U.S. Fire Administration/National Fire Academy

Field Operations 

Guide

ICS 420-1

June 2016
TEN STANDARD FIRE ORDERS

FIRE BEHAVIOR 

1. Keep informed on fire weather conditions and forecasts. 

2. Know what your fire is doing at all times. 

3. Base all actions on current and expected behavior of the 

fire. 

FIRELINE SAFETY

4. Identify Escape Routes and Safety Zones and make them 

known. 

5. Post Lookouts when there is possible danger. 

6. Be alert. Keep calm. Think clearly. Act decisively. 

ORGANIZATIONAL CONTROL

7. Maintain prompt communication with your forces, your 

supervisor, and adjoining forces. 

8. Give clear instructions and ensure they are understood. 

9. Maintain control of your forces at all times. 

IF YOU CONSIDERED 1 THROUGH 9, THEN 

10. Fight fire aggressively, having provided for safety first. 

Common Denominators of Fire Behavior on Tragedy Fires 

• Most incidents happen on the smaller fires or on isolated 

portions of larger fires. 

• Most fires are innocent in appearance before the “flareups” or “blow-ups.” In some cases, tragedies occur in the 

mop-up stage. 

• Flare-ups generally occur in deceptively light fuels. 

• Fires run uphill surprisingly fast in chimneys, gullies, and 

on steep slopes. 

• Some suppression tools, such as helicopters or air 

tankers, can adversely affect fire behavior. The blasts of 

air from low flying helicopters and air tankers have been 

known to cause flare-ups.
U.S. Fire Administration

Mission Statement

We provide National leadership to foster 

a solid foundation for our fire and emergency services stakeholders in prevention, 

preparedness, and response.
ACKNOWLEDGEMENT

The National Fire Academy would like to thank FIRESCOPE 

for the use of the Field Operations Guide (ICS 420-1) as a 

template for this document. 

STATEMENT OF INTENT

The content of the Field Operations Guide (FOG) is intended 

to provide guidance for the application of the Incident 

Command System (ICS) to any planned or unplanned event. 

Position descriptions, checklists, and diagrams are provided 

to facilitate that guidance. The information contained in this 

document is intended to enhance the user’s experience, 

training, and knowledge in the application of the Incident 

Command System. All users must obtain proper ICS training 

at the level necessary to effectively utilize the System.

For more information regarding FIRESCOPE, 

visit www.firescope.org.

40th

Anniversary

1972 2012
i

TABLE OF CONTENTS

Chapter 1 Common Responsibilities .............................1-1

Chapter 2 Multi-Agency Coordination System (MACS)...2-1

Chapter 3 Area Command..............................................3-1

Chapter 4 Complex..........................................................4-1

Chapter 5 Command.......................................................5-1

Chapter 6 Unified Command..........................................6-1

Chapter 7 Planning Process ...........................................7-1

Chapter 8 Operations Section........................................8-1

Chapter 9 Planning Section............................................9-1

Chapter 10 Logistics Section..........................................10-1

Chapter 11 Finance/Administration Section.................11-1

Chapter 12 Organizational Guides.................................12-1

Chapter 13 Resource Types and Minimum Standards ..13-1

Chapter 14 Wildland Urban Interface (WUI) Structure 

Protection.....................................................14-1

Chapter 15 Multi-Casualty (MCI) ....................................15-1

Chapter 16 Urban Search and Rescue (US&R).............16-1

Chapter 17 Hazardous Materials and Mass 

Decontamination.........................................17-1

Chapter 18 Terrorism/Weapons of Mass Destruction..18-1

Chapter 19 Swiftwater/Flood Search and Rescue........19-1

Chapter 20 High-Rise ......................................................20-1

Chapter 21 Protective Action Guidelines .......................21-1

Chapter 22 Firefighter Incident Safety and 

Accountability Guidelines............................22-1

Chapter 23 Glossary of Terms........................................23-1
ii

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COMMON 1-1 RESPONSIBILITIES

CHAPTER 1

COMMON RESPONSIBILITIES

Contents ................................................................................1-1

Common Responsibilities.....................................................1-2

Unit Leader Responsibilities.................................................1-3
COMMON 1-2 RESPONSIBILITIES

COMMON RESPONSIBILITIES

The following is a checklist applicable to all ICS personnel: 

a. Receive assignment from your agency, including: 

1. Job assignment, e.g., Strike Team designation, 

overhead position, etc. 

2. Resource order number and request number 

3. Reporting location 

4. Reporting time 

5. Travel instructions 

6. Any special communications instructions, e.g., travel 

frequency 

b. Upon arrival at the incident, check in at designated 

Check-in location. Check-in may be found at: 

1. Incident Command Post 

2. Base or Camps 

3. Staging Areas 

4. Helibases 

5. If you are instructed to report directly to a line 

assignment, check in with the Division/Group 

Supervisor. 

c. Receive briefing from immediate supervisor. 

d. Acquire work materials. 

e. Conduct all tasks in a manner that ensures safety and 

welfare of you and your co-workers utilizing accepted risk 

analysis methods. 

f. Organize and brief subordinates. 

g. Know the assigned frequency (ies) for your area of 

responsibility and ensure that communication equipment 

is operating properly. 

h. Use clear text and ICS terminology (no codes) in all 

radio communications. All radio communications to the 

Incident Communications Center will be addressed: 
COMMON 1-3 RESPONSIBILITIES

“(Incident Name) Communications,” e.g., “Webb 

Communications”. 

i. Complete forms and reports required of the assigned 

position and send through supervisor to Documentation 

Unit. 

j. Respond to demobilization orders and brief subordinates 

regarding demobilization. 

UNIT LEADER RESPONSIBILITIES

A number of the Unit Leader responsibilities are common 

to all units in all parts of the organization. Common 

responsibilities of Unit Leaders are listed below. These 

will not be repeated in Unit Leader Position Checklists in 

subsequent chapters: 

a. Participate in incident planning meetings as required. 

b. Determine current status of unit activities. 

c. Confirm dispatch and estimated time of arrival of staff 

and supplies. 

d. Assign specific duties to staff and supervise staff. 

e. Develop and implement accountability, safety, security, 

and risk management measures for personnel and 

resources. 

f. Supervise demobilization of unit, including storage of 

supplies. 

g. Provide Supply Unit Leader with a list of supplies to be 

replenished. 

h. Maintain unit records, including Unit/Activity Log (ICS 

Form 214).
Notes
MACS 2-1 MACS

CHAPTER 2

MULTI-AGENCY COORDINATION SYSTEM

(MACS)

Contents ................................................................................2-1

Multi-Agency Coordination System (MACS).........................2-2

MACS Functions ....................................................................2-2

Position Checklists................................................................2-3

MAC Group Coordinator ...................................................2-3

MAC Group Agency Representatives................................2-3

Situation Assessment Unit ...............................................2-4

Resources Unit ..................................................................2-4

Information Unit ................................................................2-5
MACS 2-2 MACS

MULTI-AGENCY COORDINATION SYSTEM (MACS)

A Multi-Agency Coordination System (MACS) is a combination 

of facilities, equipment, personnel, procedures, and 

communications integrated into a common system with 

responsibility for coordination of assisting agency resources 

and support to agency emergency operations. 

MACS FUNCTIONS

a. Evaluate new incidents. 

b. Prioritize incidents: 

• Life threatening situation 

• Real property threatened 

• High damage potential 

• Incident complexity 

c. Ensure agency resource situation status is current. 

d. Determine specific incident and agency resource 

requirements. 

e. Determine agency resource availability for out-ofjurisdiction assignment at this time. 

f. Determine need and designate regional mobilization 

centers. 

g. Allocate resources to incidents based on priorities. 

h. Anticipate future agency/regional resource needs. 

i. Communicate MACS “decisions” back to agencies/

incidents. 

j. Review policies/agreements for regional resource 

allocations. 

k. Review need for other agencies involvement in MACS. 

l. Provide necessary liaison with other coordinating 

facilities and agencies as appropriate. 
MACS 2-3 MACS

POSITION CHECKLIST

MAC GROUP COORDINATOR - The MAC Group Coordinator 

(MCCO) serves as a facilitator in organizing and 

accomplishing the mission, goals and direction of the MAC 

Group. The Coordinator will: 

a. Facilitate the MAC Group decision process by obtaining, 

developing and displaying situation information. 

b. Activate and supervise necessary unit and support 

positions within the MAC Group. 

c. Acquire and manage facilities and equipment necessary 

to carry out the MAC Group functions. 

d. Implement the decisions made by the MAC Group. 

MAC GROUP AGENCY REPRESENTATIVES - The MAC Group 

is made up of top management personnel from responsible 

agencies/jurisdictions, those organizations heavily supporting 

the effort or those that are significantly impacted by use 

of local resources. MACS Agency Representatives involved 

in a MAC Group must be fully authorized to represent their 

agency. Their functions can include the following: 

a. Ensure that current situation and resource status is 

provided by their agency. 

b. Prioritize incidents by an agreed upon set of criteria. 

c. Determine specific resource requirements by agency.

d. Determine resource availability for out-of-jurisdiction 

assignments and the need to provide resources in 

Mobilization Centers. 

e. As needed, designate area or regional mobilization and 

demobilization centers within their jurisdictions. 

f. Collectively allocate scarce, limited resources to incidents 

based on priorities. 

g. Anticipate and identify future resource needs. 

h. Review and coordinate policies, procedures and 

agreements as necessary. 
MACS 2-4 MACS

i. Consider legal/fiscal implications. 

j. Review need for participation by other agencies. 

k. Provide liaison with other coordinating facilities and 

agencies as appropriate. 

l. Critique and recommend improvements to MACS and 

MAC Group operations. 

m. Provide personnel cadre and transition to emergency or 

disaster recovery as necessary. 

SITUATION ASSESSMENT UNIT - The Situation Assessment 

Unit (this is also referred to in some agencies and EOC’s as 

the Intelligence Unit) in a Multi-Agency Coordination Center 

is responsible for the collection and organization of incident 

status and situation information. They evaluate, analyze and 

display information for use by the MAC Group. Functions 

include the following: 

a. Maintain incident situation status including locations, 

kinds and sizes of incidents, potential for damage, 

control problems, and any other significant information 

regarding each incident. 

b. Maintain information on environmental issues, status of 

cultural and historic resources, and condition of sensitive 

populations and areas. 

c. Maintain information on meteorological conditions and 

forecast conditions that may have an effect on incident 

operations. 

d. Request/obtain resource status information from the 

Resources Unit or agency dispatch sources. 

e. Combine, summarize and display data for all incidents 

according to established criteria. 

f. Collect information on accidents, injuries, deaths and any 

other significant occurrences. 

g. Develop projections of future incident activity. 
MACS 2-5 MACS

RESOURCES UNIT - The Resources Unit, if activated in 

a Multi-Agency Coordination Center, maintains summary 

information by agency on critical equipment and personnel 

committed and available within the MACS area of 

responsibility. Status is kept on the overall numbers of critical 

resources rather than on individual units: 

a. Maintain current information on the numbers of 

personnel and major items of equipment committed and/

or available for assignment. 

b. Identify both essential and excess resources. 

c. Provide resource summary information to the Situation 

Assessment Unit as requested. 

INFORMATION UNIT - The Information Unit is designed 

to provide information regarding the MACS function. The 

unit will operate an information center to serve the print 

and broadcast media and other governmental agencies. It 

may provide summary information from agency/ incident 

information officers and identify local agency sources for 

additional information to the media and other government 

agencies. Functions include:

a. Prepare and release summary information to the news 

media and participating agencies.

b. Assist news media visiting the MACS facility and provide 

information on its function. Promote inter-agency 

involvement. 

c. Assist in scheduling press conferences and media 

briefings. 

d. Assist in preparing information, materials, etc., when 

requested by the MAC Group Coordinator. 

e. Coordinate with Joint Information Center (JIC) if 

established. 

f. Coordinate all matters related to public affairs (VIP tours, etc.).

g. Act as escort for facilitated agency tours of incident 

areas, as appropriate.
Notes
AREA COMMAND 3-1 AREA COMMAND

CHAPTER 3

AREA COMMAND

Contents ................................................................................3-1

Area Command......................................................................3-2

Position Checklists................................................................3-4

Area Commander..............................................................3-4

Assistant Area Commander, Planning .............................3-5

Assistant Area Commander, Logistics .............................3-6

Area Command Aviation Coordinator...............................3-6
AREA COMMAND 3-2 AREA COMMAND

AREA COMMAND

Area Command is an expansion of the incident command 

function primarily designed to manage a complex or 

large incident/event or an area that has multiple incident 

management organizations assigned. An Area Command may 

be established at any time that incidents are close enough 

that oversight is required among incident management 

organizations to ensure conflicts do not arise. 

The function of Area Command is to develop broad objectives 

for the impacted area and coordinate the development of 

individual incident objectives and strategies. Additionally, 

the Area Command will set priorities for the use of critical 

resources allocated to the incidents assigned. 

The organization is normally small with personnel assigned 

to Command, Planning and Logistics functions. Depending 

on the complexity of the interface between the incidents, 

specialists in other areas such as aviation, hazardous 

materials, environment, and finance may also be assigned to 

Area Command. 
AREA COMMAND 3-3 AREA COMMAND

AREA COMMAND ORGANIZATION FOR THREE INCIDENT MANAGEMENT TEAMS

AREA COMMANDER

Area Command

Staging/Mobilization Center*

Assistant Area Commander 

Planning

Assistant Area Commander

Logistics

Area Command 

Situation Unit 

Area Command 

Liaison Officer 

Area Command 

Public Information Officer 

Area Command 

Aviation Coordinator

Incident Commander Incident Commander Incident Commander

Command 

Staff

General 

Staff

Command 

Staff

General 

Staff

Command 

Staff

General 

Staff

*An Area Commander may have the need to pre-position resources prior to allocating them to individual incidents. This can be an Area Command Staging when it is desirable to have the resources ready for deployment within three minutes or a Mobilization Center when resources are being held prior to assignment, reassignment or demobilization.
AREA COMMAND 3-4 AREA COMMAND

POSITION CHECKLISTS

AREA COMMANDER (Single or Unified Area Command) –

The Area Commander (ACDR) is responsible for the overall 

direction of incident management teams assigned to 

the same incident or to incidents in close proximity. This 

responsibility includes ensuring that conflicts are resolved, 

compatible incident objectives are established and strategies 

are selected for the use of critical resources. 

Area Command also has the responsibility to coordinate with 

local, state, federal and volunteer organizations and agencies 

that are operating within the Area:

a. Obtain briefing from the agency executive(s) on agency 

expectations, concerns and constraints. 

b. Obtain and carry out Delegation of Authority from the 

agency executive for overall management and direction 

of the incidents within the designated Area Command. 

c. If operating as a Unified Area Command, develop working 

agreement for how Area Commanders will function 

together. 

d. Delegate authority to Incident Commanders based on 

agency expectations, concerns and constraints. 

e. Establish an Area Command schedule and timeline. 

f. Resolve conflicts between incident “realities” and agency 

executive “wants.” 

g. Establish appropriate location for the Area Command 

facilities. 

h. Determine and implement an appropriate Area Command 

organization. 

i. Determine need for an Area Command Staging/

Mobilization Center.

j. Determine need for Technical Specialists to support Area 

Command. 
AREA COMMAND 3-5 AREA COMMAND

k. Obtain incident briefing and Incident Action Plans from 

Incident Commanders. 

l. Assess incident situations prior to strategy meetings. 

m. Conduct a joint meeting with all Incident Commanders. 

n. Review objectives and strategies for each incident. 

o. Periodically review critical resource needs. 

p. Maintain a close coordination with the agency executive. 

q. Establish priorities for use of critical resources. 

r. Review procedures for interaction within the Area 

Command.

s. Approve Incident Commander requests for and release of 

critical resources. 

t. Coordinate and approve Demobilization Plans. 

u. Maintain log of major actions/decisions. 

ASSISTANT AREA COMMANDER, PLANNING - The Assistant 

Area Commander, Planning (ACPC) is responsible for 

collecting information from incident management teams 

in order to assess and evaluate potential conflicts in 

establishing incident objectives, strategies and the priority 

use of critical resources: 

a. Obtain briefing from Area Commander. 

b. Assemble information on individual incident objectives 

and begin to identify potential conflicts and/or ways for 

incidents to develop compatible operations. 

c. Recommend the priorities for allocation of critical 

resources to incidents. 

d. Maintain status on critical resource totals (not detailed 

status). 

e. Ensure that advance planning beyond the next 

operational period is being accomplished. 

f. Prepare and distribute Area Commander’s decisions or 

orders.
AREA COMMAND 3-6 AREA COMMAND

g. Prepare recommendations for the reassignment of 

critical resources as they become available. 

h. Ensure Demobilization Plans are coordinated between 

incident management teams and agency dispatchers. 

i. Schedule strategy meeting with Incident Commanders to 

conform to their planning processes. 

j. Prepare Area Command briefings as requested or 

needed. 

k. Maintain log of major actions/decisions.

ASSISTANT AREA COMMANDER, LOGISTICS - The Assistant 

Area Commander, Logistics (ACLC) is responsible for providing 

facilities, services and material at the Area Command level, 

and for ensuring effective use of critical resources and 

supplies among the incident management teams: 

a. Obtain briefing from the Area Commander. 

b. Provide facilities, services and materials for the Area 

Command organization. 

c. In the absence of the Area Command Aviation 

Coordinator, ensure coordinated airspace temporary flight 

restrictions are in place and understood. 

d. Ensure coordinated communication links and frequencies 

are in place. 

e. Assist in the preparation of Area Command decisions. 

f. Ensure the continued effective and priority use of critical 

resources among the incident management teams. 

g. Maintain log of major actions/decisions. 

AREA COMMAND AVIATION COORDINATOR – The Area 

Command Aviation Coordinator (ACAC) is a Technical 

Specialist responsible for ensuring effective use of critical 

aviation resources among multiple management teams: 
AREA COMMAND 3-7 AREA COMMAND

a. Obtains briefing from Area Commander. 

b. Coordinates with local unit(s) aviation managers, 

dispatch centers, and aviation facility managers. 

c. Monitors incident(s) aviation cost, efficiency, and safety. 

Ensures agency rules, regulations, and safety procedures 

are followed. 

d. Provide to incidents local initial attack forces and other 

interested parties with an area aviation plan that outlines 

Area Command aviation procedures and specifics of the 

area aviation operation. 

e. Allocates air and ground based aviation resources 

according to Area Command priorities and objectives. 

f. Ensures inter-incident movement of aircraft is planned 

and coordinated. 

g. Coordinates with local and adjacent initial attack aircraft 

bases and local dispatch to ensure that procedures 

for transiting incident area and corridors are in place. 

