equipment agreement.

I. Determine supplies needed to maintain equipment in an 

efficient operating condition (e.g., gasoline, diesel, oil,

and parts) and place orders with the Supply Unit.

J. Maintain the Support Vehicle Inventory (ICS 218).

K. Maintain equipment rental records.

L. Maintain equipment service and use records.

M. Check all service repair areas to ensure that all 

appropriate safety measures are being taken.

N. Ensure equipment is decontaminated prior to 

demobilization.

O. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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LOGISTICS SECTION
May 2014

WEAPONS SUPPORT UNIT LEADER (WEPS)

The WEPS is responsible for developing and implementing 

the Weapons Support Plan for the incident (see reference 

(e). Since most weapons will be supported by their own 

organization personnel, the WEPS may be requested to 

arrange for maintenance, storage, and repair of weapons, 

ammunition, and ordnance on a case-by-case basis.

Major responsibilities of the WEPS are to:

A. Review Common Responsibilities in chapter 2.

B. Determine small arms, ordnance, pyrotechnics, and 

ammunition requirements of the operation.

C. Arrange for the issuance, retrieval, transportation, and 

storage of small arms and associated gear.

D. Ensure weapons, ammunition, pyrotechnics, and 

ordinance are securely stored in accordance with the 

owner-organization's particular standards when not in 

use.

E. Order and maintain adequate supplies to properly 

maintain weapons.

F. Assist incident personnel, small boats, or other 

operational resources with the acquisition, handling, and 

use of pyrotechnics.

G. Ensure personnel are trained and qualified by their 

agency as competent to carry and use weapons and 

ordnance.

H. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

TECHNICAL SPECIALISTS (THSP)

Certain incidents or events may require the use of THSPs 

who have specialized knowledge and expertise. THSPs are 

managed by the Planning Section but may be assigned to 

any Section where their services are required. See chapter 8 

for more detailed information on THSP.

10-23

LOGISTICS SECTION
May 2014

CHAPTER 11

FINANCE/ADMINISTRATION SECTION

Reference:

(a) Finance/Administration Section Chief Job Aid

(b) National Pollution Funds Center (NPFC) FOSC

Financial Management Checklist

(c) U.S. Coast Guard Personal Property Management 

Manual, COMDTINST M4500.5 (series)

FINANCE/ADMINISTRATION

SECTION CHIEF

Procurement

Unit Leader

Compensation/

Claims Unit Leader

Time Unit

Leader

Cost Unit

Leader

Equipment

Time Recorder

Personnel

Time Recorder

Claims

Specialist

Compensation

for Injury

Administrative

Unit Leader

Property Management

Unit Leader

11-1

FINANCE/ADMINISTRATION SECTION
May 2014

POSITION DESCRIPTIONS

FINANCE/ADMINISTRATION SECTION CHIEF (FSC)

The FSC is a member of the General Staff and responsible 

for all financial, administrative, and cost analysis aspects of 

the incident and supervising members of the Finance/Admin 

Section. The FSC should review references (a) and (b) 

regarding the organization and duties of the FSC and the 

financial management issues that may develop during a 

response.

The FSC may have Deputy FSCs who may be from the 

same organization as the FSC or from an assisting 

organization. The Deputy FSC must have the same 

qualifications as FSC as they must be ready to take over that 

position at any time.

The major responsibilities of the FSC are:

A. Review Common Responsibilities in chapter 2.

B. Participate in incident planning meetings and briefings 

as required.

C. Review operational plans and provide alternatives where 

financially appropriate.

D. Manage all financial aspects of an incident.

E. Identify all funding sources and ceilings for the response 

operation.

F. Provide financial and cost analysis information, as 

requested.

G. Gather pertinent information from briefings with 

responsible agencies.

H. Develop an operating plan for the Finance/Admin 

Section.

I. Fill supply and support needs.

J. Meet with Assisting and Cooperating AREPs, as 

needed.

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FINANCE/ADMINISTRATION SECTION
May 2014

K. Maintain daily contact with each organization(s) 

administrative headquarters on Finance/Admin matters.

L. Coordinate with the RESL to ensure that all personnel 

time records are accurately completed.

M. Transmit information to home agencies according to 

policy.

N. Provide financial and administrative input to 

demobilization planning.

O. Ensure that all funding obligation documents initiated at 

the incident are properly prepared and completed.

P. Brief organization administrative personnel on all 

incident-related financial issues needing attention or 

follow-up prior to leaving incident.

Q. Develop recommended list of Section resources to be 

demobilized and initial recommendation for release 

when appropriate.

R. Receive and implement applicable portions of the 

incident Demobilization Plan.

S. Participate in Business Management Meeting with the 

LSC.

T. Actively manage incident funds, differentiating between 

the various funding sources used to carry out response 

activities.

U. Ensure that financial recording software is open and 

access to the accounting line is established for the 

incident.

V. Ensure that obligations are entered in financial recording 

software.

W. Ensure that reconciliation of financial management 

systems is performed in accordance with current CG 

guidance.

X. Adhere to CG undelivered orders policy and procedures.

Y. Conduct Finance Section status meetings as required.

Z. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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FINANCE/ADMINISTRATION SECTION
May 2014

TIME UNIT LEADER (TIME)

The TIME is responsible for equipment and personnel time 

recording and for managing the commissary operations.

The major responsibilities of the TIME are:

A. Review Common Responsibilities in chapter 2.

B. Determine incident requirements for time recording 

function.

C. Determine resource needs.

D. Contact appropriate organization personnel or AREP

regarding organization-specific time recording 

requirements.

E. Ensure that daily personnel time recording documents 

are prepared and in compliance with each organizations

policy.

F. Maintain separate logs for overtime hours.

G. Submit cost estimate data forms to the COST, as 

required.

H. Maintain records security.

I. Ensure that all records are current and complete prior to 

demobilization.

J. Release time reports from assisting organization

personnel to the respective AREPs prior to 

demobilization.

K. Develop and implement procedures to protect Personally 

Identifiable Information (PII).

L. Brief the FSC on current problems and 

recommendations, outstanding issues, and follow-up 

requirements.

M. Coordinate with RESL to obtain copies of all check

in/check out records each day.

N. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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FINANCE/ADMINISTRATION SECTION
May 2014

EQUIPMENT TIME RECORDER (EQTR)

Under supervision of the TIME, the EQTR is responsible for 

overseeing the recording of time for all equipment assigned 

to an incident.

The major responsibilities of the EQTR are:

A. Review Common Responsibilities in chapter 2.

B. Setup the EQTR function in the location designated by 

the TIME.

C. Ensure the GSUL, VSUL, and ASGS establish and 

maintain a file for maintaining a daily record of 

equipment time.

D. Assist Units in establishing a system for collecting 

equipment time reports.

E. Post all equipment time tickets within four hours after the 

end of each operational period.

F. Prepare a use and summary invoice for equipment, as 

required, within twelve hours after equipment arrival at 

the incident.

G. Submit data to TIME for cost effectiveness analysis.

H. Maintain current posting on all charges or credits for fuel, 

parts, and services.

I. Verify all time data and deductions with 

owners/operators of equipment.

J. Ensure official records are printed from applicable CG 

information systems for cutters, boats, and aircraft 

current status.

K. Ensure government vehicle mileage, license number, 

type, and make of vehicle are recorded using local 

records.

L. Complete all forms according to organization

specifications.

M. Close out forms prior to demobilization.

N. Distribute copies per organization and incident policy.

O. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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FINANCE/ADMINISTRATION SECTION
May 2014

PERSONNEL TIME RECORDER (PTRC)

Under supervision of the TIME, the PTRC is responsible for 

overseeing the recording of time for all personnel assigned 

to an incident.

The major responsibilities of the PTRC are:

A. Review Common Responsibilities in chapter 2.

B. Establish and maintain a file for incident personnel time 

reports within the first operational period.

C. Initiate, gather, or update a time report from all 

applicable personnel assigned to the incident for each 

operational period.

D. Ensure that all employee identification information is 

verified to be correct on the time report.

E. Post personnel travel and work hours, transfers, 

promotions, specific pay provisions, and terminations to 

personnel time documents.

F. Ensure that time reports are signed.

G. Close out time documents prior to personnel leaving the 

incident.

H. Coordinate with the Administration Unit Leader (ADMN)

on recording civilian personnel overtime as separate 

record.

I. Distribute all time documents according to organization

policy.

J. Maintain a log of overtime hours worked and give to the 

TIME daily.

K. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

PROCUREMENT UNIT LEADER (PROC)

The PROC is responsible for administering all financial 

matters pertaining to vendor contracts, leases, and fiscal 

agreements.

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FINANCE/ADMINISTRATION SECTION
May 2014

Although the PROC works within the IMT in support of the 

IC/UC, specific procurement policies, authorities, and 

procedures, which include emergency authorization 

procedures to expedite purchases, cannot be circumvented 

by the IC/UC. CG members serving as the PROC shall 

execute all procurements in accordance with the policies and 

procedures established by the CG Head of the Contracting 

Activity, Commandant (CG-91).

The major responsibilities of the PROC are:

A. Review Common Responsibilities in chapter 2.

B. Review incident needs and any special procedures with 

Unit Leaders, as needed.

C. Coordinate with local jurisdiction on plans and supply 

sources.

D. Obtain the Incident Procurement Plan.

E. Prepare and authorize contracts, building, and land-use 

agreements.

F. Draft memoranda of understanding (MOUs) as 

necessary.

G. Establish contracts and agreements with supply 

vendors.

H. Provide for coordination between the ORDM and all 

other procurement organizations supporting the incident.

I. Ensure that a system is in place that meets organization

property management requirements.

J. Ensure proper accounting for all new property in 

coordination with the Property Management Unit Leader 

(PROP).

K. Interpret contracts and agreements to resolve disputes 

within delegated authority.

L. Coordinate with the Compensation/Claims Unit for 

processing claims.

M. Coordinate with the SPUL and COST to ensure all 

obligations are entered in financial recording software 

and all costs are reconciled prior to demobilization.

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FINANCE/ADMINISTRATION SECTION
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N. Coordinate with the SPUL and the PROP to ensure all 

orders and purchases are screened for possible 

accountable/reportable property.

O. Complete final processing of contracts and send 

documents for payment.

P. Coordinate cost data in contracts with the COST.

Q. Brief the FSC on current problems and 

recommendations, outstanding issues, and follow-up 

requirements.

R. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

COMPENSATION/CLAIMS UNIT LEADER (COMP)

The COMP is responsible for the overall management and 

direction of all administrative matters pertaining to 

compensation for injury and claims related activities (other 

than injury) for an incident.

The major responsibilities of the COMP are:

A. Review Common Responsibilities in chapter 2.

B. Obtain a briefing from the FSC.

C. Establish contact with the incident MEDL, SOFR and 

LOFR (or AREPs if no LOFR is assigned).

D. Determine the need for Compensation for Injury 

Specialists (INJRs), and Claims Specialists (CLMS), and 

order personnel as needed.

E. Establish a compensation for injury work area within or 

as close as possible to the Medical Unit.

F. Review the Medical Plan (ICS 206-CG).

G. Review and coordinate procedures for handling claims 

with the Procurement Unit.

H. Brief the CLMS on incident activity.

I. Periodically review logs and forms produced by the 

CLMS to ensure that they are complete, entries are 

timely and accurate, and that they are in compliance with 

organization requirements and policies.

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FINANCE/ADMINISTRATION SECTION
May 2014

J. Ensure that all Compensation for Injury and Claims logs 

and forms are complete and routed to the appropriate 

agency for post-incident processing prior to 

demobilization.

K. Keep the FSC briefed on Compensation/Claims Unit 

status and activity.

L. Demobilize unit in accordance with the Incident 

Demobilization Plan.

M. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

COMPENSATION FOR INJURY SPECIALIST (INJR)

Under the supervision of the COMP, the INJR is responsible 

for administering financial matters resulting from serious 

injuries and fatalities occurring on an incident. Close 

coordination is required with the Medical Unit.

The major responsibilities of the INJR are:

A. Review Common Responsibilities in chapter 2.

B. Co-locate the Compensation for Injury Specialist with the 

Medical Unit when possible.

C. Establish procedure with MEDL on prompt notification of 

injuries or fatalities.

D. Obtain a copy of Medical Plan (ICS 206-CG).

E. Provide written authority for persons requiring medical 

treatment.

F. Ensure that correct agency forms are being used.

G. Provide correct billing forms for transmittal to doctor 

and/or hospital.

H. Coordinate with MEDL to keep informed on status of 

injured and/or hospitalized personnel.

I. Obtain all witness statements from SOFR and/or MEDL 

and review for completeness.

J. Maintain a log of all injuries occurring at the incident.

K. Coordinate or handle all administrative paperwork on 

serious injuries or fatalities.

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FINANCE/ADMINISTRATION SECTION
May 2014

L. Coordinate with appropriate organizations(s) to assume 

responsibility for injured personnel in local hospitals after 

demobilization.

M. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

CLAIMS SPECIALIST (CLMS)

Under the supervision of the COMP, the CLMS is 

responsible for managing all claims-related activities (other 

than injury) for an incident.

The major responsibilities of the CLMS are:

A. Review Common Responsibilities in chapter 2.

B. Develop and maintain a log of potential claims.

C. Coordinate a claims prevention plan with applicable 

incident functions.

D. Initiate an investigation on all claims other than 

personnel injury.

E. Ensure that site and property involved in an investigation 

are protected.

F. Coordinate with the investigation team as necessary.

G. Obtain witness statements pertaining to claims other 

than personnel injury.

H. Document any incomplete investigations.

I. Document follow-up action needs by the local 

organization.

J. Keep the COMP advised on the nature and status of all 

existing and potential claims.

K. Ensure the use of correct organization forms.

L. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

COST UNIT LEADER (COST)

The COST is responsible for collecting all cost data, 

performing cost effectiveness analyses, and providing cost 

estimates and cost saving recommendations for the incident.

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FINANCE/ADMINISTRATION SECTION
May 2014

The major responsibilities of the COST are:

A. Review Common Responsibilities in chapter 2.

B. Obtain a briefing from the FSC.

C. Coordinate with organizations headquarters on cost 

reporting procedures.

D. Collect and record all cost data.

E. Develop incident cost summaries.

F. Prepare resources-use cost estimates for the Planning

Section.

G. Make cost saving recommendations to the FSC.

H. Ensure all cost documents are accurately prepared.

I. Maintain cumulative incident cost records.

J. Ensure CG cost documentation captures all costs 

associated with the incident using the Pollution Incident 

Daily Resources Report (CG-5136).

K. Coordinate with TIME to ensure all personnel and 

equipment are captured in CG cost documentation using

the CG-5136.

L. Coordinate with the PROC and SPUL to ensure all 

obligations are entered in financial recording software.

M. Complete account reconciliations as required by current 

CG financial policy.

N. Complete all records prior to demobilization.

O. Provide reports to the FSC.

P. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

ADMINISTRATION UNIT LEADER (ADMN)

The ADMN is responsible for all administrative personnel 

issues at a response.

The major responsibilities of the ADMN are:

A. Review Common Responsibilities in chapter 2.

B. Set up Administration Unit.

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FINANCE/ADMINISTRATION SECTION
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C. Ensure Administration Unit supports all organization 

personnel assigned to the IMT.

D. Request Administration Unit resources.

E. Organize Administration Unit work force.

F. Implement use of all necessary CG personnel 

management software tools (e.g., TPAX, WEBTA, 

DIRECT ACCESS, and TMT).

G. Ensure personnel assignment and organization travel 

orders are accurate.

H. Provide pay and travel support to personnel.

I. Ensure reporting personnel meet organization 

requirements for assignment to the IMT.

J. Validate travel orders for all assigned civilian and military 

personnel.

K. Validate time cards for all civilian personnel.

L. Track leave for all assigned Reserve military personnel 

ensuring routine updates to personnel records prior to 

demobilization from incident.

M. Establish other organization points of contact (POCs) for 

non-CG personnel working at incident if not included in 

the Unit staff.

N. Ensure eligible personnel know how to document 

overtime according to organization policy.

O. Process civilian overtime paperwork for appropriate 

organization signature prior to demobilization from 

incident.

P. Alert Command and General Staff to sensitive issues 

that require CG personnel intervention.

Q. Provide advice and recommendations on personnel 

matters.

R. Manage administrative databases and spreadsheets 

used for analyses and decision making.

S. Review, analyze, and provide advice on human resource 

management issues.

T. Ensure compliance with Privacy Act requirements to 

maintain the confidentiality of personnel documents.

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May 2014

U. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

PROPERTY MANAGEMENT UNIT LEADER (PROP)

The PROP is responsible for all accountable property 

procured during a response. This position becomes more 

critical during Type 1 or 2 incidents, but should be 

considered an active role during any response.

The major responsibilities of the PROP are:

A. Review Common Responsibilities in chapter 2.

B. Set up property management unit.

C. Request Property Management Unit resources.

D. Organize Property Management Unit work force.

E. Adhere to guidance provided in the reference (c).

F. Coordinate with the SPUL and PROC to ensure all 

orders and purchases are screened to identify 

accountable or reportable property items that would 

need to be entered into the appropriate organization 

property tracking software (e.g., Oracle Financial).

G. Designate a Property Administrator responsible for 

entries into property tracking software.

H. Ensure documentation is maintained on recorded 

property to include, but not limited to the Resource 

Request Message (ICS 213-RR-CG) and invoice.

I. Record location of accountable property and complete a 

physical inventory (including a joint inventory when 

transferring property to another Property Custodian).

J. Depending on the size of the area affected by the 

incident, designate Property Custodians to ensure 

logistical control and accountability over the disbursed 

property.

K. Ensure individuals responsible to maintain and monitor 

the item signs a Custody Receipt for Personal Property 

Pass (DHS 560-1) or the ICS-219-9A.

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FINANCE/ADMINISTRATION SECTION
May 2014

L. Ensure all property assigned to the incident is 

appropriately marked and identifies ownership.

M. Ensure property assigned to the incident is transferred 

back to or disposed of in accordance with owning 

organization regulations or funding source requirements.

N. Establish procedures for the use of property passes for 

accountable and non-accountable government-owned 

property required for field operations.

O. Designate custodial areas and property custodians in 

writing.

P. Ensure reportable and/or accountable property is 

reviewed by the organization that provided the funding 

before action for disposal is taken.

1. If the issuing organization wants property returned, 

use a Requisition and Invoice/Shipping Document 

(DD Form 1149).

2. If the issuing organization does not want property

returned, advertise the property to other CG Units in 

vicinity of the incident. No cost should be incurred to 

the incident account for shipping of property. Use 

DD Form 1149 to transfer property to other CG Unit.

3. If property is to be disposed of, complete an Issue 

Release/Receipt Document (DD Form 1348-1a) and 

follow Defense Logistics Agency (DLA) procedures 

for disposal.

Q. Ensure all property documents are available to CG Unit 

responsible for reimbursement billing.

R. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

TECHNICAL SPECIALISTS (THSP)

Certain incidents or events may require the use of THSPs 

who have specialized knowledge and expertise. THSPs are 

managed by the Planning Section but may be assigned to 

any Section where their services are required. See chapter 8 

for more detailed information on THSPs.

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FINANCE/ADMINISTRATION SECTION
May 2014

POLLUTION REMOVAL FUNDING AUTHORIZATION 

(PRFA) & MILITARY INTERDEPARTMENTAL PURCHASE 

REQUEST (MIPR) MANAGER: The National Pollution 

Funds Center (NPFC) Case Officer or the Shore 

Infrastructure Logistics Center (SILC) can provide Case 

Officers or Contracting Officers to assist the FOSC with 

management and coordination on funding issues with other 

government agencies (OGAs). This position should be filled 

during a Type 1 or 2 Incident. The Case Manager should 

have direct access to the FOSC/IC to eliminate delays in 

funding OGAs and make the FOSC aware of emerging 

issues with each OGA. The Case Manager will work in the 

Finance Section as an independent function, but not directly 

for the FSC.

OIL POLLUTION ACT (OPA-90) CLAIMS SPECIALIST 

(NPFC CLAIMS MANAGER): Depending on the significance 

of an oil spill, the demand for coordinating claims due to oil 

spill may require the NPFC to provide a NPFC Claims 

Manager for a period of time to answer questions on OPA-90 

claims processes.

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CHAPTER 12

INFORMATION MANAGEMENT

References:

(a) National Response Framework

(b) National Incident Management System

(c) Information Management Job Aid

(d) Situation Unit Leader Job Aid

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INTRODUCTION

Regardless of the size or complexity of an incident the IC/UC 

is responsible for both mission execution and public 

perception to achieve a successful response. Successful 

mission execution may not equate to a successful response 

operation if the IC/UC fail to properly manage public 

perceptions of the response – before, during, and after 

operations.

INFORMATION MANAGEMENT DEFINITIONS

A. Critical Information Requirements (CIRs) are a 

comprehensive list of information requirements that the 

IC/UC has identified as critical to facilitate timely 

decision making.

B. Essential Elements of Information (EEIs) are subsets 

of a CIR which provide greater detail on the information 

needed to meet the CIR.

C. Data is the rawest form of information as it has not yet 

been confirmed or evaluated against other data. Data 

may come from a wide variety of inputs, including 

operational assets, eyewitness reports, field 

observations, social media, and weather reports.

D. Information is created when data is assembled, 

organized, and verified to develop a clear picture. 

Information constantly evolves as more data is added 

and the picture becomes clearer. Information sharing is 

what keeps everyone on the same page.

E. Intelligence is the result of analyzing information and 

adding findings, conclusions, and recommendations for 

action.

INFORMATION CYCLE

The IC/UC must define what their CIRs are to ensure the 

most accurate and appropriate data is gathered by both 

operational assets and other IMT members. Each piece of 

data is gathered and synthesized together to create usable 

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INFORMATION MANAGEMENT
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Information

Processing

information. Information is then disseminated internally to 

Operations and other IMT members to inform them and 

modify actions to support operational execution. Information

is also reported outside of the IMT to ensure organization

leadership, stakeholders, and the public are informed. The 

IMT should continually obtain feedback on the information 

reported or disseminated to ensure that the information 

being provided is accurate and useful.

INCIDENT INFORMATION

Incident information is needed to:

A. Understand the current situation.

B. Predict the probable course of incident events.

C. Prepare immediate, short-term, and long-term strategies

and plans for the incident.

D. Submit required incident status reports.

INFORMATION MANAGEMENT RESPONSIBILITIES

A. IC/UC: Creates CIRs and owns the data gathered and 

information developed during the course of the 

response. Validates and authorizes the dissemination of 

intelligence.

1 - Identify/ 

Task

2 - Monitor/ 

Gather

3 - Verify

4 -

Synthesize/ 

Analyze

5 - Report/ 

Disseminate

6 - Obtain 

Feedback

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INFORMATION MANAGEMENT
May 2014

B. PIO: Supports the creation of CIRs to meet information 

needs of the public and media. Primary disseminator of 

external information.

C. LOFR: Supports the creation of CIRs to meet information 

needs of assisting and cooperating agencies, and 

federal, state, tribal, and local government officials. 

Primary disseminator of interagency and intra-agency 

information.

D. OSC: Supports the creation of CIRs to meet operational 

execution needs.

E. ISC: Supports the creation of CIRs to meet information 

needs of Investigation, Law Enforcement, anti-terrorism, 

and counter-terrorism related issues. Provides link 

between the SITL and data sources, including remote 

sensing, to achieve the CIRs. Primary disseminator of 

classified information.

F. PSC: Oversees the incident information management 

processes and plans, unless a Deputy Incident 

Commander for Information Management has been 

assigned this responsibility.

G. SITL: Serves as the IC/UC’s central hub of information in

the IMT. Coordinates the flow of information to meet the 

IC/UC CIRs.

H. COML: Establishes and maintains communications and 

data management infrastructure.

I. NOAA Scientific Support Coordinator and ENVL: 

Supports the creation of the CIRs. Maintains oversight of 

environmental and scientific data integrity. Supports the 

DOCL to ensure archiving processes for scientific data 

are maintained and accessible to the scientific 

community and trustee agencies.

INFORMATION MANAGEMENT CROSSWALK

The Information Management Ownership Crosswalk table 

provides a picture of primary and secondary ownership of 

the management of information.

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INFORMATION MANAGEMENT
May 2014 FSC COML

LSC

RESL

MTSL

SITL

PSC

ISC

OSC

SOFR

LOFR

PIO

IC/UC

Information Management Ownership Crosswalk

XXXP

Tasking

XPPXXP

CIR 

Development

XXXXXXXXXXXX

Gathering

XPXXPPXXXX

Verify, 

& 

Synthesize, 

Analyze

XXXXXXP

Validation & 

Authorization

XPXPPXX

Dissemination 

- Internal

FSC 

Community

LSC 

Community

MTSL 

Community

X

Intelligence & 

Community

Investigation

Stakeholders

Media

P

Dissemination 

- External

PPPPPPPP

Customer

or User

Plan 

Developer

Plan 

Manager

P = Primary Role

X = Supporting Role

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FORMAL INFORMATION MANAGEMENT

The IC/UC must identify those trigger points for an incident 

that necessitate the need to formally document the 

information management functions, assignments, and 

information requirements.

Typically Type 2 and Type 1 incidents will require the need 

to formally develop CIRs and a written information 

management plan signed by the IC/UC.

Information Management includes both classified and 

unclassified information. This may necessitate the need for a 

classified section of the Information Management Plan.

CRITICAL INFORMATION REQUIREMENTS

CIRs are a comprehensive list of information requirements 

that the IC/UC has identified as critical to facilitate timely 

decision making. CIRs will likely need further clarification 

based on the incident specific facts to form a fully developed 

CIR.

The Secretary of Homeland Security has established the 

following CIRs that CG ICs should include in their incident 

CIRs if appropriate to the response operations. The full list of 

DHS CIRs and EEIs, Area CIRs, and District CIRs can be 

obtained from your local CG Command Center.

DHS CIRS

A. Facts, estimates, and projections about the threat, 

incident, event, or storm (seventeen scenario-specific 

categories with associated EEIs).

B. DHS readiness and preparedness.

1. National Terrorism Advisory System (NTAS).

2. DHS protective measures and actions.

C. Other federal, state, and local readiness and mitigation 

actions.

1. Evacuation plans and estimates.

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INFORMATION MANAGEMENT
May 2014

2. Continuity of government (COG).

3. Changes to security levels or U.S. conditions of 

readiness.

D. Critical authorities.

1. Stafford Act and other applicable national 

emergency acts.

2. Spill of National Significance (SONS) & Oil Spill 

Liability Trust Fund.

3. Other laws, acts, and agreements requiring 

implementation (e.g., transportation waivers, and 

Economy Act).

E. Life saving resources/shortages.

1. Status of first responders.

2. Life saving and other critical response/recovery 

actions.

3. Status of food, water, shelter, power, and 

communications.

4. Critical resource gaps, unmet needs, and medical 

shortfalls.

5. Status of CG Reserve personnel.

6. Status of DoD/National Guard Bureau (NGB)

Personnel (Defense Support of Civil Authorities 

(DSCA)).

F. Damage and restoration.

1. Critical infrastructure and key resources (CIKR)

(Level One) damage estimates and restoration 

actions.

2. Other CIKR damage estimates.

3. DHS resource damage estimates and estimated 

recovery times.

G. People.

1. Status of U.S. public (in general).

2. Status of DHS personnel.

3. Status of federal government surge personnel.

H. Health and Safety.

1. Major health concerns and estimates.

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INFORMATION MANAGEMENT
May 2014

2. Quarantine and similar health and safety plans.

I. Response and recovery organization and leadership.

1. Lead agency, response, and recovery 

organization(s).

2. Key leaders.

J. Long-term recovery and economic impacts.

1. Estimates on long-term recovery operations.

2. Economic and other strategic national and long-term 

consequences.

3. Economic and other strategic international long-term 

consequences.

K. Public information guidance.

L. Weather and seas.

Short descriptions of the CIRs should be documented on the 

Critical Information Requirements Form (ICS 202b).

Fully actionable CIRs should be documented on the Incident 

Open Action Tracker (ICS 233-CG) or within the Information 

Management Plan.

A fully actionable CIR should contain six parts:

A. What is to be reported?

B. How quickly it is to be reported?

C. Who is reporting the information?

D. Who is receiving the information?

E. How is the information being provided?

F. Is the information required to be provided on a recurring 

basis or only as needed?

CIRs should have a time factor as part of the requirement; 

some will require immediate reporting and others may 

require reporting on a regular schedule. Similarly some 

information will have shorter usefulness and reports of 

information older than a defined amount of time may be of 

little use for operational decisions. For example, the 

accuracy of the location of a drifting object degrades the 

further you get in time from the reporting time.

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INFORMATION MANAGEMENT
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CIRs and EEIs should always be related to incident priorities 

and objectives.

Examples of actionable CIRs:

All IMT members shall immediately report any fatalities or 

injuries requiring medical attention beyond first aid to the 

IC/UC.

The PIO shall provide the SITL field observations posted on 

social media by the public that warrant IC/UC action within 

forty-five minutes of the posting.

The OSC shall report the location of the drifting vessel to the 

SITL every 30 minutes.

INFORMATION MANAGEMENT PLAN

The Information Management Plan is only developed during 

incidents that involve a significant number of CIRs, 

substantial media/political involvement, upon activation of 

the IGS, and/or complex information processing.

The Information Management Plan outline and best 

practices can be found in reference (c).

PLANNING P TASKS (AS NEEDED)

INITIAL IC/UC MEETING

IC/UC develop CIRs and identify validation and 

dissemination authorities.

COMMAND AND GENERAL STAFF MEETING

IC/UC brief CIRs as needed to ensure coordination with and 

support for the information management processes.

TACTICS MEETING

SITL/Deputy PSC evaluate the Information Management 

Plan, which includes the IC/UC CIRs, with operational 

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INFORMATION MANAGEMENT
May 2014

strategies, tactics, and resource requirements. If gaps are

identified between the information collection needs and 

planned capabilities, additional operational assets or FOBS 

resources may be required to close the gap.

PLANNING MEETING

PSC briefly describes ability to meet all CIRs.

OPERATIONS BRIEFING

PSC highlights the CIRs tasked to Operations and their 

reporting time criticalities.

INFORMATION MANAGEMENT-SPECIFIC ICS 

POSITIONS AND TASK DESCRIPTIONS

DEPUTY IC FOR INFORMATION MANAGEMENT OR 

DEPUTY PSC FOR INFORMATION MANAGEMENT

As incident complexity increases there will likely be a need 

to assign a Deputy IC for Information Management (for some 

Type 1 and Type 2 incidents) or a Deputy PSC for 

Information Management (for some Type 2 or Type 3 

incidents) to oversee the information management 

processes and plans, including the Information Management 

Plan. Either Deputy position is established by the IC/UC 

during highly complex incidents to manage and consolidate 

all disparate data into meaningful and actionable knowledge.

The Deputy for Information Management must ensure that 

CIRs are managed effectively, and information is validated, 

analyzed, and judiciously disseminated in a timely manner 

both internally and externally. If a Deputy position is not 

established the PSC retains all of these responsibilities.

The major responsibilities of the Deputy IC for information 

Management or Deputy PSC for Information Management 

are:

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INFORMATION MANAGEMENT
May 2014

A. Manage incident information management processes 

and plans.

B. Oversee development and tracking of the incident 

Information Management Plan in coordination with PIO, 

LOFR, OSC, PSC, SITL, INTL, LSC, and COML.

C. Oversee the identification and development of 

capabilities to support the information cycle process.

D. Support information requirements by establishing

reporting schedules for Planning Section Units (e.g., 

Resources Unit and Situation Unit) in the Information 

Management Plan.

E. Ensure data accuracy.

F. Oversee the development of the Documentation Plan, 

which includes a process to archive incident-specific 

data and information as defined in the Information 

Management Plan.

G. Coordinate with the PIO, LOFR, ENVL, MTSL, and INTL 

for all external reporting of information.

H. Oversee creation of the incident specific COP to include 

developing incident specific COP/geospatial information 

protocols.

I. Develop a daily information report for IC/UC delivery to 

the organization executive(s).

J. Oversee the FOIA process.

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INFORMATION MANAGEMENT
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CHAPTER 13 

ORGANIZATIONAL GUIDES 

INCIDENT COMMAND SYSTEM ORGANIZATION CHART

Safety Officer

Liaison Officer

Public Information Officer

INCIDENT

COMMANDER Deputy IC

Operations

Section

Planning

Section

Logistics

Section

Finance/Admin

Section

Staging

Area(s)

Air Operations

Branch

Air

Support

Air

Tactical

Branches

Divisions

Groups

Resources

Unit

Situation

Unit

Documentation

Unit

Demobilization

Unit

Environmental

Unit

Technical

Specialist*

Service

Branch

Support

Branch

Medical

Unit

Food

Unit

Comms

Unit

Supply

Unit

Facilities

Unit

Ground

Support Unit

Vessel

Support Unit

Procurement

Unit

Comp/Claims

Unit

Time

Unit

Cost

Unit

Marine

Transportation

System

Recovery Unit

Weapons

Support Unit

Administration

Unit

Property

Management

Unit

* May be assigned wherever their services are required.

Intelligence / 

Investigation 

Section Chief

Staging

Area(s)

Investigative 

Operations Group

Intelligence Group

Forensic Group

Investigative 

Support Group

Mass Fatality 

Management Group

Missing Persons 

Group

13-1 

ORGANIZATIONAL GUIDES
May 2014

GENERIC RESPONSE ORGANIZATIONAL 

DEVELOPMENT

MODULAR DEVELOPMENT

ICS is a flexible system that is response centric in its

organizational development—only those positions and 

functions that are needed for the response operation are 

filled. If a position is not filled then the next higher level 

position assigned is responsible to perform those functions.

For example: During a Type 4 Incident the Initial IC/UC are 

responsible for all of the Planning, Logistics, and 

Finance/Admin tasks if members are not assigned to 

perform those functions.

The below series of examples of modular ICS organizational 

development illustrate one method of expanding the ICS

organization based on incident complexity. The examples

shown are not meant to be restrictive or imply that this is the 

only way to build an ICS organizational structure. Scenario 

specific example organization charts can be found in the 

scenario specific chapters.

TYPE 4 INITIAL RESPONSE ORGANIZATION - Initial

response resources are managed by the initial IC who will 

handle all Command and General Staff responsibilities. A 

UC may be established based on location and cause of the 

incident.