Ensures flight following procedures, entry/exit routes and 

corridors, hazards, frequencies and incident air space 

are known to all affected. 

h. Coordinates with Incident Air Operations Branch 

Directors, dispatch, FAA, DOD, and local aviation 

authorities and administrators to ensure that Temporary 

Flight Restrictions are in place, coordinated, and do not 

overlap. Ensures that potential risks of operating on, 

near, or within Military Training Routes and Special-Use 

Airspace have been mitigated. 

i. Ensures that a process is in place for timely transmittal 

of incident reports and oversees the process to ensure 

corrective action is taken. 

j. Coordinates with incident, dispatch, and coordination 

centers to determine availability and status of committed 

and uncommitted of aviation resources, gives status 

reports and situation appraisals for aviation resources. 
AREA COMMAND 3-8 AREA COMMAND

k. Coordinate with Incident Air Operations Branch Directors, 

Communications Unit Leaders, frequency coordinators, 

coordination centers and initial attack dispatch to 

establish coordinated aviation communications plans to 

ensure aviation frequency management. 

l. Coordinates and manages aviation program and 

operations if aviation assets are assigned to Area 

Command. 

m. Coordinates the scheduling and movement of aviation 

safety assistance teams among incidents.

n. Assists incidents by coordinating with Contracting 

Officers, local aviation managers, and vendors 

concerning a variety of issues (fueling, contract 

modifications, contract extensions, etc.). 

o. Coordinates with military officials and Agency 

Representatives concerning the assignments, utilization, 

status, and disposition of military aviation assets.

p. Maintain log of major actions/decisions.
COMPLEX 4-1 COMPLEX

CHAPTER 4

COMPLEX

A complex is two or more individual incidents located in 

the same general proximity assigned to a single Incident 

Commander or Unified Command to facilitate management. 

These incidents are typically limited in scope and complexity 

and can be managed by a single entity. 

The diagrams below illustrate a number of incidents 

in the same general proximity. These incidents may be 

identified as Branches or Divisions within the Operations 

Section. 

Management responsibility for all of these incidents has 

been assigned to a single incident management team. 

A single incident may be complex, but it is not referred 

to as a “Complex.” A complex may be in place with or 

without the use of Unified and/or Area Command. 

Branch I Branch II

Branch III

Division A Division B

Division C
COMPLEX 4-2 COMPLEX

A typical organization would be as follows:

INCIDENT COMMANDER

Command 

Staff

Operations 

Section

Planning

Section

Logistics 

Section

Finance/Admin 

Section

Branch I Branch II Branch III

or

Division A 

or

Division B 

or

Division C 
COMMAND 5-1 COMMAND

CHAPTER 5

COMMAND

Contents ................................................................................5-1

Organization Chart................................................................5-2

Establishment and Transfer of Command...........................5-2

Position Checklists................................................................5-3

Incident Commander ........................................................5-3

Public Information Officer.................................................5-5

Liaison Officer....................................................................5-6

Agency Representative .....................................................5-6

Safety Officer.....................................................................5-8

Command and General Staff Planning Cycle Guide.........5-10
COMMAND 5-2 COMMAND

ORGANIZATION CHART

INCIDENT COMMANDER

Liaison

Officer

Safety

Officer 

Public

Information

Officer

Assistant 

Liaison

Officer(s) 

Assistant 

Safety

Officer(s) 

Assistant 

Public

Information

Officer(s) 

Agency

Representative(s) 

ESTABLISHMENT AND TRANSFER OF COMMAND

The highest-ranking official of the jurisdictional agency (ies) at 

the scene of the incident initially establishes Command. The 

Incident Commander is responsible for overall management 

of the incident. It is his/her responsibility to prepare the 

Incident Objectives that, in turn, will be the foundation upon 

which subsequent incident action planning will be based. 

Incident Objectives will be based on the requirements of the 

agency and the incident. They should be broad, measurable 

and follow an ordered sequence of events. 

The Transfer of Command checklist below provides a basic 

guideline that can be used in almost any incident situation. 

This information may be captured on the Incident Briefing 

(ICS Form 201). However, agency policies and incident 

specific issues may require alterations to the Transfer of 

Command process. 
COMMAND 5-3 COMMAND

When it is determined that a Transfer of Command (face-toface) briefing needs to take place, the minimum essential 

information should include the following: 

a. Situation Status 

b. Objectives and Priorities 

c. Current Organization 

d. Resource Assignments 

e. Resources En Route and/or Ordered 

f. Facilities Established 

g. Communications Plan 

h. Prognosis, Concerns – Related Issues 

As incidents grow in size or complexity, most agencies will 

transfer command one or more times. Whenever the Transfer 

of Command briefing takes place, the information conveyed 

should be recorded and displayed for easy retrieval and 

subsequent briefings.

POSITION CHECKLISTS

INCIDENT COMMANDER - The Incident Commander (ICT1. 

ICT2. ICT3. ICT4 or ICT5) is responsible for the overall 

management of the incident. On most incidents, a single 

Incident Commander carries out the command activity. 

However, Unified Command may be appropriate. The Incident 

Commander is selected by qualifications and experience. 

The Incident Commander may have a Deputy (DPIC), who 

may be from the same agency, or from an assisting agency. 

Deputies may also be used at Section and Branch levels 

of the ICS organization. Deputies must have the same 

qualifications as the person for whom they work for, as they 

must be ready to take over that position at any time: 
COMMAND 5-4 COMMAND

a. Review Common Responsibilities (Page 1-2). 

b. Assess the situation and/or obtain a briefing from the 

prior Incident Commander. 

c. Determine Incident Objectives and strategy. 

d. Establish the immediate priorities. 

e. Establish an Incident Command Post. 

f. Consider the need for Unified Command. 

g. Establish an appropriate organization. 

h. Ensure planning meetings are scheduled as required. 

i. Approve and authorize the implementation of an Incident 

Action Plan (IAP). 

j. Ensure that adequate safety and personnel 

accountability measures are in place. 

k. Coordinate activity for all Command and General Staff. 

l. Coordinate with key people and officials. 

m. Approve requests for additional resources or for the 

release of resources. 

n. Keep Agency Administrator informed of incident status. 

o. Approve the use of trainees, volunteers, and auxiliary 

personnel. 

p. Authorize release of information to the news media. 

q. Ensure Incident Status Summary (ICS Form 209) is 

completed and forwarded to appropriate higher authority. 

r. Order the demobilization of the incident when 

appropriate. 

s. Maintain Unit/Activity Log (ICS Form 214). 

Delegation of Authority: A statement provided to the Incident 

Commander by the Agency Administrator delegating authority 

and assigning responsibility. The Delegation of Authority can 

include objectives, priorities, expectations, constraints, and 

other considerations or guidelines as needed. Many agencies 

require written Delegation of Authority to be given to Incident 

Commanders prior to their assuming command on larger 

incidents. 
COMMAND 5-5 COMMAND

PUBLIC INFORMATION OFFICER - The Public Information 

Officer (PIO1, PIO2 or PIOF) is responsible for developing and 

releasing information about the incident to the news media, 

to incident personnel, and to other appropriate agencies and 

organizations. 

Only one Public Information Officer will be assigned for 

each incident, including incidents operating under Unified 

Command and multi-jurisdiction incidents. The Public 

Information Officer may have Assistant Public Information 

Officers as necessary, and the Assistant Public Information 

Officers may also represent assisting agencies or jurisdictions.

Agencies have different policies and procedures relative 

to the handling of public information. The following are the 

major responsibilities of the Public Information Officer that 

would generally apply on any incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Determine from the Incident Commander if there are any 

limits on information release. 

c. Develop material for use in media briefings. 

d. Obtain Incident Commander’s approval of media 

releases. 

e. Coordinate with Joint Information Center (JIC) if 

established. 

f. Inform media and conduct media briefings. 

g. Arrange for tours and other interviews or briefings that 

may be required. 

h. Obtain media information that may be useful to incident 

planning. 

i. Maintain current information summaries and/or displays 

on the incident and provide information on status of 

incident to assigned personnel. 

j. Assign Assistant Public Information Officers as appropriate.

k. Maintain Unit/Activity Log (ICS Form 214). 
COMMAND 5-6 COMMAND

LIAISON OFFICER - Incidents that are multi-jurisdictional, 

or have several agencies involved, may require the 

establishment of the Liaison Officer (LOFR) position on the 

Command Staff. 

Only one Liaison Officer will be assigned for each incident, 

including incidents operating under Unified Command and 

multi-jurisdiction incidents. The Liaison Officer may have 

Assistant Liaison Officers as necessary, and the Assistant 

Liaison Officers may also represent assisting agencies or 

jurisdictions. The Liaison Officer is the point of contact for the 

Agency Representatives assigned to the incident by assisting 

or cooperating agencies. 

a. Review Common Responsibilities (Page 1-2). 

b. Be a contact point for Agency Representatives. 

c. Maintain a list of assisting and cooperating agencies and 

Agency Representatives. 

d. Assist in establishing and coordinating interagency 

contacts. 

e. Keep agencies supporting the incident aware of incident 

status. 

f. Monitor incident operations to identify current or 

potential inter-organizational problems. 

g. Participate in planning meetings, providing current 

resource status, including limitations and capability of 

assisting agency resources. 

h. Assign Assistant Liaison Officer(s) as appropriate. 

i. Maintain Unit/Activity Log (ICS Form 214). 

AGENCY REPRESENTATIVES - In many multi-jurisdiction 

incidents, an agency or jurisdiction will send a representative 

to assist in coordination efforts. 

An Agency Representative (AREP) is an individual assigned to 

an incident from an assisting or cooperating agency who has 
COMMAND 5-7 COMMAND

been delegated authority to make decisions on matters 

affecting that agency’s participation at the incident.

Agency Representatives report to the Liaison Officer or to the 

Incident Commander in the absence of a Liaison Officer: 

a. Review Common Responsibilities (Page 1-2). 

b. Ensure that all agency resources are properly checked in 

at the incident.

c. Obtain briefing from the Liaison Officer or Incident 

Commander. 

d. Inform assisting or cooperating agency personnel on the 

incident that the Agency Representative position for that 

agency has been filled. 

e. Attend briefings and planning meetings as required. 

f. Provide input on the use of agency resources unless 

resource technical specialists are assigned from the 

agency. 

g. Cooperate fully with the Incident Commander and the 

General Staff on agency involvement at the incident. 

h. Ensure the well being of agency personnel assigned to 

the incident. 

i. Advise the Liaison Officer of any special agency needs or 

requirements. 

j. Report to home agency dispatch or headquarters on a 

prearranged schedule. 

k. Ensure that all agency personnel and equipment are 

properly accounted for and released prior to departure. 

l. Ensure that all required agency forms, reports and 

documents are complete prior to departure. 

m. Have a debriefing session with the Liaison Officer or 

Incident Commander prior to departure. 

n. Maintain Unit/Activity Log (ICS Form 214). 
COMMAND 5-8 COMMAND

SAFETY OFFICER - The Safety Officer (SOF1, SOF2 or SOFR) 

function is to develop and recommend measures for assuring 

personnel safety, and to assess and/or anticipate hazardous 

and unsafe situations. Having full authority of the Incident 

Commander, the Safety Officer can exercise emergency 

authority to stop or prevent unsafe acts. 

Only one Safety Officer will be assigned for each incident. 

The Safety Officer may have Assistant Safety Officers as 

necessary, and the Assistant Safety Officers may also come 

from assisting agencies or jurisdictions as appropriate. 

Assistant Safety Officers may have specific responsibilities 

such as air operations, urban search and rescue, hazardous 

materials, or for specific geographic or functional areas of the 

incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Participate in planning meetings, and advocate effective 

risk management. 

c. Identify hazardous situations associated with the 

incident. 

d. Review the Incident Action Plan for safety implications. 

e. Exercise emergency authority to stop or prevent unsafe 

acts and communicate such exercise of authority to the 

Incident Command. 

f. Investigate accidents that have occurred within the 

incident area. 

g. Assign Assistant Safety Officers as needed. 

h. Conduct and prepare an Incident Safety Analysis (ICS 

Form 215-AG/AW) as appropriate. 

i. Initiate appropriate mitigation measures, i.e., Personnel 

Accountability, Fireline EMT’s, Rapid Intervention Crew/

Company, etc. 

j. Develop and communicate an incident safety message as 

appropriate. 

k. Review and approve the Medical Plan (ICS Form 206). 
COMMAND 5-9 COMMAND

l. Review and approve the Site Safety and Control Plan (ICS 

Form 208) as required. 

m. Maintain Unit/Activity Log (ICS Form 214).
COMMAND 5-10 COMMAND

COMMAND AND GENERAL STAFF PLANNING CYCLE GUIDE

1200

2400

1100 0100 

2300 1300

OFF SHIFT 

 AVAILABLE 

0001 0020

2200 1400 INCIDENT

MANAGEMENT

 PLANNING ON SHIFT 

 MEETINGS COMMAND AND

Command and GENERAL STAFF 

 General Staff, AREP AS NEEDED 

 RESL, SPUL, COML, 

0900 FBAN COMMAND 0300 

2100 1500 

 PLANNING MTG 

 PREPARATION BUS.

 MGMT 

 MEETING 

 Cost Analysis, INCIDENT 

0800 Demob., Finance/ MGMT 0400

2000 Admin., Logistics, 1600 

COST, SPUL, 

DMOB COMMAND 

STAFF OPERATIONS

MEETING BRIEFING

Command and 

General Staff, 

Operations,

0700 Overhead 0500

1900 1700 

0600

1800

Example Based on 12-Hour Operational Period
UNIFIED COMMAND 6-1 UNIFIED COMMAND

CHAPTER 6

UNIFIED COMMAND

Contents ................................................................................6-1

Unified Command..................................................................6-2

Initial Unified Command Meeting Checklist ........................6-4

Unified Command Meeting Requirements ..........................6-5
UNIFIED COMMAND 6-2 UNIFIED COMMAND

UNIFIED COMMAND

Experience has proven that at incidents involving multiagencies, there is a critical need for integrating management 

of resources into one operational organization that is 

managed and supported by one command structure. This 

is best established through an integrated, multi-disciplined 

organization. In the ICS, employing what is known as Unified 

Command fills this critical need. 

Unified Command is a team effort that allows all agencies 

with jurisdictional responsibility for an incident, either 

geographical or functional, to participate in the management 

of the incident. Developing and implementing a common 

set of incident objectives and strategies demonstrate this 

participation that all can subscribe to, without losing or 

abdicating agency authority, responsibility or accountability. 

Those organizations that participate in Unified Command 

should have statutory responsibility for some portion of 

the incident or event. Assisting and cooperating agencies 

with no statutory responsibility that nonetheless contribute 

resources to the incident should not function at the Unified 

Command level. These agencies should instead, assign 

Agency Representative to effectively represent their agencies 

and resources through the Liaison Officer. In these ways, the 

principles that define Unified Command provide all of the 

necessary mechanisms for organizational representation 

and interagency management within a multi-agency incident 

response. 

At a local level, frequent training and realistic exercises 

involving those agencies that may be represented at actual 

incidents should be considered a prerequisite for successful 

management of multi-agency incidents. These activities serve 

to familiarize each participating agency of their respective 
UNIFIED COMMAND 6-3 UNIFIED COMMAND

roles and responsibilities and clarify the capabilities and 

limitations of each agency. For example, a planned event 

such as a parade or air show may provide an opportunity 

for local, state and federal agencies to operate in a Unified 

Command structure.

A successfully managed multi-agency incident will occur only 

when the participating agencies’ personnel have confidence 

in each other’s competencies, authorities, responsibilities, 

and limitations as they relate to the incident. Beyond the 

associated processes, guidelines, and exercises, is the 

requirement for an attitude of cooperation. Coordinated 

strategy, tactics, and resource utilization to accomplish 

incident control must be the focus of all agencies at the scene. 

Within a Unified Command, one person is selected 

as spokesperson for the groups. Typically, the person 

representing the agency with the highest resource 

commitment or most visible activity on the incident is 

selected. In some cases, this task may simply be assigned to 

the person with the most experience. 

Unified Command incorporates the following principles: 

a. One set of objectives is developed for the entire incident. 

b. A collective approach to developing strategies to achieve 

incident goals. 

c. Improved information flow and coordination between all 

jurisdictions and agencies involved in the incident.

d. All agencies with responsibility for the incident have an 

understanding of one another’s priorities and restrictions.

e. No agency’s authority or legal requirements will be 

compromised or neglected. 

f. Each agency is fully aware of the plans, actions and 

constraints of all others. 
UNIFIED COMMAND 6-4 UNIFIED COMMAND

g. The combined efforts of all agencies are optimized as 

they perform their respective assignments under a single 

Incident Action Plan. 

h. Duplicative efforts are reduced or eliminated, thus 

reducing cost and chances for frustration and conflict. 

INITIAL UNIFIED COMMAND MEETING CHECKLIST

It is essential to begin unified planning as early as possible. 

Initiate Unified Command as soon as two or more agencies 

having jurisdictional or functional responsibilities come 

together on an incident. It is especially important on those 

incidents where there may be competing priorities based on 

agency responsibilities. 

All of the jurisdictional agencies’ Incident Commanders need 

to get together before the first operational period planning 

meeting in an Initial Unified Command Meeting. This meeting 

provides the responsible agency officials with an opportunity 

to discuss and concur on important issues prior to joint 

incident action planning. The agenda for the command 

meeting should include the following: 

a. State jurisdictional/agency priorities and objectives. 

b. Present jurisdictional limitations, concerns, and 

restrictions. 

c. Develop a collective set of incident objectives. 

d. Establish and agree on acceptable priorities. 

e. Adopt an overall strategy or strategies to accomplish 

objectives. 

f. Agree on the basic organization structure. 

g. Designate the most qualified and acceptable Operations 

Section Chief. 

h. The Operations Section Chief will normally be from the 

jurisdiction or agency that has the greatest involvement 

in the incident, although that is not essential. 
UNIFIED COMMAND 6-5 UNIFIED COMMAND

i. Agree on General Staff personnel designations and 

planning, logistical, and finance agreements and 

procedures. 

j. Agree on the resource ordering process to be followed. 

k. Agree on cost-sharing procedures. 

l. Agree on informational matters. 

m. Designate one agency official to act as the Unified 

Command spokesperson. 

The members of the Unified Command must be authorized 

to perform certain activities and actions on behalf of the 

jurisdiction or agency they represent. Such activities include, 

ordering of additional resources in support of the Incident 

Action Plan, possible loaning or sharing of resources to 

other jurisdictions, and agree to financial cost-sharing 

arrangements with participating agencies. 

UNIFIED COMMAND MEETING REQUIREMENTS

Unified Incident Commanders should meet prior to the 

Incident Planning Meeting to discuss a number of key items. 

This meeting will serve to clarify issues and provide direction 

to other incident personnel who will develop the formal 

Incident Action Plan.

The following checklist provides a series of items to be 

addressed during the meeting between Incident Commanders 

where the development of incident strategy and objectives is 

done: 

a. The Command Meeting should include only agency 

Incident Commanders. 

b. The meeting should be brief, and important points should 

be documented. The important points should include 

agency capabilities and limitations, functional and 
UNIFIED COMMAND 6-6 UNIFIED COMMAND

jurisdictional responsibilities and the individual agency’s 

objectives.

c. Prior to the meeting, the respective responsible officials 

should have reviewed the purposes and agenda items 

described above, and are prepared to discuss them. 

The end result of the planning process will be a single 

Incident Action Plan that addresses multi-jurisdiction or multiagency priorities and objectives, and provides an appropriate 

level of tactical direction and resource assignments for the 

unified effort.
PLANNING 7-1 PROCESS

CHAPTER 7

PLANNING PROCESS

Contents ................................................................................7-1

Planning Process...................................................................7-2

The Operational Planning P..................................................7-4
PLANNING 7-2 PROCESS

PLANNING PROCESS

The checklist below provides basic steps appropriate for use 

in almost any incident situation. However, not all incidents 

require written plans and the need for written plans and 

attachments may be based on incident requirements and the 

decision of the Incident Commander. 

The Planning Checklist is to be used with the Operational 

Planning Worksheet (ICS Form 215-G/W). For more detailed 

instructions, see Planning Section Chief Position Manual (ICS 

221-1). The Operations Section Chief should have a draft 

Operational Planning Worksheet (ICS Form 215-G/W) and 

the Safety Officer should have a draft Incident Safety Analysis 

(ICS Form 215-AG/AW) completed prior to the planning 

meeting. 

Incident objectives and strategy should be established before 

the planning meeting. For this purpose it may be necessary to 

hold a strategy meeting prior to the planning meeting. 

The Planning Process works best when the incident is 

divided into logical geographical and/or functional units. The 

tactics and resources are then determined for each of the 

planning units and then the planning units are combined into 

divisions/groups utilizing span-of-control guidelines. 

The Operational Planning Worksheet (ICS Form 215-GW) and 

the Incident Safety Analysis (ICS Form 215-AG/AW) are used 

to support the incident’s planning process. They provide the 

Incident Commander, Command and General Staff with the 

means to identify Division or Group assignments, develop 

specific tactics, identify available and needed resources, and 

address safety considerations. During this process, safety 
PLANNING 7-3 PROCESS

issues identified must be mitigated or new tactics developed 

which adequately address safety concerns.

CHECKLIST PRIMARY RESPONSIBILITY

1. Briefing on situation and resource status .....................PSC 

2. Set/review incident objectives.......................................... IC 

3. Plot control lines, establish Branch/Division 

boundaries, identify Group assignments .................... OSC 

4. Specify tactics for each Division/Group ....................... OSC 

5. Specify safety mitigation measures for identified 

hazards in Divisions/Groups ..........................................SOF 

6. Specify resources needed by Division/Group......OSC, PSC 

7. Specify Operations facilities and reporting 

locations – Plot on map................................OSC, PSC, LSC 

8. Develop resource and personnel order.........................LSC 

9. Consider Communications, Medical, and Traffic 

Plan requirements ................................................. PSC, LSC 

10. Finalize, approve and implement Incident 

Action Plan........................................................ PSC, IC, OSC 

IC = Incident Commander

PSC = Planning Section Chief

OSC = Operations Section Chief

LSC = Logistics Section Chief

SOF = Safety Officer
PLANNING 7-4 PROCESS

The Operational Planning “P”

Initial Strategy 

Meeting and

Information Sharing

IC/UC Sets Initial

Incident Objectives

Initial UC Meeting

(If Unified Command)

Incident Briefing

ICS 201

Agency

Administrator Briefing

(If Appropriate)

Initial Response

and Assessment

Notification

Incident/Threat

Preparing

for 

Planning

Meeting

Planning

Meeting

IAP

Preparation

and Approval

Tactics

Meeting

Operational

Period 

Briefing

Begin 

Operational

Period

Strategy

Meeting If 

Objectives

Adjusted

IC/UC

Validate or 

Adjust

Objectives

Execute 

Plan and

Assess 

Progress

Information Gathering and Sharing

Initial Response

Information Gathering 

and Sharing

Information Gathering 

and Sharing

National Response Plan

Five Step Planning Process

1. Understand the 

Situation

2. Establish Incident 

Objectives and Strategy

3. Develop the Plan

4. Prepare and 

Disseminate the Plan

5. Evaluate and Revise 

the Plan
OPERATIONS 8-1 OPERATIONS

CHAPTER 8

OPERATIONS SECTION

Contents ................................................................................8-1

Organization Chart................................................................8-2

Position Checklists................................................................8-3

Operations Section Chief..................................................8-3

Operations Branch Director..............................................8-4

Division or Group Supervisor............................................8-4

Strike Team or Task Force Leader....................................8-5

Structure Protection Specialist.........................................8-6

Single Resource ................................................................8-7

Staging Area Manager ......................................................8-7

Air Operations Branch Director ........................................8-8

Air Tactical Group Supervisor.........................................8-10

Helicopter Coordinator....................................................8-11

Air Tanker/Fixed Wing Coordinator ................................8-12

Air Support Group Supervisor ........................................8-13

Helibase Manager...........................................................8-15

Helispot Manager............................................................8-16

Mixmaster........................................................................8-17

Deck Coordinator ............................................................8-17

Loadmaster (Personnel/Cargo)......................................8-18

Parking Tender ................................................................8-18

Takeoff and Landing Coordinator...................................8-19

Helicopter Timekeeper....................................................8-19

Operations Section Planning Cycle Guide .........................8-21
OPERATIONS 8-2 OPERATIONS

ORGANIZATION CHART

OPERATIONS SECTION CHIEF

Staging Area 

Manager(s)

Air Operations 

Branch Director

Branch Directors

(Up to 5)

Air Support 

Group Supervisor

Air Tactical

Group Supervisor

Division or Group 

Supervisors 

(Up to 7/Branch)

Helibase 

Manager(s)

Helicopter 

Coordinator Strike 

Teams 

Helispot 

Manager(s)

Air Tanker/ 

Fixed Wing 

Coordinator

Task

Forces 

Fixed Wing 

Base Manager(s) Single

Resources 
OPERATIONS 8-3 OPERATIONS

POSITION CHECKLISTS

OPERATIONS SECTION CHIEF - The Operations Section 

Chief (OSC1 or OSC2), a member of the General Staff, is 

responsible for the management of all operations directly 

applicable to the primary mission ensuring the overall safety 

and welfare of all Section personnel. The Operations Section 

Chief activates and supervises organization elements in 

accordance with the Incident Action Plan and directs its 

execution. The Operations Section Chief also directs the 

preparation of unit operational plans, requests or releases 

resources, makes expedient changes to the Incident 

Action Plan as necessary, and reports such to the Incident 

Commander. The Deputy Operations Section Chief may be 

assigned for specific tasks, i.e., planning operations, day/

night operations, evacuation or contingency planning, etc.: 

a. Review Common Responsibilities (Page 1-2). 

b. Develop the operations portion of the Incident Action 

Plan and complete the appropriate Operational Planning 

Worksheet (ICS Form 215 G/W) as appropriate. 

c. Brief and assign Operations Section personnel in 

accordance with Incident Action Plan. 

d. Supervise Operations Section ensuring safety and 

welfare of all personnel. 

e. Determine need and request additional resources. 

f. Review suggested list of resources to be released and 

initiate recommendation for release of resources. 

g. Assemble and disassemble Strike Teams and Task Forces 

assigned to Operations Section. 

h. Report information about special activities, events, and 

occurrences to Incident Commander. 

i. Maintain Unit/Activity Log (ICS Form 214). 
OPERATIONS 8-4 OPERATIONS

OPERATIONS BRANCH DIRECTOR – The Operations Branch 

Directors (OPBD) are under the direction of the Operations 

Section Chief, and are responsible for the implementation 

of the portion of the Incident Action Plan appropriate to the 

geographical and functional Branches: 

a. Review Common Responsibilities (Page 1-2). 

b. Develop with subordinates, alternatives for Branch 

control operations. 

c. Attend planning meetings at the request of the 

Operations Section Chief. 

d. Review Division/Group Assignment Lists (ICS Form 204) 

for Divisions or Groups within Branch. Modify lists based 

on effectiveness of current operations. 

e. Assign specific work tasks to Division and Group 

Supervisors. 

f. Supervise Branch operations. 

g. Resolve any issues or logistical problems reported by 

subordinates.

h. Report to the Operations Section Chief when the Incident 

Action Plan needs to be modified, or additional resources 

are needed, or surplus resources are available, or when 

hazardous situations or significant events occur. 

i. Approve accident and medical reports (home agency 

forms) originating within the Branch.

j. Maintain Unit/Activity Log (ICS Form 214). 

DIVISION OR GROUP SUPERVISOR – Division or Group 

Supervisors (DIVS) report to the Operations Section Chief (or 

Operations Branch Director when activated). The Supervisor 

is responsible for the implementation of the assigned portion 

of the Incident Action Plan. They are also responsible for 

the assignment of resources within the Division or Group, 

reporting on the progress of control operations, and the status 

of resources within the Division or Group. Division Supervisors 
OPERATIONS 8-5 OPERATIONS

are assigned to a specific geographical area of an incident. 

Group Supervisors are assigned to accomplish specific 

functions within the incident (i.e. Hazardous Material, Medical):

a. Review Common Responsibilities (Page 1-2). 

b. Implement Incident Action Plan for Division or Group. 

c. Provide Incident Action Plan to Strike Team Leaders, 

when available. 

d. Identify increments assigned to the Division or Group. 

e. Review assignments and incident activities with 

subordinates and assign tasks. 

f. Ensure that Incident Communications and/or Resources 

Unit are advised of all changes in status of resources 

assigned to the Division or Group. 

g. Coordinate activities with adjacent Divisions or Groups. 

h. Determine need for assistance on assigned tasks. 

i. Submit situation and resources status information to 

Operations Branch Directors or Operations Section Chief. 

j. Report hazardous situations, special occurrences, or 

significant events (e.g., accidents, sickness) to immediate 

supervisor. 

k. Ensure that assigned personnel and equipment get to 

and from assignments in a timely and orderly manner. 

l. Resolve logistics problems within the Division or Group. 

m. Participate in the development of tactical plans for next 

operational period. 

n. Maintain Unit/Activity Log (ICS Form 214).

STRIKE TEAM or TASK FORCE LEADER – The Strike Team 

Leader or Task Force Leader reports to a Division Supervisor 

or Group Supervisor and is responsible for performing tactical 

assignments assigned to the Strike Team or Task Force. 

The Leader reports work progress and status of resources, 

maintains work records on assigned personnel, and relays 

other important information to their supervisor: 
OPERATIONS 8-6 OPERATIONS

a. Review Common Responsibilities (Page 1-2). 

b. Review assignments with subordinates and assign tasks. 

c. Monitor work progress and make changes when 

necessary. 

d. Coordinate activities with adjacent strike teams, task 

forces and single resources. 

e. Travel to and from active assignment area with assigned 

resources. 

f. Retain control of assigned resources while in available or 

out-of-service status. 

g. Submit situation and resource status information to 

Division/Group Supervisor. 

h. Maintain Unit/Activity Log (ICS Form 214). 

STRUCTURE PROTECTION SPECIALIST – The Structure 

Protection Specialist (STPS) is a technical advisor to the 

Operations Section Chief or the Planning Section Chief. 

The recommendations of the STPS will be based on the 

incident objectives outlined in the IAP and identify the major 

components required to complete a Structural Protection Plan 

for threatened structures due to wildfire. The STPS will organize 

and implement this plan utilizing the recommended resources: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain reporting criteria and briefing from Operations 

Section Chief or Planning Section Chief. 

c. Identify structure threat based on expected fire behavior. 

d. Identify needed components to prepare Structure 

Protection Plan. 

e. Develop safety plans related to structure protection. 

f. Identify resource needs to carry out the plan. 

g. Coordinate with local law enforcement agencies to carry 

out evacuation plan. 

h. Brief all resources assigned to Branch, Division or Groups. 

i. Ensure personnel safety. 

j. Maintain Unit/Activity Log (ICS Form 214).
OPERATIONS 8-7 OPERATIONS

SINGLE RESOURCE - The person in charge of a single tactical 

resource will carry the unit designation of the resource: 

a. Review Common Responsibilities (Page 1-2). 

b. Review assignments. 

c. Obtain necessary equipment/supplies. 

d. Review weather/environmental conditions for assignment 

area. 

e. Brief subordinates on safety measures. 

f. Monitor work progress. 

g. Ensure adequate communications with supervisor and 

subordinates. 

h. Keep supervisor informed of progress and any changes. 

i. Inform supervisor of problems with assigned resources. 

j. Brief relief personnel, and advise them of any change in 

conditions. 

k. Return equipment and supplies to appropriate unit. 

l. Complete and turn in all time and use records on 

personnel and equipment. 

m. Maintain Unit/Activity Log (ICS Form 214).

STAGING AREA MANAGER - The Staging Area Manager 

(STAM) is responsible for managing all activities within a 

Staging Area: 

a. Review Common Responsibilities (Page 1-2). 

b. Proceed to Staging Area. 

c. Establish Staging Area layout. 

d. Determine any support needs for equipment, feeding, 

sanitation and security. 

e. Establish check-in function as appropriate. 

f. Post areas for identification and traffic control. 

g. Request maintenance service for equipment at Staging 

Area as appropriate. 
OPERATIONS 8-8 OPERATIONS

h. Respond to request for resource assignments. (Note: This 

may be direct from Operations Section or via the Incident 

Communications Center).

i. Obtain and issue receipts for radio equipment and other 

supplies distributed and received at Staging Area. 

j. Determine required resource levels from the Operations 

Section Chief. 

k. Advise the Operations Section Chief when reserve levels 

reach minimums. 

l. Maintain and provide status to Resources Unit of all 

resources in Staging Area. 

m. Maintain Staging Area in orderly condition. 

n. Demobilize Staging Area in accordance with Incident 

Demobilization Plan. 

o. Maintain Unit/Activity Log (ICS Form 214). 

AIR OPERATIONS BRANCH DIRECTOR - The Air Operations 

Branch Director (AOBD), who is ground based, is primarily 

responsible for preparing the air operations portion of the 

Incident Action Plan. The plan will reflect agency restrictions 

that have an impact on the operational capability or utilization 

of resources (e.g., night flying, hours per pilot). After the 

plan is approved, AOBD is responsible for implementing its 

strategic objectives that relate to the overall incident strategy 

as opposed to those that pertain to tactical operations 

(specific target selection). 

Additionally, the Air Operations Branch Director is responsible 

for providing logistical support to helicopters operating on the 

incident. The Air Tactical Group Supervisor (ATGS) working 

with ground and air resources normally performs specific 

tactical activities (such as target selection and suggested 

modifications to specific tactical actions in the Incident Action 

Plan): 
OPERATIONS 8-9 OPERATIONS

a. Review Common Responsibilities (Page 1-2). 

b. Organize preliminary air operations. 

c. Request declaration (or cancellation) of restricted air 

space area, (FAA Regulation 91.137). 

d. Participate in preparation of the Incident Action Plan 

through Operations Section Chief. Ensure that the Air 

Operations portion of the Incident Action Plan takes 

into consideration the Air Traffic Control requirements of 

assigned aircraft. 

e. Perform operational planning for air operations. 

f. Prepare and provide Air Operations Summary (ICS Form 

220) to the Air Support Group and Fixed-Wing Bases. 

g. Determine coordination procedures for use by air 

organization with ground Branches, Divisions or Groups. 

h. Coordinate with appropriate Operations Section 

personnel. 

i. Supervise all Air Operations activities associated with the 

incident. 

j. Evaluate Helibase locations. 

k. Establish procedures for emergency reassignment of 

aircraft. 

l. Schedule approved flights of non-incident aircraft in the 

restricted air space area.

m. Coordinate and schedule infrared aircraft flights. 

n. Coordinate with Operations Coordination Center (OCC) 

through normal channels on incident air operations 

activities. 

o. Inform the Air Tactical Group Supervisor of the air traffic 

situation external to the incident. 

p. Consider requests for non-tactical use of incident aircraft. 

q. Resolve conflicts concerning non-incident aircraft. 

r. Coordinate with Federal Aviation Administration (FAA). 

s. Update air operations plans. 

t. Report to the Operations Section Chief on air operations 

activities. 

u. Report special incidents/accidents. 
OPERATIONS 8-10 OPERATIONS

v. Arrange for an accident investigation team when warranted. 

w. Maintain Unit/Activity Log (ICS Form 214). 

AIR TACTICAL GROUP SUPERVISOR - The Air Tactical Group 

Supervisor (ATGS) is primarily responsible for the coordination 

of aircraft operations when fixed and/or rotary-wing aircraft 

are operating on an incident. The ATGS performs these 

coordination activities while airborne. The ATGS reports to the 

Air Operations Branch Director: 

a. Review Common Responsibilities (Page 1-2). 

b. Determine what aircraft (air tankers and helicopters) are 

operating within area of assignment. 

c. Manage air tactical activities based upon Incident Action 

Plan. 

d. Establish and maintain communications and Air Traffic 

Control with pilots, Air Operations, Helicopter Coordinator, 

Air Tanker/Fixed Wing Coordinator, Air Support Group 

(usually Helibase Manager), and fixed wing support bases. 

e. Coordinate approved flights of non-incident aircraft or 

non-tactical flights in restricted air space area. 

f. Obtain information about air traffic external to the incident.

g. Receive reports of non-incident aircraft violating 

restricted air space area. 

h. Make tactical recommendations to approved ground 

contact (Operations Section Chief, Operations Branch 

Director, or Division/Group Supervisor). 

i. Inform Air Operations Branch Director of tactical 

recommendations affecting the air operations portion of 

the Incident Action Plan. 

j. Report on Air Operations activities to the Air Operations 

Branch Director. Advise Air Operations immediately if 

aircraft mission assignments are causing conflicts in the 

Air Traffic Control System. 

k. Report on incidents/accidents. 

l. Maintain Unit/Activity Log (ICS Form 214). 
OPERATIONS 8-11 OPERATIONS

HELICOPTER COORDINATOR - The Helicopter Coordinator 

(HLCO) is primarily responsible for coordinating tactical or 

logistical helicopter mission(s) at the incident. The HLCO can 

be airborne or on the ground operating from a high vantage 

point. The HLCO reports to the Air Tactical Group Supervisor. 

Activation of this position is contingent upon the complexity 

of the incident and the number of helicopters assigned. There 

may be more than one HLCO assigned to an incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Determine what aircraft (air tankers and helicopters) are 

operating within incident area of assignment.

c. Survey incident area to determine situation, aircraft 

hazards and other potential problems. 

d. Coordinate Air Traffic Control with pilots, Air Operations 

Branch Director, Air Tactical Group Supervisor, Air Tanker/

Fixed Wing Coordinator and the Air Support Group 

(usually Helibase Manager) as the situation dictates. 

e. Coordinate the use of assigned ground-to-air and airto-air communications frequencies with the Air Tactical 

Group Supervisor, Communications Unit, or local agency 

dispatch center. 

f. Ensure that all assigned helicopters know appropriate 

operating frequencies. 

g. Coordinate geographical areas for helicopter operations 

with Air Tactical Group Supervisor and make assignments. 

h. Determine and implement air safety requirements and 

procedures. 

i. Ensure that approved night flying procedures are in 

operation. 

j. Receive assignments, brief pilots, assign missions, and 

supervise helicopter activities. 

k. Coordinate activities with Air Tactical Group Supervisor, 

Air Tanker/Fixed Wing Coordinator, Air Support Group and 

ground personnel. 
OPERATIONS 8-12 OPERATIONS

l. Maintain continuous observation of assigned helicopteroperating area and inform Air Tactical Group Supervisor 

of incident conditions including any aircraft malfunction 

or maintenance difficulties, and anything that may affect 

the incident. 

m. Inform Air Tactical Group Supervisor when mission is 

completed and reassign helicopter as directed. 

n. Request assistance or equipment as required. 

o. Report incidents or accidents to Air Operations Branch 

Director and Air Tactical Group Supervisor immediately. 

p. Maintain Unit/Activity Log (ICS Form 214). 

AIR TANKER/FIXED WING COORDINATOR - The Air Tanker/

Fixed Wing Coordinator (ATCO) is primarily responsible for 

coordinating assigned air tanker operations at the incident. 

The Air Tanker/Fixed Wing Coordinator, who is always 

airborne, reports to the Air Tactical Group Supervisor. 