TYPE 3 – TYPE 2 EXTENDED RESPONSE 

ORGANIZATION - As an incident grows in complexity, task 

and functional requirements to support operations will 

expand. With the additional support needs additional 

personnel will be needed to staff the Command and General 

Staff, and Unit Leader positions.

TYPE 1 – TYPE 2 COMPLEX RESPONSE 

ORGANIZATION - Experience and judgment is required to

develop the best organizational construct to address 

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ORGANIZATIONAL GUIDES
May 2014

complexities of the incident or event. Complexities may 

result from operational, jurisdictional, functional, political, 

and/or geographic issues. There is not one optimal 

organizational construct for any scenario.

Flexibility within NIMS ICS, as described in the FEMA NIMS 

ICS-400 Advanced Incident Command course, affords 

incident commanders the authority to adjust the response 

organization based on the complexity of the incident. 

Incident commanders may determine that it is necessary to 

take an element that by default functions at the Branch or 

Group level in Operations and elevate its representation 

within the organization to be managed by a Deputy 

Operations Section Chief or Deputy Incident Commander 

based on the increased size, complexity, or consequence of 

that element.

TYPE 1 – TYPE 2 BRANCH TACTICAL PLANNING 

RESPONSE ORGANIZATION - Branch Tactical Planning 

includes planning and logistics support staff directly 

assigned at the branch level and typically in a different 

location than the ICP.

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ORGANIZATIONAL GUIDES
May 2014 Type 4 Incident Organization and Initial Response Organization 

USCG Response 

Vehicle

State Tribal / /Local 

Response 

Agency 

USCG Vessel

Position Not Filled

Duties assumed by the next 

higher assigned person

Responsible Party 

Asset

Responsible Party Incident 

Commander (If required by law)

Initial State/Local/Tribal Incident 

Commander

Initial CG Incident Commander

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ORGANIZATIONAL GUIDES
May 2014 Type 3 Extended Response Organization

Operations

Section Chief

Planning

Section Chief 

Logistics 

Section Chief

Finance Section 

Chief

Division B Division A Group Group

Staging Area

Vessel

Task Force

Vessel Vessel

Vessel

Vessel

Cutter

Vessel

Work Crew

Work Crew

Single Resource

Situation Unit

Resources Unit

Documentation 

Unit

Technical

Specialists 

Communications 

Unit

Supply Unit

Group Air Group

Front Loader

Dump Truck

Single Resource

Single Resource

Task Force

Other Planning 

Units based on 

scenario

Public 

Information 

Officer

Liaison Officer

Safety Officer

Assisting/

Coordinating 

Agency

Agencies

Representative

Single Resource

Single ResourceSingle ResourceSingle Resource Strike Team

Unified Command

CG Incident Commander

State/Local/Tribal Incident 

Commander(s)

Responsible Party Incident 

Commander (If required by law)

Position Not Filled

Duties assumed by the next 

higher assigned person

Investigations 

Operations Group

Intelligence Group

Intelligence / 

Investigation 

Section Chief

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ORGANIZATIONAL GUIDES
May 2014 MULTIBRANCH ORGANIZATION Assisting/ Cooperating Agencies Elected Officials

Agency Reps

Operations

Section Chief

Planning

Section Chief 

Logistics

Section Chief

Finance/Admin

Section Chief

Geographic, 

Functional, or 

Jurisdictional 

Branch

Air

Operations

Geographic, 

Functional, or 

Jurisdictional 

Branch

Geographic, 

Functional, or 

Jurisdictional 

Branch

Staging Area

Group/Division

Group/Division

Group/Division

Group/Division

Group/Division

Group/Division

Group/Division

Group/Division

Group/Division

Group/Division

Group/Division

Group/Division

Air Support

Group

Air Tactical

Group

Group/Division

Resources Unit

Documentation Unit

Situation Unit

Demobilization Unit

Environmental Unit

Technical

Specialists 

Service Branch

Support Branch

Food Unit

Medical Unit

Communications Unit

Supply Unit

Facilities Unit

Vessel Support Unit

Ground Support Unit

Time Unit

Procurement Unit

Cost Unit

Compensation/

Claims Unit

Admin Unit

Group/Division

Group/Division

Group/Division

Group/Division

Marine Transportation 

System Recovery Unit

Intel Unit

Weapons Support Unit

Public Information Officer

Safety Officer

Liaison Officer

Unified Command

CG Incident Commander

State/Local/Tribal Incident 

Commander(s)

Responsible Party Incident 

Commander (If required by law)

Deputy PSC for 

Information 

Management

Intelligence / Investigation 

Section Chief

Intelligence Group

Investigations 

Operations Group

Forensic Group

Staging Area Manager

Investigative Support 

Group

13-6

ORGANIZATIONAL GUIDES
May 2014Branch Tactical Planning Assisting/ Cooperating Agencies

Elected Officials

Agency Reps

Operations

Section Chief

Planning

Section Chief 

Logistics

Section Chief

Finance/Admin

Section Chief

Safety Officer

Liaison Officer

Geographic, 

Functional, or 

Jurisdictional 

Branch

Air

Operations

Branch

Geographic, 

Functional, or 

Jurisdictional 

Branch

Geographic, 

Functional, or 

Jurisdictional 

Branch

Staging Area

Group/DivisionGroup/Division

Group/Division

Group/Division

Group/Division

Group/Division

Group/DivisionGroup/DivisionGroup/Division

Group/DivisionGroup/Division

Group/Division

Air Support

Group

Air Tactical

Group Group/Division

Resources Unit

Documentation Unit

Situation Unit

Environmental Unit

Demobilization Unit

Technical

Specialists 

Service Branch

Support Branch

Food Unit

Medical Unit

Communications Unit

Supply Unit

Facilities Unit

Vessel Support Unit

Ground Support Unit

Time Unit

Procurement Unit

Cost Unit

Compensation/

Claims Unit

Admin Unit

Group/Division

Group/DivisionGroup/DivisionGroup/Division

Marine Transportation 

System Recovery Unit

Intel Unit

Weapons Support Unit

Branch Planning 

Support Staff

Branch Logistics 

Support Staff

Branch Planning 

Support Staff

Branch Logistics 

Support Staff

Branch Planning 

Support Staff

Branch Logistics 

Support Staff

Unified Command

CG Incident Commander

State/Local/Tribal Incident 

Commander(s)

Responsible Party Incident 

Commander (If required by law)

Public Information Officer

NOTE: Although the Planning and 

Logistics Support Staff provide 

direct support to the OPBD and 

IISC the support staff continue to 

work for and report to the PSC 

and LSC respectively.

Deputy Incident Commander for 

Information Management

Intelligence / Investigation 

Section Chief

Intelligence Group

Investigations 

Operations Group

Forensic Group

Staging Area 

Manager

Investigative 

Support Group

Branch Planning 

Support Staff

Branch Logistics 

Support Staff

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ORGANIZATIONAL GUIDES
May 2014

ICS ORGANIZATION GUIDE

IC/UC

1. Incident Commander - one per incident. Unless incident is multijurisdictional.

2. Multi-jurisdictional incidents establish Unified Command.

INCIDENT BASE RECOMMENDED MINIMUM PERSONNEL REQUIREMENTS

(PER TWELVE (12) HOUR OPERATIONAL PERIOD or SHIFT)

(If camps are established, the minimum personnel requirements for the 

Base may be modified or additional personnel may be added to support 

camps.)

UNIT POSITION SIZE OF INCIDENT (NUMBER OF 

DIVISIONS/GROUPS)

2 5 10 15 25

COMMAND STAFF

Deputy Incident Commander 1 2 3 4

Public Information Officer One Per Incident 1

Assistant Public Information Officer 1 3 5 7

Joint Information Center Staff See JIC Manual.

Liaison Officer One Per Incident

Assistant Liaison Officer Dependent upon number of 

jurisdictions impacted not incident size.

Safety Officer One Per Incident

Assistant Safety Officer 1 3 4 5

OPERATIONS

Operations Section Chief One Per Operational Period

Deputy Operations Section Chief 1 1 2 2 3

Branch Director 2 3 4 6

Division/Group Supervisor 2 5 10 15 25

Strike Team Leaders As Needed

Task Force Leaders As Needed

Air Operations Branch Director 1 1 1 1

Air Tactical Group Supervisor 1 1 1 1 1

Helicopter Coordinator As Needed

Air Support Group Supervisor 1 1 1 1 1

Helibase Manager One Per Helibase

Helispot Manager One Per Helispot

Staging Area Manager One Per Staging Area

INVESTIGATION

INTELLIGENCE/

Intelligence/Investigation Section Chief One Per Incident

Deputy Intelligence/Investigation Section Chief 1 1 2 3 4

Investigation Operations Group One Per Incident

Intelligence Group One Per Incident

Forensic Group One Per Incident

Investigative Support Group One Per Incident

PLANNING

Planning Section Chief One Per Incident

Deputy Planning Section Chief 1 1 1 2 3

Resource Unit Leader 1 1 1 1 1

Assistant Resource Unit Leader 1 1 2

Status Recorders 1 2 3 3 4

Check-In Recorders As Needed

Situation Unit Leader 1 1 1 1 1

Assistant Situation Unit Leader 1 1 2

Display/Report Processor 1 1 1 2

SITREP/OPSUM Processors 1 1 1 2 2

Field Observer 1 2 2 4

Weather Observer As Needed

Marine Transportation Unit Leader As Needed, Incident Dependent

Environmental Unit Leader As Needed, Incident Dependent

Intel Unit Leader As Needed, Incident Dependent

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ORGANIZATIONAL GUIDES
May 2014

Documentation Unit Leader 1 1 1 1

Demobilization Unit Leader 1 1 1 1

Lessons Learned Collection Manager 1 1 1 1

Lessons Learned Collection Team 1 2 3

Technical Specialists As Needed

LOGISTICS

Logistics Section Chief One Per Incident

Deputy Logistics Section Chief 1 2

Service Branch Director As Needed

Communications Unit Leader 1 1 1 1 1

Incident Communications Center Manager As Needed, based on operational 

periods, radio circuits, and number of 

users.

Radio Operator As Needed, based on operational 

periods, radio circuits, and number of 

users.

IT Customer Service Manager 1 1 2 2

IT Help Desk 1 2 2

Communications Technician 1 2 4 4

Medical Unit Leader 1 1 1 1 1

Medical Unit Support Staff As Needed

Food Unit Leader 1 1 1 1

Food Unit Support Staff (each camp) As Needed

Support Branch Director As Needed

Supply Unit Leader 1 1 1 1

Camp Supply Support Staff (each camp) As Needed

Ordering Manager 1 1 1 1

Receiving/Distribution Manager 1 1 1 1

Recorders 1 1 2 2

Supply Unit Staff 2 2 2 2

Facility Unit Leader 1 1 1 1

Base Manager 1 1 1 1

Camp Manager (each camp) As Needed

Facility Maintenance Specialist 1 1 1 1

Security Manager 1 1 1 1

Facility Unit Staff 6 6 12 12

Vessel Support Unit Leader 1 1 1 1 1

Ground Support Unit Leader 1 1 1 1 1

Equipment Manager 1 1 1 1

Equipment Timekeeper 1 1 1 1

Mechanics 1 1 3 5 7

Drivers As Needed

Operators As Needed

FINANCE / ADMIN

Finance/Administration Section Chief One Per Incident

Deputy Finance/Admin Section Chief 1

Time Unit Leader 1 1 1 1

Time Recorder, Personnel 1 3 3 5

Time Recorder, Equipment 1 2 2 3

Procurement Unit Leader 1 1 1 1

Compensation/Claims Unit Leader 1 1 1 1

Compensation Specialist As Needed

Claims Specialist As Needed

Cost Unit Leader 1 1 1 1

Cost Analyst 1 1 1

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ORGANIZATIONAL GUIDES
May 2014

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ORGANIZATIONAL GUIDES
May 2014

CHAPTER 14

AREA COMMAND

1. Introduction 14-2

2. Area Command 14-2

3. Unified Area Command Activation Criteria 14-3

4. Unified Area Command Activation Guidance 14-4

5. AC Activation Guidance 14-4

6. Authority and Command Relationships 14-5

7. Unified Area Command Size 14-6

8. Unified Area Command Responsibilities 14-6

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AREA COMMAND
May 2014

AREA COMMAND

The purpose of an Area Command (AC) is to oversee the 

management of an incident, focusing primarily on strategic 

assistance and direction, and resolve competition for scarce 

response resources. An AC is activated depending on the 

complexity of the incident and incident management span-ofcontrol considerations. This organization does not supplant 

an IC/UC, but supports it by providing strategic direction and 

oversight of incident management. An AC also prioritizes 

incident activities, allocates or reallocates critical resources 

to support identified needs, and ensures incident information 

is distributed appropriately. Execution of tactical operations 

and coordination remains the responsibility of the on-scene 

IC/UC as does setting incident-specific objectives and 

managing incident-specific tactical operations and support.

Note: The CG is developing a comprehensive AC guide to

provide additional guidance that will include:

A. General AC doctrine.

B. AC staffing and position responsibilities.

C. AC operational period and development of the AC 

management plan.

D. AC forms and instructions.

UNIFIED AREA COMMAND

The Unified Area Command (UAC) is an expansion of the 

singular Area Commander position to include multiple 

organizations in command. UAC is similar in concept and 

application to the UC described in chapter 5. As a 

component of ICS, the UAC is a structure that brings 

together the “Area Commanders” of all major organizations 

that have jurisdictional authority for the incident to coordinate 

an effective response while carrying out their own 

organization’s jurisdictional responsibilities. A UAC links 

responding organizations to the separate incident 

commands that may be established and provides them a 

14-2

AREA COMMAND
May 2014

forum to make strategic decisions together. Under a UAC, 

organizations may blend together throughout the ICS 

organization, creating an integrated response team.

To be a member of the UAC, a participating organization 

must have underlying statutory authority or legal obligation to 

carry out proposed response action and have jurisdiction 

within the area affected by the incident. Members of the UAC 

may also include agencies, organizations, private industries, 

or owners and operators of waterfront facilities and vessels

that have a substantial role in the strategic management of 

the entire response operation.

The UC guidance provided in chapter 5 should be applied to 

the establishment of a UAC at a more strategic level in the 

organization.

UNIFIED AREA COMMAND ACTIVATION CRITERIA

When an incident reaches a complexity that requires an AC 

the COTP, Sector Commander, District Commander, Area 

Commander, or Commandant will be the authority to

establish a UAC when the CG is the lead response agency. 

This is accomplished in coordination with the affected state, 

tribal, local organizations, and the Responsible Party, if 

designated, to ensure coordination for command, planning, 

logistical, and fiscal matters. A CG-led UAC should include 

organizations that have underlying statutory authority or 

legal obligation to carry out proposed response action, and 

have jurisdiction within the area affected by the incident.

There may be times when multiple incidents occur within one 

Sector Commander AOR where incidents are competing for 

the same resources or when incidents cross multiple state or 

local jurisdictions, necessitating the activation of a UAC. The 

CG Area Commander may be designated by the Sector 

Commander or the Sector Commander may fulfill the Area 

Commander role.

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AREA COMMAND
May 2014

Factors to consider when deciding to activate a UAC include 

but are not limited to:

A. A complex incident overwhelming local and regional CG 

assets.

B. An incident that overlaps Sector or District boundaries.

C. An incident that overlaps multiple local, tribal or state 

boundaries.

D. An incident that crosses international borders.

E. The existence of, or the potential for, a high level of 

national political and media interest.

F. Significant threat or impact to the public health and 

welfare, natural environment, property, or economy over 

a broad geographic area.

G. More than one active incident competing for the same 

resources.

If the CG is not the lead response agency, the CG should be 

prepared to support a UAC, or other command and control 

or coordination structure, activated by another federal, state, 

tribal, or local agency in one of four ways:

A. As a member of the UAC.

B. As an assisting agency.

C. As a coordinating agency.

D. With an AREP.

Note: For oil spill response operations, the Responsible 

Party may activate an AC to manage their own internal 

equities; however, overall incident management should be 

maintained through a UC led by the FOSC and include the 

affected states and Responsible Party.

UAC ACTIVATION GUIDANCE

The need for an UAC may arise when there are multiple 

incidents and/or a spill of national significance (SONS). The 

UAC will determine critical resource allocation. For multiple 

incidents, UAC may also establish incident prioritization.

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AREA COMMAND
May 2014

When the decision is made to activate an AC, the following 

actions should occur:

A. An Area Commander is designated by the Captain of the 

Port, Federal On-Scene Coordinator, Sector 

Commander, District Commander, Area Commander, or 

the Commandant.

B. Area Commander and deputy(ies) are delegated clear 

succession of command authority.

C. If an incident is multi-jurisdictional, the AC is established 

using UC concepts and principles. If a UAC is 

established, members will typically consist of 

organization executives possessing the highest level of 

response authority possible.

D. Determine appropriate location for the Area Command 

Post.

AUTHORITY AND COMMAND RELATIONSHIPS

A UAC is typically established by the Captain of the Port, 

Federal On-Scene Coordinator, Sector Commander, or 

District Commander based on applicable legal authorities 

and policies. When a UAC is activated, the District 

Commander should notify and designate the CG Area 

Commander in writing and delegate appropriate authority, as 

required. This will eliminate confusion and provide CG Area 

Commander’s authority to oversee management of 

incidents. The CG Area Commander will subsequently 

delegate appropriate authority, if needed, for specific 

incidents to respective Coast Guard ICs.

The Coast Guard IC and incident UCs must recognize 

critical priorities established by the UAC. IC/UCs must 

understand that acquisition of critical resources and services 

is balanced with the priorities established for the entire 

geographic area of impact. IC/UCs may have to adjust 

incident strategies, tactical objectives, and resource 

assignments due to changes in resource availability during a 

14-5

AREA COMMAND
May 2014

given operational period. The UAC should afford IC/UCs as 

much flexibility as possible in implementing their respective 

IAPs within the strategic direction and objectives provided.

IC/UCs, under the designated UAC, are responsible to and 

part of the overall UAC organizational structure. IC/UCs

request and receive resources from the designated ordering 

point(s) (e.g., dispatch center, EOC, and/or CG Command 

Center) subject to priorities set by the UAC. The UAC may 

reallocate critical resources assigned from one incident to 

another incident based on incident priority.

UNIFIED AREA COMMAND SIZE

The UAC should be a small flexible team (5-20 members) 

comprised of highly experienced incident management 

personnel possessing the organizational authority to oversee 

and provide strategic priorities, objectives, critical resource 

allocation, and communicate direction to the IC/UC.

UNIFIED AREA COMMAND RESPONSIBILITIES

The UAC does not have direct operational responsibilities—it 

does hold responsibility for and provides strategic direction 

to the incident response, but leaves IC/UCs to provide 

tactical direction.

Specific UAC responsibilities for incidents are:

A. Develop broad objectives for the impacted area(s).

B. Coordinate the development of individual incident 

objectives and strategies.

C. Prioritize incidents or geographic incident areas.

D. Allocate assigned critical resources as established 

priorities change. Reallocate resources as needed.

E. Ensure incidents are properly managed.

F. Ensure appropriate organizations are included in the 

response operation with the appropriate level of 

authority.

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AREA COMMAND
May 2014

G. Ensure effective communications across stakeholders 

(e.g., the public, media, Congress, state, local, and tribal 

governments).

H. Ensure incident management objectives are met and do 

not conflict with other organizations’ policies.

I. Identify critical resource needs and report them to the 

established Area and District Command Centers, state 

dispatch centers, EOCs, and Multiagency Coordination 

(MAC) groups as appropriate.

It is important to ensure IC/UCs have a clear understanding 

of organization objectives, expectations, limitations, and 

constraints related to the incidents. Ensure ICs fully 

understand and are aligned with UAC priorities and 

expectations.

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AREA COMMAND
May 2014

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AREA COMMAND
May 2014

CHAPTER 15

MULTIAGENCY COORDINATION UNDER THE NRF

1. Introduction 15-2

2. Multiagency Coordination System

and Facilities 15-2

3. Joint Field Office/Unified Coordination 15-3

4. Coast Guard Connectivity 15-5

5. Coast Guard’s Role Under the NRF 15-6

6. Coordination between the IC/UC and JFO 15-9

References:

(a) Presidential Policy Directive 8: National 

Preparedness

(b) National Response Framework

(c) National Incident Management System

(d) Federal Emergency Management Agency Incident 

Management Handbook, FEMA B-761

(e) Coast Guard Connectivity to the National Response 

Framework, COMDTINST 16000.22 (series)

(f) Federal Emergency Management Agency Mission 

Assignments: Operational Acceptance and 

Execution, COMDTINST 3006.1 (series)

15-1

MULTIAGENCY COORDINATION UNDER THE NRF
May 2014

INTRODUCTION

This chapter provides doctrine for the CG role in MAC as 

prescribed by references (a) through (f). The Presidential 

Policy Directive 8: National Preparedness (PPD-8), NRF, 

and the NRF Annexes guide how the nation responds to all 

types of disasters and emergencies. The NRF is built on the 

NIMS and provides scalable, flexible, and adaptable 

coordination structures to deliver the Response mission area 

core capabilities identified in the National Preparedness 

Goal (NPG). Core capabilities are the activities the nation 

must accomplish to be secure and resilient.

The multi-agency coordination structures under the NRF do 

not replace on-scene Incident Commands or Area 

Commands, but support and provide broader coordination of 

incident-related activities. Execution of tactical operations 

and coordination remains the responsibility of the Incident 

Command and/or Area Command. The NRF does not 

supplant an organization’s statutory authority or provide any 

additional authorities. Any tactical operations must be carried 

out in accordance with an organization’s inherent authority.

CG AS A SUPPORTING AGENCY

The NRF and supporting Annexes provide a federal 

mechanism to provide support to State and Tribal response 

capabilities when requested through FEMA under the 

Stafford Act. The Coast Guard serves as the Primary or 

Supporting Agency under most of the ESFs.

CG AS A SUPPORTED AGENCY

The NRF and supporting Annexes provide a federal 

mechanism to provide support to the CG should the CG 

exceed our capabilities or need capabilities that are not 

available within the CG.

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MULTIAGENCY COORDINATION UNDER THE NRF
May 2014

STAFFORD ACT AND MISSION ASSIGNMENTS

The Mission Assignment (MA) process is the mechanism 

that FEMA uses to task other federal agencies to provide 

support under the Stafford Act. While the majority of MAs are 

issued at the JFO, certain MAs can be issued by the RRCC 

and NRCC to support response operations.

Appendix D of the FEMA IMH and reference (f) provide 

additional details on FEMA MAs and the CG process for 

receiving and accepting MAs.

MULTIAGENCY COORDINATION SYSTEM AND 

FACILITIES

To coordinate support above the field level, the MAC System 

uses a set of fixed or temporary facilities. In each state, and 

many tribal and local jurisdictions, one or more EOCs are 

maintained as the fixed facilities providing this coordination. 

The FEMA’s ten Regions each have a Regional Response 

Coordination Center (RRCC) and FEMA maintains the 

National Response Coordination Center (NRCC) as an 

element of the National Operations Center (NOC) to carry 

out MAC. JFOs are temporary federal facilities established 

for this purpose for an incident response.

JOINT FIELD OFFICE/UNIFIED COORDINATION

JOINT FIELD OFFICE (JFO)

The JFO is a temporary federal facility that provides a 

central location for coordination of response efforts by the 

private sector, NGO, and all levels of government. The JFO 

is lead by the Unified Coordination Group (UCG) that 

oversees the Unified Coordination Staff.

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MULTIAGENCY COORDINATION UNDER THE NRF
May 2014

FEMA INCIDENT MANAGEMENT HANDBOOK, FEMA B761

The FEMA IMH guides FEMA led coordination functions at 

JFOs, as opposed to the tactical field operations guided by 

this Handbook or FEMA’s NIMS Emergency Response -

Field Operations Guide (ER-FOG).

The FEMA IMH is primarily designed for FEMA personnel 

deployed to support a disaster or emergency. However, it is 

also intended to educate FEMA partners providing 

assistance at a JFO on key incident-level emergency 

management functions. The concepts in the FEMA IMH are

applicable to FEMA support operations during incidents 

involving both presidential declarations under the Stafford 

Act and non-Stafford Act incidents involving federal-tofederal support.

CG members deploying to a FEMA JFO, or Area or District 

levels of CG response operations, should be familiar with the 

FEMA IMH as it forms the basis from which FEMA personnel 

will carry out their assigned missions in the field.

ACTIVATION OF A JOINT FIELD OFFICE

When DHS determines that a JFO is necessary, DHS will 

identify agencies to serve as part of the UCG located at the 

JFO. The UCG will coordinate (usually by teleconference) to 

define the JFO requirements. DHS tasks Emergency 

Support Function (ESF) #5 to stand up a JFO and provide 

core staffing, which is led by FEMA. Other agencies provide 

additional UCG staff at the JFO based on the nature of the 

incident, typically through the activation of other ESFs.

UNIFIED COORDINATION GROUP

The UCG is the leadership element located at the JFO 

comprised of senior leaders representing federal and state 

interests and when appropriate, tribal and local 

15-4

MULTIAGENCY COORDINATION UNDER THE NRF
May 2014

governments, and the private sector. The UCG’s purpose is 

to identify and achieve shared objectives. The UCG provides

support to on-scene response efforts and conducts broader 

support operations that may extend beyond the incident site 

to achieve unity of effort.

For Stafford Act incidents, a Federal Coordinating Officer 

(FCO) is designated and will be responsible for establishing 

the UCG. The composition of the UCG varies from incident 

to incident depending on the scope and nature of the 

disaster and the assets needed. For example, a UCG for a 

natural disaster involving presidential disaster declarations 

set forth in the Robert T. Stafford Disaster Relief and 

Emergency Assistance Act, PL 100-707 (Stafford Act) 

typically consists of the FCO, the State Coordinating Officer,

and representatives of other federal organizations with 

primary jurisdiction, which may include the CG. The FCO is 

the lead FEMA representative in the UCG.

Chapter 3 of the FEMA IMH provides additional detail on the 

UCG.

ORGANIZATION OF THE JOINT FIELD OFFICE

The FEMA IMH provides a detailed description of the JFO 

organization and functional responsibilities.

COAST GUARD CONNECTIVITY

FEMA COORDINATION CENTERS

The Coast Guard, per reference (e), shall maintain 

connectivity with and provide AREPs to the FEMA MAC

centers listed in appendix B of the FEMA IMH. CG AREPs

are requested or included when the CG operational 

commander determines that significant coordination with 

FEMA is needed that cannot be accomplished through 

steady-state coordination mechanisms.

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MULTIAGENCY COORDINATION UNDER THE NRF
May 2014

STATE EMERGENCY OPERATIONS CENTERS

CG AREPs should be familiar with their particular state’s 

resource request system. In some events both the state 

EOC and the FEMA RRCC and/or JFO will be activated. In 

this case all CG AREPs need to coordinate closely to avoid 

duplicate requests for support.

LOCAL EMERGENCY OPERATIONS CENTERS

Sectors should ensure local EOCs within their AOR are 

staffed by CG AREPs; coordination with local organizations

is crucial for effective incident response and recovery. When

multiple EOCs are located within an affected region and a 

regional EOC is activated, a Sector should focus limited 

resources at the regional EOC instead of each individual 

local EOC. Sectors unable to provide CG AREPs due to 

operational commitments should request CG AREP staffing 

from the District.

COAST GUARD AGENCY REPRESENTATIVES

CG AREPs should have knowledge of all CG missions and 

roles in all ESFs. They should also have access to ESF 

subject matter experts (SMEs) in incidents that require more 

detailed CG involvement, such as air operations or a large 

oil spill, and connectivity to the proper CG command echelon 

able to commit or decline resource requests. CG AREPs

need to be of a rank that is comparable to those with whom 

he/she will be interacting. The CG AREP is the primary link 

between the CG and the other federal, state, tribal, and local

organizations that have jurisdiction over the incident, but 

commands should consider having an ESF SME present in 

the EOC or RRCC to assist with fielding detailed information 

or resource requests.

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MULTIAGENCY COORDINATION UNDER THE NRF
May 2014

COAST GUARD’S ROLE UNDER THE NRF

ESF #9 - SEARCH AND RESCUE

ESF #9 refers to SAR responses where federal SAR 

resources are needed to provide lifesaving assistance to 

state, tribal, and local authorities, which includes support 

from local SAR Coordinators and Mission Coordinators.

See chapter 18 for detailed ESF #9 coordination and 

execution guidance.

ESF #10 - OIL AND HAZARDOUS MATERIALS 

RESPONSE

ESF #10 refers to oil and hazardous materials responses 

where federal support is provided in response to an actual or 

potential discharge and/or uncontrolled release of oil or 

hazardous materials. ESF #10 may be activated under one 

of the following conditions:

A. In response to a disaster for which FEMA determines 

that federal assistance is required to supplement the 

response efforts of the affected state and local 

governments, under the Stafford Act.

B. In anticipation of a major disaster or emergency that is 

expected to result in a Stafford Act declaration.

ESF #10 responses to oil and hazardous materials incidents 

are generally carried out in accordance with the National Oil 

and Hazardous Substances Pollution Contingency Plan 

(NCP). FOSCs respond on scene at the tactical level, and 

Regional Response Teams (RRTs) and the National 

Response Team (NRT) may be activated to coordinate ESF

#10 interagency actions and provide support to the FOSC. 

Some procedures in the NCP may be streamlined or may 

not apply. Stafford Act funding may be used to address oil 

and hazardous materials incidents that are not at preexisting sites.

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The Environmental Protection Agency (EPA) serves as the 

primary agency for ESF #10 actions in the inland zone, and 

CG serves as the primary agency for ESF #10 actions in the 

coastal zone. Precise boundaries are determined by EPACG agreements and identified in federal regional 

contingency plans. For incidents affecting both, EPA is the 

primary agency and DHS or CG serves as the deputy.

When activated to respond to a Stafford Act incident, ESF

#10 primary agencies develop work priorities and activity in 

coordination with state, tribal, and/or local governments and 

coordinate activities with them as appropriate at the ICP, 

JFO, and state or local EOCs.

ESF #13 - PUBLIC SAFETY AND SECURITY

ESF #13 refers to the NRF Public Safety and Security 

Annex. ESF #13 facilitates coordination of public safety and 

security among federal, state, tribal and local organizations, 

as well as among other ESFs to ensure that the ESF-13 

activities are consistent with stated incident management 

missions and objectives. The CG is a supporting agency to 

ESF #13 and may be called upon to support ESF #13 

requests by state or tribal governments through FEMA. The 

CG legal staff should be consulted prior to acceptance of 

any ESF #13 MA.

ESF #8 - PUBLIC HEALTH AND MEDICAL SERVICES

ESF #8 provides the mechanism for coordinated federal 

assistance to supplement CG and state, tribal, and local 

resources in response to a public health and medical 

disaster and/or during a developing potential health and 

medical emergency. Chapter 19, Mass Casualty/Mass 

Rescue, details the seamless interaction that is needed

between the CG and state, tribal, and local public health and 

medical service agencies to save the most lives possible 

during a mass casualty and/or mass rescue incident.

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COORDINATION BETWEEN THE IC/UC AND JFO

For an effective response, the JFO and the on-scene 

IC/UC/AC must work together in a cooperative manner. 

Coordination will take place both at the senior level (e.g., 

between the Command and UCG) and at the staff levels 

(e.g., between the IC/UC/AC Planning Section and the JFO 

Planning Section, and SOFR and Safety Coordinator). 

Based on the incident objectives and IAP established by the 

IC/UC, the JFO establishes broader objectives and creates a 

JFO-level IAP as described in chapter 9 of the FEMA IMH. 

Basic CG staffing requirements for a JFO are the same as 

an RRCC but will be scaled to the severity and nature of the 

incident. There should be a primary CG AREP supervising a 

small team of CG SMEs. This team should consist of at least 

one SME for the incident type (e.g., oil, hazardous

substance, SAR) and at least one SME for mission/asset 

expertise (e.g., aviation or on-water assets). The CG AREP 

should request assistance or admin support as needed.

FACILITATION BETWEEN THE JFO AND IC/UC

To facilitate cooperation, the IC/UC should provide the 

following to the JFO:

A. Incident priorities.

B. Copy of each IAP.

C. Progress updates with identified challenges.

D. Critical needs and resource shortfalls (and the impact of 

not receiving required resources).

E. Political, social, economic, and environmental impacts.

F. Long-term projections.

G. Contact directory.

H. Meeting schedules.

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In turn, the JFO:

A. Provides requested resources.

B. Coordinates broader objectives with those established 

by the IC/UC.

C. Addresses resource and policy issues raised by the 

IC/UC.

D. Synchronizes planning cycle with IC/UC planning cycle, 

as appropriate.

E. Distributes contact directory.

F. Provides copy of the JFO IAP.

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May 2014

CHAPTER 16

MARINE TRANSPORTATION SYSTEM RECOVERY

1. Introduction 16-2

2. Marine Transportation System Recovery 16-2

3. MTS Recovery Specific NIMS ICS

Positions and Task Descriptions 16-8

References:

(a) Recovery of the Marine Transportation System for 

Resumption of Commerce, COMDTINST 16000.28 

(series)

(b) National Response Framework

(c) National Disaster Recovery Framework

(d) Maritime Transportation Security Act of 2002 

(e) 33 CFR Subchapter H – Maritime Security

(f) Guidelines for Development of Area Maritime 

Security Committees and Area Maritime Security 

Plans Required for U.S. Ports, NVIC 9-02

(g) Security and Accountability for Every Port Act of 

2002

(h) Marine Transportation System Recovery Job Aid

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MARINE TRANSPORTATION SYSTEM RECOVERY

The CG, as lead federal agency for the MTS, established 

protocols and procedures per reference (a) to facilitate the 

recovery of the MTS following a significant transportation 

disruption and to work effectively with maritime stakeholders 

to ensure the expeditious resumption of trade. The goals of 

MTS recovery are to facilitate the return of critical 

infrastructure and essential government and commercial 

marine services to a functional, if not pre-disaster, status 

(i.e., short-term recovery), and assist in providing a bridge to 

permanent restoration measures (i.e., long-term recovery). 

The following MTS recovery definitions apply:

A. Transportation disruption - Any significant delay, 

interruption, or stoppage in the flow of trade caused by a 

natural disaster, heightened threat level, act of terrorism, 

or TSI.