Activation of this position is contingent upon the need or 

upon complexity of the incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Determine all aircraft including air tankers and 

helicopters operating within incident area of assignment. 

c. Survey incident area to determine situation, aircraft 

hazards and other potential problems. 

d. Coordinate the use of assigned ground-to-air and air-toair communication frequencies with Air Tactical Group 

Supervisor, Communications Unit or local agency dispatch 

center and establish air tanker air-to-air radio frequencies.

e. Ensure air tankers know appropriate operating frequencies.

f. Determine incident air tanker capabilities and limitations 

for specific assignments.

g. Coordinate Air Traffic Control with pilots, Air Operations 

Branch Director, Air Tactical Group Supervisor, Helicopter 

Coordinator, and Air Support Group (usually Helibase 

Manager) as the situation dictates. 
OPERATIONS 8-13 OPERATIONS

h. Determine and implement air safety requirement 

procedures. 

i. Receive assignments, brief pilots, assign missions, and 

supervise fixed-wing activities. 

j. Coordinate activities with Air Tactical Group Supervisor, 

Helicopter Coordinator and ground operations personnel. 

k. Maintain continuous observation of air tanker operating 

areas. 

l. Provide information to ground resources, if necessary.

m. Inform Air Tactical Group Supervisor of overall incident 

conditions including aircraft malfunction or maintenance 

difficulties. 

n. Inform Air Tactical Group Supervisor when mission is 

completed and reassign air tankers as directed. 

o. Request assistance or equipment as necessary. 

p. Report incidents or accidents to Air Operations Branch 

Director and Air Tactical Group Supervisor immediately. 

q. Maintain Unit/Activity Log (ICS Form 214). 

AIR SUPPORT GROUP SUPERVISOR - The Air Support Group 

Supervisor (ASGS) is primarily responsible for supporting and 

managing Helibase and Helispot operations and maintaining 

liaison with fixed-wing air bases. This includes providing: 

1) fuel and other supplies, 2) maintenance and repair of 

helicopters, 3) retardant mixing and loading, 4) keeping 

records of helicopter activity, and 5) providing enforcement 

of safety regulations. These major functions are performed at 

Helibases and Helispots. Helicopters during landing and takeoff and while on the ground are under the control of the Air 

Support Group’s Helibase Manager or Helispot Manager. The 

ASGS reports to the Air Operations Branch Director
OPERATIONS 8-14 OPERATIONS

a. Review Common Responsibilities (Page 1-2). 

b. Obtain copy of the Incident Action Plan from the Air 

Operations Branch Director including Air Operations 

Summary (ICS Form 220). 

c. Participate in Air Operations Branch Director planning 

activities. 

d. Inform Air Operations Branch Director of group activities. 

e. Identify resources/supplies dispatched for Air Support 

Group. 

f. Request special air support items from appropriate 

sources through Logistics Section. 

g. Identify Helibase and Helispot locations (from Incident 

Action Plan) or from Air Operations Branch Director. 

h. Determine need for assignment of personnel and 

equipment at each Helibase and Helispot. 

i. Coordinate special requests for air logistics. 

j. Maintain coordination with airbases supporting the 

incident. 

k. Coordinate activities with Air Operations Branch Director. 

l. Obtain assigned ground-to-air frequency for Helibase 

operations from Communications Unit Leader or Incident 

Radio Communications Plan (ICS Form 205). 

m. Inform Air Operations Branch Director of capability to 

provide night-flying service. 

n. Ensure compliance with each agency’s operations 

checklist for day and night operations. 

o. Ensure dust abatement procedures are implemented at 

Helibase and Helispots. 

p. Provide aircraft rescue firefighting service for Helibases 

and Helispots. 

q. Ensure that Air Traffic Control procedures are established 

between Helibase and Helispots and the Air Tactical 

Group Supervisor, Helicopter Coordinator or Air Tanker/

Fixed Wing Coordinator. 

r. Maintain Unit/Activity Log (ICS Form 214). 
OPERATIONS 8-15 OPERATIONS

HELIBASE MANAGER - The Helibase Manager (HEB1 or 

HEB2) has primary responsibility for managing all activities at 

the assigned Helibase: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain Incident Action Plan including Air Operations 

Summary (ICS Form 220). 

c. Participate in Air Support Group planning activities. 

d. Inform Air Support Supervisor of Helibase activities. 

e. Report to assigned Helibase. Brief pilots and other 

assigned personnel.

f. Manage resources/supplies dispatched to Helibase. 

g. Ensure Helibase is posted and cordoned. 

h. Coordinate Helibase Air Traffic control with pilots, Air 

Support Group Supervisor, Air Tactical Group Supervisor, 

Helicopter Coordinator and the Takeoff and Landing 

Controller. 

i. Manage retardant mixing and loading operations. 

j. Ensure helicopter fueling, maintenance and repair 

services are provided. 

k. Supervise manifesting and loading of personnel and 

cargo. 

l. Ensure dust abatement techniques are provided and 

used at Helibases and Helispots. 

m. Ensure security is provided at each Helibase and 

Helispot. 

n. Ensure aircraft rescue firefighting services are provided 

for the Helibase. 

o. Request special air support items from the Air Support 

Group Supervisor. 

p. Receive and respond to special requests for air logistics. 

q. Supervise personnel responsible to maintain agency 

records, reports of helicopter activities, and Check-In List 

(ICS Form 211). 

r. Coordinate activities with Air Support Group Supervisor. 
OPERATIONS 8-16 OPERATIONS

s. Display organization and work schedule at each Helibase, 

including Helispot organization and assigned radio 

frequencies. 

t. Solicit pilot input concerning selection and adequacy 

of Helispots, communications, Air Traffic Control, 

operational difficulties, and safety problems. 

u. Maintain Unit/Activity Log (ICS Form 214). 

HELISPOT MANAGER – The Helispot Manager (HESM) is 

supervised by the Helibase Manager and is responsible for 

providing safe and efficient management of all activities at 

the assigned Helispot: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain Incident Action Plan including Air Operations 

Summary (ICS Form 220). 

c. Report to assigned Helispot. 

d. Coordinate activities with Helibase Manager. 

e. Inform Helibase Manager of Helispot activities. 

f. Manage resources/supplies dispatched to Helispot. 

g. Request special air support items from Helibase 

Manager. 

h. Coordinate Air Traffic Control with pilots, Helibase 

Manager, Helicopter Coordinator, Air Tanker/Fixed Wing 

Coordinator and Air Tactical Group Supervisor when 

appropriate. 

i. Ensure aircraft rescue firefighting services are available. 

j. Ensure that dust control is adequate, debris cannot blow 

into rotor system, touchdown zone slope is not excessive 

and rotor clearance is sufficient. 

k. Supervise or perform retardant loading at Helispot. 

l. Perform manifesting and loading of personnel and cargo. 

m. Coordinate with pilots for proper loading and unloading 

and safety problems. 

n. Maintain agency records and reports of helicopter activities. 

o. Maintain Unit/Activity Log (ICS Form 214). 
OPERATIONS 8-17 OPERATIONS

MIXMASTER - The Mixmaster (MXMS) is responsible for 

providing water or fire retardant to helicopters at the rate 

specified and for the expected duration of job. The MXMS 

reports to the Helibase Manager:

a. Review Common Responsibilities (Page 1-2). 

b. Obtain Air Operations Summary (ICS Form 220). 

c. Check accessory equipment, such as valves, hoses and 

storage tanks. 

d. Take immediate steps to get any items and personnel to 

do the job. 

e. Plan the specific layout to conduct operations. 

f. Determine if water or retardant is to be used and which 

helicopters may have load restrictions. 

g. Maintain communication with Helibase Manager. 

h. Supervise the crew in setting up operations. 

i. Supervise crew in loading water or retardant into 

helicopters. 

j. Make sure supply of retardants is kept ahead of demand. 

k. Attend to the safety and welfare of crew. 

l. See that the base is cleaned up before leaving. 

m. Keep necessary agency records. 

n. Maintain Unit/Activity Log (ICS Form 214). 

DECK COORDINATOR - The Deck Coordinator (DECK) is 

responsible for providing coordination of a Helibase landing 

area for personnel and cargo movement. The DECK reports to 

the Helibase Manager: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain Air Operations Summary (ICS Form 220). 

c. Establish emergency landing areas. 

d. Ensure deck personnel understand aircraft rescue 

firefighting procedures. 

e. Establish and mark landing pads. 
OPERATIONS 8-18 OPERATIONS

f. Ensure sufficient personnel are available to load and 

unload personnel and cargo safely. 

g. Ensure deck area is properly posted. 

h. Provide for vehicle control. 

i. Supervise deck management personnel (Loadmasters 

and Parking Tenders). 

j. Ensure dust abatement measures are met. 

k. Ensure that all assigned personnel are posted to the daily 

organization chart. 

l. Ensure proper manifesting and load calculations are 

done. 

m. Ensure Air Traffic Control operation is coordinated with 

Takeoff and Landing Coordinator. 

n. Maintain agency records. 

o. Maintain Unit/Activity Log (ICS Form 214). 

LOADMASTER (PERSONNEL/CARGO) - The Loadmaster 

(LOAD) is responsible for the safe operation of loading and 

unloading of cargo and personnel at a Helibase. The LOAD 

reports to the Deck Coordinator: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain Air Operations Summary (ICS Form 220). 

c. Ensure proper posting of loading and unloading areas. 

d. Perform manifesting and loading of personnel and cargo. 

e. Ensure sling load equipment is safe. 

f. Know aircraft rescue firefighting procedures. 

g. Supervise loading and unloading crews. 

h. Coordinate with Take Off and Landing Coordinator. 

i. Maintain Unit/Activity Log (ICS Form 214).

PARKING TENDER - The Parking Tender (PARK) is responsible 

for the takeoff and landing of helicopters at an assigned 

helicopter pad. The PARK reports to the DECK. A PARK should 

be assigned for each helicopter pad: 
OPERATIONS 8-19 OPERATIONS

a. Review Common Responsibilities (Page 1-2). 

b. Supervise activities at the landing pad (personnel and 

helicopter movement, vehicle traffic, etc.). 

c. Know and understand the aircraft rescue firefighting 

procedures. 

d. Ensure agency checklist is followed. 

e. Ensure helicopter pilot needs are met at the landing pad. 

f. Ensure landing pad is properly maintained (dust 

abatement, marking, etc.). 

g. Ensure landing pad is properly marked. 

h. Check personnel seatbelts, cargo restraints and 

helicopter doors. 

i. Maintain Unit/Activity Log (ICS Form 214). 

TAKEOFF AND LANDING COORDINATOR - The Takeoff and 

Landing Coordinator (TOLC) is responsible for providing 

coordination of arriving and departing helicopters at a 

Helibase and all helicopter movement on and around the 

Helibase. The TOLC reports to the Helibase Manager: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain Air Operations Summary (ICS Form 220). 

c. Check radio system before commencing operation. 

d. Coordinate with Radio Operator on helicopter flight routes 

and patterns. 

e. Maintain communications with all incoming and outgoing 

helicopters. 

f. Maintain constant communications with Radio Operator. 

g. Coordinate with Deck Coordinator and Parking Tender 

before commencing operation and during operation. 

h. Maintain Unit/Activity Log (ICS Form 214). 
OPERATIONS 8-20 OPERATIONS

HELICOPTER TIMEKEEPER - The Helicopter Timekeeper 

(HETM) is responsible for keeping time on all helicopters 

assigned to the Helibase. HETM reports to the Radio 

Operator: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain Air Operations Summary (ICS Form 220). 

c. Determine number of helicopters by agency. 

d. Determine helicopter time needed by agency. 

e. Record operation time of helicopters. 

f. Fill out necessary agency time reports. 

g. Obtain necessary timekeeping forms. 

h. Maintain Unit/Activity Log (ICS Form 214).
OPERATIONS 8-21 OPERATIONS

OPERATIONS SECTION PLANNING CYCLE GUIDE

1200

2400

 1100 0100 

 2300 1300 

 SUPERVISION 

1000 0200 

2200 1400 

PLANNING 

MTGS Command

and General Staff,

AREP, RESL, SPUL,

COML, FBAN 

0900 OPERATIONS 0300

2100 1500 

 Off Shift Prepare Draft 215

 and Air Operations Plan

Ops,

Coord/

Air and

Debrief

On Helicopter

Shift Coord.

Day/Nite Ops

Meeting

 0400 

Helibase

 1600 

Crews

Off

Line

Shut Down

2000

 OPERATIONS 

 BRIEFING 

0800 Command and

2000 

Lift Off

General Staff,

0700

Pilot

0600

Operations, 

Overhead

 Crews 

 on Line 0500

 0700 

Consider

Air Tanker 

and Helicopter

Assignments

 1700

 1900

 0600 

 1800 

Example Based on 12-Hour Operational Period
Notes
PLANNING 9-1 PLANNING

CHAPTER 9

PLANNING SECTION

Contents ................................................................................9-1

Organization Chart................................................................9-2

Position Checklists................................................................9-3

Planning Section Chief......................................................9-3

Resources Unit Leader .....................................................9-4

Status/Check-In Recorder................................................9-5

Situation Unit Leader .......................................................9-5

Display Processor..............................................................9-6

Field Observer ...................................................................9-6

Weather Observer .............................................................9-7

Documentation Unit Leader.............................................9-7

Demobilization Unit Leader..............................................9-8

Technical Specialists.........................................................9-9

Damage Inspection Specialist..........................................9-9

Environmental Specialist................................................9-10

Fire Behavior Analyst ......................................................9-11

Geographic Information System Specialist ...................9-12

Training Specialist...........................................................9-13

Water Handling Specialist ..............................................9-13

Planning Section Cycle Guide............................................9-15
PLANNING 9-2 PLANNING

ORGANIZATION CHART

PLANNING SECTION CHIEF

Resources 

Unit Leader

Situation

Unit Leader

Documentation 

Unit Leader

Demobilization

Unit Leader

Technical 

Specialist(s)*

Status/Check-in 

Recorder(s)

Display

Processor(s) *Incident specific and may be reassigned 

within the incident as needed. 

Field

Observer(s)

Weather 

Observer(s)
PLANNING 9-3 PLANNING

POSITION CHECKLISTS

PLANNING SECTION CHIEF - The Planning Section Chief 

(PSC1 or PSC2), a member of the Incident Commander’s 

General Staff, is responsible for the collection, evaluation, 

dissemination and use of information about the development 

of the incident and status of resources. The Planning Section 

Chief is responsible for facilitating the Planning Process 

as described in Chapter 7. The Planning Section Chief is 

also responsible for ensuring the safety and welfare of all 

Section personnel. Information is needed to: 1) understand 

the current situation, 2) predict probable course of incident 

events, and 3) prepare alternative strategies and control 

operations for the incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Collect and process situation information about the 

incident. 

c. Supervise preparation of the Incident Action Plan. 

d. Provide input to the Incident Commander and Operations 

Section Chief in preparing the Incident Action Plan. 

e. Reassign out-of-service personnel already on-site to ICS 

organizational positions as appropriate. 

f. Establish information requirements and reporting 

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

Unit and Situation Unit). 

g. Determine need for any specialized resources in support 

of the incident. 

h. If requested, assemble and disassemble Strike Teams 

and Task Forces not assigned to Operations. 

i. Establish special information collection activities as 

necessary, e.g., weather, environmental, toxics, etc. 

j. Assemble information on alternative strategies. 

k. Provide periodic predictions on incident potential. 

l. Report any significant changes in incident status. 

m. Compile and display incident status information. 
PLANNING 9-4 PLANNING

n. Oversee preparation and implementation of Incident 

Demobilization Plan. 

o. Incorporate plans, (e.g., Traffic, Medical, Communications, 

Site Safety) into the Incident Action Plan. 

p. Maintain Unit/Activity Log (ICS Form 214). 

RESOURCES UNIT LEADER - The Resources Unit Leader 

(RESL) is responsible for maintaining the status of all assigned 

resources at an incident. This is achieved by overseeing 

the check-in of all resources, maintaining a status-keeping 

system indicating current location and status of all resources, 

and maintenance of a master list of all resources, e.g., key 

supervisory personnel, primary and support resources, etc.: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 

c. Establish check-in function at incident locations. 

d. Prepare Organization Assignment List (ICS Form 203) 

and Organization Chart (ICS Form 207). 

e. Prepare appropriate parts of Assignment Lists (ICS Form 

204). 

f. Prepare and maintain the Command Post display (to 

include organization chart and resource allocation and 

deployment). 

g. Maintain and post the current status and location of all 

resources. 

h. Maintain master roster of all resources checked in at the 

incident. 

i. A Status/Check-In Recorder reports to the Resources Unit 

Leader and assists with the accounting of all incidentassigned resources. 

j. Maintain Unit/Activity Log (ICS Form 214). 
PLANNING 9-5 PLANNING

STATUS/CHECK-IN RECORDER – A Status/Check-In 

Recorder (SCKN) is needed at each check-in location 

to ensure that all resources assigned to an incident are 

accounted for: 

a. Review Common Responsibilities (Page 1-2). 

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

(ICS Form 211), Resource Status Cards (ICS Form 219), 

and status display boards. 

c. Establish communications with the Communication 

Center and Ground Support Unit. 

d. Post signs so that arriving resources can easily find 

incident check-in location(s). 

e. Record check-in information on Check-in Lists (ICS Form 

211). 

f. Transmit check-in information to Resources Unit on 

regular prearranged schedule or as needed. 

g. Forward completed Check-in Lists (ICS Form 211) to the 

Resources Unit. 

h. Receive, record, and maintain resource status 

information on Resource Status Cards (ICS Form 219) for 

incident assigned Single Resources, Strike Teams, Task 

Forces, and Overhead personnel. 

i. Maintain files of Check-in Lists (ICS Form 211). 

SITUATION UNIT LEADER – The Situation Unit Leader (SITL) 

is responsible for the collection, processing and organizing of 

all incident information takes place within the Situation Unit. 

The Situation Unit may prepare future projections of incident 

growth, maps and intelligence information: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 

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

possible. 
PLANNING 9-6 PLANNING

d. Prepare, post, or disseminate resource and situation 

status information as required, including special requests.

e. Prepare periodic predictions or as requested. 

f. Prepare the Incident Status Summary (ICS Form 209). 

g. Provide photographic services and maps if required. 

h. Maintain Unit/Activity Log (ICS Form 214).

DISPLAY PROCESSOR – The Display Processor (DPRO) is 

responsible for the display of incident status information 

obtained from Field Observers, resource status reports, aerial 

and orthography photographs and infrared data: 

a. Review Common Responsibilities (Page 1-2). 

b. Determine location of work assignment. 

c. Determine numbers, types and locations of displays 

required. 

d. Determine map requirements for Incident Action Plans. 

e. Determine time limits for completion. 

f. Obtain information from Situation Unit. 

g. Obtain necessary equipment and supplies. 

h. Obtain copy of Incident Action Plan for each operational 

period. 

i. Assist Situation Unit Leader in analyzing and evaluating 

field reports. 

j. Develop required displays in accordance with time limits 

for completion. 

k. Maintain Unit/Activity Log (ICS Form 214). 

FIELD OBSERVER - The Field Observer (FOBS) is responsible 

to collect situation information from personal observations 

at the incident and provide this information to the Situation 

Unit Leader: 
PLANNING 9-7 PLANNING

a. Review Common Responsibilities (Page 1-2). 

b. Obtain copy of Incident Action Plan for the Operational 

Period. 

c. Obtain necessary equipment and supplies. 

d. Identify all facility locations (e.g., Helispots, Division and 

Branch boundaries). 

e. Report information to Situation Unit by established 

procedure. 

f. Report immediately any condition observed that may 

cause danger and safety hazard to personnel. 

g. Gather intelligence that will lead to accurate predictions. 

h. Maintain Unit/Activity Log (ICS Form 214). 

WEATHER OBSERVER - The Weather Observer (WOBS) is 

responsible to collect current incident weather information 

and provide the information to an assigned meteorologist, 

Fire Behavior Analyst or Situation Unit Leader: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain weather data collection equipment. 

c. Obtain appropriate transportation to collection site(s). 

d. Record and report weather observations at assigned 

locations on schedule. 

e. Turn in equipment at completion of assignment. 

f. Demobilize according to Incident Demobilization Plan. 

g. Demobilize incident displays in accordance with Incident 

Demobilization Plan. 

h. Maintain Unit/Activity Log (ICS Form 214). 

DOCUMENTATION UNIT LEADER - The Documentation 

Unit Leader (DOCL) is responsible for the maintenance of 

accurate, up-to-date incident files. The Documentation Unit 

will also provide duplication services. Incident files will be 

stored for legal, analytical, and historical purposes: 
PLANNING 9-8 PLANNING

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3).

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

d. Establish duplication service; respond to requests. 

e. File all official forms and reports. 

f. Review records for accuracy and completeness; inform 

appropriate units of errors or omissions. 

g. Provide incident documentation as requested. 

h. Store files for post-incident use. 

i. Maintain Unit/Activity Log (ICS Form 214). 

DEMOBILIZATION UNIT LEADER - The Demobilization Unit 

Leader (DMOB) is responsible for developing the Incident 

Demobilization Plan. On large incidents, demobilization can be 

quite complex, requiring a separate planning activity. Note that 

not all agencies require specific demobilization instructions: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 

c. Review incident resource records to determine the likely 

size and extent of demobilization effort. 

d. Based on above analysis, add additional personnel, 

workspace and supplies as needed. 

e. Coordinate demobilization with Agency Representatives. 

f. Monitor ongoing Operations Section resource needs. 

g. Identify surplus resources and probable release time. 

h. Develop incident checkout function for all units. 

i. Evaluate logistics and transportation capabilities to 

support demobilization. 

j. Establish communications with off-incident facilities, as 

necessary. 

k. Develop an Incident Demobilization Plan detailing specific 

responsibilities and release priorities and procedures. 

l. Prepare appropriate directories (e.g., maps, instructions, 

etc.) for inclusion in the Demobilization Plan. 
PLANNING 9-9 PLANNING

m. Distribute Demobilization Plan (on and off-site). 

n. Ensure that all Sections/Units understand their specific 

demobilization responsibilities. 

o. Supervise execution of the Incident Demobilization Plan. 

p. Brief Planning Section Chief on demobilization progress. 

q. Maintain Unit/Activity Log (ICS Form 214). 

TECHNICAL SPECIALISTS - Certain incidents or events may 

require the use of a Technical Specialist (THSP) who has 

specialized knowledge and expertise. The THSP may function 

within the Planning Section, or be assigned wherever their 

services are required. Specific THSP have been identified (i.e. 

weather, fire behavior, etc.) and specific checklists are listed 

below or in the specific Operational System Description (i.e. 

US&R). For all other THSP not otherwise specified, use the 

checklist below:

a. Review Common Responsibilities (page 1-2).

b. Check in with the Status/Check-In Recorder.

c. Obtain briefing from supervisor.

d. Obtain personal protective equipment as appropriate.

e. Determine coordination procedures with other sections, 

units, and local agencies.

f. Establish work area and acquire work materials.

g. Participate in the development of the Incident Action 

Plan and review the general control objectives including 

alternative strategies as appropriate.

h. Obtain appropriate transportation and communications.

i. Keep supervisor informed.

j. Maintain Unit/Activity Log (ICS Form 214).

DAMAGE INSPECTION SPECIALIST – The Damage Inspection 

Specialist (DINS) is primarily responsible for inspecting 

damage and/or potential “at-risk” property, and natural 

resources. The DINS usually function within the Planning 

Section and may be assigned to the Situation Unit or 
PLANNING 9-10 PLANNING

can be reassigned wherever their services are required. 

Damage inspection includes loss of environmental resources, 

infrastructure, transportation, structures, and other real/

personal property:

a. Review Common Responsibilities (Page 1-2). 

b. Establish communications with local government 

representatives of affected jurisdictions. 

c. Determine and order resources. 

d. Determine coordination procedures with other sections, 

units and local agencies. 

e. Establish work area, and obtain necessary supplies. 

f. Collect information pertaining to incident caused losses. 

g. Participate in Planning Section activities. 

h. Prepare documentation as required. 

i. Respond to requests for information from approved 

sources. 

j. Prepare final Situation Status Field Inspection Report 

(SSFIR), and forward to the Documentation Unit Leader. 

k. Maintain Unit/Activity Log (ICS Form 214). 

ENVIRONMENTAL SPECIALIST – The Environmental 

Specialist (ENSP) is primarily responsible for accessing 

the potential impacts of an incident on the environment, 

determining environmental restrictions, recommending 

alternative strategies and priorities for addressing 

environmental concerns. The ENSP functions within the 

Planning Section as part of the Situation Unit: 

a. Review Common Responsibilities (Page 1-2). 

b. Participate in the development of the Incident Action 

Plan and review the general control objectives including 

alternative strategies. 
PLANNING 9-11 PLANNING

c. Collect and validate environmental information within 

the incident area by reviewing pre-attack, land use and 

management plans. 

d. Determine environmental restrictions within the incident 

area. 

e. Develop suggested priorities for preservation of the 

environment. 

f. Provide environmental analysis information, as requested. 

g. Collect and transmit required records and logs to 

Documentation Unit at the end of each operational period.

h. Maintain Unit/Activity Log (ICS Form 214). 

FIRE BEHAVIOR ANALYST - The Fire Behavior Analyst (FBAN) 

is primarily responsible for establishing a weather data 

collection system, and to develop required fire behavior 

predictions based on fire history, fuel, weather, and 

topography information: 

a. Review Common Responsibilities (Page 1-2). 

b. Establish weather data requirements. 

c. Verify dispatch of meteorologist. 

d. Confirm that mobile weather station has arrived and is 

operational. 

e. Inform meteorologist of weather data requirements. 

f. Forward weather data to Planning Section Chief. 

g. Collect, review and compile fire history data. 

h. Collect, review and compile exposed fuel data. 

i. Collect, review and compile information about topography 

and fire barriers. 

j. Provide weather information and other pertinent 

information to Situation Unit Leader for inclusion in 

Incident Status Summary (ICS Form 209). 

k. Review completed Incident Status Summary report and 

Incident Action Plan. 
PLANNING 9-12 PLANNING

l. Prepare fire behavior prediction information at periodic 

intervals or upon request and forward to Planning Section 

Chief. 

m. Maintain Unit/Activity Log (ICS Form 214).

GEOGRAPHICAL INFORMATION SYSTEM SPECIALIST - 

A Geographical Information System Specialist (GISS) is 

responsible for spatial information collection, display, analysis, 

and dissemination. The GISS will provide Global Positioning 

System (GPS) support, integrate infrared data, and incorporate 

all relevant data to produce map products, statistical data 

for reports, and/or analyses. GISS usually functions within 

the Planning Section, or assigned wherever their services are 

required within the incident organization: 

a. Review Common Responsibilities (Page 1-2). 

b. Check in with the Status/Check-In Recorder. 

c. Obtain briefing from appropriate supervisor. 

d. Establish communication with local government 

representatives, of all affected jurisdictions, through the 

incident Liaison Officer. 

e. Determine and order resources needed. 

f. Determine coordination procedures with other sections, 

units, and local agencies.

g. Establish work area, and acquire work materials.

h. Obtain appropriate transportation and communications. 

i. Determine the availability of needed GIS support products. 

j. Participate in Planning Section activities. 

k. Prepare GIS products as determined by supervisor. 

l. Keep supervisor informed. 

m. Respond to requests from approved sources for additional 

GIS products. 

n. Prepare final GIS summary report consisting of all incident 

GIS products and forward to Documentation Unit Leader. 

o. Maintain Unit/Activity Log (ICS Form 214). 
PLANNING 9-13 PLANNING

TRAINING SPECIALIST - The Training Specialist (TNSP) 

coordinates incident training opportunities and activities, 

ensuring the quality of the training assignments and 

completing documentation of the incident training. The TNSP 

organizes and implements the incident-training program 

and analyzes and facilitates training assignments to fulfill 

individual development needs of trainees: 

a. Review Common Responsibilities (Page 1-2). 

b. Inform Planning Section Chief of planned use of trainees. 

c. Review trainee assignments and modify if appropriate. 

d. Coordinate the assignments of trainees to incident 

positions with Resources Unit.

e. Brief trainees and trainers on training assignments and 

objectives. 

f. Coordinate use of unassigned trainees. 

g. Make follow-up contacts on the job to provide assistance 

and advice for trainees to meet training objectives as 

appropriate and with approval of unit leaders. 

h. Ensure trainees receive performance evaluation. 

i. Monitor operational procedures and evaluate training 

needs. 

j. Respond to requests for information concerning training 

activities. 

k. Give Training Specialist records and logs to 

Documentation Unit at the end of each operational 

period. 

l. Maintain Unit/Activity Log (ICS Form 214). 

WATER HANDLING SPECIALIST - The Water Handling 

Specialist (WHSP) is primarily responsible to advise incident 

personnel on the sources of fire suppression water, the 

capabilities of the water sources, and to assist in the 

development of additional systems or system capability to 

meet incident demands:
PLANNING 9-14 PLANNING

a. Review Common Responsibilities (Page 1-2). 

b. Participate in the development of the Incident Action 

Plan and review general control objectives, including 

alternative strategies presently in effect. 

c. Collect and validate water resource information within 

the incident area. 

d. Prepare information on available water resources. 

e. Establish water requirements needed to support fire 

suppression actions. 

f. Compare Incident Control Objectives as stated in 

the Plan, with available water resources and report 

inadequacies or problems to Planning Section Chief. 

g. Participate in the preparation of Incident Action Plan 

when requested. 

h. Respond to requests for water information. 

i. Collect and transmit records and logs to Documentation 

Unit at the end of each operational period. 

j. Maintain Unit/Activity Log (ICS Form 214). 
PLANNING 9-15 PLANNING

PLANNING SECTION PLANNING CYCLE GUIDE

1200

2400

 1100 0100 

 2300 1300 

PREPARE 

INCIDENT ACTION 

PLAN

 1000 0200 

 2200 FIELD OBSERVERS 1400 

 OUT/OFF 

 PLANNING 

 MEETINGS FINALIZE IAP 

Command and

General Staff, AREP, 

RESL, SPUL, COML, 

FBAN

0900 PLANNING 0300 

2100 1500 

 Prepare for 

 Planning COMPLETE 

 Meeting IAP

Shift Change 

0800 0400 

2000 Field Observers Prepare for 1600

IN/ON Operations 

Briefing

Finalize 209 OPERATIONS

Reports BRIEFING

Command and

General Staff, 

Operations,

0700 Overhead 0500

1900 1700 

0600

1800

Example Based on 12-Hour Operational Period
Notes
LOGISTICS 10-1 LOGISTICS

CHAPTER 10

LOGISTICS SECTION

Contents ..............................................................................10-1

Organization Chart..............................................................10-2

Position Checklists..............................................................10-3

Logistics Section Chief ...................................................10-3

Service Branch Director..................................................10-4

Communications Unit Leader.........................................10-4

Incident Communications Manager...............................10-5

Medical Unit Leader........................................................10-6

Responder Rehabilitation Manager...............................10-7

Fireline Emergency Medical Technician ........................10-7

Fireline Paramedic ..........................................................10-9

Food Unit Leader...........................................................10-11

Support Branch Director...............................................10-11

Supply Unit Leader........................................................10-12

Ordering Manager.........................................................10-13

Receiving and Distribution Manager ...........................10-13

Facilities Unit Leader ....................................................10-14

Facility Maintenance Specialist....................................10-15

Security Manager..........................................................10-15

Base Camp Manager ....................................................10-16

Ground Support Unit Leader ........................................10-17

Equipment Manager .....................................................10-18

Logistics Section Planning Cycle Guide...........................10-20
LOGISTICS 0-21 LOGISTICS

ORGANIZATION CHART

LOGISTICS SECTION CHIEF

Service Branch Director Support Branch Director 

Communications 

Unit Leader

Medical Unit Leader Food Unit

Leader

Supply Unit

Leader

Facilities

Unit Leader

Ground

Support

Unit

Leader

Communications 

Technician 

Ordering 

Manager

Security 

Manager

Equipment 

Manager

Incident 

Communications 

Manager

Responder 

Rehabilitation

Manager 

Security 

Personnel 

Equipment

Timekeeper

Fireline

EMT/Paramedic

Receiving/

Distribution 

Manager Message Center 

Operator Base 

Manager Mechanic Radio

Operator Camp Manager
LOGISTICS 10-3 LOGISTICS

POSITION CHECKLISTS

LOGISTICS SECTION CHIEF - The Logistics Section 

Chief (LSC1 or LSC2), a member of the General Staff, is 

responsible for providing facilities, services, and material 

in support of the incident. The Logistics Section Chief 

participates in development and implementation of the 

Incident Action Plan, activates and supervises assigned 

Branches/Units, and is responsible for the safety and welfare 

of Logistics Section personnel: 

a. Review Common Responsibilities (Page 1-2). 

b. Plan organization of Logistics Section. 

c. Assign work locations and preliminary work tasks to 

Section personnel. 

d. Notify Unit of Logistics Section Units activated including 

names and locations of assigned personnel. 

e. Assemble and brief Branch Directors and Unit Leaders. 

f. Participate in preparation of Incident Action Plan. 

g. Identify service and support requirements for planned 

and expected operations. 

h. Provide input to and review Communications Plan, 

Medical Plan and Traffic Plan. 

i. Coordinate and process requests for additional 

resources. 

j. Review Incident Action Plan and estimate Section needs 

for next operational period. 

k. Advise on current service and support capabilities. 

l. Prepare service and support elements of the Incident 

Action Plan. 

m. Estimate future service and support requirements. 

n. Receive Demobilization Plan from Planning Section. 

o. Recommend release of unit resources in conformity with 

Demobilization Plan. 

p. Ensure general welfare and safety of Logistics Section 

personnel. 

q. Maintain Unit/Activity Log (ICS Form 214). 
LOGISTICS 10-4 LOGISTICS

SERVICE BRANCH DIRECTOR - The Service Branch 

Director (SVBD), when activated, is under the supervision 

of the Logistics Section Chief, and is responsible for the 

management of all service activities at the incident. The 

SVBD supervises the operations of the Communications, 

Medical and Food Units: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain working materials. 

c. Determine level of service required to support operations. 

d. Confirm dispatch of Branch personnel. 

e. Participate in planning meetings of Logistics Section 

personnel. 

f. Review Incident Action Plan. 

g. Organize and prepare assignments for Service Branch 

personnel. 

h. Coordinate activities of Branch Units. 

i. Inform Logistics Section Chief of Branch activities. 

j. Resolve Service Branch problems. 

k. Maintain Unit/Activity Log (ICS Form 214). 

COMMUNICATIONS UNIT LEADER - The Communications 

Unit Leader (COML), under the direction of the Service 

Branch Director or Logistics Section Chief, is responsible 

for developing plans for the effective use of incident 

communications equipment and facilities; installing 

and testing of communications equipment; supervision 

of the Incident Communications Center; distribution of 

communications equipment to incident personnel; and the 

maintenance and repair of communications equipment: 

a. Review Common Responsibilities (Page 1-2).

b. Review Unit Leader Responsibilities (Page 1-3). 

c. Determine unit personnel needs. 
LOGISTICS 10-5 LOGISTICS

d. Prepare and implement the Incident Radio 

Communications Plan (ICS Form 205). 

e. Ensure the Incident Communications Center and 

Message Center are established. 

f. Establish appropriate communications distribution/

maintenance locations within Base/Camp(s). 

g. Ensure communications systems components are 

installed, tested and maintained. 

h. Ensure an equipment accountability system is 

established. 

i. Ensure personal portable radio equipment from cache is 

distributed per Incident Radio Communications Plan (ICS 

Form 205). 

j. Provide technical information as required. 

k. Supervise Communications Unit activities. 

l. Maintain records on all communications equipment as 

appropriate. 

m. Recover equipment from relieved or released units. 

n. Maintain Unit/Activity Log (ICS Form 214). 

INCIDENT COMMUNICATIONS MANAGER - The Incident 

Communications Manager (INCM) is responsible to receive 

and transmit radio and telephone messages among and 

between personnel and to provide dispatch services at the 

incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Ensure adequate staffing.

c. Obtain and review Incident Action Plan to 

determine incident organization and Incident Radio 

Communications Plan (ICS Form 205). 

d. Set up Incident Radio Communications Center - check 

out equipment. 

e. Request service on any inoperable or marginal 

equipment. 

f. Set up Message Center location as required. 
LOGISTICS 10-6 LOGISTICS

g. Receive and transmit messages within and external to 

incident. 

h. Maintain General Messages files. 

i. Maintain a record of unusual incident occurrences. 

j. Provide briefing to relief on current activities, equipment 

status, and any unusual communications situations. 

k. Turn in appropriate documents to incident 

Communications Unit Leader. 

l. Demobilize Communications Center in accordance with 

Incident Demobilization Plan. 

m. Maintain Unit/Activity Log (ICS Form 214). 

MEDICAL UNIT LEADER - The Medical Unit Leader (MEDL), 

under the direction of the Service Branch Director or Logistics 

Section Chief, is primarily responsible for the development 

of the Medical Plan (ICS Form 206), obtaining medical aid 

and transportation for injured and ill incident personnel, 

establishment of responder rehabilitation and preparation of 

reports and records: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 

c. Participate in Logistics Section/Service Branch planning 

activities. 

d. Establish and staff Medical Unit. 

e. Establish Responder Rehabilitation. 

f. Prepare the Medical Plan (ICS Form 206).

g. Prepare procedures for major medical emergency. 

h. Declare major medical emergency as appropriate. 

i. Respond to requests for medical aid, medical 

transportation, and medical supplies. 

j. Prepare and submit necessary documentation. 

k. Maintain Unit/Activity Log (ICS Form 214). 
LOGISTICS 10-7 LOGISTICS

RESPONDER REHABILITATION MANAGER - The Responder 

Rehabilitation Manager reports to the Medical Unit Leader 

and is responsible for the rehabilitation of incident personnel 

who are suffering from the effects of strenuous work and/or 

extreme conditions: 

a. Review Common Responsibilities (Page 1-2). 

b. Designate responder rehabilitation location and have 

location announced on radio with radio designation 

“Rehab.” 

c. Request necessary medical personnel to evaluate 

medical condition of personnel being rehabilitated. 

d. Request necessary resources for rehabilitation of 

personnel, e.g., water, juice, personnel. 

e. Request through Food Unit or Logistics Section Chief 

feeding as necessary for personnel being rehabilitated. 

f. Release rehabilitated personnel to Operations Section or 

Planning Section for reassignment. 

g. Maintain appropriate records and documentation. 

h. Maintain Unit/Activity Log (ICS Form 214). 