B. Short-term recovery - MTS infrastructure has been 

returned to service and is capable of operations at some 

level. Activities, policies, or mitigation strategies aimed at 

recovery are considered to be achievable in 90 days or 

less.

C. Long-term recovery - MTS infrastructure has been 

returned to pre-incident condition or has the capacity to 

operating at pre-incident levels. Activities, policies, or 

mitigation strategies aimed at long-term recovery may 

take longer than 90 days.

MTS recovery is a scalable framework and cooperative 

process. The key elements of the MTS recovery process 

supported by the IC/UC are:

A. System stabilization.

B. Short-term recovery.

C. Transition from short-term recovery to long-term 

recovery.

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MTS RECOVERY PLAN

The MTS Recovery Plan is available to each port area and is 

included in the AMSP per references (d), (e), and (f). The 

plan contains specific EEIs that should be reviewed and

guide MTS recovery planning. Area Maritime Security (AMS) 

Salvage Response Plans are also available within the AMSP 

per reference (g). System stabilization and short-term 

recovery discussed in the AMSP focus on:

A. Waterways and navigation systems.

B. Port and waterways area critical infrastructure.

C. Commercial vessels and associated cargo flow.

D. Offshore energy.

E. Monitoring systems.

MTS RECOVERY PLANNING

The MTSL may be activated by the CG prior to or in 

conjunction with activation of an IMT. MTSL functions are 

supported by reference (h), which is posted on the CG 

Homeport website in the MTS Recovery Unit (MTSRU) 

Community folder.

The MTSL should consider the Area Maritime Security 

Committee (AMSC) recommendations for staffing of the 

MTSRU. The MTSRU is typically staffed by a core of CG 

personnel and supplemented by interagency and marine 

industry SMEs. The private sector has extensive knowledge 

of port operations and facilities, cargo flow, labor, and 

operating system and intermodal dependencies, which helps 

to identify alternative transportation routes and cargo 

processing options. MTS recovery planning should also be 

conducted in coordination with the NOAA Scientific Support 

Coordinator and the ENVL to identify environmental issues 

of concern.

The MTSRU assists the MTSL in performing the following 

functions:

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A. Track, document, and report MTS status in CART.

B. Understand critical recovery pathways.

C. Recommend Courses of Action (COAs).

D. Provide pertinent MTS stakeholders an avenue of input 

to the response organization.

E. Provide recommended priorities for cargo flow 

resumption and vessel movement.

F. Identify long-term recovery issues and needs.

Note: When developing priorities for resumption of cargo 

flow and vessel movements, the MTSL should focus on the 

necessity of the cargo or vessel movement rather than the 

economic value.

MTS RECOVERY PRODUCTS

MTSL products may be used by the Operations Section to 

execute incident-specific tasks using the Assignments List 

(ICS 204-CG) within an operational period. These tasks 

should help facilitate cargo flow and vessel movement within 

the port or port areas following a significant disruption of the 

MTS. Some examples of MTSL products are: vessel queue 

management and cargo flow prioritization schemes, 

accepted COAs relating to the status of the port, facility, 

infrastructure, and systems.

MTS RECOVERY STATUS REPORTING

The CG has established MTS recovery status reporting 

requirements that are designed to support the information 

needs of both DHS and the IC/UC. MTS recovery reporting 

requirements specified by the CG provide information 

needed by the IC/UC, external customers, and by 

government at all organizational levels to expedite the 

restoration of the MTS thereby facilitating the restoration of

commerce.

The MTSL prepares MTS recovery status reports for the 

Situation Unit and daily situation briefs using core EEIs and 

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other pertinent information. EEIs include status and impact 

to deep-draft shipping, aids to navigation, bulk liquid 

facilities, bridges, vessel salvage, and wrecks obstructing

waterways. Other pertinent information may include the 

availability of utilities and intermodal connections, as well as 

cascading effects on the supply chain reported to the MTSL.

This information is included in the ICS-209-MTS (Executive 

Summary) - an automatically generated MTS status report 

that is available in real-time by registered users of CART. If 

CART is not available for MTS documentation and reporting 

an ICS-209-MTS should be completed every 24 hours or as 

directed by the PSC.

MTS RECOVERY EEI

Baseline MTS recovery EEIs in 26 categories have been 

populated in CART. Baseline EEIs serve as a starting point 

for tracking incident-specific impacts and for informing 

incident management activities.

COMMON ASSESSMENT REPORTING TOOL (CART)

CART [https://cart.uscg.mil] is an online database used by all 

COTP zones as the primary means for tracking and 

reporting MTS recovery status. CART includes an 

automated report generation feature that is accessible to 

users at all CG command levels.

The CART automated report generation function satisfies 

CG reporting requirements required by reference (a). If 

CART is not available, MTS status reports will be prepared 

using the report template specified by reference (a). Submit 

manually generated MTS status reports to the Situation Unit 

for inclusion as supporting information. An electronic copy of 

the template is posted on the CG Homeport website in the 

MTSRU Community documents. Access is granted to 

persons with a need to know; access instructions are on the 

CART homepage.

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ECONOMIC IMPACT REPORTING PROCEDURES

Financial impacts are an important consideration but difficult 

to validate and do not provide a complete basis for informing 

response and recovery priorities. Determining the economic 

impact of an incident is not a prescribed MTS recovery 

function and is outside of CG expertise. Some incidents may 

nevertheless incite demands to provide incident impact

financial information. If requirements for reporting financial

impact (e.g., data call to inform higher-level response and

tasking from the IC), the following guidance applies:

A. Cite the source(s) of economic data included in incident 

files and reports.

B. State the economic impacts (as made known to the 

MTSRU) in terms of port capacity, throughput, functional 

relationships, and cascading effects in layman’s terms.

C. Do not include economic dollar value of impacts in the 

CART database or event files.

Requests for specific economic financial information and 

incident-specific economic risk assessments may be referred 

to Commandant (CG-FAC) through the pertinent CG District 

and Area Commander. Commandant (CG-FAC) will normally 

coordinate with the DHS Office of Infrastructure Protection’s 

Homeland Infrastructure Threat and Risk Analysis Center 

(HITRAC) to develop economic impact assessments.

CYBER IMPACTS ON THE MTS

An incident that impairs the performance or availability of 

cyber systems that control the operation of MTS 

infrastructure and equipment, or systems that manage cargo 

inventory and cargo flow operations could necessitate MTS 

recovery measures to facilitate maritime commerce. Cyber 

disruptions that become severe enough to necessitate the 

use of MTS recovery protocols will be monitored, 

documented, and reported. However, CG role and 

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responsibilities with respect to restoration of non-CG cyber 

systems are beyond the scope of the MTS Recovery Plan.

Additional detail can be found in references (a) through (h).

TRANSITION TO LONG-TERM RECOVERY

MTS recovery activities that are planned and conducted by 

the Incident Command facilitate the transition from response 

and short-term recovery to long-term community recovery 

measures. Long-term community recovery is administered 

under the National Disaster Recovery Framework (NDRF)

and its six recovery support functions, which includes the

Infrastructure Systems Recovery Support Function. The 

response and recovery stages of an incident overlap, and 

some system stabilization and short-term recovery measures 

may serve as initial steps for long-term recovery activities. 

Once the transition to the recovery phase of incident 

management has occurred and the Incident Command has 

demobilized, long-term recovery needs dependent on the 

MTS will generally be supported through CG steady-state 

operations and activities. The following planning principles 

apply:

A. Each organization is responsible for the recovery of its 

own capital infrastructure. Government and private 

entities are primarily responsible for the recovery of 

infrastructure and systems under their control and 

ownership, and for trade and operations conducted by 

these entities.

B. Organizations that do not have a designated long-term 

recovery role under the NDRF or other applicable 

policies and directives will generally support long-term 

recovery through normal steady-state operations. The 

tempo and extent of facilitation are guided by long-term 

community recovery needs and existing agency 

authorities.

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C. During incident management activities, the Incident 

Command helps facilitate the transition to long-term 

recovery; this facilitation role is subsequently filled by the 

Captain of the Port after the IC/UC stands down. The 

MTSRU assists by coordinating with MTS stakeholders 

to identify and report long-term recovery issues and 

needs in relation to the MTS.

MTS RECOVERY - SPECIFIC ICS POSITIONS AND TASK 

DESCRIPTIONS

INCIDENT COMMANDER (IC)

The IC is responsible for facilitating stabilization and shortterm recovery of the MTS.

PLANNING SECTION CHIEF (PSC)

The PSC advises the IC/UC when the impact to a port area 

or implications of a transportation disruption necessitate 

MTS recovery planning support or have reached one or 

more of the national-level MTS recovery reporting thresholds 

per reference (a), as follows:

A. Port closure greater than 72 hours.

B. One-way port or waterway traffic for greater than 48 

hours.

C. Maritime Security (MARSEC) Level 2 at multiple ports.

D. MARSEC Level 3 at any major port.

OPERATIONS SECTION CHIEF (OSC)

The OSC conducts MTS recovery operations in accordance 

with the IAP. The OSC may establish task-specific functional 

groups such as wreck identification, salvage response, 

decontamination, and vessel queue management.

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CHAPTER 17

MARITIME SECURITY (ANTITERRORISM)

1. Introduction 17-3

2. Area Maritime Security 17-5

3. Maritime Security (Antiterrorism) Specific

Tasks and NIMS ICS Positions 17-8

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References:

(a) Maritime Security and Response Operations Manual, 

COMDTINST M16600.6 (series)

(b) National Response Framework

(c) National Strategy for Maritime Security

(d) National Maritime Transportation Security Plan

(e) Maritime Transportation Security Act of 2002

(f) Maritime Security Response Operations Program 

Performance Plan

(g) National Response Options Matrix

(h) 33 CFR Subchapter H – Maritime Security

(i) Area Maritime Security Plan Development Process, 

COMDTINST 16601.28 (series)

(j) Guidelines for Development of Area Maritime Security 

Committees and Area Maritime Security Plans Required 

for U.S. Ports, NVIC 9-02

(k) Public Law 106-390/42 U.S.C. 5121, et seq. The Robert 

T. Stafford Disaster Assistance and Emergency Relief 

Act

(l) Financial Resource Management Manual (FRMM), 

COMDTINST M7100.3 (series)

(m) Maritime Infrastructure Recovery Plan (MIRP)

(n) Critical Incident Communications, COMDTINST 3100.8 

(series)

(o) Marine Safety Manual Vol VII, Port Security, 

COMDTINST 16000.12 (series)

(p) Physical Security and Protection Manual, COMDTINST 

M5530.1 (series)

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INTRODUCTION

Maritime security (antiterrorism), as used in this chapter, 

refers to:

A. AMS measures used to reduce the vulnerability of the 

MTS, individuals, and property to terrorist and other 

hostile acts (e.g., prevention and defensive-oriented 

protection).

B. Limited response and containment by local forces.

C. Immediate measures used for the initial MTS response 

and thereafter to reestablish MTS functions and cargo 

flow.

Maritime security (antiterrorism) activities for the MTS are 

conducted before an incident occurs, during incident 

response, and during recovery operations. These activities 

seek to deter and prevent incidents, protect maritime CIKR, 

and support MTS recovery. Where LE or maritime security 

(counterterrorism) response is required during incident 

management, maritime security (antiterrorism) is a 

supporting activity.

CONTINUING MARITIME SECURITY (ANTITERRORISM) 

REQUIREMENTS DURING INCIDENT MANAGEMENT

Maritime security (antiterrorism) requirements are a 

continuing responsibility during incident management per

references (a) through (p), regardless of the initiating hazard 

or cause of an incident. An event which is or threatens to 

become a maritime TSI triggers prearranged enhanced 

maritime security (antiterrorism) measures within the 

affected area to protect the MTS, with an emphasis on 

protecting maritime CIKR. Such an event would likely result 

in the Commandant implementing additional security 

measures (antiterrorism) as well as changes in MARSEC 

Level and force protection levels within the MTS. These

actions are guided by references (a), (g), and (p).

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Non-security incidents may also require enhanced maritime 

security (antiterrorism) measures to protect the MTS. During 

incident management, enhanced local maritime security 

(antiterrorism) measures may also be required by higher 

authorities through MARSEC level changes or other threat 

information.

MARITIME SECURITY (MARSEC) LEVELS

Maritime security emphasis is governed by the MARSEC 

Levels set by the Commandant in consultation with the 

Secretary of Homeland Security as outlined in reference (a). 

Changes to MARSEC Levels are informed by National 

Terrorist Advisory System (NTAS) Alerts and other 

intelligence; however the Commandant may change 

MARSEC Level without an NTAS Alert. 

An increase in MARSEC Level may be unnecessary in the 

absence of an appreciable maritime threat. Likewise, a 

reduction in MARSEC Level might not immediately follow the 

expiration of an NTAS Alert if the Commandant determines a 

continued need for elevated Port, Waterways, and Coastal 

Security (PWCS) activities.

MARITIME SECURITY DIRECTIVES

As stated in 33 CFR 101.405, when the CG determines that 

additional security measures are necessary due to a threat 

assessment or to a specific threat against the MTS, the CG 

may issue a MARSEC Directive setting forth mandatory 

security measures. Each owner or operator of a vessel or 

facility subject to a MARSEC Directive must comply with the 

MARSEC Directive.

AREA MARITIME SECURITY

AMS under the MTSA, reference (e), and implementing 

regulations found in reference (h) cover the full 

preparedness continuum of prevention, protection, 

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mitigation, response, and recovery. The IMT should focus on 

developing measures, procedures, and strategies for 

preventing and responding to a maritime TSI, and facilitating 

the recovery of the MTS following a maritime TSI.

AREA MARITIME SECURITY DURING INCIDENT 

MANAGEMENT

The AMSP provides an existing local maritime security 

foundation, including coordination and communications 

arrangements with the port community for initiating incident 

management by a UC for a marine transportation emergency 

or TSI. The IC/UC should ensure the coordination of AMS 

activities across all Groups and Divisions and maritimerelated support of ESFs.

Facility and Vessel Security Plans provide facility or vessel 

specific strategies and tactics to support response to an 

incident involving maritime assets. 

AREA MARITIME SECURITY COMMITTEES (AMSCs)

AMSCs plan and coordinate support amongst port 

stakeholders; they are not response entities for the purpose 

of incident management.

The IC/UC and the IMT should use the existing knowledge 

and preparedness work of the local AMSC when developing 

Objectives, Strategies, and Tactics.

The AMSC in the development of the AMSP has: 

A. Identified maritime CIKR in the AOR and provided 

recommended response strategies.

B. Identified likely areas of risk within the AOR through 

annual risk-based assessments.

C. Developed recommended mitigation strategies and 

implementation methods.

D. Developed detailed additional security measures for 

increased MARSEC Levels.

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E. Pre-identified interagency response and recovery 

organizational constructs, responsibilities, capabilities, 

and procedures for security response and MTS 

recovery.

AREA MARITIME SECURITY PLANS (AMSPs)

An AMSP is not a response plan, but a coordination plan 

focused on awareness, preparedness, and prevention with 

supporting plans for salvage response and MTS recovery.

The AMSP identifies roles, responsibilities, and resources 

very broadly and is generally limited to determining who will 

respond, what their roles will be, what resources they can 

provide, and procedures that they will use.

AMSPs are designated as SSI and safeguarded in 

accordance with 49 C.F.R. §1520. AMSPs are supporting 

plans to references (a), (c), (e), (h) and (j). Plan content is 

specified by reference (i).

The IC/UC should leverage the preapproved communication 

and coordination processes amongst port stakeholders, LE,

and public officials in the AMSP to:

A. Identify and reduce vulnerabilities to security threats in 

and near the MTS.

B. Implement special procedures to ensure marine safety 

and the safety and readiness of personnel, installations, 

and equipment.

C. Coordinate prevention and protection procedures during 

response.

D. Facilitate and support coordinated MTS recovery and 

restoration activities.

AMSPs and ACPs may be implemented simultaneously

requiring additional agencies and stakeholders to be 

included in the incident management organization.

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MARITIME SECURITY (ANTITERRORISM) - SPECIFIC ICS

POSITIONS AND TASK DESCRIPTIONS

ICS positions and tasks specific to maritime security 

(antiterrorism) incidents are described below.

INCIDENT COMMANDER

A. Review maritime security (antiterrorism) responsibilities 

as delineated in the AMSP for the AOR of the incident.

B. Determine required maritime security measures based 

on the MARSEC Level.

C. Comply with critical incident communications 

requirements in reference (m).

D. Ensure that Operations has developed Divisions or 

Groups to accomplish maritime security related 

objectives.

E. Assist the CG Component Commander in coordinated 

maritime security (antiterrorism) and MTS response and 

recovery operations consistent with the AMSP.

F. Determine the antiterrorism support requirements for 

military outloads (MOL) in or through the affected area.

AREA MARITIME SECURITY GROUP

A. Coordinate the implementation of MARSEC Level 

changes.

B. Monitor and report attainment of MARSEC Level 

measures and deficiencies.

C. Assist the IC in meeting critical incident communications 

requirements in reference (m).

D. Implement AMSP contingency arrangements and 

procedures.

E. Coordinate AMS oversight and support with AMSC.

F. Coordinate AMS support for LE, oil and hazardous 

substance incidents, SAR, MOL, and MTS recovery 

activities.

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CHAPTER 18

SEARCH AND RESCUE

1. Introduction 18-3

2. Search and Rescue Response 18-3

3. SAR Organizational Construct Example 18-6

4. Key Areas to a Successful SAR Response 18-8

5. SAR Specific ICS Positions and Task 

Descriptions 18-8

6. SAR System Specific Functions 18-12

7. Technical Specialists and Equipment 18-13

8. ESF #9 18-13

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References:

(a) International Aeronautical and Maritime Search and 

Rescue Manual, Volumes I and II

(b) U.S. National Search and Rescue Supplement 

(NSS) to the International Aeronautical and Maritime 

Search and Rescue Manual (IMSAR)

(c) National Search and Rescue Plan, 1999

(d) U.S. Coast Guard Addendum to the National Search 

and Rescue Supplement (NSS) to the International 

Aeronautical and Maritime Search and Rescue 

Manual (IMSAR), COMDTINST M16130.2 (series)

(e) 14 U.S. Code 88- Saving Life and Property

(f) National Incident Management System

(g) National Response Framework

(h) Emergency Support Function #9 Annex

(i) The Catastrophic Incident Search and Rescue 

Addendum (CISAR)

(j) CG Mass Rescue Operations (MRO) Program, 

COMDTINST 16711.2 (series)

(k) Boat Operations and Training (BOAT) Manual Vol I, 

COMDTINST M16114.32 (series)

(l) CG Air Operations Manual, COMDTINST M3710.1 

(series)

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INTRODUCTION

SAR efforts focus on finding and assisting persons in actual 

or apparent distress and are carried out using a well-defined 

SAR response system per references (a) through (d). The

guidance in these references is based on international 

agreements that U.S. SAR services are obligated to follow to

maximize the effectiveness of SAR operations, particularly 

when working with other military services, SAR authorities of 

other nations, and ships or aircraft at sea. When an 

emergency warrants responses in addition to SAR, the NIMS 

ICS organizational structure is used for response 

management per references (e) and (f). Examples of other 

activities that are often closely associated with SAR include 

search and recovery, salvage, investigation, fire-fighting, and 

pollution response. Reference (g) provides the CG SAR 

authority independent of any international agreements.

This chapter describes CG SAR and ESF #9 responsibilities

and examples of ICS organizational structures that will 

provide supervision and control of essential functions during 

a SAR incident. SAR operations are conducted in 

accordance with references (b) through (d) which define 

SAR responsibilities and provide guidance to federal 

agencies with civil SAR responsibilities. Additional guidance 

can be found in references (a) and (e) through (l).

SEARCH AND RESCUE RESPONSE

ICS AND SAR SYSTEM INTERFACE

For large incidents that involve both SAR and non-SAR 

activities, the SMC will initiate and coordinate SAR response 

in accordance with references (a) through (e).

The SMC (or SMC designee) serves as the link between the 

SAR Response System and the ICS organization and is best 

placed at the Branch Director or Group Supervisor level. 

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Further description and duties of the SMC are discussed in 

the SAR System Specific Functions later in this chapter.

In addition to the standard NIMS ICS terminology used 

during typical incident response, SAR personnel will use 

standard SAR terminology and procedures described in 

references (a) through (d) regardless of the scope of the 

SAR response. While some NIMS ICS terminology and/or 

acronyms are the same as SAR terminology, such as 

Aircraft Coordinator, there are terms that are similar but have 

different meanings, functions, authorities, and 

responsibilities. For example, the NIMS ICS acronym OSC 

(Operations Section Chief) and the SAR system acronym 

OSC (On-Scene Coordinator) are not the same. The SAR 

system terminology is an internationally recognized standard 

lexicon and cannot be changed.

CLOSING OR SUSPENDING A SAR CASE IN AN ICS 

STRUCTURE

Only organizations designated as SAR Coordinators, as the 

CG is for maritime regions, have the authority to close or 

suspend a SAR case. For example, the local Fire Chief does 

not have the authority to suspend a maritime SAR case even 

though they may fill the IC role during a marine fire incident. 

Per reference (a), the IC may continue the SAR mission 

beyond the time a SAR case would normally be suspended 

due to humanitarian considerations, the large number of 

people involved, or a forecast of greatly improved search 

conditions.

TRANSITION FROM SAR TO OTHER MISSIONS

For the majority of incidents, a SAR response will be 

completed or suspended by the time the ICS structure is fully 

in place. As the SAR mission winds down and other 

missions take precedence (e.g., search and recovery), the 

SMC may be designated to serve as a Branch Director or 

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DIVS in Operations to manage on-scene operations other 

than SAR. Likewise, Search and Rescue Units (SRUs) may 

also be reassigned to other operations in the ICS structure 

once the SAR mission is concluded.

NATURAL DISASTERS

There are five natural disasters that commonly require CG 

SAR and federal ESF #9 support: earthquakes, floods, 

hurricanes, tornadoes, and tsunamis – SAR response to 

each type of disaster is unique. A basic understanding of the 

type of disaster and the potential impact the disaster can 

have on a community can greatly assist SAR responders in 

SAR operations.

INLAND SAR

Inland SAR due to floods is common when large weather 

systems create torrential or sustained rains, or ice melt 

conditions require specialized resources. It is also essential 

that the SOFR and staff are well acquainted with inland 

SAR-related hazards as they will be operating in especially 

dangerous working environment.

When flooding occurs state and local organizations pool their 

resources to handle SAR as best they can; however, these 

organizations can become overwhelmed and may seek 

federal assistance.

Although the CG does not conduct swift water rescues, it

does have unique resources that can assist with inland SAR

- Disaster Assistance Response Teams (DARTs). These 

highly mobile teams are unique to the CG western river 

sectors and consist of personnel and trailers loaded with 

flood punts, which are flat-bottomed boats designed to 

operate in the shallow waters typically found in flooded 

areas. DARTs are tasked by the SMC and provide SAR

support, transport victims, provide essential waterborne 

logistic support, and maintain access to flooded areas for 

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key response personnel. Contact LANTAREA (LANT-35), 

District 8 (dr), and/or District 9 (dr) for DART support.

SAR ORGANIZATIONAL CONSTRUCT EXAMPLE

Below is an example of one way to organize operations 

during a SAR response; baseline organizational constructs 

can be found in chapter 13. Experience and judgment are 

required to develop the best organizational construct to 

address complexities of an incident. This example also 

provides standardized terms and names of branches and 

groups.

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Operations

Section Chief

Planning

Section Chief 

Logistics 

Section Chief

Finance Section 

Chief

Air Operations 

Branch

Urban Search 

and Rescue

Group

On-Water Search and 

Rescue Group

(On-Scene Commander) 

Staging Area

Vessel

Task Force

Vessel

Helicopter

Helicopter

Fixed Wing

Fixed Wing

Helicopter

US

&R Team 

US

&R Team 

Situation Unit

Resources Unit

Documentation 

Unit

Technical

Specialists 

Communications 

Unit

Supply Unit

US

&R Team 

US

&R Team 

Other Planning 

Units based on 

scenario

Public 

Information 

Officer

Liaison Officer

Safety Officer

Assisting/

Coordinating 

Agency

Agencies

Representative

Strike Team

Unified Command

CG Incident Commander

Other Federal Agency Incident Commander

(FEMA, Air Force, National Park Service)

State/Local/Tribal Incident Commander(s)

Vessel Owner/Responsible Party Incident 

Commander (If required by law)

Position Not Filled

Duties assumed by the next 

higher assigned person

SAR Planner

Medical 

Group

Triage Leader

Patient 

Transportation

Leader

Morgue Leader

Intelligence / 

Investigation 

Section Chief

Treatment Leader

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KEY AREAS TO A SUCCESSFUL SAR RESPONSE

The SMC is the authority responsible for SAR response no 

matter where that person is placed within the ICS 

organization. The IC/UC and SMC objectives, strategies, 

and tactics must be aligned to ensure the maximum potential 

for saving life. This may require Branch-level planning to be 

conducted exclusively for the SAR Branch if the SMC is 

serving as the Branch Director vice an IC or OSC.

SAR - SPECIFIC ICS POSITIONS AND TASK 

DESCRIPTIONS

ICS positions and tasks specific to SAR incidents are

described below. A general description of SAR response 

system-specific functions is also included.

INCIDENT COMMANDER

The IC of an incident that includes a SAR mission must 

recognize that the SMC is obligated to carry out the SAR 

mission in accordance with references (a) through (i). The IC 

may be designated as the SMC; however, separate 

individuals should carry out the IC and SMC functions if the 

operational tempo and/or span of control warrant it. SAR 

responses that include non-SAR activities include search 

and recovery, AMS, salvage, investigation, pollution 

response, and fire-fighting.

The major responsibilities of the IC in addition to those

outlined in chapter 6 are:

A. Ensure the ICP accommodates the following 

components: (1) at-sea command and control; (2) 

reconstruction, investigation and human remains transfer 

(primarily involving mass casualties); (3) family briefings; 

and (4) media briefings and access.

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B. If it is not operationally feasible for the SMC to be 

physically located at the ICP, the SMC should assign a 

liaison to the ICP to represent the SMC.

C. Establish a Medical Group to coordinate emergency 

medical care, including transportation to medical 

facilities for Person On Board (POB) of a distressed 

vessel or craft.

D. Immediately assign or request a PIO to provide initial 

information to the media.

E. Establish a JIC to provide timely information on progress 

of SAR efforts and outline future actions. Ensure the JIC 

is staffed to meet information demands from the media, 

community, and general public.

F. Conduct press briefings. Include the SMC if the IC is not 

the designated SMC.

G. Coordinate with the SMC to notify next of kin as soon as 

possible.

H. Hold daily briefings with next of kin to provide updates 

on mission progress and future actions. Ensure briefings 

are held prior to releasing new information to the media. 

Note: For cases involving airline crashes, the airlines are 

responsible for making next of kin notifications.

I. Ensure that next of kin lodging options are located near 

each other and easily accessible to facilitate daily 

briefings for SAR activities involving a large number of 

victims, especially mass casualty or prolonged search.

J. Establish an area where next of kin can receive daily 

briefings, preferably a central location to where next of 

kin are lodged.

K. If unable to personally provide daily next of kin briefings, 

assign a senior officer who is not engaged in the SAR

operation to provide next of kin daily briefings as a 

primary task.

L. Prior to suspending search efforts notify next of kin of

SAR efforts.

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M. Use fatigue standards found in references (i) and (j) and 

applicable policies of the organization providing the SRU 

for response operations.

Note: When the potential for saving life is minimal, SRUs will 

not be put at unnecessary risk, nor should they continue 

SAR when their use may preclude their availability for other 

missions.

OPERATIONS SECTION CHIEF (OSC)

The OSC of an incident that includes a SAR mission must 

recognize that the SMC is obligated to carry out the SAR 

mission in accordance with references (a) through (d). The 

OSC may be the designated SMC; however, separate 

individuals should carry out the OSC and SMC functions if 

the operational tempo and/or span of control warrant it. If the 

OSC is also the SMC then the SMC responsibilities apply in 

addition to the standard OSC responsibilities.

SAR SYSTEM-SPECIFIC FUNCTIONS

The roles and responsibilities described herein are provided 

for the IC. The SMC and SAR On-Scene Coordinators are to 

use guidelines and procedures set forth in references (a) 

through (d) and in SOPs.

SAR COORDINATOR

The SAR Coordinator (SC), assigned at the District or Area 

level, oversees the SAR response and has the authority to 

suspend a SAR case. Although there are incidents where 

the SC has delegated suspension authority to the SMC in 

accordance with reference (d), these types of incidents are 

unlikely to involve an ICS organization. When the IC is 

designated, the SMC function will be placed under the 

umbrella of the ICS organizational structure, typically in the 

SAR Group or Branch in Operations.

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SAR MISSION COORDINATOR (SMC)

The SMC manages the SAR response to an incident and is 

assigned at the Sector or District level. The SMC shall be 

designated in writing with a copy on file at the local Sector or 

District Command Center, in accordance with reference (k).

In the CG, the SMC designation is made by a command 

center that serves as a Rescue Coordination Center (RCC) 

or Rescue Sub-Center (RSC).

The major responsibilities of the SMC are:

A. Gather detailed information relating to the distress 

situation.

B. Issue an Urgent Marine Information Broadcast (UMIB) to 

inform mariners in the area of the distress situation and 

to instruct them appropriately.

C. Conduct SAR operations per references (a) through (i).

D. Assign a SAR On-Scene Coordinator, as appropriate.

E. Use search planning tools to develop search plans that 

optimally use available resources.

F. Ensure all SAR documentation is provided to the DOCL

(e.g., copies of SITREPs, logs, SAR Action Plans, photo, 

and video).

SAR ON-SCENE COORDINATOR

The SAR On-Scene Coordinators manages the on-scene

SAR using the resources made available by the SMC and 

should safely carry out the SAR Action Plan in accordance 

with references (a) through (i). The SAR On-Scene 

Coordinators may serve as a Branch Director or Group 

Supervisor to manage on-scene operations after the SAR 

mission is concluded and other missions continue, such as 

search and recovery.

The major responsibilities of the SAR On-Scene 

Coordinators are:

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A. Establish and maintain communications with the SMC.

B. Assume operational control and coordination of all SRUs 

assigned until relieved or the mission is completed.

1. Establish and maintain communications with all 

SRUs using assigned on-scene channels.

2. Establish a common altimeter setting for all onscene aircraft.

3. Obtain necessary information from arriving SRUs, 

provide an initial brief and search instructions, and 

provide advisory air traffic service to aid pilots in 

maintaining separation from one another.

4. Obtain “operations reports” from aircraft.

C. Carry out SAR Action Plan.

1. Receive and evaluate all sighting reports and divert 

SRUs to investigate sightings.

2. Obtain search results from departing SRUs.

D. Submit sequentially numbered SITREPs to the SMC at 

regular intervals.

TECHNICAL SPECIALISTS AND EQUIPMENT

RESCUE SWIMMER

All CG Air Stations with helicopters have highly trained 

rescue swimmers who are emergency management 

technician (EMT) qualified and trained to deploy from a

helicopter to recover an incapacitated victim from the water, 

day or night.

SELF-LOCATING DATUM MARKER BUOY (SLDMB)

All CG Air Stations and many CG surface units and small 

boat stations are equipped with self-locating datum marker 

buoys (SLDMB). These SLDMBs provide high-quality, 

extended-duration water current information and frequent, 

high-resolution (GPS-based) position information 

independent of an on-scene unit. Reference (d) provides 

detailed information on SLDMBs.

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ESF #9 SEARCH AND RESCUE

Federal assistance under ESF #9 coordinates the 

assignment of federal SAR resources used during lifesaving 

operations in support of a federal or state agency. ESF #9 

assistance is scalable to meet the specific needs of each 

incident as it is based upon the nature and magnitude of the 

incident and the capabilities of state, tribal, and local SAR 

resources. Federal SAR assistance is normally conducted 

under an ESF #9 MA.

The figure below conceptually represents the planning

process, interagency coordination, and conduct of ESF #9 

SAR operations.

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While FEMA coordinates the overarching planning and 

conduct of disaster response operations under the Stafford 

Act, the strategic, national-level, interagency ESF #9 

planning and guidance is coordinated through the National 

Search and Rescue Committee (NSARC). The federal 

agencies of NSARC that are responsible for ESF #9 

operations are:

A. FEMA Urban Search and Rescue (US&R).

B. U.S. Coast Guard.

C. National Park Service (NPS).

D. Department of Defense (DoD)/ Commander, U.S. 

Northern Command (CDRUSNORTHCOM)/

Commander, U.S. Pacific Command (CDRUSPACOM).

At the operational level, these ESF #9 Primary Agencies are

responsible for the:

A. Conduct of ESF #9 operations.

B. Development of agency-specific plans, doctrine, training, 

tactics, techniques, and procedures for the conduct of 

ESF #9 operations.

At the tactical level, the ESF #9 Primary Agencies conduct 

Critical Incident Search and Rescue (CISAR) operations at 

the request of the state or SAR authority.

FEMA: ESF #9 Coordinator

FEMA serves as the ESF #9 Coordinator.

The major responsibilities of the ESF #9 Coordinator are to:

A. Activate ESF #9 when an anticipated or actual incident 

may result in a request for SAR response.

B. Designate the incident specific Primary Agency for an 

ESF #9 SAR response.

C. Coordinate with other ESFs to ensure the most 

expedient and efficient resources are mobilized.

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ESF #9 Primary Agencies

Type of SAR Primary Agency Operational Overview

US&R FEMA

Includes operations for natural and man-made disasters,

catastrophic incidents, and structural collapse that 

primarily require FEMA US&R task force response. The 

National US&R Response System includes FEMA US&R 

task forces, Incident Support Teams (ISTs), and technical 

specialists in accordance with the National Search and 

Rescue Plan (NSP), reference (c).

Maritime/Coastal/ 

Waterborne SAR CG

Includes operations for natural and man-made disasters 

that primarily require CG air, ship, boat, and response 

team operations. The federal maritime/coastal/waterborne 

SAR response includes CG resources in accordance with 

the NSP.

Land SAR NPS and DoD

Includes operations that require aviation and ground 

forces to meet mission objectives other than 

maritime/coastal/waterborne and structural collapse SAR 

operations as described above.

ESF #9 lists the duties and responsibilities of each Primary 

Agency.

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ESF #9 Incident Specific Overall Primary Agency

The purpose of the ESF #9 incident specific overall Primary 

Agency is to coordinate the provisioning and response of 

federal SAR resources (both Primary and Support Agencies) 

to the requesting federal, state, tribe, or local agency as 

rapidly as possible.

In order to expedite resource requests, the ESF #9 incident 

specific overall Primary Agency should have representatives 

at key response coordination locations (e.g., NRCC, RRCC, 

JFO, IMAT, state, tribal, and local Incident Commands, and 

EOCs).

The ESF #9 incident specific overall Primary Agency

representatives:

A. Should understand how ESF #9 resources are 

requested, deployed, and employed under reference (c)

as well as through the MA process.

B. Have available ESF #9 Primary and Support Agency 

contact information.

C. Assist in coordinating which ESF #9 agencies will 

provide requested SAR resources.

The Federal Agency designated as ESF #9 incident specific 

overall Primary Agency will:

A. Determine what SAR resources are available from the 

ESF #9 Primary Agencies. Recommend if additional 

resources are needed.

B. Provide a consolidated list of federal, state, and local

SAR resources to FEMA and the other ESF #9 Primary 

Agencies on a daily basis, or as required.

C. Provide incident reports, assessments, and situation 

reports (SITREPs) on a daily basis, or as required.

D. Coordinate integration of federal SAR resources in 

support of the federal, state, tribal, or local agency 

requesting the support.

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E. Coordinate the assignment of additional support assets.

F. As required, provide representation at FEMA’s NRCC, 

JFO, and state, tribal, and local EOCs.

The figure below outlines the processes the ESF #9 incident 

specific overall Primary Agency, Primary Agencies, and 

Supporting Agencies follow to accomplish ESF #9 

objectives.

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CG Responsibilities under ESF #9

Other ESF #9 Primary Agencies will provide support to the 

incident specific overall Primary Agency, as required; major

responsibilities for the CG are as follows.

As a Primary Agency:

1. Designate a SAR Mission Coordinator (SMC) who will

carry out SAR along the navigable waterways and 

tributaries in the SMC’s AOR.

2. Coordinate assigned resources.

3. Coordinate response from an agency-designated 

command center (Area/District/Sector), the Rescue 

Coordination Center, Rescue Sub-Center, or Joint 

Rescue Coordination Center nearest to the affected 

area.

As a Support Agency:

1. Provide CG resources and capabilities as appropriate.

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CHAPTER 19

MASS CASUALTY/MASS RESCUE

1. Introduction 19-3

2. Mass Casualty/Mass Rescue Incident

Command and Coordination Organization

Construct Example 19-4

3. Mass Casualty/Mass Rescue Specific ICS

Positions and Task Definitions 19-7

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References:

(a) National Response Framework

(b) National Incident Management System

(c) IMO/ICAO International Aeronautical and Maritime 

Search & Rescue Manual, Vols. I and II

(d) U.S. National Search and Rescue Supplement to the 

International Aeronautical and Maritime Search & 

Rescue Manual

(e) National Search and Rescue Plan, 1999

(f) Addendum to the National Search and Research 

Manual, COMDTINST 16130.2 (series)

(g) Coast Guard Mass Rescue Operations (MRO) 

Program, COMDTINST 16711.2

(h) FEMA Operational Templates and Guidance for 

EMS Mass Incident Deployment, June 2012

(i) Military Dive Operations Multiservice Tactics 

Techniques and Procedures Manual

(j) Coast Guard Diving Policies and Procedures 

Manual, COMDTINST M3150.1 (series)

(k) New York Fire Department Study “Fire Department 

of New York Multiple Casualty Incident Command 

Structure”, 

http://www.usfa.fema.gov/pdf/efop/efo45102.pdf

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INTRODUCTION

The CG continuously prepares for maritime mass 

rescue/mass casualty incidents as described and required in 

reference (a) through (g). CG Sectors and Districts work 

closely with state and local governments to develop 

integrated contingency plans and response procedures. The 

guidance in this chapter should be used to help develop inter

and intra-agency contingency plans and incident 

management structures for a mass casualty/mass rescue

incident.

Note: The CG uses the term “mass rescue” while state, 

tribal, and local organizations may use the terms “mass 

casualty”, “multi-casualty”, or “mass care” as described in 

reference (h). These terms are generally interchangeable for 

the purposes of this Handbook.

Due to the rapid and dynamic response needed to save lives 

the CG should focus first on incident command and 

coordination with state, tribal, and local fire and EMS 

organizations. State, tribal, and local fire and EMS officials 

are critical partners to successfully saving the most lives 

possible during a mass casualty/mass rescue incident. Only 

after command and coordination systems and structures are 

developed, and the dynamic nature of the initial response is 

lessened, will the IC/UC be able to begin IAP development. 

This may require the IC/UC to remain in the initial response 

(stem of the Planning P) phase for an extended period of 

time.

For mass casualty/mass rescue incidents near shore where 

notifications are typically received through the 911 system as

well as very high frequency (VHF) radio, the CG should be 

prepared for state, tribal, and local organizations to quickly 

establish an ICP. The ICP will normally be established at a 

predesignated location identified in Mass Rescue and state, 

tribal, local Emergency Operation Plans. If the predesignated 

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ICP location is not appropriate to the response operations 

fire and EMS organizations will typically establish an ICP as 

close as possible to the incident site. The CG should be 

prepared to send Command and General Staff to support the 

ICP established by the fire and EMS organizations while 

recognizing that on water response operations continue to 

be directed from the CG Command Center, which should be 

included in the incident organization as the On-Water SAR

Branch.

MASS CASUALTY/MASS RESCUE INCIDENT COMMAND 

AND COORDINATION ORGANIZATION CONSTRUCT 

EXAMPLE

Below is an example of how to organize operations during a

mass casualty/mass rescue response; baseline 

organizational constructs can be found in chapter 13. The 

example shown is not meant to imply that this is the only 

way to build an ICS organizational structure. Experience and 

judgment are required to develop the best organizational 

construct to address complexities of an incident. The 

example provides some standardization of terms and names 

of branches and groups.

Due to the magnitude and large response organization 

needed to respond to a mass casualty/mass rescue incident 

the initial response organization may expand rapidly 

requiring multiple Groups and Divisions, and even Branches. 

The organizational chart below is focused on the Operations 

Section organization with the understanding that the IMT 

organization of Planning, Logistics, and Finance and 

Administration will be established as described in chapter

13.

Primary operational functions that should be included in a 

mass casualty/mass rescue incident include:

A. On-Water SAR.

B. On-Land SAR.

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C. Medical triage, treatment, and transport.

The initial response IC/UC will need to immediately 

determine which agency will staff the OSC position and 

which will support as Deputy OSCs. This decision should not 

be based on authority or jurisdiction hierarchy but rather on 

the primarily functions, knowledge, and skills needed to 

manage patients and affect optimal patient care. The CG, 

even if serving as the lead federal agency, may or may not 

be the most appropriate OSC during a mass casualty/mass 

rescue scenario. This decision by the IC/UC will have to be 

balanced against other operations that are being conducted 

since mass casualty/mass rescue incidents are rarely single 

discipline events and usually involve some combination of 

fire, EMS, oil, hazardous substances, LE, and public works 

response activities.

Reference (k) is a study of EMS involvement in several Mass 

Casualty/Mass Rescue responses. This study included CG 

Mass Casualty/Mass Rescue response operations

conducted in coordination with the New York Fire 

Department and finds that in a Multi-casualty scenario during 

the period of time when victim care is most critical to save 

lives, the UC and specifically the OSC will need to make 

critical decisions regarding patient care, movement, and 

transfer. These individuals will be involved with employing 

the START triage system to decide the best courses of 

management to allocate resources to do the most good for 

the highest number of patients. It may mean making the 

decision to divert the many hands needed for 

cardiopulmonary resuscitation (CPR) on pulseless, 

breathless patients to a higher number of critical but likely 

salvageable patients.

The OSC must be familiar with mutual aid agreements from 

other organizations and geographic areas near the incident. 

Municipal, volunteer, private, and hospital units that are 

responding need to be coordinated.

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The OSC and Medical Branch Director should have intimate 

knowledge of local hospital capabilities, staffing, and 

availability to avoid sending too many patients to any one

hospital or to hospitals that cannot treat the victims’ injuries, 

for example burns or trauma.

Many large city fire departments have cross-trained 

members in both Fire and EMS to help fill these roles during 

a Mass Casualty/Mass Rescue Incident.

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May 2014 Type 3 Mass Casualty/Mass Rescue Response Organization

Operations

Section Chief

Planning

Section Chief 

Logistics 

Section Chief

Finance Section 

Chief

Air Operations 

Branch

Fire Branch

On-Water SAR Branch

(On-Scene Commander) 

Staging Area

Division/Group

Division/Group

Missing Persons 

Group

Helicopter

Helicopter

Fixed Wing

Fixed Wing

Helicopter

Division/Group

Division/Group

Situation Unit

Resources Unit

Documentation 

Unit

Technical

Specialists 

Communications 

Unit

Supply Unit

Division/Group

Division/Group

Other Planning Units based on 

scenario

Public 

Information 

Officer

Liaison Officer

Safety Officer

Assisting/

Coordinating 

Agency

Agencies

Representative

Division/Group

State, Tribal, local Fire Official

State, Tribal, local EMS Official (if not 

combined with Fire Official)

Coast Guard

Vessel Owner/Operator

Position Not Filled

Duties assumed by the next 

higher assigned person

SAR Planner

Medical 

Branch

Triage Leader

Patient 

Transportation

Leader

Morgue Leader

Investigative 

Operations Group

Forensic Group

Investigative 

Support Group

Intelligence / Investigation 

Section Chief

Family Assistance

Treatment Leader

On-Land SAR 

Branch

Division/Group

Division/Group

Division/Group

Division/Group

Unified Command

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MASS CASUALTY/MASS RESCUE - SPECIFIC ICS 

POSITIONS AND TASK DESCRIPTIONS

ICS positions and tasks specific to mass casualty/mass 

rescue incidents are described below, and are described in 

detail in reference (h). 

MEDICAL GROUP SUPERVISOR

The Medical Group Supervisor is responsible for the 

implementation of the IAP within the Medical Group. This 

includes the direction and execution of Medical Group

planning for the assignment of resources within the Medical 

Group. The Medical Group Supervisor reports to the OSC

and supervises the Triage, Treatment, and Patient 

Transportation Leaders as well as the Medical Supply 

Coordinator. The Medical Group controls activities within the 

medical area in order to ensure the best possible emergency 

medical care to patients during a multi casualty/mass rescue 

incident.

The major responsibilities of the Medical Group Supervisor 

are:

A. Review Common Responsibilities in chapter 2.

B. Review Group/Division Assignments for effectiveness of 

current operations and modify as needed.

C. Supervise Medical Group Activities.

D. Report to OSC on Medical Group activities.

E. Coordinate with the state, tribal, or local medical director, 

if available.

F. Participate in the development of the IAP, through the 

OSC, and review the general control objectives including 

alternate strategies as appropriate.

G. Recommend treatment area locations if needed and 

isolate the Morgue (black) and Minor (green) Treatment 

Areas away from Immediate (Red) and Delayed (Yellow) 

Treatment Areas.

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H. Consider use of a Contaminated Patient Treatment Area 

(blue) and determine how to differentiate between 

contaminated and decontaminated patients.

I. Request LE and medical examiner involvement as 

needed.

J. Collect, review, and compile casualty information.

K. Request additional personnel sufficient to handle the 

magnitude of the incident.

L. Determine the amount and types of additional medical 

resources and supplies needed for incident response 

(e.g., medical caches, backboards, litters, and cots).

M. Establish communications with and direct the Patient 

Transportation Leader.

N. Ensure activation of the hospital alert system, local EMS, 

and health organizations.

O. Direct and/or supervise on-scene personnel from 

organizations such as the medical examiner’s office, 

NGOs, LE, private ambulance companies, county health 

organizations, and hospital volunteers.

P. Supervise patient decontamination.

Q. Conduct applicable notifications.

R. Ensure proper security, traffic control, and access to the 

medical area.

S. Direct medically trained personnel in coordination with 

the appropriate Treatment Leader(s).

T. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

TRIAGE LEADER

The Triage Leader reports to the Medical Group Supervisor

and supervises the Triage Personnel/Litter Bearers. The 

Triage Leader assumes responsibility for providing triage 

management and movement of patients from the triage area.

The major responsibilities of the Triage Leader are:

A. Review Common Responsibilities in chapter 2.

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B. Develop a triage organization sufficient to handle the 

situation.

C. Inform Medical Group Supervisor of resource needs.

D. Implement the triage process.

E. Coordinate movement of patients from the triage area 

(incident site) to the appropriate treatment area.

F. Supervise patient decontamination.

G. Conduct applicable notifications.

H. Give periodic status reports to Medical Group 

Supervisor.

I. Maintain security and control of the triage area.

J. Establish a morgue with medical examiner personnel.

K. Establish an area for contaminated casualties if 

necessary.

L. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

TREATMENT LEADER

The Treatment Leader reports to the Medical Group 

Supervisor. The Treatment Leader assumes responsibility 

for treatment, preparation for transport, and movement of 

patients to ambulance staging areas(s).

The major responsibilities of the Treatment Leader are:

A. Review Common Responsibilities in chapter 2.

B. Develop a treatment organization sufficient to handle the 

situation.

C. Direct and supervise treatment dispatch to Immediate 

(red), Delayed (yellow), Minor (green), and 

Contaminated (blue) Treatment Areas.

D. Ensure continued triage of patients and re-locate as 

necessary throughout the treatment areas.

E. In coordination with the Triage Leader, Mange the 

movement of patients from the triage area to treatment 

areas.

F. Request sufficient medical supplies.

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G. Coordinate treatment activities with the Patient 

Transportation Leader.

H. Direct the movement of patients to ambulance loading 

area(s).

I. Give periodic status reports to the Medical Group 

Supervisor.

J. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

PATIENT TRANSPORTATION LEADER

The Patient Transportation Leader reports to the Medical 

Group Supervisor and supervises the Medical 

Communications Coordinator and Air and Ground 

Ambulance Coordinators. The Patient Transportation Leader

is responsible for the coordination of patient transportation 

and maintenance of records relating to patient identification, 

injuries, mode of off-incident transportation, and destination.

The major responsibilities of the Patient Transportation 

Leader are:

A. Review Common Responsibilities in chapter 2.

B. Establish communications with hospital(s).

C. Designate ambulance staging areas(s).

D. Direct the transportation of patients.

E. Record patient information and destination.

F. Direct the off-incident transportation of patients as 

determined by the Medical Communications 

Coordinator.

G. Establish communications with Ambulance 

Coordinator(s) and Helispot Manager.

H. Coordinate requests for air ambulance transportation 

through the Air Operations Branch.

I. Coordinate the establishment of the helispot(s) with the 

Medical Group Supervisor and the Helispot Manager.

J. Request additional ambulances, as required.

K. Notify Ambulance Coordinator(s) of ambulance requests.

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L. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

MORGUE LEADER

The Morgue Leader reports to the Medical Group Supervisor

and is responsible for morgue area activities until relieved by 

the Office of the Coroner or Medical Examiner.

The major responsibilities of the Morgue Leader are:

A. Review Common Responsibilities in chapter 2.

B. Assess resource needs and order as needed.

C. Coordinate all morgue area activities with investigative 

authorities.

D. Keep the morgue area off limits to unauthorized 

personnel.

E. Coordinate with LE and assist the Coroner’s Office or 

Medical Examiner’s Office as necessary.

F. Keep the identity of deceased persons confidential.

G. Maintain appropriate mortuary records and forward to 

DOCL for disposition.

H. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

FAMILY ASSISTANCE

Family Assistance provides services to victims’ family 

members, coordinates activities, lodging, food, spiritual and 

emotional needs, and transportation to special events (e.g., 

press conferences, memorial services), and any special 

needs that may assist victims’ family members.

The vessel owner or operator is responsible for the 

establishment and management of Family Assistance, 

though the NTSB typically provides this assistance for major 

transportation disasters.

The major responsibilities of Family Assistance are:

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May 2014

A. Review Common Responsibilities in chapter 2.

B. Coordinate with the Medical Group Supervisor and local 

and state authorities (e.g., medical examiner, local LE, 

emergency management, hospitals).

C. Conduct daily coordination meetings with the IC/UC to 

review daily activities, resolve problem areas, and 

synchronize future family support operations and 

activities.

D. Coordinate and provide briefings to victims’ families.

E. Ensure that an adequate number of Family Assistance 

personnel are present and rotated adequately.

F. Establish and maintain a working relationship with the 

CERT and CISM teams to cross-reference needs of the 

victims’ families.

G. Attend all staff briefings and planning meetings as 

required.

H. Request equipment and supplies through the LSC.

I. Ensure adequate lodging and/or sleeping arrangements

are made for family members of the victims.

J. Ensure that security needs for the victims’ family 

members are addressed.

K. Ensure that Family Assistance communications are 

centrally coordinated.

L. Ensure that Family Assistance transportation scheduling 

is centrally coordinated.

M. The following agencies provide similar family assistance 

during emergencies and may be able to aid:

1. American Red Cross (ARC).

2. Department of Health and Human Services (HHS).

3. FEMA.

4. NTSB.

N. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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NATIONAL DISASTER MEDICAL SYSTEM-DISASTER 

MEDICAL ASSISTANCE TEAMS

The National Disaster Medical System (NDMS) is a federally 

coordinated system that augments the nation’s medical 

response capability. The purpose of the NDMS is to 

supplement an integrated national medical response 

capability for assisting State and local authorities in dealing 

with the medical impacts of major peacetime disasters and 

to provide support to the military and the Department of 

Veterans Affairs (VA) medical systems in caring for 

casualties evacuated back to the U.S. from overseas armed 

conventional conflicts.

The NRF uses the NDMS as part of HHS’s Office of 

Preparedness and Response, under ESF #8 - Health and 

Medical Services, to support federal agencies in the 

management of the federal medical response to major 

emergencies and federally declared disasters. Its 

components include:

A. Disaster Medical Assistance Teams (DMAT).

B. Disaster Mortuary Operational Response Teams 

(DMORT).

C. National Veterinary Response Team (NVRT).

D. National Medical Response Team (NMRT).

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CHAPTER 20

OIL SPILL

1. Background 20-2

2. Oil Spill Response Organizational

Construct Example 20-3

3. Oil Spill-Specific ICS Positions and

Task Descriptions 20-5

References:

(a) National Response Framework

(b) National Incident Management System

(c) 40 CFR §300, National Oil and Hazardous 

Substances Pollution Contingency Plan

(d) 30 CFR §254, Oil Spill Response Requirements for 

Facilities Located Seaward of the Coast Line

(e) Spill of National Significance Response 

Management, COMDTINST 16465.6

(f) NRT Use of Volunteers Guidelines for Oil Spills, 

2012

(g) NRT Programmatic Agreement on the Protection of 

Historic Properties During Emergency Response 

under the NCP, 1997

(h) 16 U.S.C. 470f, National Historic Preservation Act of 

1966, Section 106

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BACKGROUND

The CG is the lead federal agency for pollution response in 

coastal zones and provides pre-designated FOSCs to direct 

and coordinate pollution response.

The NCP is the primary regulation for pollution response. A

UC and its Command and General Staffs should be 

extremely familiar with the contents of the NCP. The NCP 

outlines national response priorities which can be 

summarized as follows:

A. Ensure the safety of human life.

B. Stabilize the situation by securing/removing the source.

C. Use all tactics in a coordinated manner.

In addition to the NCP, the UC should follow the applicable 

Regional Contingency Plan (RCP) and ACP. These plans 

should designate a FOSC and a State On-Scene 

Coordinator (SOSC) to be part of the UC.

If a Responsible Party (RP) has been identified, then a 

Facility Response Plan (FRP), Vessel Response Plan 

(VRP), or Oil Spill Response Plan (OSRP) is required to be 

enacted as appropriate. However, at any time, facilities or 

vessels may enact their FRP/VRP/OSRP, if deemed 

appropriate. These plans pre-identify a spill management 

team and other response resources. The RP is expected to 

become a member of the UC.

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OIL SPILL RESPONSE ORGANIZATIONAL CONSTRUCT 

EXAMPLE

Below is an example of how to organize operations during 

an oil spill response; baseline organizational constructs can 

be found in chapter 13. The example shown is not meant to 

imply that this is the only way to build an ICS organizational 

structure. Experience and judgment are required to develop 

the best organizational construct to address complexities of 

an incident. The example provides some standardization of 

terms and names of branches and groups.

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May 2014 Type 3 Oil Spill Response Organization

Operations

Section Chief

Planning

Section Chief 

Logistics 

Section Chief

Finance Section 

Chief

Salvage Group Source Control 

Branch Recovery and Protection 

Branch

Wildlife Branch

Staging Area

On-Water

Recovery Group

Shoreside

Protection Group

Recovery Group

Vessel

Vessel

Vessel

Cutter

Vessel

Flow Modeling 

Group

Subsea 

Dispersant 

Group

DIVS

Situation Unit

Resources Unit

Documentation 

Unit

Technical

Specialists 

Communications 

Unit

Supply Unit

Cost Unit

Air Operations 

Branch

Source Control 

Projects Group

DIVS

DIVS

DIVS

Environmental 

Unit

Public 

Information 

Officer

Liaison Officer

Safety Officer

Assisting/

Coordinating 

Agency

Agencies

Representative

Disposal Group

Unified Command

CG Incident Commander

State/Local/Tribal Incident 

Commander(s)

Responsible Party Incident 

Commander (If required by law)

Position Not Filled

Duties assumed by the next 

higher assigned person

Alternative 

Response 

Technology Group

VOSS/SORS/

VOO/AOSC

Sampling Technical SpecialistTrajectory Forecasting Technical Specialist*

Weather Forecast Technical Specialist*

Resources at Risk Technical Specialist*

Shoreline Cleanup Assessment Technical Specialist*Historical/Cultural Resources Technical Specialist*Disposal Technical Specialist*

Scientific Support 

Coordinator

Source Control 

Support Coordinator

Investigations 

Operations Group

Forensic Group

Intelligence / 

Investigation 

Section Chief

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OIL SPILL-SPECIFIC ICS POSITIONS AND TASK 

DESCRIPTIONS

ICS positions and tasks specific to oil spill incidents are

described below. 

NATIONAL INCIDENT COMMANDER

The National Incident Commander (NIC) for oil discharges 

may be designated and perform the functions described in 

reference (c).

INCIDENT COMMANDER

The IC for oil discharges will, whenever possible and 

practical, be included in the UC typically positioned under 

one of the following:

A. The pre-designated FOSC.

B. The pre-designated SOSC.

C. The pre-designated Tribal On-Scene Coordinator 

(TOSC).

D. The representative of the RP IC.

In addition to the tasks detailed in chapter 6, the major 

responsibilities of the IC/UC specific to oil discharges are to:

A. Ensure the safety of human life.

B. Implement the NCP, RCP, ACP, and other appropriate 

plans.

C. Initiate a preliminary assessment of the oil spill.

D. Classify discharge as a minor, medium, or major spill or 

potential incident.

E. Determine if the source is secured or is an ongoing, 

uncontrolled discharge.

F. Ensure notification of the appropriate state organizations

which may be impacted.

G. Ensure prompt notification of the oil spill to natural 

resources trustees.

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H. Recommend Area or District activation of the NRT 

and/or RRT, if appropriate.

I. Assess the need for the use of special teams.

J. Manage the Endangered Species Act consultation 

process.

K. Manage alternative response technology approval, 

resources, and usage in accordance with the ACP, RCP, 

and NCP.

BRANCH DIRECTORS

To install the appropriate span of control in an IMT during an 

oil spill response, Branches may be established by function 

or geography.

Typical functional Branches may consist of:

A. Recovery and Protection.

B. Air Operations.

C. Wildlife.

D. Source Control.

Typical geographic Branches may consist of:

A. Offshore.

B. Near-shore

C. Coastal.

D. Inland.

Geographic branches may be further subdivided by North, 

South, East, West, Central, or mile-marker. The functional 

and geographic Branches noted above are not all inclusive.

SCIENTIFIC SUPPORT COORDINATOR

The SSC is a THSP and is defined in the NCP as the 

principal advisor to the FOSC for scientific issues. If the 

Environmental Unit has been established and the SSC is 

serving in the Command Staff, the SSC should also

coordinate with the ENVL.

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Generally, SSCs and their Scientific Support Teams (SSTs) 

are provided by NOAA in the coastal zones and by EPA in 

the inland zones. The FOSC can request SSC support 

directly from the SSC assigned to the area or from an RRT 

agency member.

During an oil spill response, the SSC serves on the FOSC’s 

staff and may at the request of the FOSC lead an SST and 

be responsible for providing scientific support for operational 

decisions and for coordinating on-scene scientific activity.

Additionally, SSCs may be designated by the FOSC as the 

principal advisors for scientific issues, communication with 

the scientific community, and coordination of requests for 

assistance from federal and state agencies regarding 

scientific studies.

The major responsibilities of the SSC are:

A. Review Common Responsibilities in chapter 2.

B. Attend planning meetings.

C. Determine resource needs.

D. Provide trajectory forecasting, including the actual 

location of oil, to the Situation Unit.

E. Seek consensus on scientific issues affecting the 

response.

F. Facilitate in the Endangered Species Act consultation 

process.

G. Develop a prioritized list of resources at risk, including 

threatened and endangered species, in conjunction with 

Natural Resource Trustee Representatives and the 

FOSC’s Historical/Cultural Resources THSP.

H. Provide environmental hazards information of the spilled 

product.

I. Evaluate and compare the environmental impacts of 

countermeasures, cleanup methods, and response 

endpoints.

J. Integrate knowledge from government agencies, 

universities, community organizations, and industry to 

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assist the FOSC in evaluating the hazards and potential 

effects of an oil release and in developing response 

strategies

K. Facilitate the FOSC’s work with the lead administrative 

trustee for natural resources to ensure coordination 

between damage assessment data collection efforts and 

data collected in support of response operations.

L. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SOURCE CONTROL SUPPORT COORDINATOR (SCSC)

The SCSC is a THSP and is the principal advisor to the 

FOSC for source control issues. The SCSC serves on the 

FOSC’s staff and is responsible for providing source control 

support for operational decisions and for coordinating onscene source control activity.

During a source control issue involving a loss of well control 

or pipeline incident on the Outer Continental Shelf, the 

SCSC and other source control THSPs are provided by 

BSEE. In addition to the SCSC, source control THSPs can 

be inserted throughout the response organization, as 

needed, to ensure those operators are adequately supported 

and integrated into the overall response. During a source 

control issue involving a loss of well control or pipeline 

incident, the SCSC and other source control THSPs can be 

provided by the BSEE Regional Office.

The major responsibilities of the SCSC are:

A. Review Common Responsibilities in chapter 2.

B. Attend planning meetings.

C. Determine resource needs.

D. Provide governmental well intervention expertise.

E. Provide analysis of proposed well operations.

F. Provide engineering and inspection resources for well 

intervention and oil and gas processing.

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May 2014

G. Provide worse case discharge forecasting for flow 

modeling to the SITL.

H. Seek consensus on source control issues affecting the 

response.

I. Facilitate the surface blowout or subsea source control 

consultation process, which includes input from 

government agencies, universities, community 

organizations, and industry.

J. Quantify the flow rate information of the source.

K. Evaluate and compare the environmental impacts of 

countermeasures, spill abatement methods, and source 

control endpoints.

L. Integrate knowledge from government agencies, 

universities, community organizations, and industry to 

assist the FOSC in evaluating the hazards and potential 

effects of the subsea oil release and source control 

strategies.

M. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

NATURAL RESOURCE DAMAGE ASSESSMENT (NRDA) 

REPRESENTATIVE

NRDA Representatives are responsible for coordinating 

NRDA needs and activities of the trustee team. NRDA 

activities generally do not occur within the structure, 

processes, and control of the ICS; however, many NRDA 

activities overlap with the environmental assessment 

performed for the spill response, particularly in the early 

phases of a spill response. Therefore, NRDA 

Representatives should remain coordinated with the spill 

response organization via the LOFR, and may need to work 

directly with the IC/UC, Planning and Operations Sections, 

and SSC to resolve any issues and prevent duplicative 

efforts.

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While NRDA resource requirements and costs may fall 

outside the responsibility of the Logistics and 

Finance/Administrative Sections, coordination is important. 

The NRDA Representative will coordinate NRDA or

environmental injury determination activities.

The major responsibilities of the NRDA Representative are:

A. Review Common Responsibilities in chapter 2.

B. Review AREP Responsibilities in chapter 6.

C. Attend appropriate meetings to facilitate communication 

between the NRDA Team and IC/UC.

D. Provide status reports.

E. Coordinate with the LOFR, or IC/UC in the absence of a 

LOFR, to assure that NRDA field activities do not conflict 

with ICS response activities, request logistical support 

for NRDA field activities, and ensure the safety and 

accountability of all field personnel.

F. Seek the FOSC’s cooperation in acquiring responserelated samples or results of sample analysis applicable 

to NRDA activities (e.g., spilled product from the source 

and oil from contaminated wildlife).

G. Obtain necessary safety clearances for access to 

sampling sites.

H. Support the incident response information requirements 

as appropriate.

I. Interact with appropriate units to collect information 

requested by the NRDA Team.

RECOVERY AND PROTECTION BRANCH DIRECTOR 

(RPBD)

The Recovery and Protection Branch Director (RPBD) is 

responsible for overseeing and implementing the protection, 

containment, and cleanup activities established in the IAP.

The major responsibilities of the RPBD are:

A. Review Common Responsibilities in chapter 2.

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B. Implement IAP Protection Strategies.

C. Implement IAP Recovery Strategies.

D. Implement Best Management Practices (BMP) for 

protection of marine wildlife and other sensitive 

resources.

PROTECTION GROUP SUPERVISOR

The Protection Group Supervisor is responsible for the 

deployment of containment, diversion, and 

adsorbent/absorbent materials in designated locations. 

Depending on the size of the incident, the Protection Group 

may be further divided into Teams, Task Forces, and Single 

Resources.

The major responsibilities of the Protection Group 

Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Direct, coordinate, and assess the effectiveness of 

protective actions.

C. Modify protective actions as needed.

D. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

ON-WATER RECOVERY GROUP SUPERVISOR

The On-Water Recovery Group Supervisor is responsible for 

managing on-water recovery operations in compliance with 

the IAP. The On-Water Recovery Group may be further 

divided into Teams, Task Forces, and Single Resources as 

needed. The On-Water Recovery Group Supervisor 

manages the deployment of Vessel of Opportunity Skimming 

System (VOSS), Spilled Oil Recovery Systems (SORS), and 

Vessel of Opportunity (VOO).

The major responsibilities of the On-Water Recovery Group 

Supervisor are:

A. Review Common Responsibilities in chapter 2.

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B. Direct, coordinate, and assess the effectiveness of onwater recovery actions.

C. Modify recovery actions as needed.

D. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

OIL SPILL AERIAL OBSERVER

Aerial support, rotary and/or fixed wing, is indispensable for 

the effective employment of shoreline, marsh, and open

water oil skimming operations. Location and identification of 

high-threat leading edge, skim-able concentrations, 

trajectory validation, daily relocation or fleet adjustment is 

not usually possible without aerial support and Oil Spill Aerial 

Observers.

Oil Spill Aerial Observers should have attended the NOAA 

Aerial Observer training and at a minimum be Pollution 

Responder qualified or be an AREP with oil spill response 

experience and possess ability to complete the below 

requirements.

Refer to NOAA’s Open Water Oil Identification Job Aid for 

more information.

The major responsibilities of the Oil Spill Aerial Observer 

are:

A. Review Common Responsibilities in chapter 2.

B. Record the location of spilled oil and describe with 

standard terminology on structure, color, and percent 

cover; include any other significant observations and 

report findings to SITL.

C. Estimate oil thickness and volume, determine locations 

of recoverable oil concentrations, have knowledge of 

what local false positives may be (e.g., algae blooms, 

sea weed, and sediment deposits), identify false 

positives, and identify effective boom placement and 

places of boom failure.

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May 2014

D. Communicate via aircraft, hand held, or ship’s radio.

E. Read nautical charts and plot positions.

F. Direct the aircraft or vessel to perform a creeping line 

and parallel search pattern.

G. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

DISPERSANT OPERATIONS GROUP SUPERVISOR

For aerial support and/or applications of dispersant on the 

water’s surface, the Dispersant Operations Group 

Supervisor works closely with the Air Tactical Group 

Supervisor, On-water Recovery Group Supervisor, Subsea 

Dispersant Group Supervisor, and In-Situ Burn Group 

Supervisor as necessary.

The major responsibilities of the Dispersant Operations 

Group Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Determine dispersant resource needs.

C. Assist the Planning Section in the development of 

dispersant operations and monitoring plans.

D. Implement approved dispersant operations and 

monitoring plans.

E. Implement BMP for protection of marine wildlife and 

other sensitive resources.

F. Manage assigned dispersant resources and coordinate 

required monitoring.

G. Coordinate dispersant operations and use of airspace

with the Air Tactical Group Supervisor and In-Situ Burn 

Operations Group Supervisor.

H. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

IN-SITU BURN GROUP SUPERVISOR

For aerial support and/or ignition, the In-Situ Burn 

Operations Group Supervisor works closely with the Air 

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Tactical Group Supervisor, On-water Recovery Group 

Supervisor, and the Dispersant Operations Group 

Supervisor as necessary.

The major responsibilities of the In-Situ Burn Operations

Group Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Determine In-Situ Burn resource needs.

C. Assist the Planning Section in the development of in-situ 

burn operations and monitoring plans.

D. Implement approved in-situ burn operations and 

monitoring plans.

E. Implement BMP for protection of marine wildlife and 

other sensitive resources.

F. Manage assigned in-situ burning resources.

G. Coordinate required monitoring.

H. Coordinate in-situ burn operations and use of airspace 

with the Air Tactical Group Supervisor and Dispersant 

Operations Group Supervisor.

I. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SHORESIDE RECOVERY GROUP SUPERVISOR

The Shoreside Recovery Group may be further divided into 

Strike Teams, Task Forces, and Single Resources or be 

included in a Division/Branch with clearly defined geographic 

responsibilities.