FIRELINE EMERGENCY MEDICAL TECHNICIAN - The Fireline 

Emergency Medical Technician (FEMT) provides basic life 

support and emergency medical care to personnel operating 

on the fireline. The FEMT initially reports to the Medical Unit 

Leader, if established, or the Logistics Section Chief. The 

FEMT must establish and maintain liaison with, and respond 

to requests from the Operations Section personnel to whom 

they are subsequently assigned.

The checklist presented below should be considered as a 

minimum requirement for the position. Users of this manual 

may augment these lists as necessary. Note that some of the 

activities are one-time actions while others are ongoing for 

the duration of an incident: 
LOGISTICS 10-8 LOGISTICS

a. Review Common Responsibilities (Page 1-2). 

b. Check in and obtain briefing from the Logistics Section 

Chief, or the Medical Unit Leader if established. Briefing 

will include current incident situation, anticipated 

medical needs, and local emergency medical system 

orientation.

c. Receive assignment and assess current situation. 

d. Anticipate needs and ensure medical inventory as 

necessary. 

e. Secure/clone portable radio with all incident 

frequencies consistent with the current Incident 

Radio Communications Plan (ICS Form 205). Identify 

appropriate radio designator for use on incident. 

f. Obtain and review the current Incident Action Plan (IAP) 

emphasizing the Medical Plan (ICS Form 206).

g. Identify the appropriate route to establish online 

medical control if such a consultation is desired and 

communication channels are available as outlined in the 

Medical Plan (ICS Form 206).

h. Identify fireline supervisor and confirm your travel route, 

transportation and ETA prior to leaving check-in location.

i. Meet with your assigned fireline supervisor and obtain 

briefing.

j. Obtain briefing from the FEMT or Fireline Paramedic 

(FEMP) you are relieving if applicable.

k. Upon arrival at assigned location, perform a radio 

check with assigned fireline supervisor, Incident 

Communications Center and the Medical Unit, if 

established. 

l. Establish and maintain contact with personnel on 

assignment to assess medical needs and provide 

assistance. 

m. Make requests for transportation of ill and injured 

personnel through channels as outlined in the Medical 

Plan (ICS Form 206). 
LOGISTICS 10-9 LOGISTICS

n. Make notifications of incident related illnesses and 

injuries as outlined in the Medical Plan (ICS Form 206). 

o. At the conclusion of each operational period, advise 

your fireline supervisor when departing and report to the 

Medical Unit Leader for debriefing and submission of 

patient care documentation.

p. Resupply expended materials prior to next operational 

period.

q. Secure operations and demobilize as outlined in the 

Demobilization Plan.

r. Maintain Unit/Activity Log (ICS Form 214). 

FIRELINE PARAMEDIC – The Fireline Paramedic (FEMP) 

provides advanced life support and emergency medical care to 

personnel operating on the fireline. The FEMP initially reports 

to the Medical Unit Leader, if established, or the Logistics 

Section Chief. The FEMP must establish and maintain liaison 

with and respond to requests from the Operations Section 

personnel to whom they are subsequently assigned.

The checklist presented below should be considered as a 

minimum requirement for the position. User of this manual 

may augment these lists as necessary. Note that some of the 

activities are one-time actions while others are ongoing for 

the duration of an incident:

a. Review Command Responsibilities (Page 1-2).

b. Check in and obtain briefing from the Logistics Section 

Chief, or the Medical Unit Leader if established. Briefing 

will include current incident situation, anticipated 

medical needs, and local emergency medical system 

orientation.

c. Receive assignment and assess current situation.

d. Anticipate needs and ensure medical inventory as 

necessary.
LOGISTICS 10-10 LOGISTICS

e. Secure/clone portable radio with all incident 

frequencies consistent with the current Incident 

Radio Communications Plan (ICS Form 205). Identify 

appropriate radio designator for use on incident. 

f. Obtain and review the current Incident Action Plan (IAP) 

emphasizing the Medical Plan (ICS Form 206).

g. Identify the appropriate route to establish online 

medical control if such a consultation is desired and 

communication channels are available as outlined in the 

Medical Plan (ICS Form 206).

h. Identify fireline supervisor and confirm travel route, 

transportation and ETA prior to leaving check-in location.

i. Meet with your assigned fireline supervisor and obtain 

briefing.

j. Obtain briefing from the Fireline Paramedic (FEMP) you 

are relieving if applicable 

k. Upon arrival at assigned location, perform a radio 

check with assigned fireline supervisor, Incident 

Communications Center and the Medical Unit, if 

established. 

l. Establish and maintain contact with personnel on 

assignment to assess medical needs and provide 

assistance. 

m. Make requests for transportation of ill and injured 

personnel through channels as outlined in the Medical 

Plan (ICS Form 206). 

n. Make notifications of incident related illnesses and 

injuries as outlined in the Medical Plan (ICS Form 206). 

o. At the conclusion of each operational period, advise 

your fireline supervisor when departing and report to the 

Medical Unit Leader for debriefing and submission of 

patient care documentation.

p. Resupply expended materials prior to next operational 

period.
LOGISTICS 10-11 LOGISTICS

q. Secure operations and demobilize as outlined in the 

Demobilization Plan.

r. Maintain Unit/Activity Log (ICS Form 214). 

FOOD UNIT LEADER – The Food Unit Leader (FDUL) is 

responsible for supplying the food needs for the entire 

incident, including all remote locations (e.g., Camps, Staging 

Areas), as well as providing food for personnel unable to leave 

tactical field assignments: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 

c. Determine food and water requirements. 

d. Determine method of feeding to best fit each facility or 

situation. 

e. Obtain necessary equipment and supplies and establish 

cooking facilities. 

f. Ensure that well-balanced menus are provided. 

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 caterers, cooks, and other Food Unit personnel 

as appropriate. 

k. Maintain Unit/Activity Log (ICS Form 214). 

SUPPORT BRANCH DIRECTOR – The Support Branch 

Director (SUBD), when activated, is under the direction of the 

Logistics Section Chief, and is responsible for development 

and implementation of logistics plans in support of the 

Incident Action Plan. The SUBD supervises the operations of 

the Supply, Facilities and Ground Support Units: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain work materials. 
LOGISTICS 10-12 LOGISTICS

c. Identify Support Branch personnel dispatched to the 

incident. 

d. Determine initial support operations in coordination with 

Logistics Section Chief.

e. Prepare initial organization and assignments for support 

operations. 

f. Assemble and brief Support Branch personnel. 

g. Determine if assigned Branch resources are sufficient. 

h. Monitor assigned units’ work progress and inform 

Logistics Section Chief of activities. 

i. Resolve problems associated with requests from 

Operations Section. 

j. Maintain Unit/Activity Log (ICS Form 214). 

SUPPLY UNIT LEADER – The Supply Unit Leader (SPUL) is 

primarily responsible for ordering personnel, equipment and 

supplies; receiving and storing all supplies for the incident; 

maintaining an inventory of supplies; and servicing nonexpendable supplies and equipment: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 

c. Participate in Logistics Section/Support Branch planning 

activities. 

d. Determine the type and amount of supplies en route. 

e. Review Incident Action Plan for information on operations 

of the Supply Unit. 

f. Develop and implement safety and security requirements.

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

equipment. 

h. Receive and respond to requests for personnel, supplies 

and equipment.

i. Maintain inventory of supplies and equipment. 

j. Service reusable equipment. 

k. Submit reports to the Support Branch Director. 

l. Maintain Unit/Activity Log (ICS Form 214). 
LOGISTICS 10-13 LOGISTICS

ORDERING MANAGER – The Ordering Manager (ODRM) is 

responsible for placing all orders for resources, supplies, and 

equipment for the incident. The ODRM reports to the Supply 

Unit Leader: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain necessary agency (ies) order forms. 

c. Establish ordering procedures. 

d. Establish name and telephone numbers of agency 

personnel receiving orders. 

e. Set up filing system. 

f. Get names of incident personnel who have ordering 

authority. 

g. Check on what has already been ordered. 

h. Ensure order forms are filled out correctly. 

i. Place orders in a timely manner. 

j. Consolidate orders when possible. 

k. Identify times and locations for delivery of supplies and 

equipment. 

l. Keep Receiving and Distribution Manager informed of 

orders placed. 

m. Submit all ordering documents to Documentation Control 

Unit through Supply Unit Leader before demobilization.

n. Maintain Unit/Activity Log (ICS Form 214).

RECEIVING AND DISTRIBUTION MANAGER – The Receiving 

and Distributing Manager (RCDM) is responsible for receiving 

and distribution of all supplies and equipment (other than 

primary resources) and the service and repair of tools and 

equipment. The RCDM reports to the Supply Unit Leader: 

a. Review Common Responsibilities (Page 1-2). 

b. Order required personnel to operate supply area. 

c. Organize physical layout of supply area. 

d. Establish procedures for operating supply area. 
LOGISTICS 10-14 LOGISTICS

e. Set up filing system for receiving and distribution of 

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 necessary reports to Supply Unit Leader. 

j. Notify Ordering Manager of supplies and equipment 

received. 

k. Provide necessary supply records to Supply Unit Leader.

l. Maintain Unit/Activity Log (ICS Form 214). 

FACILITIES UNIT LEADER – The Facilities Unit Leader (FACL) 

is primarily responsible for the layout and activation of 

incident facilities, e.g., Base, Camp(s) and Incident Command 

Post. The Unit provides sleeping and sanitation facilities 

for incident personnel and manages Base and Camp(s) 

operations. The FACL reports to the Support Branch Director: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 

c. Receive a copy of the Incident Action Plan. 

d. Participate in Logistics Section/Support Branch planning 

activities. 

e. Determine requirements for each facility.

f. Prepare layouts of incident facilities. 

g. Notify Unit Leaders of facility layout. 

h. Activate incident facilities. 

i. Provide Base/Camp Managers. 

j. Provide sleeping facilities. 

k. Provide security services. 

l. Provide facility maintenance services-sanitation, lighting, 

and cleanup. 

m. Maintain Unit/Activity Log (ICS Form 214). 
LOGISTICS 10-15 LOGISTICS

FACILITY MAINTENANCE SPECIALIST – The Facility 

Maintenance Specialist (FMNT) is responsible to ensure that 

proper sleeping and sanitation facilities are maintained, 

provide shower facilities, maintain lights and other electrical 

equipment, and maintain the Base, Camp(s) and Incident 

Command Post facilities in a clean and orderly manner: 

a. Review Common Responsibilities (Page 1-2). 

b. Request required maintenance support personnel and 

assign duties. 

c. Obtain supplies, tools, and equipment. 

d. Supervise/perform assigned work activities. 

e. Ensure that all facilities are maintained in a safe condition. 

f. Disassemble temporary facilities when no longer required.

g. Restore area to pre-incident condition. 

h. Maintain Unit/Activity Log (ICS Form 214). 

SECURITY MANAGER – The Security Manager (SECM) 

is responsible to provide safeguards needed to protect 

personnel and property from loss or damage: 

a. Review Common Responsibilities (Page 1-2). 

b. Establish contacts with local law enforcement agencies 

as required. 

c. Contact the Agency Representatives to discuss any 

special custodial requirements that may affect operations. 

d. Request required personnel support to accomplish work 

assignments. 

e. Ensure that support personnel are qualified to manage 

security problems. 

f. Develop Security Plan for incident facilities. 

g. Adjust Security Plan for personnel and equipment 

changes and releases. 

h. Coordinate security activities with appropriate incident 

personnel. 
LOGISTICS 10-16 LOGISTICS

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

through coordination with Agency Representatives. 

j. Prevent theft of all government and personal property 

k. Document all complaints and suspicious occurrences. 

l. Maintain Unit/Activity Log (ICS Form 214).

BASE CAMP MANAGER – The Base Camp Manager (BCMG) 

is responsible to ensure that appropriate sanitation, security, 

and facility management services are conducted at all 

incident facilities. Each facility (Base, Camp) is assigned 

a manager who reports to the FACL and is responsible for 

managing the operation of the facility. 

On large incidents, a Base and one or more Camps may be 

established by the General Staff to provide better support to 

operations. Base is the location where the primary logistics 

functions are coordinated and administered. Camps are 

typically smaller in nature and more remote. Camps may be 

in place several days or may be moved depending upon the 

nature of the incident. Functional unit activities performed at 

the Base may be performed at the Camp(s). These activities 

could include Supply Unit, Medical Unit, Ground Support Unit, 

Food Unit, Communications Unit, as well as the Facilities Unit 

functions of facility maintenance and security. 

Camp Managers are responsible to provide non-technical 

coordination for all units operating within the Camp. The 

General Staff will determine units assigned to Camps. 

Personnel requirements for units at Camps will be 

determined by the parent unit, based on kind and size of 

incident and expected duration of Camp operations. The Base 

Camp Manager duties include: 

a. Review Common Responsibilities (Page 1-2). 

b. Determine personnel support requirements. 
LOGISTICS 10-17 LOGISTICS

c. Obtain necessary equipment and supplies. 

d. Ensure that all sanitation, shower and sleeping facilities 

are set up and properly functioning. 

e. Make sleeping arrangements. 

f. Provide direct supervision for all facility maintenance and 

security services at Base/ Camp(s). 

g. Ensure that strict compliance is made with all applicable 

safety regulations. 

h. Ensure that all Base-to-Camp communications are 

centrally coordinated. 

i. Ensure that all Base-to-Camp transportation scheduling 

is centrally coordinated. 

j. Provide overall coordination of all Base/Camp activities 

to ensure that all assigned units operate effectively and 

cooperatively in meeting incident objectives. 

k. Maintain Unit/Activity Log (ICS Form 214). 

GROUND SUPPORT UNIT LEADER – The Ground Support 

Unit Leader (GSUL) is primarily responsible for support of outof-service resources; transportation of personnel, supplies, 

food, and equipment; fueling, service, maintenance, and 

repair of vehicles and other ground support equipment; and 

development and implementation of the Incident Traffic Plan: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3).

c. Participate in Support Branch/Logistics Section planning 

activities. 

d. Develop and implement Traffic Plan. 

e. Support out-of-service resources. 

f. Notify Resources Unit of all status changes on support 

and transportation vehicles. 

g. Arrange for and activate fueling, maintenance, and repair 

of ground resources. 
LOGISTICS 10-18 LOGISTICS

h. Maintain inventory of support and transportation vehicles 

(Support Vehicle Inventory ICS Form 218). 

i. Provide transportation services.

j. Collect use information on rented equipment. 

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

spare parts).

l. Maintain incident roads. 

m. Submit reports to Support Branch Director as directed. 

n. Maintain Unit/Activity Log (ICS Form 214). 

EQUIPMENT MANAGER – The Equipment Manager (EQPM) 

provides service, repair and fuel for all apparatus and 

equipment; provides transportation and support vehicle 

services; and maintains records of equipment use and 

service provided: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain Incident Action Plan 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 according to schedule. 

e. Prepare schedules to maximize use of available 

transportation. 

f. Provide transportation and support vehicles for incident use. 

g. Coordinate with Agency Representatives on service and 

repair policies as required. 

h. Inspect equipment condition and ensure coverage by 

equipment agreement. 

i. Determine supplies (e.g., gasoline, diesel, oil and parts 

needed to maintain equipment in efficient operating 

condition), and place orders with Supply Unit.

j. Maintain Support Vehicle Inventory (ICS Form 218). 

k. Maintain equipment rental records. 
LOGISTICS 10-19 LOGISTICS

l. Maintain equipment service and use records. 

m. Check all service repair areas to ensure that all 

appropriate safety measures are being taken. 

n. Maintain Unit/Activity Log (ICS Form 214). 
LOGISTICS 10-20 LOGISTICS

LOGISTICS SECTION PLANNING CYCLE GUIDE

1200

2400

 1100 0100 

 2300 Equipment 1300

Time Record, Finalize 

Equipment Equipment 

Manager Time 

Submit Prepare 

To Planning, for 

Transportation, SECTION Operation

Communications, SHIFT CHANGE Shift Change 

 1000 and Medical Plans. 0200

 2200 Mark and Post all 1400

 Order Personnel, Drop Points and Routes 

Equipment, and

Supplies Update Supplies and 

 PLANNING Equipment Inventory 

 MEETING 

Command and Inspect and Complete 

General Staff, AREP, Sanitation Needs 

RESL, SPUL, COML, FBAN 0300

0900 FEEDING FUEL SUPPORT EQUIPMENT 1500 

2100 

 Supply Camps Load Tools and Equipment 

 Transport Crews and WAKE UP 

 Tools to Camp BUS. OPERATIONS

MGMT IAP to MEETING Air Tactical 0800 Cost Analysis, 0400 

 2000 Demob., Finance/ Transport PREPARE 1600 

Admin., Logistics, Crews TRANSPORCOST, SPUL, and OPERATIONS TATION 

DMOB Tools BRIEFING

to Line Command and

General Staff, 

Prepare for Operations,

Business Overhead 0500

Management 1700

 0700 Meeting

 1900

0600

1800

LOGISTICS 

FEEDING 

Example Based on 12-Hour Operational Period
FINANCE/ADMIN 11-1 FINANCE/ADMIN

CHAPTER 11

FINANCE/ADMINISTRATION SECTION

Contents ..............................................................................11-1

Organization Chart..............................................................11-2

Position Checklists..............................................................11-3

Finance/Administration Section Chief...........................11-3

Time Unit Leader ............................................................11-4

Equipment Time Recorder .............................................11-4

Personnel Time Recorder ..............................................11-5

Commissary Manager.....................................................11-6

Procurement Unit Leader ..............................................11-7

Compensation/Claims Unit Leader ...............................11-8

Compensation For Injury Specialist...............................11-8

Claims Specialist.............................................................11-9

Cost Unit Leader ...........................................................11-10

Finance/Administration Section Planning Cycle Guide..11-11
FINANCE/ADMIN 11-2 FINANCE/ADMIN

ORGANIZATION CHART

FINANCE/ADMINISTRATION SECTION CHIEF

Time

Unit Leader

Procurement 

Unit Leader

Cost

Unit Leader

Compensation 

and Claims 

Unit Leader

Equipment 

Time Recorder Compensation 

For Injury 

Specialist Personnel 

Time Recorder

Claims 

Specialist Commissary 

Manager
FINANCE/ADMIN 11-3 FINANCE/ADMIN

POSITION CHECKLISTS

FINANCE/ADMINISTRATION SECTION CHIEF – The Finance/

Administration Section Chief (FSC1 or FSC2) is responsible 

for all financial, administrative, and cost analysis aspects of 

the incident and for supervising members of the Finance/

Administration Section: 

a. Review Common Responsibilities (Page 1-2). 

b. Manage all financial aspects of an incident. 

c. Provide financial and cost analysis information as requested. 

d. Provide Cost Apportionment/Cost Share methodology 

and agreements as necessary.

e. Gather pertinent information from briefings with 

responsible agencies. 

f. Develop an operating plan for the Finance/Administration 

Section; fill supply and support needs. 

g. Determine need to set up and operate an incident 

commissary. 

h. Meet with assisting and cooperating Agency 

Representatives as needed. 

i. Maintain daily contact with agency (ies) administrative 

headquarters on Finance/ Administration matters. 

j. Ensure that all personnel time records are accurately 

completed and transmitted to home agencies, according 

to policy. 

k. Provide financial input to demobilization planning. 

l. Ensure that all obligation documents initiated at the 

incident are properly prepared and completed. 

m. Brief agency administrative personnel on all incidentrelated financial issues needing attention or follow-up 

prior to leaving incident. 

n. Maintain Unit/Activity Log (ICS Form 214). 
FINANCE/ADMIN 11-4 FINANCE/ADMIN

TIME UNIT LEADER – The Time Unit Leader (TIME) is 

responsible for equipment and personnel time recording and 

for managing the commissary operations: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 

c. Determine incident requirements for time recording 

function. 

d. Contact appropriate agency personnel/representatives.

e. Ensure that daily personnel time recording documents 

are prepared and in compliance with agency policy. 

f. Maintain separate logs for overtime hours. 

g. Establish commissary operation on larger or long-term 

incidents as needed. 

h. Submit cost estimate data forms to Cost Unit as required. 

i. Maintain records security. 