The major responsibilities of the Shoreside Recovery Group 

Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Implement IAP Recovery Strategies.

C. Implement BMP for protection of marine wildlife and 

other sensitive resources.

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D. Direct, coordinate, and assess the effectiveness of 

shoreside recovery identified by the shoreline cleanup 

assessment.

E. Assist the Protection Group by monitoring the position, 

condition, and effectiveness of boom structures and 

other protective measures; report observations of 

stranded and/or displaced boom immediately.

F. Modify shoreside recovery and protection actions, as 

needed.

G. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

DISPOSAL GROUP SUPERVISOR

The Disposal Group Supervisor is responsible for 

coordinating the on-site activities of personnel engaged in 

collecting, storing, transporting, and disposing of waste 

materials per the Disposal Plan. Depending on the size and 

location of the spill, the Disposal Group may be further 

divided into Teams, Task Forces, and Single Resources.

The major responsibilities of the Disposal Group Supervisor 

are:

A. Review Common Responsibilities in chapter 2.

B. Implement the IAP Disposal Plan.

C. Ensure compliance with hazardous waste laws and 

regulations.

D. Coordinate with EPA and state natural resource trustees

on hazardous waste disposal.

E. Develop and implement waste management and 

segregation procedures, including locations for 

collections and containment of contaminated or waste 

materials.

F. Ensure PPE is used and safety measures are followed.

G. Maintain accurate records of recovered material.

H. Record and report the volume of oil and contaminated 

materials to the SITL.

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May 2014

I. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

DECONTAMINATION GROUP SUPERVISOR

The Decontamination Group Supervisor is responsible for 

decontamination of personnel and response equipment in 

compliance with the Decontamination Plan.

The major responsibilities of the Decontamination Group 

Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Implement and revise the Decontamination Plan.

C. Determine decontamination resource needs.

D. Direct and coordinate decontamination activities for all 

response personnel, equipment, and assets involved in 

the response.

E. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SALVAGE GROUP SUPERVISOR

The major responsibilities of the Salvage Group Supervisor 

are:

A. Review Common Responsibilities in chapter 2.

B. Coordinate the development of salvage plan.

C. Determine salvage resource needs.

D. Support development of the salvage plan.

E. Implement the salvage plan.

F. Manage assigned salvage resources.

G. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SOURCE CONTROL BRANCH DIRECTOR (SCBD)

The Source Control Branch Director (SCBD) is responsible 

for minimizing or stopping the flow of oil from the offshore 

pipelines and well blowouts. The Source Control Branch 

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May 2014

Director oversees three functional groups: Subsea 

Dispersant Group, Flow Modeling Group, and the Source 

Control Containment Group.

The major responsibilities of the SCBD are:

A. Review Common Responsibilities in chapter 2.

B. Assign a Deputy Source Control Branch Director as 

necessary.

C. Support the development of source control strategies 

and tactics, including worst case discharge modeling, 

coordination of source control operations, subsea 

dispersant countermeasures, relief well operations, 

employing environmental protection measures, and 

source control resource needs.

D. Coordinate reconnaissance of the subsea environment

at the oil spill site and report results to the SCSC, SSC, 

and SITL.

E. Support the SOFR and ENVL in the development of 

responder and marine life safety information.

F. Participate in the development of the source control 

plan.

G. Evaluate and compare the environmental impacts of 

countermeasures, spill abatement methods, and source 

control endpoints.

H. Quantify the flow rate information of the source.

I. Provide input and requirements to the COML to support 

development of the Source Control Branch portion of the 

communications plan.

J. Coordinate with the SITL and PIO to include external 

communications within the information management 

plan regarding flow rate of the subject well or subsea 

pipeline.

K. Coordinate with the ENVL, particularly regarding 

evaluation of resources at risk and appropriate trustees.

L. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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May 2014

SUBSEA DISPERSANT GROUP SUPERVISOR

For subsea support and/or applications of dispersant in the 

subsea environment, the Subsea Dispersant Group 

Supervisor works closely with the Air Tactical Group 

Supervisor, Dispersant Operations Group Supervisor, and 

Source Control Containment Group.

The major responsibilities of the Subsea Dispersant Group 

Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Determine subsea dispersant resource needs.

C. Assist the Planning Section in the development of 

dispersant operations and monitoring plans.

D. Implement approved subsea dispersant operations and 

monitoring plans.

E. Implement BMP for protection of marine wildlife and 

other sensitive resources.

F. Manage assigned subsea dispersant resources and 

coordinate monitoring.

G. Coordinate subsea dispersant operations with the 

Dispersant Operations Group Supervisor, Air Tactical 

Group Supervisor, and Source Control Containment

Group Supervisor.

H. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

FLOW MODELING GROUP

The Flow Modeling Group Supervisor is responsible for 

coordinating the on-site activities of personnel engaged in 

flow modeling the source of the discharge. In addition to the 

determination of flow rate ranges, in the case of subsea 

blowouts, the Flow Modeling Group Supervisor should utilize 

the current data to run the Well Containment Screening Tool 

along with the development of soft shut-in procedures for 

use in Capping Stack or Cap and Flow projects.

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The major duties of the Flow Modeling Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Coordinate the development of the flow modeling rate for 

the source of the discharge.

C. Determine flow modeling resource needs.

D. Implement, monitor, and adjust as necessary the flow 

modeling for the source of the discharge until the source 

is secured. Coordinate with and report results to the 

SCSC, SSC, and SITL.

E. Manage assigned flow modeling resources.

F. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SOURCE CONTROL CONTAINMENT GROUP

The Source Control Containment Group Supervisor is 

responsible for coordinating the on-site activities of 

personnel engaged in the source control containment 

projects per the Source Control Plan. 

The major duties of the Source Control Containment Group 

Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Coordinate the development of Source Control Plan and 

in the case of a well blowout, address the need for:

1. Debris Removal.

2. Capping Stack.

3. Cap and Flow or other temporary containment and 

recovery strategies at the point of discharge.

4. Relief Well.

C. Determine and request source control resources.

D. Implement the Source Control Plan.

E. Manage assigned source control resources.

F. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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WILDLIFE BRANCH DIRECTOR (WLBD)

The Wildlife Branch Director (WLBD) is responsible for 

minimizing wildlife injuries during an oil spill response. The 

Wildlife Branch Director oversees four functional groups:

Wildlife Recovery and Transportation Group, Wildlife 

Reconnaissance Group, Wildlife Hazing Group, Wildlife Care 

Processing Group.

The major responsibilities of the WLBD are:

A. Review Common Responsibilities in chapter 2.

B. Assign a Deputy Wildlife Branch Director as necessary.

C. Support the development of wildlife protection strategies

and tactics, including diversionary booming placements, 

in-situ burning, chemical countermeasures, removing 

oiled carcasses, employing wildlife hazing measures, 

and recovering and rehabilitating impacted wildlife.

D. Coordinating aerial and ground reconnaissance of the 

wildlife at the oil spill site and reporting results to the 

SITL.

E. Support the SOFR in the development of wildlife and 

responder safety information.

F. Participate in the Endangered Species Act consultation 

process with other natural resource trustees.

G. Establish communications protocols within the Wildlife 

Branch.

H. Coordinate with the SITL and PIO to include external 

communications regarding impacted wildlife numbers 

within the information management plan.

I. Coordinate with Air Operations for aerial reconnaissance

support.

J. Coordinate with the Environmental Unit, particularly 

Resources at Risk, and appropriate trustees overseeing 

ESA Section 7 issues.

K. Coordinate with the NRDA wildlife liaison.

L. Assist the Volunteer Coordinator in determining the 

training requirements of wildlife recovery volunteers.

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M. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

WILDLIFE RECOVERY & TRANSPORTATION GROUP 

SUPERVISOR

The Wildlife Recovery & Transportation Group Supervisor is 

responsible for coordinating the search, collection, and field 

tagging of dead and live impacted wildlife and transporting 

them to care or processing centers, respectively. The 

Wildlife Recovery & Transportation Group Supervisor 

manages the Wildlife Recovery Unit Leader and the Wildlife 

Transport Unit Leader.

The major responsibilities of the Wildlife Recovery & 

Transportation Group Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Set up Recovery and Transport Teams (e.g., Bird 

Recovery Team).

C. Determine wildlife recovery and transport resource 

needs.

D. Establish and implement protocols for collecting and 

logging impacted wildlife.

E. Establish communication protocols with the WLBD to 

ensure accurate and timely data reporting.

F. Coordinate with the Wildlife Reconnaissance Group 

Supervisor and ENVL to determine best locations to 

conduct wildlife field operations.

G. Coordinate the transport of dead and live wildlife to care 

and processing stations, respectively.

H. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

WILDLIFE RECONNAISSANCE GROUP SUPERVISOR

The Wildlife Reconnaissance Group Supervisor is 

responsible for collecting and compiling all wildlife 

reconnaissance information and passing this information on 

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to the Wildlife Recovery & Transportation Group Supervisor, 

the Planning Section, and other Groups in the Wildlife 

Branch in a timely manner. The Wildlife Reconnaissance 

Group Supervisor also manages the following teams: Aerial 

Survey Team, Boat Recon Team, and the Shoreline Recon 

Team.

The major responsibilities of the Wildlife Reconnaissance 

Group Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Set up Wildlife Reconnaissance Teams.

C. Determine wildlife reconnaissance resource needs.

D. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

WILDLIFE HAZING GROUP SUPERVISOR

The Wildlife Hazing Group Supervisor is responsible for 

evaluating and implementing wildlife deterrence protocols,

as needed and approved by the UC.

The major responsibilities of the Wildlife Hazing Group 

Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Set up Wildlife Hazing Teams consisting of appropriately 

trained personnel for targeted species (e.g., birds, 

mammals and/or other species).

C. Determine wildlife hazing resource needs.

D. Communicate with the ENVL and appropriate trustees to 

ensure methods used are approved by the UC and 

trustees.

E. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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WILDLIFE CARE PROCESSING GROUP SUPERVISOR 

(REHABILITATION CENTER)

The Wildlife Care Processing Group Supervisor is 

responsible for the oversight of wildlife care and 

rehabilitation center operations. The Wildlife Care 

Processing Group Supervisor manages the Wildlife 

Processing Unit Leader and the Wildlife Care Unit Leader.

The major responsibilities of the Wildlife Care Processing 

Group Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Establish and manage stabilization, processing, and 

rehabilitation center activities for impacted wildlife.

C. Determine wildlife care processing resource needs.

D. Establish appropriate treatment centers for oiled 

animals.

E. Receive oiled wildlife at the processing center and 

record essential information, collect necessary samples, 

and conduct triage, stabilization, treatment, transport 

and rehabilitation of oiled wildlife.

F. Collect data on impacted wildlife and brief the Wildlife 

Branch Director.

G. Coordinate the release of recovered wildlife.

H. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

WILDLIFE FIELD STABILIZATION LEADER

The Wildlife Field Stabilization Unit Leader provides triage to 

wildlife in the field prior to their transport to a primary care 

facility.

The major responsibilities of the Wildlife Field Stabilization 

Unit Leader are:

A. Review Common Responsibilities in chapter 2.

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B. Setup wildlife triage equipment, provide wildlife field 

triage, and arrange transport.

C. Determine wildlife field stabilization resource needs.

D. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

VOLUNTEER COORDINATOR

The Volunteer Coordinator is responsible for managing

volunteers which includes the coordination of a volunteer 

reception process, ensuring volunteers are assigned to 

appropriate tasks and locations, and that volunteers have 

been provided PPE and training to safely complete their 

assigned tasks. When there is significant volunteer 

participation, a Volunteer Unit may be required; see 

Volunteer Unit Leader for further information. Volunteer 

Coordinators should be used to identify volunteer interest, 

availability, and capabilities and work with the LOFR during 

large-scale incidents.

The major responsibilities of the Volunteer Coordinator are:

A. Review Common Responsibilities in chapter 2.

B. Review the NRT Use of Volunteers Guidelines for Oil 

Spills, reference (f).

C. Establish a volunteer reception area, if needed.

D. Determine volunteer resource needs.

E. Coordinate with the JIC when advising the public on 

volunteer guidelines.

F. Conduct volunteer screening, pre-briefs, and post 

deployment debriefs.

G. Coordinate with the RESL, PSC, and OSC to determine 

volunteer assignments.

H. Attend Tactics Meetings as appropriate.

I. Assist the OSC in the development of Assignment Lists 

(ICS 204-CG) for volunteers.

J. Provide input for the Incident Status Summary (ICS 209-

CG) regarding volunteer usage.

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K. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

VOLUNTEER UNIT LEADER

The Volunteer Unit Leader is activated once the Volunteer 

Coordinator and the UC determine that there is a significant 

volunteer interest. The Volunteer Coordinator transitions to 

the Volunteer Unit Leader and is responsible for establishing 

a Volunteer Unit under the Planning Section and 

implementing an emergency volunteer management system. 

The Volunteer Unit Leader may supervise the Emergency 

Volunteer Center Coordinator and/or Non-Governmental 

Organization Coordinator.

The major responsibilities for the Volunteer Unit Leader are:

A. Review Common Responsibilities in chapter 2.

B. Review NRT Use of Volunteers Guidelines for Oil Spills, 

reference (f).

C. Coordinate with the LOFR to keep the IC/UC, JIC, PSC,

and stakeholders apprised of volunteer interest and the 

impacted area’s government concerns on the use of 

volunteers.

D. Coordinate with the JIC to ensure public messaging 

includes volunteer information.

E. Ensure documents, volunteer forms, and training 

information are completed and maintained.

F. Develop a volunteer use plan, which includes a 

volunteer-specific Site Safety and Health Plan (ICS 208-

CG), volunteer assignments, training center location(s), 

field deployment location(s), and resources needed.

G. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SAMPLING TECHNICAL SPECIALIST

The Sampling THSP is responsible for providing a Sampling 

Plan for the coordinated collection, documentation, storage, 

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transportation, and submission to appropriate laboratories 

for analysis or storage of spill samples.

The major responsibilities for the Sampling THSP are:

A. Review Common Responsibilities in chapter 2.

B. Review the THSP Job Aid.

C. Determine sampling resource needs.

D. Participate in planning meetings as required.

E. Identify and alert appropriate laboratories and request 

sample media and instructions.

F. Develop a Sampling Plan.

G. Set up site map to monitor the location of samples 

collected and coordinate with GIS staff.

H. Coordinate sampling activities with the NRDA

Representative, Investigation Team, and legal advisors.

I. Provide status reports to the SITL when requested.

J. Maintain chain of custody documents for all samples.

K. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

TRAJECTORY FORECASTING TECHNICAL SPECIALIST

The Trajectory Forecasting THSP is responsible for 

providing projections on the movement and behavior of the 

oil spill to the IC/UC. This is accomplished by combining

visual observations, remote sensing information, and 

computer modeling as well as predicted tidal, current, and 

weather data to form trajectory forecasts.

The major responsibilities of the Trajectory Forecasting 

THSP are:

A. Review Common Responsibilities in chapter 2.

B. Review THSP Job Aid.

C. Schedule and conduct spill observations/over-flights, as 

needed.

D. Gather pertinent information on tides, currents, and 

weather from all available sources.

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E. Provide trajectory and over-flight maps, weather 

forecasts, and tidal and current information to the 

Situation Unit.

F. Provide briefing on observations and forecasts to the 

SITL for dissemination.

G. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

WEATHER FORECAST TECHNICAL SPECIALIST

The major responsibilities of the Weather Forecast THSP 

are:

A. Review Common Responsibilities in chapter 2.

B. Acquire data for and develop incident-specific weather 

forecasts.

C. Provide incident-specific weather forecasts on an 

assigned schedule.

D. Provide briefings on weather observations and forecasts 

to the SITL for dissemination.

E. Answer specific weather related response questions and 

coordinate with the SSC and Trajectory Forecasting 

THSP as needed.

F. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

RESOURCES AT RISK TECHNICAL SPECIALIST

The Resources at Risk (RAR) THSP is responsible for the 

identification of resources at risk from exposure to the spilled 

oil and response activities. The RAR THSP evaluates the 

relative importance of the resources, weighs the risks to 

each, and recommends priorities for their protection.

The major responsibilities of the RAR THSP are:

A. Review Common Responsibilities in chapter 2.

B. Review the THSP Job Aid.

C. Participate in planning meetings as required.

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D. Determine resource needs to address resources at risk.

E. Obtain current and forecasted status information from 

the Situation Unit.

F. Following consultation with Natural Resource Trustee 

Representatives, identify natural RAR, including 

endangered, threatened, and protected species, and 

their critical habitat.

G. Participate in the Endangered Species Act consultation 

process.

H. Identify historic properties at risk following a consultation 

with the FOSC’s Historical/Cultural Resources THSP.

I. Identify and document all resources at risk on the 

Resources at Risk Summary (ICS 232-CG).

J. Develop a prioritized list of the resources at risk for use 

by the Planning Section in consultation with Natural 

Resource Trustee Representatives, Land Management 

AREPs, and the FOSC’s Historical/Cultural Resources 

THSP.

K. Distribute written guidance in the form of BMPs for the 

protection of sensitive resources. BMPs should be 

included as an attachment to the IAP and include

shoreline treatment recommendations and any 

supplemental resource protection plans.

L. Provide status reports to the SITL as required.

M. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SHORELINE CLEANUP ASSESSMENT TECHNIQUE 

COORDINATOR

The Shoreline Cleanup Assessment Technique (SCAT) 

Coordinator is responsible for providing shoreline cleanup 

recommendations, including requirements for SCATs and 

cleanup end point criteria.

The major responsibilities for the SCAT Coordinator are:

A. Review Common Responsibilities in chapter 2.

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B. Obtain a briefing and direction from the ENVL.

C. Participate in Planning Section meetings.

D. Evaluate the need for SCAT teams on the basis of linear 

mileage requiring surveys and number of shoreline 

divisions/segments.

E. Estimate the number of SCAT Teams required and 

determine their organization constituency.

F. Ensure that all SCAT Team members have the 

necessary training.

G. Develop daily assignments for each SCAT Team and 

arrange for equipment and transportation through the 

Logistics Section.

H. Describe shoreline types and characterize oiling 

conditions.

I. Consult the RAR THSP to ensure that SCAT activities 

and shoreline treatment recommendations (STRs)

support BMPs of sensitive resources protection.

J. Recommend high priority treatment areas based on risk 

to resources.

K. Ensure that SCAT missions are conducted and 

documented in accordance with the Shoreline 

Assessment Manual (NOAA Operational Readiness 

Review (ORR) Hazmat Report 2000-1).

L. Recommend specific cleanup methods and end point 

criteria for each shoreline type.

M. Evaluate the implementation of prescribed cleanup 

methods and effectiveness of oil removal operations.

N. Integrate Trustee agencies and key stakeholders into the 

decision-making process as appropriate.

O. Develop STRs and obtain necessary permits, 

consultations, and other authorizations required by the 

Endangered Species Act, National Historic Preservation 

Act, and Magnuson-Stevens Act.

P. Validate the accuracy of SCAT data and ensure data is 

available to the SITL and DOCL.

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Q. Support the sampling team by equipping SCAT for 

sample collection if directed by ENVL.

R. Coordinate with natural resource damage assessment 

(NRDA) to optimize data sharing.

S. Conduct post-cleanup inspections.

T. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

HISTORICAL/CULTURAL RESOURCES TECHNICAL 

SPECIALIST

The Historical/Cultural Resources THSP is responsible for 

identifying and resolving issues related to any historical or 

cultural sites that are threatened or impacted during an 

incident. The Historical/Cultural Resources THSP must 

understand and be able to implement a “Programmatic 

Agreement on Protection of Historic Properties” per 

reference (g) as well as consulting with State Historic 

Preservation Officers (SHPO), land management agencies, 

appropriate native tribes, organizations, and other concerned 

parties.

The technical specialist must identify historical/cultural sites 

and develop strategies for protection and cleanup of those 

sites in order to minimize damage caused by the response 

activities.

The major responsibilities of the Historical/Cultural 

Resources THSP are:

A. Review Common Responsibilities in chapter 2.

B. Review AREP Responsibilities in chapter 6.

C. Review the THSP Job Aid.

D. Implement the Programmatic Agreement (PA) and 

coordinate National Historic Preservation Act Section 

106 consultations required by reference (h) with the 

SHPO.

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E. Consult and reach consensus with concerned parties on 

affected historical and cultural sites.

F. Identify and prioritize threatened or impacted historical

and cultural sites.

G. Develop response strategies to protect historical and 

cultural sites.

H. Participate in the testing and evaluation of cleanup 

techniques used on historical and cultural sites.

I. Ensure compliance with applicable federal and state 

regulations.

J. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

DISPOSAL (WASTE MANAGEMENT) TECHNICAL 

SPECIALIST

The Disposal (Waste Management) THSP is responsible for 

providing the OSC with a Waste Management Plan that 

details the collection, sampling, monitoring, temporary 

storage, transportation, recycling, and disposal of all 

anticipated wastes from response activities.

The major responsibilities of the Disposal (Waste 

Management) THSP are:

A. Review Common Responsibilities in chapter 2.

B. Review the THSP Job Aid.

C. Determine waste disposal resource needs.

D. Participate in planning meetings as required.

E. Develop a pre-oiling plan and monitor pre-oiling

operations, if appropriate.

F. Develop a Waste Management Plan.

G. Calculate and verify the volume of oil recovered, 

including oil collected with sediment and sand.

H. Provide status reports to the SITL for inclusion in the 

Incident Status Summary (ICS 209-CG).

I. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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CHAPTER 21

HAZARDOUS SUBSTANCE

1. Introduction 21-3

2. NCP Hazardous Substance Response 21-3

3. Hazardous Substance 

Response Preparedness 21-4

4. Special Substance Response 21-4

5. Man-made Disaster 21-8

6. Hazardous Substance Response

Organizational Construct Example 21-10

7. Hazardous Substance Response Specific

ICS Positions and Task Descriptions 21-12

8. Assisting Agencies 21-27

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References:

(a) National Oil and Hazardous Substances Pollution 

Contingency Plan

(b) 49 C.F.R. §176, Hazardous Materials Regulations, 

Carriage by vessel

(c) National Response Framework

(d) National Incident Management System

(e) CG Investigative Service Roles and Responsibilities, 

COMDTINST 5520.5F

(f) USCG Maritime Law Enforcement Manual, 

COMDTINST M16247.1 (series)

(g) Hazardous Materials Response Special Teams 

Capabilities and Contact Handbook

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INTRODUCTION

FOSCs coordinate and direct responses to hazardous 

substances releases or potential releases. Their primary 

objective is to protect public health and safety, and the 

environment. In accordance with reference (a) and (b), the 

CG is the lead agency for federal pollution response in the 

coastal zone and regulates maritime transportation of

hazardous materials. There are numerous scenarios that 

require the CG to become involved in hazardous substance 

release response. For example, the CG may become 

involved in hazardous substance incidents when responding 

to other incidents such as man-made disasters where the 

CG is a supporting agency under the NRF.

Three other federal agencies - the EPA, Department of 

Defense (DoD), and Department of Energy (DOE) - have 

OSC authority for hazardous substance response in their 

AORs.

There are different uses of the term HAZMAT throughout the 

transportation, response, and regulatory communities. For 

the purpose of this Handbook both hazardous substance

and hazardous material (HAZMAT) are referred to as 

hazardous substances.

NCP HAZARDOUS SUBSTANCE RESPONSE

The NCP, reference (a), provides overarching response 

priorities for hazardous substances releases. FOSCs are 

required to ensure these priorities are integrated into the 

response. These priorities are:

A. Ensure the safety of human life.

B. Stabilize the situation.

C. Employ containment and removal tactics in a 

coordinated manner.

D. Use all parts of the national response strategy.

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HAZARDOUS SUBSTANCE
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There are also well-defined steps associated with hazardous 

substance response. The NCP as well as regional and local 

response plans expound upon these steps, which are 

simplified below and include:

A. Discovery or notification.

B. Removal site evaluation.

C. Removal action.

D. Remedial site evaluation.

Special teams are available to help the FOSC conduct 

hazardous substance incident response. These teams 

include:

A. CG National Strike Force (NSF).

B. EPA Environmental Response Team.

C. NOAA SSCs.

HAZARDOUS SUBSTANCE RESPONSE

PREPAREDNESS

Pre-incident planning stakeholder meetings (e.g., Area 

Maritime Security and Area Committee Planning Meetings) 

are essential and highly recommended for determining the 

response capabilities that may be involved in the incident for 

a specific area. These meetings will assist the FOSC in 

determining what level of UC participation will be required for 

his/her area. The unified hazardous substance response 

organization is designed to provide an organization structure 

that will provide necessary supervision and control for the 

essential functions required to increase safety and reduce 

the probability of spreading of contaminants.

SPECIAL SUBSTANCE RESPONSE

BIOLOGICAL INCIDENT

A biological incident involves the release or potential release 

of a biological agent that poses an imminent and substantial 

danger to public health or safety. When the Coast Guard

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HAZARDOUS SUBSTANCE
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FOSC determines that the release may present an imminent 

and substantial danger to public health or safety, the Coast 

Guard will respond as the FOSC within the coastal zone per 

the NCP.

Biological incident response planning should follow standard 

NIMS practices. For extraordinary incidents where additional 

response resources are required ESF #8, ESF #10, the 

Biological Incident Annex, and other NRF annexes can be 

employed as a guide to coordinate a broader response. If 

the biological incident is associated with a man-made 

disaster, response to the incident should be initiated using 

the Man-made Disaster section of this chapter, the NRF, and 

the AMSP.

Detailed biological agent information is available from NRT 

web site, www.nrt.gov. Some agents types include:

A. Bacterial (Anthrax, Brucelloses, etc.).

B. Virals (Argentine Hemorrhagic Fever, Bolivian 

Hemorrhagic Fever, etc.).

C. Biotoxins (Botulism or Ricin poisoning).

Special teams are available to help the FOSC conduct 

biological incident response. These teams include:

A. CG NSF.

B. EPA Environmental Response Team.

C. EPA Chemical, Biological, Radiological and Nuclear 

Consequence Management Advisory Team (CBRN 

CMAT).

D. NOAA SSCs.

E. Centers for Disease Control and Prevention (CDC)/

Agency for Toxic Substances and Disease Registry

(ATSDR).

F. National Guard Civil Support Teams (CSTs).

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RADIOLOGICAL INCIDENT

A radiological incident involves the release or potential 

release of radioactive material that poses an imminent and 

substantial danger to public health or safety.

Radiological incident response planning should follow 

standard NIMS practices. For extraordinary incidents where 

additional response resources are required ESF #8, ESF

#10, the Nuclear/Radiological Incident Annex (NRIA), and 

other NRF annexes can be employed as a guide to 

coordinate a broader response.

For any radiological incidents where a man-made disaster is 

involved, NRIA response actions will be coordinated with the 

NRF, Terrorism Incident Law Enforcement and Investigation 

Annex, and Catastrophic Incident Annex, as appropriate.

Special teams are available to help the FOSC conduct 

radiological incident response. These teams include:

A. CG NSF.

B. EPA Radiological Emergency Response Teams.

C. EPA Environmental Response Team.

D. EPA CBRN CMAT.

E. DOE Federal Radiological Measurement and 

Assessment Center.

F. DOE Radiological Assistance Program.

G. NOAA SSCs.

H. National Guard CST.

NUCLEAR MATERIAL INCIDENT

A nuclear material incident involves the release or potential 

release of nuclear material that poses an imminent and 

substantial danger to public health or safety.

Nuclear material incident response planning follows standard 

NIMS practices. For extraordinary incidents where additional 

response resources are required ESF #10, the NRIA, and 

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HAZARDOUS SUBSTANCE
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NRF annexes can be employed to coordinate a broader 

response.

For any man-made nuclear incident NRIA response actions 

will be coordinated using the NRF, Terrorism Incident Law 

Enforcement and Investigation Annex, and Catastrophic 

Incident Annex, as appropriate. For any man-made nuclear 

incident involving non-DoD or non-Nuclear Regulatory 

Committee (NRC) radioactive material, the DOE will assume 

the role of coordinating agency to address the radiological 

aspects of the response.

Special teams are available to help the FOSC conduct 

nuclear material incident response. These teams include:

A. CG NSF.

B. EPA CBRN CMAT.

C. EPA Radiological Emergency Response Team

D. EPA Environmental Response Team.

E. NOAA SSCs.

F. DOE Nuclear Emergency Support Team.

G. National Guard CST.

MAN-MADE DISASTER

This section focuses on the CG’s response to the intentional 

release of CBRN substances and materials and does not 

supersede any FOSC authorities and responsibilities. The 

use of explosives alone, a weapon of mass destruction 

(WMD) incident, or man-made disaster may be a hazardous 

substance incident. For the purposes of threat and risk 

consolidation, the term incident includes an actual or 

perceived attack utilizing a WMD with subsequent hazardous 

substance release.

The UC responding to a man-made disaster has to be 

acutely aware the government’s response mechanisms

described in the NRF and the National Prevention 

Framework for these types of incidents.

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During a man-made disaster response, the FBI is the lead 

agency for investigation response and FEMA is responsible 

for the resulting effects of the incident. The CG will act in a 

supporting role for these incidents and may send special

teams such as CG Investigative Service and strike teams to 

assist and coordinate through the JTTF. The Coast Guard’s 

first priority is to ensure the safety of all Coast Guard forces 

in the potentially contaminated area. Coast Guard forces 

should not conduct response and recovery operations within 

a contaminated environment until the Coast Guard FOSC 

issues a "Safe to Respond" determination. The CGs primary 

roles is to provide command, control, and support through 

the UC. The CG may employ specialized CG responders to 

initiate the clean-up and removal of the hazardous 

substance once the area is deemed clear of any secondary 

devices by the UC.

HAZARDOUS SUBSTANCE RESPONSE 

ORGANIZATIONAL CONSTRUCT EXAMPLE

Below is an example of how to organize operations during a

hazardous substance response; baseline organizational 

constructs can be found in chapter 13. The example shown 

is not meant to imply that this is the only way to build an ICS 

organizational structure. Experience and judgment are 

required to develop the best organizational construct to 

address complexities of an incident. Example provides some 

standardization of terms and names of branches and groups.

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May 2014 Type 3 HAZMAT Response Organization

Operations

Section Chief

Planning

Section Chief 

Logistics

Section Chief

Finance/Admin

Section Chief

Medical

Branch 

Air Operations

Branch

Hazardous

Substance Branch 

Staging Area(s)

Entry

Group 

Disposal

Group 

Sampling

Group

Site Access

Group

Decontamination

Group

Technical

Specialists

Transportation

Medical

Group 

Group

Resources Unit

Documentation Unit

Situation Unit

Technical

Specialist Unit

Medical Unit

Sample Documentation

Sample Tracking

Analysis Dissemination

Human Health

Sampling Protocol

Cleanup Technical Specialist

Helibase

Manager

Helicopter

Coordinator

Toxicologist

Industry Hygienist

Chemical Engineer

Information Officer

Safety Officer

Liaison Officer

Asst. Safety 

Officers

Agency 

Representatives

Joint Information 

Center

Unified Command

FOSC/SOSC/RP

Other Federal Agencies

Other State Agencies

Other Local Agencies

Position Not Filled

Duties assumed by the next 

higher assigned person

Intelligence / Investigation 

Section Chief

Intelligence Group

Investigations 

Operations Group

Forensic Group

Staging Area 

Manager

Investigative 

Support Group

Communications 

Unit

Hazardous Substance 

Law Enforcement Group

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HAZARDOUS SUBSTANCE RELEASE - SPECIFIC ICS 

POSITIONS AND TASK DESCRIPTIONS

ICS positions and tasks specific to hazardous substance 

release incidents are described below.

SAFETY OFFICER

In addition to the tasks detailed in chapter 6, the major 

responsibilities of the SOFR specific to preparing a Site 

Safety and Control Plan (ICS 208-HM) for a hazardous 

substance release response are:

A. Assign site safety responsibilities.

B. Establish perimeter and restrict access.

C. Characterize site hazards to include identifying the 

pollutant, obtaining Material Safety Data Sheets, 

conducting air monitoring, and identifying chemical, 

physical, and biological hazards (e.g., slips, trips, falls, 

confined spaces, noise, weather conditions, poisonous 

insects, reptiles, plants, and biological waste).

D. Establish control zones, including the exclusion zone, 

contamination reduction zone, and support zone.

E. Establish minimum safety training requirements.

F. Assess personnel training to include verification of 

Hazardous Waste Operations (HAZWOPER) cards.

G. Ensure safety briefings are given.

H. Select the PPE response personnel should use.

I. Ensure the establishment of decontamination stations.

J. Coordinate with the Medical Unit to locate and document

hospital, EMTs, and first-aid stations.

K. Coordinate with the Medical Unit to document 

emergency numbers of the fire, police, and ambulance

services.

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ASSISTANT SAFETY OFFICER - HAZARDOUS 

SUBSTANCES

The Assistant SOFR - Hazardous Substance coordinates 

safety related activities with the Hazardous Substance 

Group as mandated by 29 CFR Part 1910.120 and 

applicable state and local laws. In this capacity, the Assistant 

SOFR - Hazardous Substance advises the Hazardous 

Substance Group Supervisor, or Hazardous Substance 

Branch Director, on health and safety and has the authority 

to stop or prevent unsafe response activities. 

The major responsibilities of the Assistant SOFR -Hazardous 

Substance are:

A. Review Common Responsibilities in chapter 2.

B. Review SOFR Responsibilities in chapter 6.

C. Obtain a briefing from the Hazardous Substance Group 

Supervisor.

D. Participate in the preparation and implementation of a 

Site Safety and Control Plan (ICS 208-HM).

E. Advise the Hazardous Substance Group Supervisor, or 

Branch Director, of deviations from the Site Safety and 

Control Plan (ICS 208-HM) and dangerous situations.

F. Alter, suspend, or terminate any unsafe response 

activity.

G. Ensure the protection of the Hazardous Substance 

Group personnel from physical, environmental, and 

chemical hazards.

H. Coordinate with the MEDL to ensure the provision of 

EMS for assigned personnel.

I. Coordinate with the MEDL to ensure that medical 

records for the Hazardous Substance Group personnel 

are updated to reflect the chemical hazards 

encountered.