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

demobilization. 

k. Release time reports from assisting agency personnel 

to the respective Agency Representatives prior to 

demobilization. 

l. Brief Finance/Administration Section Chief on current 

problems and recommendations, outstanding issues, 

and follow-up requirements. 

m. Maintain Unit/Activity Log (ICS Form 214). 

EQUIPMENT TIME RECORDER – Under supervision of the 

Time Unit Leader, the Equipment Time Recorder (EQTR) 

is responsible for overseeing the recording of time for all 

equipment assigned to an incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Set up Equipment Time Recorder function in location 

designated by Time Unit Leader. 
FINANCE/ADMIN 11-5 FINANCE/ADMIN

c. Advise Ground Support Unit, Facilities Unit, and 

Air Support Group of the requirement to 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 (12) hours after equipment arrival 

at incident. 

g. Submit data to Time Unit Leader for cost effectiveness 

analysis. 

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

parts, services and commissary. 

i. Verify all time data and deductions with owner/operator 

of equipment. 

j. Complete all forms according to agency specifications. 

k. Close out forms prior to demobilization. 

l. Distribute copies per agency and incident policy. 

m. Maintain Unit/Activity Log (ICS Form 214). 

PERSONNEL TIME RECORDER - Under supervision of the 

Time Unit Leader, the Personnel Time Recorder (PTRC) 

is responsible for overseeing the recording of time for all 

personnel assigned to an incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Establish and maintain a file for employee 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. 
FINANCE/ADMIN 11-6 FINANCE/ADMIN

e. Post personnel travel and work hours, transfers, 

promotions, specific pay provisions and terminations to 

personnel time documents. 

f. Post all commissary issues to personnel time documents. 

g. Ensure that time reports are signed. 

h. Close out time documents prior to personnel leaving the 

incident. 

i. Distribute all time documents according to agency policy. 

j. Maintain a log of excessive hours worked and give to 

Time Unit Leader daily. 

k. Maintain Unit/Activity Log (ICS Form 214). 

COMMISSARY MANAGER – Under the supervision of the 

Time Unit Leader, the Commissary Manager (CMSY) is 

responsible for commissary operations and security: 

a. Review Common Responsibilities (Page 1-2). 

b. Set up and provide commissary operation to meet 

incident needs. 

c. Establish and maintain adequate security for 

commissary. 

d. Request commissary stock through Supply Unit Leader. 

e. Maintain complete record of commissary stock including 

invoices for material received, issuance records, transfer 

records and closing inventories. 

f. Maintain commissary issue record by crews and submit 

records to Time Recorder during or at the end of each 

operational period. 

g. Use proper agency forms for all record keeping. 

h. Complete forms according to agency specification. 

i. Ensure that all records are closed out and commissary 

stock is inventoried and returned to Supply Unit prior to 

demobilization. 

j. Maintain Unit/Activity Log (ICS Form 214). 
FINANCE/ADMIN 11-7 FINANCE/ADMIN

PROCUREMENT UNIT LEADER – The Procurement Unit 

Leader (PROC) is responsible for administering all financial 

matters pertaining to vendor contracts, leases, and fiscal 

agreements: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 

c. Review incident needs and any special procedures with 

Unit Leaders, as needed. 

d. Coordinate with local jurisdiction on plans and supply 

sources. 

e. Obtain Incident Procurement Plan. 

f. Prepare and authorize contracts and land use 

agreements. 

g. Draft Memorandum of Understanding. 

h. Establish contracts and agreements with supply vendors. 

i. Provide for coordination between the Ordering Manager, 

agency dispatch, and all other procurement organizations 

supporting the incident. 

j. Ensure that a system is in place that meets agency 

property management requirements. Ensure proper 

accounting for all new property. 

k. Interpret contracts and agreements; resolve disputes 

within delegated authority. 

l. Coordinate with Compensation/Claims Unit for 

processing claims. 

m. Coordinate use of impress funds as required. 

n. Complete final processing of contracts and send 

documents for payment. 

o. Coordinate cost data in contracts with Cost Unit Leader. 

p. Brief Finance/Administration Section Chief on current 

problems and recommendations, outstanding issues, 

and follow-up requirements. 

q. Maintain Unit/Activity Log (ICS Form 214). 
FINANCE/ADMIN 11-8 FINANCE/ADMIN

COMPENSATION/CLAIMS UNIT LEADER - The Compensation 

Claims Unit Leader (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: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3).

c. Establish contact with incident Safety Officer and Liaison 

Officer, or Agency Representatives if no Liaison Officer is 

assigned. 

d. Determine the need for Compensation for Injury 

Specialists and Claims Specialists 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 incident Medical Plan (ICS Form 206). 

g. Review procedures for handling claims with Procurement 

Unit. 

h. Periodically review logs and forms produced by 

Compensation/Claims Specialists to ensure compliance 

with agency requirements and policies.

i. 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. 

j. Maintain Unit/Activity Log (ICS Form 214). 

COMPENSATION FOR INJURY SPECIALIST – Under the 

supervision of the Compensation/Claims Unit Leader, the 

Compensation For Injury Specialist (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: 
FINANCE/ADMIN 11-9 FINANCE/ADMIN

a. Review Common Responsibilities (Page 1-2). 

b. Co-locate Compensation for Injury operations with those 

of the Medical Unit when possible. 

c. Establish procedure with Medical Unit Leader on prompt 

notification of injuries or fatalities. 

d. Obtain copy of incident Medical Plan (ICS Form 206). 

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. Monitors and reports on status of hospitalized personnel.

i. Obtain all witness statements from Safety Officer and/or 

Medical Unit and review for completeness. 

j. Maintain log of all injuries occurring on incident. 

k. Coordinate/handle all administrative paperwork on 

serious injuries or fatalities. 

l. Coordinate with appropriate agency (ies) to assume 

responsibility for injured personnel in local hospitals prior 

to demobilization. 

m. Maintain Unit/Activity Log (ICS Form 214). 

CLAIMS SPECIALIST - Under the supervision of the 

Compensation/Claims Unit Leader, the Claims Specialist 

(CLMS) is responsible for managing all claims-related 

activities (other than injury) for an incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Develop and maintain a log of potential claims. 

c. Coordinate claims prevention plan with applicable 

incident functions. 

d. Initiate investigation on all claims other than personnel 

injury. 

e. Ensure that site and property involved in investigation are 

protected. 
FINANCE/ADMIN 11-10 FINANCE/ADMIN

f. Coordinate with 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 local agency.

j. Keep the Compensation/Claims Unit Leader advised on 

nature and status of all existing and potential claims. 

k. Ensure use of correct agency forms. 

l. Maintain Unit/Activity Log (ICS Form 214). 

COST UNIT LEADER – The Cost Unit Leader (COST) is 

responsible for collecting all cost data, performing cost 

effectiveness, analyses, and providing cost estimates and 

cost saving recommendations for the incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 

c. Coordinate with agency 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 Finance/

Administration Section Chief. 

h. Complete all records prior to demobilization. 

i. Maintain Unit/Activity Log (ICS Form 214).
FINANCE/ADMIN 11-11 FINANCE/ADMIN

FINANCE/ADMINISTRATION SECTION PLANNING CYCLE GUIDE

1200

2400

 1100 0100 

 2300 1300 

Equipment

Time Record, Finalize 

Equipment Equipment 

Check Manager Time 

 and Check 

Secure Injuries 

Agreements and Claims 0200

 SECTION SHIFT Reports 1400 Communicate CHANGE Needs to 

 1000 TIME UNIT SPUL

 2200 OFF SHIFT 

Check Commissary

PLANNING Supplies and Needs 

 MEETINGS 

Command and General

Staff, AREP, RESL, FINANCE/ Complete All Reports 

0900 SPUL, COML, FBAN ADMINISTRATION and Records 0300

2100 1500 

 COMP. FOR INJURY, 

 EQUIPMENT, AND 

 PERSONNEL BUS. Prepare

 TIME MGMT for Operation

MEETING Shift Change

 0800 Cost Analysis, Demob., Prepare 0400 

 2000 Finance/Admin., for 1600 

Logistics, COST, BUSINESS 

SPUL, DMOB MGMT 

MEETING OPERATIONS

 BRIEFING 

Command and

Time Unit General Staff, 

on Shift Operations,

0600 Overhead 

 0500 

 0700 1700 

 1900 

0600

1800

2200

Example Based on 12-Hour Operational Period
Notes
ORGANIZATIONAL 12-1 GUIDES

CHAPTER 12

ORGANIZATIONAL GUIDES

Contents ..............................................................................12-1

ICS Organization Chart .......................................................12-2

Modular Development – Wildland .....................................12-3

Modular Development – Structure ....................................12-9

ICS Organization Guide.................................................... 12-13

ICS Forms ......................................................................... 12-15

ICS Map Display Symbology .............................................12-16

Resources Unit Functions and Interactions ................... 12-18

Situation Unit Functions and Interactions...................... 12-19

Resource Status Change Reporting................................ 12-20

Strike Team Leader Interactions......................................12-21

Reassign/Release of Resources..................................... 12-22

ICS Camp Organization and Reporting Relationship ..... 12-23
ORGANIZATIONAL 12-2 GUIDES

FULLY ACTIVATED INCIDENT COMMAND SYSTEM ORGANIZATION CHART

INCIDENT COMMANDER 

Public Information Officer Safety Officer

Liaison Officer

Operations Section Planning Section Logistics Section Finance/Admin Unit

Staging Area(s)

Branches Air Operations

Branch

Resources

Unit

Service 

Branch 

Support 

Branch 

Time Unit

Situation

Unit 

Divisions and

Groups Air Support Group Air Tactical Group

Procurement 

Unit

Communications Unit

Supply Unit

Documentation Unit

Strike Teams

Helibases Helicopter 

Coordinator

Comp/Claims 

Unit

Medical Unit 

Responder

Rehabilitation

Facilities Unit

Demobilization Unit

Task Forces

Helispots 

Cost Unit

Air Tanker(s)/

Fixed Wing

Coordinator

Food Unit 

Ground Support Unit 

Technical 

Specialist

Single

Resources 

Fixed 

Wing

Bases
ORGANIZATIONAL 12-3 GUIDES

WILDLAND FIRE ORGANIZATIONAL DEVELOPMENT

INTRODUCTION

The following series of organizational charts depict examples 

of how the Incident Command System can be used on fires 

involving wildland (grass, brush, timber fuels). The charts 

show examples of ICS organizations for initial attack fires 

through incidents that grow to such size as to require very 

large organizational structures to manage the personnel and 

equipment assigned to these incidents. 

Certain terms are used to identify the level of resource 

commitment or organizations structure. The terms associated 

with these levels are: 

Initial Attack Organization – This example depicts an agency’s 

initial response level (four engines, a bulldozer, a wildland 

firefighting handcrew, one helicopter and one Command 

Officer) to a reported wildland fire and how those resources 

might be organized to handle the situation. At the same time, 

the organization is designed to rapidly expand if necessitated 

by fire growth. 

Reinforced Response Organization – This example depicts an 

expansion of the organizational structure to accommodate 

additional resources. 

Extended Attack Organization – This example depicts an 

organization that may be appropriate for incidents that may 

require even more resources and an extended period of 

time to control. The time frames for these incidents may run 

into multiple operational periods covering many days with 

enhanced logistics and planning requirements. 
ORGANIZATIONAL 12-4 GUIDES

Multi-Branch Response Organization – This example depicts 

an organization that may be used for wildland incidents that 

have grown in area to require multiple levels of management 

to accommodate span of control concerns and increased 

support for the number of personnel assigned to the incident.
ORGANIZATIONAL 12-5 GUIDES

INCIDENT COMMANDER Wildland Fire – 

Initial Attack Organization

Staging Area(s)

Engine Engine Helicopter Engine Engine

Dozer Handcrew

Wildland Fire Initial Attack Organization – Initial response resources are managed by the Initial Response Incident Commander (first arriving Company Officer or Command Officer) who will perform all Command and General Staff functions. Many small initial attack fires are controlled and extinguished with resource commitments at or slightly above this level. The span of control for this organization is at six to one, which is within safe guidelines of three-seven to one. Units are deployed to attack the fire with a single helicopter supporting the effort as directed by the Incident Commander. The Incident Commander has identified a Staging Area for use in the event additional resources arrive before tactical assignments for these resources are determined.
ORGANIZATIONAL 12-6 GUIDES

INCIDENT COMMANDER Wildland Fire – 

Reinforced Response Organization Safety Officer

Logistics Section

Staging Area(s) Resources Unit

Division Division 

Engine Engine Helicopter Engine DozerEngine

Strike Team

Handcrew

Strike Team

Handcrew 

Strike Team Water Tender 

Wildland Fire Reinforced Response Organization – Additional resources have arrived. Span of control concerns as well as the need for tactical supervision have necessitated that the Incident Commander establish two Divisions with qualified Supervisors assigned. A Safety Officer is assigned to monitor incident operations for safety issues and to ensure corrective steps are taken. The Resources Unit is established to assist the Incident Commander with tracking resources, and a Logistics Section Chief is assigned to begin planning and implementing logistical support for the assigned resources and to plan for the support of additional resources should they be ordered.
ORGANIZATIONAL 12-7 GUIDES

INCIDENT COMMANDER

Public Information Officer 

Wildland Fire – 

Extended Attack Organization Safety Officer

Liaison Officer

Operations Section Planning Section Logistics Section

Staging Area(s)

Communications

Unit

Time Unit Resources Unit

Medical Unit

Division A

Supervisor

Division B

Supervisor

Situation Unit

Air Tactical

Group Supervisor

Engine Engine Helicopter(s)Engine Engine Air Tanker(s)/

Fixed Wing Responder

Rehabilitation

Engine

Strike Team(s) 

Handcrew 

Strike Teams 

Handcrew 

Strike Team

Water Tender

Wildland Fire Extended Attack Organization – The Incident Commander has requested additional resources. Due to the complexity of the incident and the dynamic nature of the suppression activities, the Incident Commander has established the Operations Section Chief position. Additional aviation resources have arrived and are supervised by the Air Tactical Group Supervisor. The Incident Commander has established a Situation Unit to begin collecting incident data (mapping, weather, fire behavior predictions, etc.) to aid in the strategic and tactical planning as the incident progresses. Logistical needs have required upgraded communications support and a Medical Unit to handle responder injuries and rehabilitation.
ORGANIZATIONAL 12-8 GUIDES

INCIDENT COMMANDER Wildland Fire – 

Multi-Branch Response Organization 

Safety Officer

Public Information Officer Assistant Public

Information Officer Assistant Safety Officer Liaison Officer

Operations Section Planning Section Logistics Section Finance/Admin Section Staging Area(s) Resources Unit

Time 

Unit Branch

Director

Branch

Director

Air Operations

Branch Director

Service

Branch

Support Branch

Situation Unit

Cost

Unit Medical Unit

Responder

Rehabilitation

Facilities Unit

Documentation Unit

Division

Division

Air Tactical

Group Supervisor

Air Support Group Supervisor

Communications Unit

Ground Support Unit

Division

Division

Helicopter Coordinator Helibase Manager Food Unit Division

Division

Helispot Manager(s) Air Tanker/ Fixed Wing Coordinator

Group

Wildland Fire Multi-Branch Response Organization – This incident required multiple Divisions covering a large geographic area so Branches were established within the Operations Section. A full Air Operations Branch with Branch Director has been established. The Planning Section is further expanded to begin production of Incident Action Plans for multiple Operational Periods. To ensure that adequate safety measures are taken within the expansive incident, Assistant Safety Officers have been assigned to the Safety Officer. These Assistants can be assigned to individual Branch or Divisions as well as to monitoring activities at the Base. The Command Staff is now complete to assist the Incident Commander with incident information handling and to interface with assisting and cooperating agencies.
ORGANIZATIONAL 12-9 GUIDES

STRUCTURE FIRE ORGANIZATION DEVELOPMENT

INTRODUCTION

The following series of organizational charts depict examples 

of how the incident Command System can be used on 

fires involving structures. The charts show examples of ICS 

organizations for initial attack fires through incidents that 

grow to such size as to require very large organizational 

structures to manage the personnel and equipment assigned 

to these incidents. 

Certain terms are used to identify the level of resource 

commitment or organizations structure. The terms associated 

with these levels are: 

Initial Attack Organization – This example depicts an agency’s 

initial response level (three Engines, one Truck Company, and 

a Command Officer) to a reported fire involving a building 

and how those resources might be organized to handle the 

situation. At the same time, the organization is designed to 

rapidly expand if necessitated by fire growth. 

Reinforced Response Organization – This example depicts an 

expansion of the organizational structure to accommodate 

additional resources. In this case, a second alarm has been 

ordered and received along with resources to assist the 

Incident Commander and support the personnel on scene. 

Multi-Branch Response Organization – This example depicts 

an organization that may be used for incidents that have 

grown in area to require multiple levels of management 

to accommodate span of control concerns and increased 

support for the number of personnel assigned to the incident.
ORGANIZATIONAL 12-10 GUIDES

INCIDENT COMMANDER Structure Fire – 

Initial Attack Organization

Engine

Engine

Engine

Truck

Structure Fire Initial Attack Organization – This example depicts the assignment of three Engines, a single Truck Company and a Command Officer on a structural fire. The Incident Commander manages all elements of the response. The only formal ICS position identified is that of Incident Commander. If these resources can handle the incident and no escalation is anticipated, no further ICS development is advised.
ORGANIZATIONAL 12-11 GUIDES

INCIDENT COMMANDER Structure Fire – 

Reinforced Response Organization 

Safety Officer

Operations Section

Staging Area(s) Rapid Intervention Crew/Company Resources

Unit Division 

or Group 

Division 

or Group 

Engine EngineEngine Engine Responder Rehabilitation Engine Engine

Truck Truck

Ambulance 

Structure Fire Reinforced Response Organization – Additional suppression resources have arrived and are deployed. An Operations Section Chief is activated to manage the dynamic suppression efforts. Further development of the Operations Section could include either Divisions (Division A, B, C, and D, or Division 1, 2, and Roof for multi-story buildings) or Groups (Attack, Support, Rescue or Ventilation) or a combination of both (Division 1, 2 and 3 and a Salvage Group may be established). The Incident Commander has activated the Safety Officer position to monitor all incident activities for safety issues and to ensure corrective actions are taken. In addition, the IC has established a Staging Area and a Rapid Intervention capability. The Resources Unit will assist in resource tracking and a Responder Rehabilitation Unit is established.
ORGANIZATIONAL 12-12 GUIDES

INCIDENT COMMANDER Structure Fire -

Multi-Branch Response Organization 

Safety Officer

Public Information Officer

Assistant Safety Officer(s)

Operations Section Planning Section Logistics Section

Staging Area(s) Rapid Intervention Crew/Company 

Resources Unit

Branch Branch Branch Situation Unit

Division Division Medical Unit Air Resupply Division

Division

Responder

Rehabilitation 

Ambulance(s) Division

DivisionDivision

Lighting Group

Group Technical Specialist(s) Food Unit

Structure Fire Multi-Branch Response Organization – In this case, the incident is large enough that Branches have been developed and Assistant Safety Officers are established to either specific Branches or in individual Divisions. More elements of the Planning Section are activated as well as the Section Chief, the Situation Unit and Technical Specialists as needed. The Logistics Section is staffed with a Section Chief and elements necessary to support a long-term incident. A Public Information Officer is assigned to deal with inquiries from the media and local citizens.
ORGANIZATIONAL 12-13 GUIDES

ICS ORGANIZATION GUIDE

C 

O 

M 

M 

A 

N 

D

1. Incident Commander - one per incident, unless incident is multi-jurisdictional. 

2. Multi-jurisdictional incidents establish Unified Command with each jurisdiction 

supplying an individual to represent agency in Unified Command Structure. 