J. Monitor risk management priorities including ORM.

K. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

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HAZARDOUS SUBSTANCE LAW ENFORCEMENT 

GROUP

The Hazardous Substance Law Enforcement Group reports 

to the ISC. In addition to the ICS groups identified in chapter 

9 a Hazardous Substance Law Enforcement Group may be 

created to support Law Enforcement operations conducted 

during a hazardous substance release.

The major responsibilities of the Hazardous Substance Law 

Enforcement Group are:

A. Review Common Responsibilities in chapter 2.

B. Review Appendix I in reference (f).

C. Obtain pertinent LE information in order to coordinate 

the operational response from the following sources:

1. FBI field office.

2. Servicing CGIS office.

3. State and local LE.

4. Local fire and rescue organizations, including 

HAZMAT teams.

5. State and/or local EOCs.

6. Pertinent CBRN information discussed at 

intelligence sharing forums.

7. Current national and international events involving 

terrorist activities.

D. Advise the IC/UC of LE related issues and the latest 

intelligence information.

E. Be familiar with the local LE resources available.

F. Assist in obtaining needed resources from LE

operations.

G. Identify and address incident security.

H. Determine whether the incident was intentional or 

accidental.

I. Verify the identification of the responding personnel.

J. Initiate callback of additional personnel as needed.

K. Establish inner and outer perimeters at the scene based 

on the nature of the incident.

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L. Coordinate incident site evacuation.

M. Coordinate evacuation of surrounding areas as needed.

N. Coordinate traffic flow, especially ingress and egress of 

emergency and rescue vehicles.

O. Provide evidence identification, collection, and control:

1. Establish control of security at the crime scene.

2. Coordinate the collection and preservation of 

evidence with the FBI and the servicing CGIS office.

3. Map and photograph all evidence locations.

4. Collect non-contaminated evidence.

5. Coordinate the collection, chain of custody, and safe 

storage of contaminated evidence with the 

Hazardous Substance Group.

6. Provide secure storage for collected evidence.

P. Affect the arrest and transportation of the perpetrators 

when possible.

HAZARDOUS SUBSTANCE GROUP SUPERVISOR

The Hazardous Substance Group Supervisor directs the 

overall operations of the Hazardous Substance Group, 

assigns resources within the Hazardous Substance Group, 

and reports on the progress of control operations and the 

status of resources within the Group. 

The major responsibilities of the Hazardous Substance 

Group Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Review Division/Group Supervisor Responsibilities in 

chapter 7.

C. Ensure the development of control zones and access 

control points, and the placement of appropriate control 

lines.

D. Evaluate and recommend public protection action 

options to the OSC or Branch Director (if activated).

E. Ensure that current weather data and weather 

predictions are obtained.

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F. Establish environmental monitoring of the hazard site for 

contaminants.

G. Ensure that a Site Safety and Control Plan (ICS Form 

208-HM) is developed and implemented.

H. Conduct safety meetings with the Hazardous Substance 

Group.

I. Participate in the development of the IAP, when 

requested.

J. Ensure that recommended safe operational procedures 

are followed.

K. Ensure that the proper PPE approved by the SOFR is

selected and used.

L. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

ENTRY LEADER

The Entry Leader reports to the Hazardous Substance 

Group Supervisor and is responsible for the entry operations 

within the exclusion or hot zone.

The major responsibilities of the Entry Leader are:

A. Review Common Responsibilities in chapter 2.

B. Carry out tasks as directed by the Hazardous Substance 

Group Supervisor.

C. Supervise entry operations.

D. Recommend mitigation actions for the situation within 

the exclusion or hot zone.

E. Maintain communications and coordinate operations with 

the Decontamination Group Supervisor, Site Access 

Control Leader, Safe Refuge Area Manager, and other 

Groups and Divisions as appropriate.

F. Maintain control over the movement of resources within 

the exclusion or hot zone, including contaminated 

victims.

G. Direct rescue operations in the exclusion or hot zone.

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H. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

DECONTAMINATION GROUP SUPERVISOR

The major responsibilities of the Decontamination Group 

Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Review Division/Group Supervisor Responsibilities in 

chapter 7.

C. Establish the contamination reduction corridor(s).

D. Identify contaminated resources.

E. Supervise the decontamination operation.

F. Maintain control over movement of people and 

equipment within the warm zone.

G. Maintain communications and coordinate operations with 

the Entry Leader.

H. Maintain communications and coordinate operations with 

the Site Access Control Leader and the Safe Refuge 

Area Manager (if activated).

I. Coordinate the transfer of decontaminated patients 

requiring medical attention to the Medical Group.

J. Coordinate the handling, storage, and transfer of 

contaminants within the warm zone.

K. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SITE ACCESS CONTROL LEADER

The Site Access Control Leader is responsible for the control 

of the movement of resources through a hazard site’s 

designated access points and ensures that hazardous 

substances are controlled and records are maintained.

The major responsibilities of the Site Access Control Leader 

are:

A. Review Common Responsibilities in chapter 2.

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B. Organize and supervise personnel to control access to 

the hazard site.

C. Oversee placement of the exclusion control line and the 

contamination control line.

D. Ensure action is taken to prevent the spread of the 

hazardous substance.

E. Establish safe refuge area within the contamination 

reduction zone and appoint a Safe Refuge Area 

Manager as needed.

F. Coordinate with the Medical Group for proper separation 

and tracking of potentially contaminated persons 

needing medical attention.

G. Ensure injured or exposed individuals are 

decontaminated prior to departing the hazard site.

H. Track the movement of persons passing through the 

contamination control line and provide the records to 

MEDL for long term observation.

I. Monitor any changes in climate and other circumstance

that may affect site access.

J. Maintain communications and coordinate operations with 

the Entry Leader.

K. Maintain communications and coordinate operations with 

the Decontamination Leader.

L. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

TRIAGE LEADER

The Triage Leader reports to the Medical Group Supervisor

and coordinates with the Site Access Control Leader, 

Decontamination Group Supervisor, and the Entry Leader. 

The Triage Leader is responsible to triage victims for 

treatment, collecting information, and prevent the spread of 

contamination by these victims. If there is a need for the 

Triage Leader to enter the warm zone in order to fulfill 

assigned responsibilities then he/she should wear the 

appropriate PPE.

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The major responsibilities of the Triage Leader are:

A. Review Common Responsibilities in chapter 2.

B. Establish the triage area adjacent to the contamination 

reduction corridor and exclusion control line.

C. Monitor the hazardous substance response to ensure 

that the triage area is not subject to contamination.

D. Assist the Site Access Control Leader and 

Decontamination Group Supervisor by ensuring the 

victims are evaluated for contamination.

E. Manage the triage area for the holding and evaluation of 

persons suspected of being contaminated and those 

who may have information about the incident.

F. Maintain communications with the Entry Leader to 

coordinate the movement of victims from the triage 

area(s).

G. Maintain communications with the Decontamination 

Group Supervisor to coordinate the movement of victims 

from the triage area into the contamination reduction 

corridor, if needed.

H. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

SAMPLING GROUP SUPERVISOR

The Sampling Group is assigned to the Operations Section 

due to the quick communication and coordination they must 

have with other field Groups. The Sampling Group will 

normally include an Air Monitoring Team, Water Sampling 

Team, and Soil Sampling Team. This Group is responsible 

for perimeter monitoring and sampling, and will either 

coordinate sampling within the hot and warm zones by the 

Entry Group or, if properly trained and outfitted with PPE, 

take samples within the hot and warm zones themselves.

The major responsibilities of the Sampling Group Supervisor 

are:

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A. Review Common Responsibilities in chapter 2.

B. Conduct all sampling required for immediate operation 

activity and communicate sample data to on-site 

Operations and Safety personnel.

C. Collect samples as directed by the regulatory agencies 

and other interested parties using appropriate the 

sampling protocols.

D. Ensure that samples are properly transferred to DOCL 

using appropriate chain of custody procedures for proper 

documentation, analysis, and final dissemination.

SCIENTIFIC SUPPORT COORDINATOR

The SSC is a THSP and is defined in the NCP as the 

principal advisor to the FOSC for scientific issues. If the 

Environmental Unit has been established and the SSC is 

serving in the Command Staff, the SSC should also

coordinate with the ENVL.

Generally, SSCs and their Scientific Support Teams (SSTs) 

are provided by NOAA in the coastal zones and by EPA in 

the inland zones. The FOSC can request SSC support 

directly from the SSC assigned to the area or from an RRT 

agency member.

During an oil spill response, the SSC serves on the FOSC’s 

staff and may at the request of the FOSC lead an SST and 

be responsible for providing scientific support for operational 

decisions and for coordinating on-scene scientific activity.

Additionally, SSCs may be designated by the FOSC as the 

principal advisors for scientific issues, communication with 

the scientific community, and coordination of requests for 

assistance from federal and state agencies regarding 

scientific studies.

The major responsibilities of the SSC are:

A. Review Common Responsibilities in chapter 2.

B. Attend planning meetings.

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C. Determine resource needs.

D. Provide trajectory forecasting, including the actual 

location of oil, to the Situation Unit.

E. Seek consensus on scientific issues affecting the 

response.

F. Facilitate in the Endangered Species Act consultation 

process.

G. Develop a prioritized list of resources at risk, including 

threatened and endangered species, in conjunction with 

Natural Resource Trustee Representatives and the 

FOSC’s Historical/Cultural Resources THSP.

H. Provide environmental hazards information on the spilled 

product.

I. Evaluate and compare the environmental impacts of 

countermeasures, cleanup methods, and response 

endpoints.

J. Integrate knowledge from government agencies, 

universities, community organizations, and industry to 

assist the FOSC in evaluating the hazards and potential 

effects of an oil release and in developing response 

strategies

K. Facilitate the FOSC’s work with the lead administrative 

trustee for natural resources to ensure coordination of 

data collection for damage assessments and response 

operations.

L. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

TECHNICAL SPECIALIST - HAZARDOUS SUBSTANCE 

The THSP - Hazardous Substance provides technical 

information and assistance to the Hazardous Substance 

Group aided by a variety of resources such as computer 

databases, technical journals, Chemical Transportation 

Emergency Center (CHEMTREC), and facility 

representatives. The THSP - Hazardous Substance may 

also provide product identification using hazardous 

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categorization tests and other means of identifying unknown 

materials.

The major responsibilities of the THSP – Hazardous 

Substance are:

A. Review Common Responsibilities in chapter 2.

B. Provide technical support to the Hazardous Substance

Group Supervisor.

C. Maintain communications and coordinate operations with 

the Entry Leader.

D. Provide and interpret environmental monitoring data.

E. Provide analysis of hazardous substance samples.

F. Determine PPE compatibility with hazardous substance.

G. Provide technical information on the incident for 

documentation.

H. Provide incident specific technical information obtained 

from organizations like the Poison Control Center, 

Toxicology Center, CHEMTREC, State Department of 

Food and Agriculture, National Response Team.

I. Assist the Planning Section with projecting the potential 

environmental effects of the hazardous substance 

release.

J. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

TOXICOLOGIST

The Toxicologist THSP is a trained and certified professional 

that can determine the toxic effects of the released 

hazardous substance on responders, the public, and the 

environment. This position is required by the CG FRP and 

VRP and will be on-scene on behalf of the RP.

INDUSTRIAL HYGIENIST

An Industrial Hygienist THSP is a trained and certified 

professional that can help the SOFR analyze work practices 

to determine the protective measures that responders need 

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to take during complex hazardous substances responses to 

ensure the their health and safety are not negatively 

impacted.

CHEMICAL ENGINEER

A Chemical Engineer is a trained and licensed professional 

that is knowledgeable in the development and application of 

chemical manufacturing processes and deals with the design 

and operation of chemical plants and equipment that perform 

such work.

PRODUCT EXPERT

The Product Expert is a trained professional that is 

knowledgeable in the specific hazardous substance product 

released and the chemical changes that may occur when it 

is released into the environment.

MARINE CHEMIST

A Marine Chemist Specialist is a trained professional 

responsible for ensuring that construction and repair of 

marine vessels is conducted safely by identifying and 

providing mitigation strategies for situations that might result 

in fire, explosion, or exposure to toxic chemicals. By virtue of 

his/her experience, training, and education, a Marine 

Chemist is uniquely qualified in confined space safety and 

atmospheric sampling and monitoring. Usually a chemist or 

industrial hygienist is certified for declaring confined spaces 

as gas free for entry.

SAMPLING PROTOCOL TEAM

During a significant hazardous substance release response

there will be numerous sampling requirements. Unless these 

efforts are coordinated there is a possibility that each 

organization with jurisdiction will begin a sampling regimen 

independent of each other. The Sampling Protocol Team 

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working for the DOCL is responsible for developing the 

incident sampling plan. To accomplish this, the Team will 

need to:

A. Coordinate with each organization holding jurisdiction 

over the incident response.

B. Coordinate procedures for split samples between all 

organizations holding jurisdiction over the incident 

response.

C. Provide special instructions to field sampling teams.

D. Determine the laboratories to use for sample analysis.

E. Provide special instructions on sample analysis to the 

approved laboratories.

F. Obtain sample analysis reports from approved 

laboratories.

SAMPLE TRACKING TEAM

The Sample Tracking Team works for the DOCL. Thousands 

of samples may be taken for analysis during a significant 

hazardous substance release. The Sample Tracking Team 

manages the sample analysis for the ICS organization to 

ensure standardization of sample analysis procedures and 

processes. To accomplish this, the Team will need to:

A. Ensure that samples are collected by field sampling 

teams.

B. Ensure sample analyses are completed according to the 

requested schedule and document any reasons for 

delays.

C. Ensure that chain of custody documents are prepared 

and logged for samples.

D. Assign a control number to each sample.

E. Ensure samples are properly transferred to an approved

laboratory.

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SAMPLE INFORMATION DISSEMINATION TEAM

The Sample Information Dissemination Team works for the 

DOCL and coordinates dissemination of information with the 

SITL. During a significant hazardous substance release 

response there are many occasions when several 

organizations will need sample analysis results. It is the 

responsibility of the Sample Information Dissemination Team

to ensure that all organizations with a legitimate need for 

sample analysis results obtain them as soon as they are 

available. The Sample Information Dissemination Team will 

coordinate this activity with the Sample Documentation 

Team and the Sample Tracking Team to ensure that the 

original sample analysis document is retained by the 

Documentation Section for the historical event file.

ASSISTANT SAFETY OFFICER – PUBLIC HEALTH

The ASOF – Public Health supports the SOFR during 

complex incidents involving public health concerns by 

assessing and forecasting public health needs, performing 

environmental surveillance for public health, and developing

public health communications. An ASOF – Public Health 

should be assigned to the Public Health Assessment Team 

in Operations if used. The ASOF – Public Health should be a 

public health generalist, preferably from a public health 

agency, with broad knowledge of public health disciplines 

exercised during incident response. 

The major responsibilities of the ASOF – Public Health are:

A. Establish liaisons to maintain situational awareness with 

all key public health organizations (e.g., federal, state, 

tribal, and local agencies, NGOs, and commercial 

entities) within the incident boundaries.

B. Provide immediate briefings to the SOFR and IC/UC 

regarding any public health emergencies or imminent 

threats.

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C. Conduct public health surveillance, including mental and 

behavioral health and communicable and noncommunicable disease.

D. Develop risk communications and public health 

information including web content and social media.

E. Develop recommended environmental health measures, 

to include hygiene, sanitation, waste management, food, 

water, shelter, safety and security, and population 

protective measures (e.g., evacuation vs. shelter in 

place).

F. Conduct environmental monitoring, including sampling, 

analysis, and interpretation.

G. Provide data needed to assess potential health impact 

on populations at risk.

H. Identify communicable and non-communicable disease 

issues.

I. Track status of public health resources and recommend 

additional resources that are needed to sustain public 

health work and operations.

J. Participate in planning processes as appropriate.

K. Provide public health input to situational reports.

L. Maintain Unit Log (ICS 214-CG) and forward to DOCL 

for disposition.

PUBLIC HEALTH ASSESSMENT GROUP

The effects of the hazardous substance release on public 

health will be a significant concern and top priority of the UC. 

Although the Public Health Assessment Group works within 

the Operations Section, close coordination with the Assistant 

SOFR – Public Health is required. The Public Health 

Assessment Group will normally include an Air Monitoring

Team, Water Sampling Team, and Soil Sampling Team. This 

Group is responsible for monitoring and sampling in the cold 

zone around the incident site.

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The major responsibilities of the Public Health Assessment 

Group Supervisor are:

A. Review Common Responsibilities in chapter 2.

B. Coordinate all monitoring and sampling with the ASOF –

Public Health.

C. Conduct all sampling required to ensure public health

and welfare.

D. Provide sample data to the ASOF – Public Health.

E. Collect samples as directed by the regulatory agencies 

and other interested parties using appropriate the 

sampling protocols.

F. Coordinate activities involving the release to determine 

the risk to humans including acute and chronic public 

health threats, and to advise the ASOF – Public Health 

on findings.

G. Ensure that samples are properly transferred to DOCL 

using appropriate chain of custody procedures for proper 

documentation, analysis, and final dissemination.

CLEANUP TECHNICAL TEAM

A primary goal of a hazardous substance release response

will be to secure the source and minimize the effects on 

humans and the environment. The Cleanup Technical Team 

contributes to minimizing the effects on humans and the 

environment by determining appropriate cleanup methods 

for affected areas. To accomplish this, the Team will need to:

A. Research approaches to mitigate the effects of the 

hazardous substance released.

B. Determine the most reasonable and economical 

approach for remediating the effects of the hazardous 

substance release.

C. Recommend government or private sector businesses 

capable of performing the required remediation work to 

the OSC.

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D. Develop a Remediation Plan and have it approved by 

the IC/UC.

E. Review information obtained from initial response 

operations and modify the Remediation Plan as required 

so it is up to date when implemented.

ASSISTING AGENCIES

LAW ENFORCEMENT

Local LE agencies will respond to most hazardous 

substance releases. Depending on the scope of the incident, 

LE agencies may be a partner in the UC or participate as an 

assisting agency. Responsibilities that LE agencies may 

perform are:

A. Isolate the incident area.

B. Provide crowd control.

C. Provide traffic control.

D. Provide public protective action.

E. Manage on-highway incidents.

F. Manage criminal investigations.

ENVIRONMENTAL HEALTH AGENCIES

In most cases the state or local environmental health agency 

will be a partner in the UC. Responsibilities that 

environmental health agencies may perform are:

A. Determine the identity and nature of the hazardous 

substance.

B. Establish the criteria for cleanup and disposal of the 

hazardous substance.

C. Declare the incident area safe for re-entry by the public.

D. Monitor the environment for exposure.

E. Monitor the cleanup of the site.

F. Enforce various laws, ordinances, and acts.

G. Provide technical advice.

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CHAPTER 22

MARINE FIRE AND SALVAGE

1. Introduction 22-3

2. Coast Guard Captain of the Port 22-3

3. Marine Fire Scenario Organization

Construct Example 22-4

4. Marine Fire and Salvage Specific ICS 

Positions and Task Descriptions 22-6

5. Tankship and Mobile Offshore Drilling Unit

(MODU) Firefighting and Salvage 22-9

6. Example Organizational Construct for a

Vessel Salvage Scenario 22-12

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References:

(a) National Response Framework

(b) National Incident Management System

(c) 33 CFR § 6, Protection and Security of Vessels, 

Harbors, and Waterfront Facilities

(d) 33 CFR §155, Subpart D - Tank Vessel Response 

Plans for Oil

(e) 33 CFR §155, Subpart I - Salvage and Marine 

Firefighting

(f) 33 CFR §155.1062, Inspection and Maintenance of 

Response Resources

(g) 30 CFR §254, Oil Spill Response Requirements for 

Facilities Located Seaward of the Coast Line

(h) U.S. Coast Guard Addendum to the National Search 

and Rescue Supplement (NSS) to the International 

Aeronautical and Maritime Search and Rescue 

Manual (IMSAR), COMDTINST M16130.2 (series)

(i) Guidance for Implementation and Enforcement of 

the Salvage and Marine Firefighting Regulations for 

Vessel Response Plans, Navigation and Vessel

Inspection Circular (NVIC) 2-10

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INTRODUCTION

This chapter provides an ICS organizational structure and

guidance to an IC/UC to fulfill the essential functions 

required for a marine fire and salvage response as guided by 

references (a) and (b) and potentially required by references 

(c) through (h). The ICS organizational structure used in

response to a marine fire varies depending upon the location 

of the vessel and its proximity to firefighting resources, 

capabilities of the municipal and industrial fire departments, 

type of vessel, nature of the vessel’s cargo, and source of 

the fire.

Although the CG does not directly conduct firefighting, the 

CG under COTP and SAR Mission Coordinator authorities 

have a major role in coordination, planning, and supporting 

firefighting operations. A marine fire response will typically

be managed under a UC. As a marine fire typically involves

fire departments, LE, public health organizations, marine 

cargo experts, industrial fire departments, and private 

firefighting and salvage experts, this response structure will 

allow for effective control over the response and coordination 

of efforts from the responding organizations.

COAST GUARD CAPTAIN OF THE PORT

Per reference (c), the COTP is the CG entity responsible for 

ensuring the safety and security of vessels, harbors, and 

waterfront facilities, including fire prevention and fire hazard 

mitigation. As part of this role, the COTP has coordination 

and planning responsibilities for firefighting operations 

involving vessels or waterfront activities.

Per reference (g), CG personnel shall not actively engage in 

firefighting (other than fires on CG vessels) except in support 

of a regular firefighting agency under the supervision of a 

qualified fire officer, to save a life, or in the early stages of a 

fire to avert a significant threat without undue risk. CG 

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availability is limited to the level of training and adequacy of 

equipment.

During marine firefighting, CG units should adopt a 

conservative response posture and focus actions on those 

traditional CG activities not requiring CG personnel to enter 

into a hazardous environment.

MARINE FIRE SCENARIO ORGANIZATION CONSTRUCT 

EXAMPLE

Below is an example of how to organize operations during a

marine fire and salvage response; baseline organizational 

constructs can be found in chapter 13. The example shown 

is not meant to imply that this is the only way to build an ICS 

organizational structure. Experience and judgment are 

required to develop the best organizational construct to 

address complexities of an incident. This example provides 

standardization of terms and names of branches and groups.

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May 2014 Type 3 Marine Firefighting Response Organization

Operations

Section Chief

Planning

Section Chief 

Logistics 

Section Chief

Finance Section 

Chief

Medical Group Fire Suppression Search Group Rapid Intervention Group

Staging Area

Rescue 

Company

Ladder Company

Treatment Team

Patient 

Transportation 

Team

Triage Team

Engine Company

Vessel/Facility 

Fire Team

Rescue Boat

Situation Unit

Resources Unit

Documentation 

Unit

Technical

Specialists 

Communications 

Unit

Supply Unit

HAZMAT Group Air Group

Engine Company

Foam Engine

Egress Ladder 

Company

RIT / FAST Team

USCG Vessel

Other Planning Units based on 

scenario

Public 

Information 

Officer

Liaison Officer

Safety Officer

Assisting/

Coordinating 

Agency

Agencies

Representative

USCG MER Team

Local Fire HAZMAT 

Team

Vessel or Facility 

OSRO

Unified Command

CG Incident Commander

State/Local/Tribal Incident 

Commander(s)

Responsible Party Incident 

Commander (If required by law)

Position Not Filled

Duties assumed by the next 

higher assigned person

Fire Boat

Investigations 

Operations Group

Forensic Group

Investigative 

Support Group

Intelligence / Investigation 

Section Chief

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MARINE FIRE AND SALVAGE - SPECIFIC ICS 

POSITIONS AND TASK DESCRIPTIONS

ICS positions and tasks specific to marine fire and salvage 

incidents are described below. 

ACCOUNTABILITY TEAM

The Accountability Team is responsible for logging the 

persons embarking and disembarking a vessel. Team 

members must be at each vessel entry point to log this 

information during an incident response. Accountability for all 

resources is the responsibility of the IC/UC and is typically 

delegated to the Planning Section.

FIRE SUPPRESSION BRANCH DIRECTOR

When activated, the Fire Suppression Branch Director is 

under the direction of the OSC. The local fire department’s 

initial Operations Section Chief at a marine fire response is 

often re-designated the Fire Suppression Branch Director 

under a UC. The Fire Suppression Branch Director is 

responsible for the portions of the IAP that deal with fire 

suppression activities, Branch resource assignments, 

reporting the progress of control activities, and status of 

resources within the Branch.

SHORESIDE DIVISION SUPERVISOR

The Shoreside Division Supervisor is responsible for 

shoreside fire suppression activities under the Fire 

Suppression Branch. The Shoreside Division Supervisor is 

responsible for the portions of the IAP that deal with fire 

suppression activities and exposure protection, Division 

resource assignments, reporting the progress of control 

activities, and status of resources within the Division.

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VESSEL DIVISION SUPERVISOR

The Vessel Division Supervisor is responsible for vessel fire 

suppression activities under the Fire Suppression Branch. 

The Vessel Division Supervisor is responsible for the 

portions of the IAP that deal with fire suppression activities 

and exposure protection on a vessel, Division resource 

assignments, reporting the progress of control of activities,

and status of resources within the Division.

WATERSIDE DIVISION SUPERVISOR

The Waterside Division Supervisor is responsible for 

waterside fire suppression activities under the Fire 

Suppression Branch. The Waterside Division Supervisor is 

responsible for the portions of the IAP that deal with fire 

suppression activities and exposure protection on the water, 

Division resource assignments, reporting the progress of 

control of activities, and status of resources within the 

Division. This includes all fireboat activities.

VENTILATION GROUP SUPERVISOR

The Ventilation Group Supervisor is responsible for 

coordinating vessel fixed fire suppression systems, 

coordinating the securing of ventilation systems, and using

positive and/or negative pressure ventilation strategies in 

coordination with the vessel’s crew as required by the Fire 

Suppression Branch Director.

RAPID INTERVENTION TEAM

The Rapid Intervention Team (RIT) is responsible for 

performing SAR for trapped or injured firefighters. A RIT will 

normally be assigned to each Division and/or Group involved 

in firefighting activities, including the Shoreside, Vessel, and 

Waterside Divisions. On a vessel, a RIT will be assigned to

each entry point to below deck firefighting activities.

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MARINE FIRE AND SALVAGE
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SALVAGE/DEWATERING BRANCH DIRECTOR

The Salvage/Dewatering Branch Director is responsible for 

developing a plan to identify resources needed to complete 

their tasks, stabilize the vessel to be salvaged, and remove 

water from the vessel that was used for fire suppression. 

The Salvage/Dewatering Branch Director should be 

established as soon as firefighting activities are initiated to 

ensure control of the vessel’s stability is maintained.

DEWATERING TASK FORCE

The Dewatering Task Force is responsible for implementing 

the dewatering plan developed by the Salvage/Dewatering 

Branch. Dewatering may require the use of portable pumps

or the vessel's fixed bilge or ballast systems and may require 

transferring water between vessel compartments.

MARITIME INCIDENT RESPONSE TEAM – ADVANCE 

MFF RESPONSE TEAM

There will be incidents where the CG will be notified of a fire 

that may or may not have been contained by the crew on 

board a vessel enroute to a local port. Notification prior to 

vessel arrival provides the CG the local Fire Department, 

and the vessel owner the opportunity to plan for the 

response. This planning prior to arrival should include the 

potential deployment of an Advance Marine Fire Fighting 

(MFF) Response Team. The Vessel Response Plan will 

identify the resource provider for this team and will be 

activated by the RP in the case of fires on a commercial 

vessel required to have a VRP. This team should be sent to 

the vessel as soon as possible and PRIOR to it entering 

port. This will permit the UC to collect the information 

needed to make informed decisions, to mitigate the impact of 

the incident, and have adequate resources available prior to 

the vessel entering port. The nature of the incident will 

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MARINE FIRE AND SALVAGE
May 2014

determine the specific makeup of the team and equipment 

needed for evaluation.

MULTI-JURISDICTIONAL RESPONSE – UNIFIED 

COMMAND

There may be incidents due to the magnitude of the fire or 

other outside influences (e.g., flood, earthquake, and 

hurricane) that extend the fire incident outside the original 

jurisdiction. This will require the rapid establishment of a UC 

and organization that includes all affected states, counties, 

jurisdictions, agencies, and organizations. While this 

organization will be very similar to the Oil Spill response 

organizations listed in chapter 20, the rapid spread of fire 

into other jurisdictions requires an organization that can 

manage often limited and scarce specialized resources 

within a region in a timely fashion. Establishment of 

appropriate divisions, groups, and branches will be required 

to coordinate activities over a large area.

TANKSHIP AND MOBILE OFFSHORE DRILLING UNIT 

(MODU) FIREFIGHTING AND SALVAGE

This section provides a basic response outline for firefighting

on and salvage of tank vessels carrying oil and MODUs. All 

vessels constructed or adapted to carry oil or oil residue in 

bulk that fall under operating conditions listed in 33 CFR 

§155.1015 and all vessels constructed or adapted to be 

MODUs that fall under operating conditions listed in 33 CFR 

§146 Subpart C must have a salvage and marine firefighting 

VRP. These requirements apply to vessels that are U.S. 

flagged, operate in the navigable waters of the U.S., or 

transfer oil in a port or place subject to U.S. jurisdiction.

VESSEL RESPONSE PLAN

As per reference (f), the owner or operator of a vessel 

subject to reference (d) must ensure that all major response 

equipment (booms, skimmers, vessels, etc) are inspected 

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MARINE FIRE AND SALVAGE
May 2014

and maintained. Each vessel must have a stability and 

structural integrity assessment performed with a salvage 

software program to expedite the recovery process. These 

Vessels are also required to routinely exercise the VRP. 

When responding to an incident that involves a vessel 

subject to reference (d), the IC/UC should use the VRP as a 

primary document to support IAP development.

The Primary Resource Provider for marine firefighting, as 

defined for vessels subject to reference (e), can provide the 

pre-fire response plan which includes vessel specific 

response information.

PRIMARY RESOURCE PROVIDER

For vessels subject to reference (e), the Primary Resource 

Providers listed in a VRP are the principal entities contracted 

to provide specific salvage and/or marine firefighting 

services and resources for each of the COTP zones in which 

a vessel operates. The Primary Resource Provider will be 

the point of contact for the plan holder, FOSC, and IC/UC in 

matters related to specific resources and services as 

required in 33 CFR §155.4030(a). The owners or operators 

of applicable commercial vessels are obligated to select 

adequate resource providers on the basis of the fifteen

criteria set forth in 33 CFR §155.4050(b).

Only under exceptional circumstances will the FOSC 

consider requests to deviate from using the Primary 

Resource Provider listed in a VRP (i.e. a change in 

contractor would lead to a quicker or more effective 

response.

Response Expectations

The table below gives the planned response timeframes for 

Primary Resource Providers and reflects the preplanned 

resource capability requirements for salvage and firefighting 

operations for commercial vessels subject to reference (e).

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All services are planned to be performed by the Primary 

Resource Provider identified in the VRP within timeframes; 

however, these timeframes are planning standards, not 

performance standards.

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The table below displays the actions that signify a certain 

service has been completed by the Primary Resource 

Provider.

EXAMPLE ORGANIZATIONAL CONSTRUCT FOR A 

VESSEL SALVAGE SCENARIO

Below is an example of how to organize operations during a

tankship salvage response; baseline organizational 

constructs can be found in chapter 13. The example shown 

is not meant to imply that this is the only way to build an ICS 

organizational structure. Experience and judgment are 

required to develop the best organizational construct to 

address complexities of an incident. This example provides 

standardization of terms and names of branches and groups.

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MARINE FIRE AND SALVAGE
May 2014 Type 3 Tankship Salvage Response Organization

Operations

Section Chief Planning Section Chief Logistics Section Chief Finance Section Chief

Vessel Response 

Branch

Source Control 

Group Recovery and Protection 

Branch

Wildlife Branch

Staging Area

On Water -

Recovery Group

Shoreside

Protection Group

Recovery Branch

Salvage Group

Firefighting 

Group

Primary 

Resource 

Provider

Work CrewWork Crew

DIVS

Situation Unit

Resources Unit

Documentation 

Unit

Technical

Specialists 

Communications 

Unit

Supply Unit

Cost Unit

Air Operations 

Branch

Vessel

Dive Team

DIVSDIVSDIVS

Environmental 

Unit

Public 

Information 

Officer

Liaison Officer

Safety Officer

Assisting/

Coordinating 

Agency

Agencies

Representative

Disposal Group

Unified Command

CG Incident Commander

State/Local/Tribal Incident 

Commander(s)

Responsible Party Incident 

Commander (If required by law)

Position Not Filled

Duties assumed by the next 

higher assigned person

Alternative 

Response 

Technology 

Group

VOSS SORS / /

VOO AOSC /

Sampling Technical SpecialistTrajectory Forecasting Technical Specialist*Weather Forecast Technical Specialist*Resources at Risk Technical Specialist*Shoreline Cleanup Assessment Technical Specialist*Historical Cultural Resources Technical Specialist / *

Disposal Technical Specialist*

Scientific Support 

Coordinator

Salvage Advisor

Investigations 

Operations Group

Forensic Group

Investigative 

Support Group

Intelligence / 

Investigation 

Section Chief

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MARINE FIRE AND SALVAGE
May 2014

CHAPTER 23

EVENT MANAGEMENT AND NATIONAL SPECIAL 

SECURITY EVENTS

1. Introduction 23-2

2. Mass Casualty/Mass Rescue during an Event 23-2

3. National Special Security Event (NSSE) 23-3

4. Event Management and National Special

Security Event (NSSE) Specific ICS

Positions and Task Descriptions 23-5

References:

(a) Presidential Decision Directive 62 (PDD-62), May 

1998

(b) Homeland Security Presidential Directive 5

(c) Homeland Security Presidential Directive 7

(d) National Response Framework

(e) National Incident Management System

(f) Contingency Preparedness Planning Manual, 

Volume 1: Planning Doctrine and Policy, 

COMDTINST 3010.11 (series)

(g) Event Management Job Aid

(h) FEMA Incident Management Handbook, FEMA B761

(i) New York Fire Department Study “Fire Department 

of New York Multiple Casualty Incident Command 

Structure”, 

http://www.usfa.fema.gov/pdf/efop/efo45102.pdf

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EVENT MANAGEMENT
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INTRODUCTION

Event management is becoming more significant in CG 

operations. Planned events can vary from a local firework 

show to an OPSAIL to a large scale NSSE as described in 

reference (a). Planned events may require a significant 

organization to run the event and prepare for the possible 

contingencies (e.g., protests and terrorist actions). 

Reference (f) provides policy and doctrine for the 

development of contingency plans. Because of the flexibility 

and structure of NIMS ICS, planning and executing an event

using NIMS ICS can make the event run smoother and make 

contingency execution simpler.

This chapter provides a very brief overview of National 

Special Security Events (NSSE) and Event Management. 

For more information, please see references (a) through (i).

MASS CASUALTY/MASS RESCUE DURING AN EVENT

The CG oversees numerous marine events each year and 

should develop Mass Casualty/Mass Rescue contingency 

incident action plans with pre-identified support resources 

available for immediate activation during marine events.

Reference (i) highlights lessons learned by New York City 

and provides guidance that is applicable to all State, Tribal, 

and local agencies. Most notably, the study states, “When a 

multi casualty incident occurs at a mass gathering incident, 

additional local EMS, law enforcement, and fire suppression 

resources will be dispatched to the event. Unless carefully 

coordinated, these responding resources are going to 

establish their own on-scene command structure. Planning 

for a mass gathering must include coordination of command 

contingencies in the event of a [Mass Casualty Incident] at 

the event that are consistent with NIMS principles. A Unified 

Command (UC) can help coordinate the actions of the 

various departments involved and improve responder 

safety.”

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EVENT MANAGEMENT
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NATIONAL SPECIAL SECURITY EVENT (NSSE)

Reference (a) defines an NSSE as a designated event that 

by virtue of its political, economic, social, or religious 

significance may be the target of terrorism or criminal 

activity. Reference (b) gives DHS the responsibility for

domestic incident management and coordination of the 

federal government’s operational response resources in 

preparing for and responding to terrorist attacks. Under 

reference (c) the Secretary of Homeland Security makes the 

final determination designating an event as an NSSE in 

consultation with the Homeland Security Council.

The NSSE designation process is initiated by a formal 

request from the governor of the state hosting the event to 

the Secretary of Homeland Security; if the event is federally 

sponsored (e.g., the State of the Union Address), an 

appropriate federal official will make the request. Formal 

requests are reviewed by the Special Events Working Group

which is comprised of representatives from the U.S. Secret 

Service (USSS), FBI, DHS Emergency Preparedness and 

Response (EP&R), CG Deputy Commandant for Operations 

staff, FEMA, DoD, and other DHS components. The Special 

Events Working Group provides a consensus 

recommendation to the Secretary of Homeland Security

regarding NSSE designation. Factors typically considered

include:

A. Federal participation.

B. Anticipated attendance by dignitaries.

C. Size, significance, and duration of the event.

D. Location and recurring nature of the event.

E. Anticipated media coverage.

F. State and local resources available to support the event.

G. Multiplicity of jurisdictions.

H. Adequacy of security absent NSSE designation.

I. Available threat assessments.

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EVENT MANAGEMENT
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If an event is designated as an NSSE, the USSS contacts 

relevant federal, state, and local officials to begin planning, 

coordinating, and implementing comprehensive security for 

the event. Events that fail to meet required criteria for NSSE 

designation are considered a Special Event Homeland 

Security (SEHS) under categorized levels I thru IV. The 

SEHS Working Group is comprised of all DHS components

including CG Deputy Commandant for Operations staff. The 

SEHS process is similar to NSSE designation for 

determining the appropriate level of support given to an 

event.

NSSE and SEHS Working Groups provide lists of 

designated events to all agencies identified on the Prioritized 

Special Event List compiled by DHS. Upon receipt, the 

Deputy Commandant for Operations, forwards the list to the 

Areas to identify the support they are required to provide. A 

designated Federal Coordinator (FC) directs joint planning 

and coordinates assets and resources allocated by

participating organizations from event designation to

conclusion. The FC subsequently submits a consolidated 

final report to DHS.

When activated to support an NSSE or other security 

coordination function, the DHS/USSS Multi-agency 

Command Center (MACC), FBI Joint Operations Center 

(JOC), and FEMA JFO may be co-located; but in most 

cases, these units will be physically separated to ensure

continuity of operations. These organizations work together 

using the principles of UC, with a pre-designated lead 

federal agency facilitating interagency incident management 

coordination during NSSE planning and execution. Each 

JFO will be organized to address specific event concerns,

and local geography challenges and will identify available 

forces. CG elements should be prepared to engage early to 

identify support requirements.

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EVENT MANAGEMENT
May 2014

EVENT MANAGEMENT AND NATIONAL SPECIAL 

SECURITY EVENT (NSSE) - SPECIFIC ICS POSITIONS 

AND TASK DESCRIPTIONS

JFO organization for an NSSE can be found in reference (h).

SECURITY OPERATIONS BRANCH

The Security Operations Branch coordinates protection and 

site security efforts, and incorporates the functions of the 

DHS/USSS MACC during NSSEs.

MULTI-AGENCY COMMAND CENTER (MACC)

The MACC is an interagency coordination center established 

by DHS/USSS during an NSSE and is a component of the 

JFO. The MACC serves as the focal point for interagency 

security planning and coordination, including the 

coordination of all NSSE-related information from other intraagency centers (e.g., police command posts and USSS

security rooms) and other interagency centers (e.g., 

intelligence operations centers and JICs).

NOTE: For more information on Event Management, see 

references (a) through (c).

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EVENT MANAGEMENT
May 2014

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EVENT MANAGEMENT
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CHAPTER 24

COAST GUARD NIMS ICS FORMS LIST

For Incident Management Team and Area Command

Note: Forms noted with * have NIMS equivalent forms

INCIDENT MANAGEMENT TEAM FORMS

ICS Form # Form Title Prepared By

ICS 201-CG* Incident Briefing Initial Incident 

Commander

ICS 202-CG* Incident Objectives Planning Section 

Chief

ICS 202a-CG Command 

Direction

Planning Section 

Chief

ICS 202b-CG Critical Information 

Requirements

Planning Section 

Chief

ICS 203-CG* Organization 

Assignment List

Resources Unit 

Leader

ICS 204-CG* Assignment List Resources Unit 

Leader & Operations 

Section Chief

ICS 204a-CG Assignment List 

Attachments

Operations & 

Planning Sections 

Staff

ICS 205-CG* Incident Radio 

Communications 

Plan

Communications Unit 

Leader

ICS 205a-CG Communications 

List

Communications Unit 

Leader

ICS 206-CG* Medical Plan Medical Unit Leader

ICS 207-CG* Incident 

Organization Chart

Resources Unit 

Leader

ICS 208-CG Site Safety and 

Health Plan

Safety Officer

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ICS FORMS LIST
May 2014

ICS 209-CG Incident Status 

Summary

Situation Unit Leader

ICS 210 Status Change 

Card

On-scene Incident 

Dispatcher

ICS 211-CG* Check-In List Resources Unit/ 

Check-in Recorder

ICS 213 General Message Any message 

originator

ICS 213-RR-CG Resource Request 

Message

Any Resource 

Requester

ICS 214-CG* Unit Log All Sections and 

Units

ICS 214a-CG Chronology of 

Events Log

Situation Unit Leader

ICS 215-CG* Operational 

Planning 

Worksheet

Operations Section 

Chief

ICS 215a-CG Incident Action 

Plan Safety 

Analysis

Safety Officer

ICS 217a Communications 

Resource 

Availability 

Worksheet

Communications Unit 

Leader

ICS 218 Support Vehicle 

Inventory

Ground/Vessel 

Support Unit Leaders

ICS 219 Resource Status 

Card (T-Card)

Resources Unit 

Leader

ICS 219-9 Accountable 

Property 

Assignment Record 

(T-Card)

Logistics Units

ICS 220-CG* Air Operations 

Summary

Operations Section 

Chief or Air Branch 

Director

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ICS FORMS LIST
May 2014

ICS 221-CG* Demobilization 

Check-Out

Demobilization Unit 

Leader

ICS 225-CG Incident Personnel 

Performance 

Rating

All Supervisors

ICS 230-CG Daily Meeting 

Schedule

Situation Unit Leader

ICS 232-CG Resources at Risk 

Summary

Environmental Unit 

Leader

ICS 233-CG Incident Open 

Action Tracker

Documentation Unit 

Leader

ICS 234-CG Work Analysis 

Matrix

Operations & 

Planning Section 

Chiefs

ICS 235-CG Facility Needs 

Assessment 

Worksheet

Facilities Unit Leader

ICS 237-CG Incident Mishap 

Reporting Record

All Supervisors

ICS 261-CG Incident 

Accountable 

Resource Tracking 

Worksheet

Supply Unit Leader

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ICS FORMS LIST
May 2014

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ICS FORMS LIST
May 2014

CHAPTER 25

GLOSSARY, INCIDENT TYPING, ACRONYMS, 

MAP/CHART SYMBOLOGY, AND CONVERSIONS AND 

EQUIVALENTS

GLOSSARY

ACCESS CONTROL POINT - The point of entry and exit 

from control zones at a Hazardous Substance Incident. This 

physical location is controlled by response personnel limiting 

access to and from work areas.

AGENCY - A division of government with a specific function, 

or a non-governmental organization.

AGENCY REPRESENTATIVE - Individual assigned to an 

incident from an assisting or cooperating agency that has 

been delegated full authority to make decisions on all 

matters affecting their agency's participation at the incident. 

Agency Representatives report to the incident liaison officer. 

(See also Coast Guard Agency Representative)

ALTERNATIVE RESPONSE TECHNOLOGIES - Response 

methods or techniques other than mechanical containment 

or recovery. Alternative response technologies may include 

use of chemical dispersant, in-situ burning, bioremediation, 

surface washing agents, herding agents, or other 

alternatives. Application of alternative response 

technologies must be authorized and directed by the Federal 

On-Scene Coordinator.

ANALYZING - Interpretation of data to inform current and 

future operational plans.

AREA COMMAND - An organization established to: (1) 

oversee the management of multiple incidents that are each 

being handled by an Incident Command System Incident 

Management Team organization or (2) oversee the 

management of large or multiple incidents to which several 

25-1

GLOSSARY
May 2014

incident management teams have been assigned. Area 

Command has the responsibility to set overall strategy and 

priorities, allocate critical resources according to priorities, 

ensure that incidents are properly managed, and ensure that 

objectives are met and strategies followed. (See also: 

Unified Area Command).

ASSIGNED RESOURCES - Resources checked-in and 

assigned work tasks on an incident.

ASSIGNMENTS - Tasks given to resources to perform 

within a given operational period, based upon tactical 

objectives in the Incident Action Plan.

ASSISTANT - Title for subordinates of the Command Staff 

positions assigned to assist the Command Staff person 

manage their workload. In some cases, assistants are also 

assigned to unit leader positions in the planning, logistics, 

and finance/administration sections.

ASSISTING AGENCY - Is an agency directly contributing or 

providing tactical or service resources to another agency.

AVAILABLE RESOURCES - Incident-based resources that 

are immediately available for assignment.

BEST MANAGEMENT PRACTICES - Recommendations 

from subject matter experts and/or practices proved effective 

in prior incident responses to obtain the best response 

results. Best management practices should be screened for 

feasibility based on several factors such as physical and 

technical limitations, environmental limitations, operational 

and management limitations, pollutant reduction/water 

conservation effects, cost considerations, public acceptance.

BRANCH - The organizational level having functional and/or 

geographic responsibility for major incident operations. The 

Branch level is organizationally between Section and 

Division/Group in the Operations Section and between 

Section and Units in the Logistics Section. Branches are 

25-2

GLOSSARY
May 2014

identified by roman numerals or by functional name (e.g.,

service and support).

BUYING TEAM - A team that supports incident procurement 

and is authorized to procure a wide range of services, 

supplies, and equipment.

CACHE - A pre-determined complement of tools, equipment, 

and/or supplies stored in a designated location and available 

for incident use.

CAMP - Geographical site(s) within the general incident 

area, separate from the incident base, equipped and staffed 

to provide sleeping, food, water, and sanitary services to 

incident personnel.

CATASTROPHIC INCIDENT - Any natural or manmade 

incident, including terrorism, that results in extraordinary 

levels of mass casualties, damage, or disruption severely 

affecting the population, infrastructure, environment, 

economy, national morale, or government functions. 

CHECK-IN - Process whereby resources first report to 

incident response. Check-in locations include: Incident 

Command Post (Resources Unit), Incident Base, Camps, 

Staging Areas, Helibases, Helispots, or Division/Group 

Supervisors (for direct tactical assignments).

CHIEF - The Incident Command System title for individuals 

responsible for the command of functional Sections: 

Operations, Planning, Logistics, and Finance/Administration.

CLEAR TEXT - The use of plain English in radio 

communications transmission. Neither 10 Codes nor 

agency-specific codes are used when using Clear Text.

COASTAL ZONE - As defined for the purpose of the 

National Oil and Hazardous Substances Pollution 

Contingency Plan, means all United States waters subject to 

the tide, United States waters of the Great Lakes, specified 

25-3

GLOSSARY
May 2014

ports and harbors on inland rivers, waters of the contiguous 

zone, other waters of the high seas subject to the National 

Oil and Hazardous Substances Pollution Contingency Plan, 

and the land surface or land substrata, ground waters, and 

ambient air proximal to those waters. The term coastal zone 

delineates an area of federal responsibility for response 

action. Precise boundaries are determined by Environmental 

Protection Agency/Coast Guard agreements and identified in 

federal regional contingency plans.

COAST GUARD AGENCY REPRESENTATIVE - The Coast 

Guard agency representative externally deployed away from 

a Coast Guard unit or Coast Guard led Incident Command 

Post to provide agency representation to and coordination 

with other Federal, state, local, and tribal agencies, nongovernmental organizations, and maritime community 

stakeholders.

COLLECTION - Gathering data to meet the Incident 

Commander information requirements.

COMMAND - The act of directing, ordering, and/or 

controlling resources by virtue of explicit legal, agency, or 

delegated authority. May also refer to an Incident 

Commander or to the Unified Command.

COMMAND AND CONTROL - The exercise of authority and 

direction by a properly designated Incident 

Commander/Unified Command over assigned resources to 

accomplishment the mission. Command and control 

functions are performed through an arrangement of 

personnel, equipment, communications, facilities, and 

procedures employed by the Incident Commander/Unified 

Command in planning, directing, coordinating, and 

controlling resources and operations.

COMMAND POST - See Incident Command Post.

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GLOSSARY
May 2014

COMMAND STAFF - The Command Staff consists of the 

Public Information Officer, Safety Officer, and Liaison 

Officer, who report directly to an Incident Commander. May 

also include Intelligence Officer. They may have an assistant 

or assistants, as needed.

COMMON OPERATIONAL PICTURE - is a capability for 

sharing dynamic, geospatially-referenced situational 

awareness information. A common operational picture

provides timely, fused, accurate displays of data, shared 

across the enterprise, which facilitates collaborative planning 

and support situational awareness for all stakeholders. Data 

disseminated through a common operational picture is 

drawn from authoritative data sources, allowing stakeholders 

to filter and contribute to the common operational picture

according to their area of responsibility, mode, or role.

COMPLEX INCIDENT - Two or more individual incidents 

located in the same general proximity, which are assigned to 

a single Incident Commander or Unified Command to 

facilitate management.

CONSTRAINT - A requirement placed on the Incident 

Commander/Unified Command through Agency direction 

that dictates an action that must be performed, thus 

restricting freedom of action. (Must do.)

CONTAMINANT - See Pollutant.

CONTAMINATION CONTROL LINE - The established line 

around the Contamination Reduction Zone that separates 

the Contamination Reduction Zone from the Support Zone.

CONTAMINATION REDUCTION CORRIDOR - That area 

within the Contamination Reduction Zone where the actual 

decontamination is to take place. Exit from the Exclusion 

Zone is through the Contamination Reduction Corridor. The 

CRC will become contaminated as people and equipment 

pass through to the decontamination stations.

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GLOSSARY
May 2014

CONTAMINATION REDUCTION ZONE - That area 

between the Exclusion Zone and the Support Zone. This 

zone contains the Personnel Decontamination Station. This 

zone may require a lesser degree of personnel protection 

than the Exclusion Zone. This area separates the 

contaminated area from the clean area and acts as a buffer 

to reduce contamination of the clean area.

CONTINGENCY PLAN - The portion of an Incident Action 

Plan or other plan that identifies possible but unlikely events 

and the contingency resources needed to mitigate those 

events.

CONTROL ZONES - The geographical areas within the 

control lines set up at a hazardous substance incident. The 

three zones most commonly used are the Exclusion Zone, 

Contamination Reduction Zone, and Support Zone.

COOPERATING AGENCY - An agency supplying 

assistance other than direct tactical, support functions, or 

resources to the incident control effort (e.g., Red Cross, law 

enforcement agency, and telephone company).

COORDINATION CENTER - Term used to describe any 

facility that is used for the coordination of agency or 

jurisdictional resources in support of one or more incidents.

COST SHARING AGREEMENTS - Agreements between 

agencies or jurisdictions to share designated costs related to 

incidents. Cost sharing agreements are normally written but 

may also be verbal between an authorized agency or 

jurisdictional representatives at the incident.

CRITICAL INFORMATION REQUIREMENTS - Critical 

Information Requirements are a comprehensive list of 

information requirements that the Incident 

Commander/Unified Command has identified as critical to 

facilitating timely decision making.

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GLOSSARY
May 2014

CRITICAL INFRASTRUCTURES - Systems and assets, 

whether physical or virtual, so vital to the U.S. that the 

incapacity or destruction of such systems and assets would 

have a debilitating impact on security, national economic 

security, national public health or safety, or any combination 

of those matters.

DATA - Data is the rawest form of information being 

obtained.

DEMOBILIZATION - Release of resources from an incident 

in strict accordance with a detailed plan approved by the 

Incident Commander/Unified Command.

DEPUTY - A fully qualified individual who, in the absence of 

a superior, could be delegated the authority to manage a 

functional operation or perform a specific task. A Deputy 

could act as relief for a superior and, therefore, must be fully 

qualified in the position. Deputies can be assigned to the 

Incident Commander, General Staff, and Branch Directors.

DIRECTOR - Incident Command System title for individuals 

responsible for supervision of a Branch.

DISSEMINATION - Sharing of data within the Incident 

Management Team, operational assets, other government 

agencies, and external communication to the public.

DIVISION - Organization level used to divide an incident into 

geographical areas of operation. The Division level is 

established when the number of resources exceeds the 

span-of-control of the Operations Section Chief and is 

organizationally between the Task Force/Team and the 

Branch. (See also: Group)

EMERGENCY OPERATIONS CENTER - The predesignated facility established by an agency or jurisdiction to 

coordinate the overall agency or jurisdictional response and 

support to an emergency. The emergency operations center

25-7

GLOSSARY
May 2014

coordinates information and resources to support domestic 

incident management activities.

EMERGENCY SUPPORT FUNCTION - The National 

Response Framework details 14 emergency support 

functions in place to coordinate operations during Federal 

involvement in an incident including transportation, 

communications, public works, engineering, firefighting, 

information and planning, mass care, resource support, 

health and medical services, search and rescue, hazardous 

substance, food, and energy.

ESSENTIAL ELEMENTS OF INFORMATION - subset of a 

Critical Information Requirement which provides greater 

detail on the information needed to meet the Critical 

Information Requirement.

EVENT - A planned, non-emergency activity. The Incident 

Command System can be used as the management system 

for a wide range of events (e.g., National Special Security 

Events, Opsail, parades, concerts, and sporting activities). 

EXCLUSION ZONE - The area immediately around a spill or 

release where contamination does or could occur. It is the 

innermost of the three zones of a hazardous 

substance/material incident. Special protection is required 

for all personnel while in this zone.

EXPANDED ORDERING - An organization that is authorized 

to set up outside of the Incident Command Post to assist the 

Logistics Section with ordering supplies, services and 

resources to support the incident. The expanded ordering 

does not decide allocation of critical resources because they 

are dealt with by Area Command.

FACILITY OWNER - Facility Owner is the owner/operator of 

the facility or source which precipitated an incident.

FEDERAL COORDINATING OFFICER - The Federal officer 

who is appointed to manage Federal resource support 

25-8

GLOSSARY
May 2014

activities related to Stafford Act disasters and emergencies. 

The Federal Coordinating Officer is responsible for 

coordinating the timely delivery of Federal disaster 

assistance resources and programs to the affected State 

and local governments, individual victims, and the private 

sector.

FEDERAL ON-SCENE COORDINATOR - The Federal 

official pre-designated by the Environmental Protection 

Agency or the Coast Guard to coordinate responses under 

subpart D of the National Oil and Hazardous Substances 

Pollution Contingency Plan (40 CFR 300) or the government 

official designated to coordinate and direct removal actions 

under subpart E of the National Oil and Hazardous 

Substances Pollution Contingency Plan. A federal on-scene 

coordinator can also be designated as the Incident 

Commander.

FEDERAL RESOURCE COORDINATOR - The Federal 

official appointed to manage Federal resource support 

activities related to non-Stafford Act incidents. The Federal 

Resource Coordinator is responsible for coordinating support 

from other Federal departments and agencies using 

interagency agreements and memorandums of 

understanding 

FIXED OUTER CONTINENTAL SHELF FACILITY - A

bottom founded Outer Continental Shelf facility permanently 

attached to the seabed or subsoil of the Outer Continental 

Shelf including platforms, guyed towers, articulated gravity 

platforms, and other structures.

FLOATING OUTER CONTINENTAL SHELF FACILITY - A 

buoyant Outer Continental Shelf facility securely and 

substantially moored so that it cannot be moved without a 

special effort. This term includes tension leg platforms and 

permanently moored semisubmersibles or shipshape hulls 

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but does not include mobile offshore drilling units and other 

vessels.

FINANCE/ADMINISTRATION SECTION - The section 

responsible for all administrative and financial considerations 

on an incident.

GENERAL STAFF - The group of incident management 

personnel reporting to the Incident Commander and are 

comprised of: Operations Section Chief, Planning Section 

Chief, Logistics Section Chief, and Finance/Administration 

Section Chief. An Intelligence/Investigation Section Chief

may be established, if required, to meet incident 

management needs. They may each have a 

deputy/deputies.

GEOGRAPHIC INFORMATION SYSTEM - A geographic 

information system is an electronic information system which 

provides a geo-referenced database to support management 

decision-making.

GROUP - An organizational level established to divide the 

incident into functional areas of operation. Groups are 

composed of resources assembled to perform a special 

function not necessarily within a single geographic division. 

A Group is located between Branches (when activated) and 

Resources in the Operations Section. (See also: Division)

HAND CREW - A number of individuals that have been 

organized and trained and are supervised principally for 

operational assignments on an incident.

HAZARDOUS CATEGORIZATION TEST - A field analysis 

to determine the hazardous characteristics of an unknown 

substance.

HAZARDOUS MATERIAL - For the purposes of Emergency 

Support Function #1, hazardous material is a substance or 

material, including a hazardous substance, that has been 

determined by the Secretary of Transportation to be capable 

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of posing an unreasonable risk to health, safety, and 

property when transported in commerce, and which has 

been so designated (see 49 CFR 171.8). For the purposes 

of Emergency Support Function #10 and the Oil and 

Hazardous Materials Response Annex, the term is intended 

to mean hazardous substances, pollutants, and 

contaminants as defined by the National Oil and Hazardous 

Substances Pollution Contingency Plan.

HAZARDOUS SUBSTANCE - As defined by the National Oil 

and Hazardous Substances Pollution Contingency Plan, any 

substance designated pursuant to section 311(b)(2)(A) of the 

Clean Water Act; any element, compound, mixture, solution, 

or substance designated pursuant to section 102 of the 

Comprehensive Environmental Response, Compensation, 

and Liability Act; any hazardous waste having the 

characteristics identified under or listed pursuant to section 

3001 of the Solid Waste Disposal Act (but not including any 

waste the regulation of which under the Solid Waste 

Disposal Act (42 U.S.C. § 6901 et seq.) has been 

suspended by act of Congress); any toxic pollutant listed 

under section 307(a) of the Clean Water Act; any hazardous 

air pollutant listed under section 112 of the Clean Air Act (42 

U.S.C. § 7521 et seq.); and any imminently hazardous 

chemical substance or mixture with respect to which the 

Environmental Protection Agency Administrator has taken 

action pursuant to section 7 of the Toxic Substances Control 

Act (15 U.S.C. § 2601 et seq.).

HELIBASE - A location within the general incident area for 

parking, fueling, maintenance, and loading of helicopters.

HELISPOT - A location where a helicopter can take off and 

land. Some helispots may be used for temporary loading.

INCIDENT - An occurrence either man-made or natural 

phenomenon, that requires action or support by emergency 

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service personnel to prevent or minimize loss of life or 

damage to property and/or natural resources.

INCIDENT ACTION PLAN - An oral or written plan 

containing general objectives reflecting the overall strategy 

for managing an incident. It may include the identification of 

operational resources and assignments. It may also include 

attachments that provide direction and important information 

for management of the incident during one or more 

operational periods.

INCIDENT AWARENESS AND ASSESSMENT - The 

planning and execution of various information capabilities 

that provide situational awareness and assessment to civil 

authorities in support of domestic operations. It includes the 

tasking, collection, processing, analysis, and dissemination 

that provide critical information to the appropriate local, 

State, Tribal, and Federal authorities within an affected area.

INCIDENT BASE - Location at the incident where the 

primary logistics functions are coordinated and administered. 

The Incident Command Post may be collocated with the 

base. There is only one base per incident.

INCIDENT COMMANDER - The individual responsible for all 

incident activities, including the development of strategies 

and tactics and the ordering and release of resources. The 

Incident Commander has overall authority and responsibility 

for conducting incident operations and is responsible for the 

management of all incident operations at the incident site. 

(See also: Unified Command)

INCIDENT COMMAND POST - The field location at which 

the primary tactical-level, on-scene incident command 

functions are performed. The Incident Command Post may 

be collocated with the incident base or other incident 

facilities.

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INCIDENT COMMAND SYSTEM - A standardized on-scene 

emergency management concept specifically designed to 

allow its user(s) to adopt an integrated organizational 

structure equal to the complexity and demands of single or 

multiple incidents, without being hindered by jurisdictional 

boundaries.

INCIDENT MANAGEMENT TEAM - The Incident 

Commander and appropriate Command and General Staff 

personnel assigned to an incident.

INCIDENT MANAGEMENT OBJECTIVES - Statements of 

guidance and direction necessary for the selection of 

appropriate strategies, and the tactical direction of 

resources. Tactical incident objectives address the tactical 

response issues while management incident objectives 

address the incident management issues. Tactical incident 

objectives are based on realistic expectations of what can be 

accomplished when all allocated resources have been 

effectively deployed. Incident objectives must be achievable 

and measurable, yet flexible enough to allow for strategic 

and tactical alternatives.

INCIDENT OVERHEAD - All supervisory positions described 

in the Incident Command System.

INCIDENT SITUATION DISPLAY - The Situation Unit is 

responsible for maintaining a display of status boards, which 

communicate critical incident information vital to establishing 

an effective command and control environment.

INCIDENT SUPPORT ORGANIZATION - Includes any offincident support provided to an incident. Examples would be 

emergency operations centers, airports, expanded ordering, 

etc.

INFORMATION - Information is data that is processed but 

not necessarily analyzed.

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INFORMATION SECURITY - The protection of information 

and information systems against unauthorized access or 

modification of information, whether in storage, processing, 

or transit, and against denial of service to unauthorized 

users. Information security includes those measures 

necessary to detect, document and counter such threats. 

Information Security is composed of Computer Security and 

Communications Security.

INITIAL ACTION - The actions taken by the first resources 

to arrive at the incident. Initial actions may be to size up, 

patrol, monitor, withhold from any action, or take aggressive 

initial measures.

INITIAL RESPONSE - Resources initially committed to an 

incident.

INLAND ZONE - As defined in the National Oil and 

Hazardous Substances Pollution Contingency Plan, the 

environment inland of the coastal zone excluding the Great 

Lakes and specified ports and harbors on the inland rivers. 

The term “coastal zone” delineates an area of Federal 

responsibility for response action. Precise boundaries are 

determined by Environmental Protection Agency/Coast 

Guard agreements and identified in Regional Contingency 

Plans.

INTERAGENCY REMOTE SENSING COORDINATION 

CELL - A formal body of Federal remote sensing experts 

from across the remote sensing community providing critical 

coordination of the remote sensing requirements and 

capabilities for disaster operations. The Interagency Remote 

Sensing Coordination Cell is activated at the discretion of the 

Director of the National Response Coordination Center at 

the Federal Emergency Management Agency.

JOINT FIELD OFFICE - A temporary Federal facility 

established locally to provide a central point for Federal, 

State, local, and tribal executives with responsibility for 

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May 2014

incident oversight, direction, and/or assistance to effectively 

coordinate protection, prevention, preparedness, response, 

and recovery actions. The joint field office will combine the 

traditional functions of the joint operations center, the

Federal Emergency Management Agency’s Disaster Field 

Office, and the joint information center within a single 

Federal facility.

JOINT INFORMATION CENTER - A facility established 

within or near the Incident Command Post where the Public 

Information Officer and staff can coordinate and provide 

information on the incident to the public, media, and other 

agencies. The Joint Information Center is normally staffed 

with representation from the federal on-scene coordinator, 

state on-scene coordinator, and facility owner.

JOINT INFORMATION SYSTEM - Integrates incident 

information and public affairs into a cohesive organization 

designed to provide consistent, coordinated, timely 

information during a crisis or incident operations.

JOINT OPERATIONS CENTER - The Joint Operations 

Center is the focal point for all federal investigative LE

activities during a terrorist or potential terrorist incident or 

any other significant criminal incident, and is managed by 

the senior federal law enforcement official. The Joint 

Operations Center becomes a component of the Joint Field 

Office when the National Response Framework is activated.

JURISDICTION - The range or sphere of authority. Public 

agencies have jurisdiction at an incident related to their legal 

responsibilities and authority for incident mitigation. 

Jurisdictional authority at an incident can be 

political/geographical (e.g., city, county, state, or federal 

boundary lines) or functional (e.g., police department or

health department). (See also: Multi-jurisdiction Incident)

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KEY FUNCTIONS - The foundational tasks established by 

the Incident Commander/Unified Command that the 

objectives are built upon.

LEADER - The Incident Command System title for an 

individual responsible for a Task Force/Strike Team or 

functional unit.

LIMITATIONS - A requirement placed on the Incident 

Commander/Unified Command through Agency direction 

that prohibits an action, thus restricting freedom of action. 

Also known as restraints. (Can’t do.)

LOGISTICS SECTION - The Logistics Section is responsible 

for providing facilities, services, and materials in support of 

the incident.

MAJOR DISASTER - As defined by the Stafford Act, any 

natural catastrophe (including any hurricane, tornado, storm, 

high water, wind-driven water, tidal wave, tsunami, 

earthquake, volcanic eruption, landslide, mudslide, 

snowstorm, or drought) or, regardless of cause, any fire, 

flood, or explosion, in any part of the United States, which in 

the determination of the President causes damage of 

sufficient severity and magnitude to warrant major disaster 

assistance under this act to supplement the efforts and 

available resources of States, local governments, and 

disaster relief organizations in alleviating the damage, loss, 

hardship, or suffering caused thereby.

MANAGEMENT BY OBJECTIVES - In Incident Command 

System, this is a top-down management activity which 

involves the following steps to achieve the incident goal: (1) 

establishing incident objectives, (2) selection of appropriate 

strategy(s) to achieve the objectives, and (3) the tactical 

direction associated with the selected strategy.

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MANAGERS - Individuals within Incident Command System

organizational units that are assigned specific managerial 

responsibilities (e.g., Staging Area Manager).

MAN-MADE INCIDENT - An incident caused directly and 

principally by one or more identifiable deliberate or negligent

human actions.

MESSAGE CENTER - The Message Center is part of the 

Communications Center and collocated with or adjacent to it. 

It receives, records, and routes information about resources 

reporting to the incident, resource status, and handles 

administration, and tactical traffic.

MISSION ASSIGNMENT - The vehicle used by Department 

of Homeland Security/Federal Emergency Management 

Agency to support Federal operations in a Stafford Act major 

disaster or emergency declaration. It orders immediate, 

short-term emergency response assistance when an 

applicable state or local government is overwhelmed by the 

event and lacks the capability to perform, or contract for, the 

necessary work.

MITIGATE - Any action to contain, reduce, or eliminate the 

harmful effects of a spill or release of a hazardous 

substance/material.

MOBILE OFFSHORE DRILLING UNIT - A vessel, other 

than a public vessel of the United States, capable of 

engaging in drilling operations for exploration or exploitation 

of subsea resources.

MOBILIZATION CENTER - An off-incident location at which 

emergency service personnel and equipment are temporarily 

located pending assignment, release, or reassignment.

MORGUE (Temporary On-Incident) - Is an area designated 

for temporary placement of the dead. The Morgue is the 

responsibility of the Coroner’s Office when a Coroner’s 

Representative is on-scene.

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MULTI-AGENCY COORDINATION - A generalized term 

which describes the functions and activities of 

representatives of involved agencies and/or jurisdictions who 

come together to make decisions regarding the prioritizing of 

incidents, and the sharing and use of critical resources. The 

Multi-Agency Coordination organization is not a part of the 

on-scene Incident Command System and is not involved in 

developing incident strategy or tactics.

MULTI-AGENCY INCIDENT - Is an incident where one or 

more agencies assist a jurisdictional agency or agencies. 

May be single or Unified Command.

MULTIJURISDICTIONAL INCIDENT - Is an incident 

requiring action from multiple agencies that each have 

jurisdiction to manage certain aspects of an incident. In 

Incident Command System, these incidents will be managed 

under Unified Command.

NATIONAL INFRASTRUCTURE COORDINATING 

CENTER - Managed by the Department of Homeland 

Security Information Analysis and Infrastructure Protection 

Directorate, the National Infrastructure Coordinating Center

monitors the Nations critical infrastructure and key resources 

on an ongoing basis. In the event of an incident, the National 

Infrastructure Coordinating Center provides a coordinating 

vehicle to share information with critical infrastructure and 

key resources information-sharing entities.

NATIONAL RESPONSE CENTER - A national 

communications center for activities related to oil and 

hazardous substance response actions. The National 

Response Center, located at Department of Homeland 

Security/Coast Guard Headquarters in Washington, DC, 

receives and relays notices of oil and hazardous substances 

releases to the appropriate Federal Operations Section 

Chief.

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NATIONAL RESPONSE FRAMEWORK - A document that 

describes the structure and processes comprising a national 

approach to domestic incident management designed to 

integrate the efforts and resources of Federal, State, local, 

tribal, private-sector, and nongovernmental organizations.

NATIONAL RESPONSE SYSTEM - Pursuant to the 

National Oil and Hazardous Substances Pollution 

Contingency Plan, the National Response System is a 

mechanism for coordinating response actions by all levels of 

government (40 CFR § 300.21) for oil and hazardous 

substances spills and releases.

NATIONAL RESPONSE TEAM - The National Response 

Team, comprised of the 16 Federal agencies with major 

environmental and public health responsibilities, is the 

primary vehicle for coordinating Federal agency activities 

under the National Oil and Hazardous Substances Pollution 

Contingency Plan. The National Response Team carries out 

national planning and response coordination and is the head 

of a highly organized Federal oil and hazardous substance 

emergency response network. Environmental Protection 

Agency serves as the National Response Team Chair, and 

Department of Homeland Security/Coast Guard serves as 

Vice Chair.

NATIONAL SPECIAL SECURITY EVENT - A designated 

event that, by virtue of its political, economic, social, or 

religious significance, may be the target of terrorism or other 

criminal activity.

NATIONAL STRIKE FORCE - The National Strike Force

consists of three strike teams established by Department of 

Homeland Security/Coast Guard on the Pacific, Atlantic, and 

Gulf coasts. The strike teams can provide advice and 

technical assistance for oil and hazardous substances 

removal, communications support, special equipment, and 

services.

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NATIONAL OCEANIC AND ATMOSPHERIC 

ADMINISTRATION WEATHER STATION - A mobile 

weather data collection and forecasting facility (including 

personnel) provided by the National Oceanic and 

Atmospheric Administration, which can be utilized within the 

incident area.

NONGOVERNMENTAL ORGANIZATION - A nonprofit 

entity that is based on interests of its members, individuals, 

or institutions and that is not created by a government, but

may work cooperatively with government to serve a public 

purpose (e.g., faith-based charity organizations and the

American Red Cross).

NUCLEAR INCIDENT RESPONSE TEAM - Created by the 

Homeland Security Act to provide DHS with a 

nuclear/radiological response capability. When activated, the 

Nuclear Incident Response Team consists of specialized 

Federal response teams drawn from Department of Energy

and/or Environmental Protection Agency. 

OBJECTIVES - The Incident Commander/Unified 

Command’s desired outcomes. The Incident 

Commander/Unified Command sets incident objectives that 

are specific, measurable, attainable, realistic, and timesensitive (i.e., verb such as commence, continue, complete). 

The objectives are also flexible enough to allow for strategic 

and tactical alternatives.

OFFICER - The Incident Command System title for 

personnel responsible for the Command Staff positions of 

Safety, Liaison, and Public Information.

OPERATIONAL PERIOD - The period of time scheduled for 

execution of a given set of operation actions as specified in 

the Incident Action Plan. Operational Periods can be various 

lengths, usually not over 24 hours. The Operational Period 

coincides with the completion of one planning “P” cycle (see 

chapter 3 planning cycle).

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OPERATIONS COORDINATION CENTER - The primary 

facility of the Multi-Agency Coordination System. It houses 

staff and equipment necessary to perform Multi-Agency 

Coordination functions.

OPERATIONS SECTION - The Section responsible for all 

operations directly applicable to the primary mission. Directs 

the preparation of Branch and/or Division operational plans, 

requests or releases resources, makes expedient changes 

to the Incident Action Plan as necessary and reports such to 

the Incident Commander.

OUT-OF-SERVICE RESOURCES - Resources assigned to 

an incident, but they are unable to respond for mechanical, 

rest, or personnel reasons.

OUTER CONTINENTAL SHELF - All submerged lands lying 

seaward and outside of the area of “lands beneath navigable 

waters” as defined in section 2(a) of the Submerged Lands 

Act (43 U.S.C. 1301(a)) and of which the subsoil and seabed 

appertain to the United States and are subject to its 

jurisdiction and control.

OUTER CONTINENTAL SHELF FACILITY - Any artificial 

island, installation, or other device permanently or 

temporarily attached to the subsoil or seabed of the Outer 

Continental Shelf, erected for the purpose of exploring for, 

developing, or producing resources there from, or any such 

installation or other device (other than a ship or vessel) for 

the purpose of transporting such resources. The term 

includes mobile offshore drilling units when in contact with 

the seabed of the Outer Continental Shelf for exploration or 

exploitation of subsea resources. The term does not include 

any pipeline or deepwater port (as the term “deepwater port” 

is defined in section 3(10) of the Deepwater Port Act of 1974 

(33 U.S.C. 1502)).

OVERHEAD PERSONNEL - Personnel who are assigned to 

supervisory positions that includes: Incident Commander, 

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Command Staff, General Staff, Directors, Supervisors, and 

Unit Leaders.

PERSONAL PROTECTIVE EQUIPMENT - That equipment 

and clothing required to shield or isolate personnel from the 

chemical, physical, and biological hazards that may be 

encountered at a hazardous substance/material incident.

PLANNING SECTION - The section that is responsible for 

the collection, evaluation, and dissemination of tactical 

information related to the incident, and for the preparation 

and documentation of incident action plans. The section also 

maintains information on the current and forecasted 

situation, and on the status of resources assigned to the 

incident.

POLLUTANT OR CONTAMINANT - As defined in the 

National Oil and Hazardous Substances Pollution 

Contingency Plan, includes, but is not limited to, any 

element, substance, compound, or mixture, including 

disease-causing agents, which after release into the 

environment and upon exposure, ingestion, inhalation, or 

assimilation into any organism, either directly from the 

environment or indirectly by ingestion through food chains, 

will or may reasonably be anticipated to cause death, 

disease, behavioral abnormalities, cancer, genetic mutation, 

physiological malfunctions, or physical deformations in such 

organisms or their offspring.

PROCESSING - Combing, transferring, and cataloging data 

into common repositories.

QUALIFIED INDIVIDUAL - The person authorized by the 

responsible party to act on their behalf, authorize 

expenditures, and obligate resources.

RADIOLOGICAL EMERGENCY RESPONSE TEAMS -

Teams provided by Environmental Protection Agency’s 

Office of Radiation and Indoor Air to support and respond to 

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May 2014

incidents or sites containing radiological hazards. These 

teams provide expertise in radiation monitoring, radionuclide 

analyses, radiation health physics, and risk assessment.

REGIONAL RESPONSE TEAM - Regional counterparts to 

the National Response Team, the Regional Response Team

comprise regional representatives of the Federal agencies 

on the National Response Team and representatives of each 

state within the region. The Regional Response Team

serves as the planning and preparedness bodies before a 

response, and provide coordination and advice to the 

Federal Operations Section Chief during response actions.

REGIONAL RESPONSE COORDINATION CENTERS - A 

standing facility operated by Department of Homeland 

Security/Federal Emergency Management Agency that is 

activated to coordinate regional response efforts, establish 

Federal priorities, and implement local Federal program 

support until a Joint Field Office is established in the field.

REPORTING LOCATION - Any one of six facilities/locations 

where incident assigned resources may check-in. The 

locations are: Incident Command Post-Resources Unit, 

Base, Staging Area, Helibase, or Division/Group Supervisors 

(for direct line assignments). Check-in occurs at one location 

only.

RESOURCES - All personnel and major items of equipment 

available, or potentially available, for assignment to incident 

tasks on which status is maintained.

RESPONDER REHABILITATION - Also known as "rehab,” 

a treatment of incident personnel who are suffering from the 

effects of strenuous work and/or extreme conditions.

RESPONSIBLE PARTY - Is the person, business, or entity 

that has been identified as owning the vessel or facility that 

caused the spill. The term does not imply criminal 

negligence.

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RESPONSIBLE PARTY – VESSELS - In the case of a 

vessel, any person owning, operating, or demise chartering 

the vessel. In the case of a vessel, the term “responsible 

party” also includes the owner of oil being transported in a 

tank vessel with a single hull after December 31, 2010 (other 

than a vessel described in section 3703a(b)(3) of title 46).

RESPONSIBLE PARTY – ONSHORE FACILITIES - In the 

case of an onshore facility (other than a pipeline), any 

person owning or operating the facility, except a Federal 

agency, State, municipality, commission, or political 

subdivision of a State, or any interstate body, that as the 

owner transfers possession and right to use the property to 

another person by lease, assignment, or permit.

RESPONSIBLE PARTY – OFFSHORE FACILITIES - In the 

case of an offshore facility and their associated pipelines 

(other than a deepwater port and its associated pipelines 

licensed under the Deepwater Port Act of 1974 (33 U.S.C. 

1501 et seq.)), the lessee or permittee of the area in which 

the facility is located or the holder of a right of use and 

easement granted under applicable State law or the Outer 

Continental Shelf Lands Act (43 U.S.C. 1301–1356) for the 

area in which the facility is located (if the holder is a different 

person than the lessee or permittee), except a Federal 

agency, State, municipality, commission, or political 

subdivision of a State, or any interstate body, that as owner 

transfers possession and right to use the property to another 

person by lease, assignment, or permit.

SEARCH AND RESCUE ON-SCENE COORDINATOR -

The Search and Rescue On-Scene Coordinator coordinates 

the Search and Rescue mission on-scene using the 

resources made available by Search and Rescue Mission 

Coordinator and should safely carry out the Search and 

Rescue Action Plan. The Search and Rescue On-Scene 

Coordinator may serve as the Operations Section Chief, a 

Branch Director or Group Supervisor to manage on-scene 

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operations after the Search and Rescue mission is 

concluded and other missions continue, such as search and 

recovery.

SCIENTIFIC SUPPORT COORDINATOR - The Scientific 

Support Coordinator is a special technical advisor for the 

Incident Commander/Unified Command, as specified in the 

National Oil and Hazardous Substances Pollution 

Contingency Plan (NCP, 40 CFR 300.145).

SECTION - That organization level having functional 

responsibility for primary segments of an incident such as: 

Operations, Planning, Logistics and Finance. The Section 

level is organizationally between Branch and Incident 

Commander.

SENIOR FEDERAL OFFICIAL - A Senior Federal Officer is 

an individual representing a Federal department or agency 

with primary statutory responsibility for incident 

management.

SINGLE RESOURCE - Is an individual, a piece of 

equipment and its personnel complement, or a crew or team 

of individuals with an identified work supervisor that can be 

used on an incident.

SITE SAFETY AND HEALTH PLAN - Site-specific 

document required by state and Federal Occupational Safety 

and Health Administration regulations and specified in the 

Area Contingency Plan. The Site Safety and Health Plan, at 

minimum, addresses, includes, or contains the following 

elements: health and safety hazard analysis for each site 

task or operation, comprehensive operations work plan, 

personnel training requirements, personal protective 

equipment selection criteria, site-specific occupational 

medical monitoring requirements, air monitoring plan, site 

control measures, confined space entry procedures (if 

needed), pre-entry briefings (tailgate meetings, initial and as 

needed), pre-operations commencement health and safety 

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briefing for all incident participants, and quality assurance of 

SSHP effectiveness.

SITUATION ASSESSMENT - The evaluation and 

interpretation of information gathered from a variety of 

sources (including weather information and forecasts, 

computerized models, geographic information system data 

mapping, remote sensing sources, ground surveys, etc.) 

that, when communicated to emergency managers and 

decision makers, can provide a basis for incident 

management decision making.

SOURCE CONTROL SUPPORT COORDINATOR – The 

Source Control Support Coordinator is responsible for the 

abatement and containment of an uncontrolled oil well in 

Federal offshore waters and serves as the special technical 

advisor for the Incident Commander/Unified Command.

SPAN OF CONTROL - A Command and Control term that 

means how many organizational elements may be directly 

managed by one person. Span of Control may vary from one 

to seven, and a ratio of five reporting elements is optimum.

STAGING AREA - That location where incident personnel 

and equipment are assigned awaiting tactical assignment. 

Staging Areas are managed by the Operations Section 

Chief.

STAKEHOLDERS - Any person, group, or organization 

affected by and having a vested interest in the incident 

and/or the response operation.

STRATEGIC GOALS - Strategic goals are broad, general 

statements of intent.

STRATEGIC PLAN - Is a plan that addresses long-term 

issues such as impact of weather forecasts, time–phased 

resource requirements, and problems such as permanent 

housing for displaced disaster victims, environmental 

pollution, and infrastructure restoration.

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STRATEGY - The general plan or direction selected to 

accomplish incident objectives.

STRIKE TEAM - Are specified combinations of the same 

kind and type of resources with common communications 

and a leader.

SUPERVISOR - Incident Command System title for 

individuals responsible for command of a Division or Group.

SUPERVISOR OF SALVAGE AND DIVING - A salvage, 

search, and recovery operation established by the 

Department of Navy with experience to support response 

activities, including specialized salvage, firefighting, and 

petroleum, oil, and lubricants offloading.

SUPPORT ZONE - In a hazardous substance response, the 

clean area outside of the Contamination Control Line is a 

support zone. Equipment and personnel are not expected to 

become contaminated in this area. Special protective 

clothing is not required. This is the area where resources are 

assembled to support the hazardous substances/materials 

release operation.

TACTICAL DIRECTION - Directions given by the Operations 

Section Chief that includes: the tactics appropriate for the 

selected strategy, the selection and assignment of 

resources, tactics implementation, and performance 

monitoring for each operational period.

TACTICS - Deploying and directing resources during an 

incident to accomplish the objectives designated by strategy.

TASK FORCE - A group of resources with common 

communications and a leader assembled for a specific 

mission.

TASKING - Identification, prioritization of Incident Command 

Critical Information Requirements and assigning assets to 

collect the information.

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T-CARD - Cards filled out with essential information for each 

resource they represent. The cards are color-coded to 

represent different types of resources.

TECHNICAL SPECIALISTS - Personnel with special skills 

who can be used anywhere within the Incident Command 

System organization.

TEMPORARY FLIGHT RESTRICTIONS - Temporary Flight 

Restrictions are established by the Federal Aviation 

Administration to ensure aircraft safety in the vicinity of the 

incident which restricts the operation of non-essential aircraft 

in the airspace around that incident.

TERRORISM - Any activity that: (1) involves an act that (a) 

is dangerous to human life or potentially destructive of 

critical infrastructure or key resources and (b) is a violation of 

the criminal laws of the United States or of any State or other 

subdivision of the United States; and (2) appears to be 

intended (a) to intimidate or coerce a civilian population, (b) 

to influence the policy of a government by intimidation or 

coercion, or (c) to affect the conduct of a government by 

mass destruction, assassination, or kidnapping.

UNACCEPTABLE RISK - Level of risk as determined by the 

risk management process which cannot be mitigated to an 

acceptable safe level.

UNIFIED AREA COMMAND - A Unified Area Command is 

established when incidents under an Area Command are 

multi-jurisdictional.

UNIFIED COMMAND - An application of Incident Command 

System used when there is more than one agency with 

incident jurisdiction or when incidents cross political 

jurisdictions. Agencies work together through the designated 

members of the Unified Command to establish their 

designated Incident Commanders at a single Incident 

Command Post and to establish a common set of objectives 

25-28

GLOSSARY
May 2014

and strategies and a single Incident Action Plan. This is 

accomplished without losing or abdicating authority, 

responsibility, or accountability.

UNIT - That organizational element having functional 

responsibility for a specific incident planning, logistics, or 

finance/administration activity.

VESSEL OWNER - Vessel Owner is the owner/operator of 

the vessel or source which precipitated the incident.

VOLUNTEER - Any individual accepted to perform services 

by an agency that has authority to accept volunteer services 

when the individual performs services without promise, 

expectation, or receipt of compensation for services 

performed.

WATERFRONT FACILITY - All piers, wharves, docks, or 

similar structures to which vessels may be secured; areas of 

land, water, or land and water under and in immediate 

proximity to these structures; buildings on or contiguous to 

these structures; and the equipment and materials on or in 

these structures. The term does not include facilities directly 

operated by the Department of Defense.

WATERSHED REHABILITATION - Is also known as 

"rehab"; restoration of watershed to as-near-as-possible its 

pre-incident condition, or to a condition where it can recover 

on its own.

WEAPON OF MASS DESTRUCTION - As defined in Title 

18, U.S.C. § 2332a: (1) any explosive, incendiary, or poison 

gas, bomb, grenade, rocket having a propellant charge of 

more than 4 ounces, or missile having an explosive or 

incendiary charge of more than one-quarter ounce, or mine 

or similar device; (2) any weapon that is designed or 

intended to cause death or serious bodily injury through the 

release, dissemination, or impact of toxic or poisonous 

chemicals or their precursors; (3) any weapon involving a 

25-29

GLOSSARY
May 2014

disease organism; or (4) any weapon that is designed to 

release radiation or radioactivity at a level dangerous to 

human life.

25-30

GLOSSARY
May 2014

Coast Guard Incident Typing Characteristics

A catastrophic incident is defined as any natural or manmade incident, including terrorism, which 

results in extraordinary levels of mass casualties, damage, or disruption severely affecting the 

population, infrastructure, environment, economy, national morale, or government functions. Type 1

A. This type of incident is the most complex, requiring national resources for safe and effective 

management and operation.

B. All command and general staff positions are filled.

C. Operations personnel often exceed 500 per operational period and total personnel will 

usually exceed 1,000.

D. Branches need to be established.

E. Highly complex information management requirements including the use of one or more 

incident management software tools and a COP.

F. A written incident action plan (IAP) is required for each operational period.

G. The agency administrator will have briefings, and ensure that the complexity analysis and 

delegation of authority are updated.

H. Use of resource advisors at the incident base is recommended.

I. There is a high impact on the local jurisdiction, requiring additional staff for office 

administrative and support functions.

Type 2

A. This type of incident extends beyond the capabilities for local control and is expected to go 

into multiple operational periods. A Type 2 incident may require the response of resources 

out of area, including regional and/or national resources, to effectively manage the 

operations, command, and general staffing.

B. Most or all of the command and general staff positions are filled.

C. A written IAP is required for each operational period.

D. Many of the functional units are needed and staffed.

E. A formal Information Management Plan is developed.

F. Operations personnel normally do not exceed 200 per operational period and total incident 

personnel do not exceed 500 (guidelines only).

G. The agency administrator is responsible for the incident complexity analysis, agency 

administration briefings, and the written delegation of authority.

Type 3

A. Some or all of the command and general staff positions may be activated, as well as 

division/group supervisor and/or unit leader level positions. 

B. A Type 3 IMT or incident command organization is established.

C. Operations personnel normally often exceed 25 per operational period and total incident 

personnel do not exceed 200 (guidelines only).

D. The incident requires multiple operational periods. 

E. A written IAP is required for each operational period.

Type 4

A. Command staff and general staff functions are activated only if needed.

B. Several resources are required to mitigate the incident, including a task force or strike team.

C. The incident is usually limited to one operational period in the initial response phase.

D. The agency administrator may have briefings, and ensure the complexity analysis and 

delegation of authority is updated.

E. No written IAP is required but a documented operational and safety briefing will be 

completed for all incoming resources.

F. The role of the agency administrator includes development of objectives and priorities.

G. Examples include a maritime search and rescue case, small recoverable oil spill, or extended 

law enforcement boarding. 

Type 5

A. The incident can be handled with one or two single resources with up to six personnel.

B. Command and general staff positions (other than the incident commander) are not activated.

C. No written IAP is required.

D. The incident is contained within the first operational period and often within an hour to a few 

hours after resources arrive on scene.

E. Examples include a maritime search and rescue case, sheen or unrecoverable oil spill,

MEDEVAC of an injured person, or a law enforcement boarding.

25-31

INCIDENT TYPING
May 2014

ACRONYMS

AC Area Command

ACP Area Contingency Plan

ADMN Administration Unit Leader

ALOF Assistant Liaison Officer

AMS Area Maritime Security

AMSC Area Maritime Security Committee

AMSP Area Maritime Security Plan

AOBD Air Operations Branch Director

ARC American Red Cross

AREP Agency Representative

ART Alternate Response Technologies

ASGS Air Support Group Supervisor

ASOF Assistant Safety Officer

ATC Air Traffic Control

ATGS Air Tactical Group Supervisor

AT/FP Antiterrorism and Force Protection

ATON Aids to Navigation

BCMG Base Manager

BIMG Billeting Manager

BMP Best Management Practices

BO Boarding Officer

BOAT Boat Operations and Training

BOEM Bureau of Ocean Energy Management

BSEE Bureau of Safety and Environmental 

Enforcement

BTM Boarding Team Member

C2 Command and Control

C3 Command, Control, and Communications

CANUS Canada-United States Joint Marine Pollution 

Contingency Plan

CAP Civil Air Patrol

CART Common Assessment Reporting Tool

25-32

ACRONYMS
May 2014

CASREP Casualty Report

CBP Customs and Border Protection

CBRN Chemical, Biological, Radiological, and Nuclear

CCL Contamination Control Line

CE Categorical Exclusion

CERCLA Comprehensive Environmental Response, 

Compensation, and Liability Act

CG Coast Guard (U.S.)

CG AREP Coast Guard Agency Representative

CGIS Coast Guard Investigative Service

CHEMTREC Chemical Transportation Emergency Center

CI/KR Critical Infrastructure/Key Resources

CIR Critical Information Requirement

CISAR Catastrophic Incident Search and Rescue

CISM Critical Incident Stress Management

CLMS Claims Specialist

CMAT Consequence Management Advisory Team

CO Commanding Officer

COG Continuity of Government

COML Communication Unit Leader

COMP Compensation /Claims Unit Leader

COMT Communications Technician

COOP Continuity of Operations

COP Common Operational Picture

COST Cost Unit Leader

COTP Captain of the Port

CPR Cardiopulmonary Resuscitation

CRC Contamination Reduction Corridor

CRWD Crew Boss/Crew Supervisor

CRZ Contamination Reduction Zone

DART Disaster Assistance Response Teams

DCM Dangerous Cargo Manifest

DCMS Deputy Commandant for Mission Support

DEA Drug Enforcement Administration

DFO Disaster Field Office

25-33

ACRONYMS
May 2014

DHS Department of Homeland Security

DIVS Division/Group Supervisor

DLA Defense Logistics Agency

DMAT Disaster Medical Assistance Teams

DMB Datum Marker Buoy

DMOB Demobilization Unit Leader

DOCL Documentation Unit Leader

DOD Department of Defense

DOE Department of Energy

DOI Department of the Interior

DOT Department of Transportation

DOSC Deputy Operations Section Chief

DPIC Deputy Incident Commander

DPRO Display Processor

DRAT District Response Advisory Team

DRG District Response Group

DSE Deployable Support Elements

EEI Essential Elements of Information

EEZ Exclusive Economic Zone

ELT Emergency Locator Transmitter

EMS Emergency Medical Services

EMT Emergency Medical Technician

ENSP Environmental Specialist

ENVL Environmental Unit Leader

EOC Emergency Operations Center

EOP Emergency Operations Plan

EP&A Environmental Planning and Assessment

EPA Environmental Protection Agency, US

EPIRB Emergency Position Indicating Radio Beacon

EQPM Equipment Manager

EQTR Equipment Time Recorder

ER-FOG Emergency Response - Field Operations Guide

ESA Endangered Species Act

ESF Emergency Support Functions

25-34

ACRONYMS
May 2014

FAA Federal Aviation Administration

FACL Facilities Unit Leader

FBI Federal Bureau of Investigation

FC Federal Coordinator

FCO Federal Coordinating Officer

FDUL Food Unit Leader

FEMA Federal Emergency Management Agency

FIR Field Intelligence Reports

FLIR Forward-Looking Infrared

FMSC Federal Maritime Security Coordinator

FO Facility Owner

FOB Field Observer

FOIA Freedom of Information Act

FOSC Federal On-Scene Coordinator

FOUO For Official Use Only

FPCON Force Protection Condition

FSC Finance/Administration Section Chief

F/V Fishing Vessel

GIS Geographic Information System

GMDSS Global Maritime Distress and Safety System

GSUL Ground Support Unit Leader

HASP Health and Safety Plan

HAZ CAT Hazardous Categorization Test

HAZMAT Hazardous Materials

HAZSUB Hazardous Substances

HAZWOPER Hazardous Waste Operations and Emergency 

Response

HCO Helicopter Coordinator

HELP Information Technology Help Desk Manager

HF High Frequency

HHS Department of Health & Human Services

HITRAC DHS Office of Infrastructure Protection’s 

Homeland Infrastructure Threat and Risk 

Analysis Center

25-35

ACRONYMS
May 2014

HSIN Homeland Security Information Network

HSPD-5 Homeland Security Presidential Directive 5 –

Management of Domestic Incidents

IAA Incident Awareness and Assessment

IAP Incident Action Plan

IC Incident Commander

ICC Incident Communications Center

ICE U.S. Immigration and Customs Enforcement

ICP Incident Command Post

ICS Incident Command System

IMAT Incident Management Assist Team

IMH Incident Management Handbook

IMSAR International Aeronautical and Maritime Search 

and Rescue Manual

IMT Incident Management Team

INCM Incident Communications Center Manager

INJR Compensation for Injury Specialist

IO Investigation Officer

IR Infrared

IRSCC Interagency Remote Sensing Coordination Cell

ISB In-situ Burn

ITSM Information Technology Customer Service 

Manager

JFO Joint Field Office

JIC Joint Information Center

JIS Joint Information System

JOC Joint Operations Center

JOPP Joint Operation Planning Process

JRCC Joint (aeronautical and maritime) Rescue 

Coordination Center

JTTF Joint Terrorism Task Force

KIAS Knots Indicated Air Speed

KML Keyhole Markup Language

25-36

ACRONYMS
May 2014

KT Knot(s)

LE Law Enforcement

LEA Law Enforcement Agency

LEDET Law Enforcement Detachment (CG)

LEL Lower Explosive Limit

LEO Law Enforcement Officer

LKP Last Known Position

LLCM Lessons Learned Collection Manager

LOFR Liaison Officer

LPOC Last Port of Call

LSC Logistics Section Chief

LSE Logistics Support Element

MA Mission Assignment (Issued by FEMA)

MAC Multi-agency Coordination

MACC Multi-agency Command Center

MARSEC Maritime Security

MEDEVAC Medical Evacuation

MEDICO Medical Advice, Usually By Radio

MEDL Medical Unit Leader

MEXUS Mexico and the United States Joint Contingency 

Plan

MFF Marine Fire Fighting

MIPR Military Interdepartmental Purchase Request

MIRP Maritime Infrastructure Plan

MLB Motor Lifeboat

MLE Maritime Law Enforcement

MOA Memorandum of Agreement

MOTR Maritime Operational Threat Response

MOU Memorandum of Understanding

MPA Maritime Patrol Aircraft

MRCC Maritime Rescue Coordination Center

MRTT Mobilization Readiness Tracking Tool

MSST Maritime Safety and Security Team

MTS Marine Transportation System

25-37

ACRONYMS
May 2014

MTSA Maritime Transportation Security Act

MTSL Marine Transportation System Recovery Unit 

Leader

MTSRU Marine Transportation System Recovery Unit

M/V Motor Vessel

NARA National Archives and Records Administration

NCP National Oil and Hazardous Substances 

Pollution Contingency Plan (40 CFR 300)

NDMS National Disaster Medical System

NDRF National Disaster Recovery Framework

NEPA National Environmental Policy Act

NGA National Geospatial-Intelligence Agency

NGB National Guard Bureau

NGO Non-Governmental Organization

NIC National Incident Commander

NICC National Interagency Coordination Center

NIMS National Incident Management System

NM Nautical Mile

NMAWC Naval Mine and Antisubmarine Warfare 

Command

NOAA National Oceanic and Atmospheric 

Administration

NOC National Operations Center

NOTAM Notice to Airmen

NPFC National Pollution Funds Center

NPOC Next Port of Call

NPS National Park Service

NRC National Response Center

NRCC National Response Coordination Center

NRDA Natural Resource Damage Assessment and 

Restoration

NRF National Response Framework

NRIA Nuclear/Radiological Incident Annex

NRS National Response System

NRT National Response Team

25-38

ACRONYMS
May 2014

NSARC National Search and Rescue Committee

NSF National Strike Force

NSP National Search and Rescue Plan

NSS National Search and Rescue Supplement

NSSE National Special Security Event

NTAS National Terrorism Advisory System

NTSB National Transportation Safety Board

NWP Naval Warfare Publication

OCC Operations Coordination Center

OIC Officer-In-Charge

OGA Other Government Agency

OPA 90 Oil Pollution Act of 1990

OPBD Operations Branch Director

OPCEN CG Operations Center

OPCON Operational Control

OPLAN Operation Plan

OPORDER Operation Order

OPSEC Operations Security

ORDM Ordering Manager

ORM Operation Risk Management

ORR Operational Readiness Review

O/S On-Scene

OSC Operations Section Chief

OSHA Occupational Safety and Health Administration

OSRP Oil Spill Response Plan

PA Programmatic Agreement (Historical/ Cultural 

Protection)

P/C Pleasure Craft

PDD Presidential Decision Directive

PFD Personal Flotation Device

PIO Public Information Officer

PIW Person(s) in Water

PML Personal Marker Light

POB Persons On Board

25-39

ACRONYMS
May 2014

POC Point of Contact

POD Probability of Detection

POS Probability of Success

PPD-8 Presidential Policy Directive 8: National 

Preparedness

PPE Personal Protective Equipment

PQS Performance Qualification Standard

PRECOM Preliminary Communication Search

PRFA Pollution Removal Funding Authorization

PROC Procurement Unit Leader

PROP Property Management Unit Leader

PSC Planning Section Chief

PSMA Pre-Scripted Mission Assignment

PTRC Personnel Time Recorder

PWCS Ports, Waterways, and Coastal Security

QI Qualified Individual

QRT Quick Reaction Team

R&A Rescue and Assistance

RADO Radio Operator

RAR Resources at Risk

RBDF Royal Bahamian Defense Force

RBDM Risk Based Decision Making

RB-M Response Boast - Medium

RB-S Response Boat - Small

RCC Rescue Coordination Center

RCDM Receiving and Distribution Manager

RCP Regional Response Plan

RDD Radiological Dispersal Device

REHB Responder Rehabilitation Manager

RERT Radiological Emergency Response Team

RESL Resource Unit Leader

RIB/RHIB Rigid Hull Inflatable Boat

RIT Rapid Intervention Team

ROE Rules of Engagement

25-40

ACRONYMS
May 2014

RP Responsible Party

RPBD Recovery and Protection Branch Director

RPIC Responsible Party Incident Commander

RRBT Rapid Response Boarding Team

RRCC Regional Response Coordination Center

RRD Radiological Dispersion Devise

RRT Regional Response Team

RSC Rescue Sub-Center

SAR Search and Rescue

SART Search and Rescue Transponder

SARTEL SAR Telephone (private hotline)

SATCOM Satellite Communications

SC SAR Coordinator

SCAT Shoreline Cleanup Assessment Technique

SCKN Status/Check-In Recorder

SCSC Source Control Support Coordinator

SECM Security Manager

SEHS Special Event Homeland Security

SERT CG Marine Safety Center Salvage Engineering 

Response Team

SHPO State Historical Preservation Officer

SILC Shore Infrastructure Logistics Center

SITL Situation Unit Leader

SITREP Situation Report

SLAR Side Looking Airborne Radar

SLDMB Self-Locating Datum Marker Buoy

SMC SAR Mission Coordinator

SME Subject Matter Expert

SNO Statement of No Objection

SOFR Safety Officer

SOLAS Safety of Life at Sea

SONS Spill of National Significance

SORS Spilled Oil Recovery Systems

SOSC State On-Scene Coordinator

SPUL Supply Unit Leader

25-41

ACRONYMS
May 2014

SRA Safe Refuge Area

SRB Surf Rescue Boat

SRIE Safety Rules of Engagement

SROE Standing Rules of Engagement

SRR Search and Rescue Region

SRU Search and Rescue Unit

SSC Scientific Support Coordinator

SSHP Site Safety and Health Plan

SSI Sensitive Security Information

STAM Staging Area Manager

STL Strike Team Leader

STR Shoreline Treatment Recommendation

STVE Strike Team Leader, Vessel

SUBD Support Branch Director

S/V Sailing Vessel

SVBD Service Branch Director

TACLET Tactical Law Enforcement Team

TACON Tactical Control

TB Tank Barge

TDS Time, Distance and Shielding

TELECOM Telecommunications

TFL Task Force Leader

TFR Temporary Flight Restrictions

THSP Technical Specialist

TIME Time Unit Leader

TMT Training Management Tool

TOI Target of Interest

TONO Travel Orders

TOSC Tribal On-Scene Coordinator

TRACEM Thermal, Radioactive, Asphyxiation, Chemical, 

Etiological, and Mechanical

TSA Transportation Security Administration

TSI Transportation Security Incident

TTP Tactics, Techniques, and Procedures

T/V Tank Vessel

25-42

ACRONYMS
May 2014

UAC Unified Area Command

UACG Unified Area Coordination Group

UC Unified Command

UCG Unified Coordination Group

UHF Ultra-High Frequency

UMIB Urgent Marine Information Broadcast

US&R Urban Search and Rescue

USAF United States Air Force

USC United States Code

USCG United States Coast Guard

USMC United States Marine Corps

USN United States Navy

USSS United States Secret Service

UTL Utility Boat

VA Veterans Affairs

VERTREP Vertical Replenishment

VHF Very High Frequency

VO Vessel Owner

VOO Vessel of Opportunity

VOSS Vessel of Opportunity Skimming System

VRP Vessel Response Plan

VSUL Vessel Support Unit Leader

WEBTA Web Time and Attendance Software

WEPS Weapons Support Unit Leader

WLBD Wildlife Branch Director

WMD Weapons of Mass Destruction

WTD Water-Tight Door

25-43

ACRONYMS
May 2014

MAP/CHART SYMBOLOGY

25-44

MAP/CHART SYMBOLOGY

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Online bookstore: http://bookstore.gpo.gov/ 

 

Digital versions of this document and other ICS related 

doctrine, tactics, techniques, procedures, job aids, and 

qualifications can be downloaded from 

https://homeport.uscg.mil/ics.