3. Incident Commander may have Deputy. 

4. Command Staff Officer - one per function per incident. 

5. Command Staff may have Assistants as needed or as required by statute or 

standard. 

6. Agency Representatives report to Liaison Officer on Command Staff.

INCIDENT BASE RECOMMENDED MINIMUM PERSONNEL REQUIREMENTS

(PER TWELVE-HOUR OPERATIONAL PERIOD)

(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)

2 5 10 15 25

O 

P 

E 

R 

A 

T 

I 

O 

N 

S

Operations Section Chief (OSC*) One Per Operational Period

Branch Director (OPBD) 2 3 4 6

 Division/Group Supervisor (DIVS) 2 5 10 15 25

 Strike Team Leaders As Needed

 Task Force Leaders As Needed

 Air Operations Branch Director (AOBD) 1 1 1 1

 Air Tactical Group Supervisor (ATGS) 1 1 1 1 1

 Air Tanker/Fixed Wing Coordinator (ATCO) As Needed

 Helicopter Coordinator (HLCO) As Needed

 Air Support Group Supervisor (ASGS) 1 1 1 1 1

 Helibase Manager (HEB*) One Per Helibase

 Helispot Manager (HESM) One Per Helispot

 Staging Area Manager (STAM) One Per Staging Area

 Technical Specialist (THSP) As Needed

P 

L 

A 

N 

N 

I 

N 

G

Planning Section Chief (PSC*) One Per Incident

Resources Unit Leader (RESL) 1 1 1 1 1

 Status Recorders (SCKN) 1 2 3 3 3

 Check-In Recorders (SCKN) As Needed

Technical Specialists (THSP) As Needed

Situation Unit Leader (SITL) 1 1 1 1 1

 Field Observer (FOBS) 1 2 2 3

 Weather Observer (WOBS) As Needed

 GIS Technical Specialist (GISS) As Needed

 Damage Inspection Specialist (DINS) As Needed

 Aerial/Ortho Photo Analyst (ORPA) As Needed

 Display/Report Processor (DPRO) 1 1 1 2

 IR Equipment Operators Two If Needed

 Computer Terminal Operator 1 1 1 1

 Photographer (FOTO) 1 1 1

Documentation Unit Leader (DOCL) 1 1 1 1

Demobilization Unit Leader (DMOB) 1 1 1

(Demobilization Recorders from Resources) As Needed
ORGANIZATIONAL 12-14 GUIDES

UNIT POSITION SIZE OF INCIDENT (NUMBER OF DIVISIONS)

2 5 10 15 25

L 

O 

G 

I 

S 

T 

I 

C 

S

Logistics Section Chief (LSC*) One Per Incident

Service Branch Director (SVBD) As Needed

 Communications Unit Leader (COML) 1 1 1 1 1

 Incident Communications Manager (INCM) 1 1 1 1 1

 Message Center Operator (MCOP) 1 1 2 2

 Messenger 1 2 2 2

 Communications Technician (COMT) 1 2 4 4

 Medical Unit Leader (MEDL) 1 1 1 1 1

 Medical Unit Assistant(s) As Needed

 Fireline EMT/Paramedic (FEMT/FEMP) As Needed

 Responder Rehabilitation Manager As Needed

 Food Unit Leader (FDUL) 1 1 1 1

 Food Unit Assistant (each camp) As Needed

 Mobile Food Service 1 1 1 1

Support Branch Director (SUBD) As Needed

 Supply Unit Leader (SPUL) 1 1 1 1

 Supply Unit Assistant (each camp) As Needed

 Ordering Manager (ODRM) 1 1 1

 Receiving/Distribution Manager (RCDM) 1 1 1 1

 Helpers 2 2 2 2

 Facility Unit Leader (FACL) 1 1 1 1

 Base Manager (BCMG) 1 1 1 1

 Camp Manager (each camp) (BCMG) As Needed

 Facility Maintenance Specialist (FMNT) 1 1 1 1

 Security Manager (SECM) 1 1 1 1

 Helpers 6 6 12 12

 Ground Support Unit Leader (GSUL) 1 1 1 1 1

 Equipment Manager (EQPM) 1 1 1 1

 Ground Support Assistant(s) As Needed

 Equipment Time Recorder (EQTR) 1 1 1 1

 Mechanic(s) 1 1 3 5 7

 Driver(s) As Needed

 Operator(s) As Needed

F 

I 

N 

– 

A 

D 

M 

I 

N

Finance/Administration Section Chief (FSC*) One Per Incident

 Time Unit Leader (TIME) 1 1 1 1

 Personnel Time Recorder (PTRC) 1 3 3 5

 Equipment Time Recorder (EQTR) 1 2 2 3

 Procurement Unit Leader (PROC) 1 1 1 1

 Compensation/Claims Unit Leader (COMP) 1 1 1 1

 Compensation For Injury Specialist (INJR) As Needed

 Claims Specialist (CLMS) As Needed

 Cost Unit Leader (COST) 1 1 1 1

 Cost Analyst 1 1 1

 Technical Specialist (THSP) As Needed

*Type 1 or 2 as appropriate
ORGANIZATIONAL 12-15 GUIDES

T-CARD COLORS AND USES

Ten different color resource cards (T-cards) are used to denote kind of resources. The 

card colors and resources they represent are:

KIND RESOURCE CARD COLOR FORM NUMBER

Engines Rose 219-3

Handcrews Green 219-2

Dozers Yellow 219-7

Aircraft Orange 219-6

Helicopter Blue 219-4

Misc. Equip/Task Forces Tan 219-8

Personnel White 219-5

Location Labels Gray 219-1

Property Record White/Red 219-9

Transfer Tag White Tag 219-9A

INCIDENT COMMAND SYSTEM FORMS

Forms and records that are routinely used in the ICS are listed below. Those marked with 

an (*) are commonly used in written Incident Action Plans.

Incident Briefing ICS Form 201

* Incident Objectives ICS Form 202

* Organization Assignment List ICS Form 203

* Organization Assignment List Unified Command ICS Form 203UC

* Assignment List ICS Form 204

* Incident Radio Communications Plan ICS Form 205

* Medical Plan ICS Form 206

Incident Organization Chart ICS Form 207

Site Safety and Control Plan ICS Form 208

Check-In List ICS Form 211

Incident Demobilization Vehicle Safety Inspection ICS Form 212

Unit/Activity Log ICS Form 214

Incident Action Plan Safety Analysis – Generic/Wildland ICS Form 215-AG or AW

Operational Planning Worksheet – Generic/Wildland ICS Form 215-G or W

Incident Resource Projection Matrix ICS Form 215-M

Radio Requirements Worksheet ICS Form 216

Communications Resource Availability Worksheet ICS Form 217A

Support Vehicle Inventory ICS Form 218

Air Operations Summary ICS Form 220

Demobilization Checkout ICS Form 221

Tentative Release List ICS Form 223

Crew Performance Rating ICS Form 224

Incident Personnel Performance Rating ICS Form 225

Compensation for Injury Log ICS Form 226

Claims Log ICS Form 227

Contractor/Vendor Performance Evaluation ICS Form 230

WUI Placard ICS Form 231
ORGANIZATIONAL 12-16 GUIDES

ICS MAP DISPLAY SYMBOLOGY

SUGGESTED FOR PLACEMENT ON BASE CAMP

MINIMUM RECOMMENDED

Highlighted Geographic BLACK or

Manmade Features

Completed Dozer Line

* Completed Line BLACK

Line Break Completed

Fire Origin 

* Hazard (Identify Type of Hazard, RED e.g., Power Lines) 

* Incident Command Post

BLUE *Incident Base 

* Camp (Identify by Name)

* Helispot (Location and Number)

*Helibase BLUE

*Repeater/Mobile Relay 

Life Hazard (red octagon [Stop Sign] 

with three white horizontal lines and a 

description of the hazard noted 

underneath) 

3 Stripes 

You’re Out 

Telephone

Fire Station

BLUE Water Source (Identify Type, i.e., Pond, Cistern,

Hydrant)

or e.g., IR Ground Link

Mobile Weather Unit 

*First Aid Station 

* = To Be Used On Incident Briefing And Action Plan Maps (No Color)

POND

X

W

F

T

H

R

H3

10

AUG

1430

C HOLT3

B

RIDGE 

(xx) ( ) ( )
ORGANIZATIONAL 12-17 GUIDES

ICS MAP DISPLAY SYMBOLOGY (Continued)

SUGGESTED FOR PLACEMENT ON OVERLAYS

*Uncontrolled Fire Edge

Spot Fire RED

*Hot Spot

ORANGE *Fire Spread Prediction 

*Planned Fire Line

*Planned Secondary Line

*Branches: Initially Numbered Clockwise 

From Fire Origin

From Fire Origin

*Divisions: Initially Lettered Clockwise 

BLACK *Wind Speed and Direction 

*Proposed Dozer Line

*Fire Break (Planned or Incomplete)

BLUE *Staging Area (identify by name) 

All overlays must contain registration marks. These may consist of

identified road intersections, township/range coordinates, map corners, etc.

S

REDFERN

10 AUG 2000

W/10 1600

(A) ( B )

[ I ] [ II ]

10 AUG 

1730

10 AUG 

1700

 10 AUG 1730

* = To Be Used On Incident Briefing And Action Plan Maps (No Color)
ORGANIZATIONAL 12-18 GUIDES

RESOURCES UNIT FUNCTIONS AND INTERACTIONS

OBTAINS PREPARES

INFORMATION INFORMATION

FROM FOR

Agency

Dispatch

Center

Incident

Communications 

Center

Initial

Response

Commander

Incident

Organization

Chart Display 

Incident

Briefing

T-Card

Resource

Display

Planning

Meetings

Incident

Status

Summary

Confirms

Evaluates

Processes

Displays 

Incident

Action

Plan

Organization

Assignment

List

Check-In

Locations Assignment

Lists

Logistics Section

Resources and

Personnel

Requests 

Special

Resource

Requests

Group

Support

Unit
ORGANIZATIONAL 12-19 GUIDES

SITUATION UNIT FUNCTIONS AND INTERACTIONS

OBTAINS

INFORMATION

FROM

PREPARES

INFORMATION

FOR

Coordination

Center

Reports

Incident

Briefing

IR

Plots

Command Post 

Display

Incident

Action

Plan

Coordination

Center

Values and 

Hazards

Information

Incident

Status

Summary

Confirms

Evaluates

Processes

Displays 

Fire

Spread

Predictions

Agency

Dispatch

Section/Branch/ 

Division/Line

Reports

Maps For 

Distribution

Aircraft

Reports

Intelligence

Reports

Resources

Unit
ORGANIZATIONAL 12-20 GUIDES

RESOURCE STATUS CHANGE REPORTING

Division/ Branch Operations Group Director Section

Supervisor Chief

Communications 

Center

Status Reporting 

Resources

Unit

Coordination

Report: 

a. Resource changing status (assigned, available, out of service) 

b. Resource moving between Divisions 

 NOTE: Authority who approves the status change is responsible for

reporting it to Resources Unit 
ORGANIZATIONAL 12-21 GUIDES

STRIKE TEAM LEADER INTERACTIONS

Obtains From

Incident Division/Group Supervisor

Work

Assignment

Staging Area Manager

Communications Center

Fuel,

Repairs,

Personnel

Division/Group Communications 

Supervisor Center

Food

and

Supplies

Food Unit Supply Unit Ground Support 

Unit

Note: Out-of-service resources interact directly with appropriate units for service and support 
ORGANIZATIONAL 12-22 GUIDES

REASSIGN/RELEASE OF RESOURCES

Reassign

(Active) Staging Area

(Available)

Resource

Task Force 

or Strike Team 

Becomes

Available

Inform

Division/Group 

Supervisor Release

Branch

Director Release

Operations

Section

Chief

Reassign Releas

e

Advise Resources Unit through Communications Center 

Base, Camp or 

as Advised in 

Written or Verbal 

Directions

NOTE: Authority who approves the status change is responsible for reporting it to Resources Unit. 
ORGANIZATIONAL 12-23 GUIDES

CAMP ORGANIZATION AND REPORTING RELATIONSHIPS

Parent Unit 

at ICS Base 

Unit

Leader

Camp

Manager

Ground Support 

Assistant

Communications 

Assistant

Facility

Maintenance

Medical

Assistant

Supply

Assistant

Finance

Assistant

Resources 

Assistant

Security

Service

Food

Assistant

Direct Supervision 

In-Camp Coordinator

The Camp Manager will provide direct supervision for all facility 

maintenance and security services at the Camp. Several of the functional 

unit activities that are performed at the Base may also be performed at 

the Camp(s). These functional units assigned to the Camp(s) will receive 

their direct supervision from their Unit Leaders at the Base. During the 

time that a Camp is established, the Camp Manager will be responsible to 

provide non-technical coordination for all Units operating within the Camp 

in order to ensure orderly and harmonious operation of the Camp and 

efficient use of all resources and personnel assigned to the Camp.
Notes
RESOURCE TYPES 13-1 MINIMUM STANDARDS

CHAPTER 13

RESOURCE TYPES AND MINIMUM STANDARDS

Contents ..............................................................................13-1

Primary Mobile Suppression Resources............................13-2

Support Resources .............................................................13-6

Strike Team Types and Minimum Standards.....................13-7
RESOURCE TYPES 13-2 MINIMUM STANDARDS

PRIMARY MOBILE SUPPRESSION RESOURCES (Minimum ICS Standards)

RESOURCE RADIO CALL COMPONENTS TYPES 1 2 3 4 5 6 7

Engine Company

Engine Telesquirt*

Pump minimum flow GPM 1,000 500 150 50 50 50 10

Tank minimum capacity Gallons 300 300 500 750 400 150 50

at rated pressure (psi) 150 150 250 100 100 100 100

Hose 2.5” Feet 1,200 1,000 - - - - -

Hose 1.5” Feet 500 500 1,000 300 300 300 -

Hose 1” Feet - - 500 300 300 300 200

Ladder per NFPA 1901 Yes Yes - - - - -

Master Stream 500 minimum GPM Yes - - - - - -

Pump and Roll - - Yes Yes Yes Yes Yes

Maximum GVWR (lbs) - - - - 26,000 19,500 14,000Personnel minimum 4 3 3 2 2 2 2

*Engine with elevated stream capability, specify when requested.Truck Company

Truck Aerial Feet (specify platform or ladder) 75 50

Elevated Stream GPM 500 500

Ground Ladders Feet 115 115

Personnel 4 4

Tactical Water Tender

Water Tender*

Pump GPM 250 250

Water Tank Gallons 2,000 1,000

Personnel 2 2

*Pump and roll capability/foam proportioner must be special ordered.
RESOURCE TYPES 13-3 MINIMUM STANDARDS

PRIMARY MOBILE SUPPRESSION RESOURCES (Minimum ICS Standards) Continued

RESOURCE RADIO CALL COMPONENTS TYPES 1 2 3 4 5 6 7

Medical/Non Transport

Rescue, Squad, Medic Engine

Non Transport, capability and personnel determined by local 

EMS authority

ALS BLS

Medical/Transport

Ambulance, Medic

Transport, capability and personnel determined by local EMS authority ALS BLS

Bulldozer Dozer Size Heavy Medium Light

Horse Power 200 100 50

Operator 1 1 1

Example(s) D-7, D-8 D-5, D-6 D-4

Bulldozer Tender

Dozer Tender Fuel – 100 Gallons
RESOURCE TYPES 13-4 MINIMUM STANDARDS

PRIMARY MOBILE SUPPRESSION RESOURCES (continued)

RESOURCE RADIO CALL COMPONENTS TYPE 1 TYPE 2

Hand Crew Crew # *Personnel, Equipment, 

and Transportation

•Highest training level•No use restriction•Fully mobilized•Highest experience level•Fully equipped•Permanently assigned supervision

•Minimum training or•Some use restriction or•Not fully mobilized or•Moderate experience or•Minimum equipment or•No assigned supervision

StateCAL FIRE (13) Fly Crew (8) Federal (Blue Card) (18) State (12)FederalHotshot (18)Regular (18) Fly Crew (10)Local Government Inmate (12)Paid (10)

Fly Crew (8)Hotshot (18) *Indicates minimum number of crew personnel including supervision.
RESOURCE TYPES 13-5 MINIMUM STANDARDS

PRIMARY MOBILE SUPPRESSION RESOURCES (continued)

RESOURCE RADIO CALL COMPONENTS TYPES 1 2 3 4

Fire Boat Boat Pumping Capability GPM 5,000 1,000 250Foam Tender Foam Class B Foam Gallons

Specify % Concentrate(1%, 3%, etc.)

500 250

Air Tanker Tanker Gallons

Examples

3,000C-130, P-3

1,800SP2H, P2V

800S-2T

200SEAT

Helicopters Copter Seats, including pilot

Card weightcapacity lbs.GallonsExamples

16

5,000

700

10

2,500

300

5

1,200

100

3

600

75

Bell 214 Bell 204, 205, 

212

Bell 206 Hiller 

12E3T

Helitanker Helitanker - Fixed Tank

- Air tanker Board Certified- 1,000 Minimum Gallon  Capacity

Helicopter Tender Helitender Fuel Equipment

Helitack Crew Helitack Personnel (3)

Equipment Transportation

Aircraft RescueFirefighting(ARFF)

ARFF Class B Foam 

w/proportioner and pump
RESOURCE TYPES 13-6 MINIMUM STANDARDS

SUPPORT RESOURCES

RESOURCE RADIO 

CALL COMPONENTS TYPES

1 2 3

Breathing 

Apparatus 

Support

Breathing 

Support

Filling Capability Compressor Cascade

Crew Transport Crew 

Transport

Passengers 30 20 10

Field Mobile 

Mechanic

Repair Repair Capability Heavy 

Equipment

Light 

Equipment

Food Dispenser 

Unit

Food 

Dispenser

Servings/Meal 150 50

Mobile Kitchen 

Unit

Mobile 

Kitchen

Servings/Meal 1,000 300

Fuel Tender Fuel Tender Fuel Gallons:

Specify Gas, Jet Fuel, 

Diesel, Etc.

1,000 100

Heavy 

Equipment 

Transport

Transport Capacity

Examples:

Heavy

D-7, D-8

Medium

D-6

Light

D-4

Support Water 

Tender

Water 

Tender

Pump GPM

Water Tank Gallons

Personnel

 300

4,000

1

 200

2,500

1

 200

1,000

1

Illumination Unit Light Lighting Units 

(500 watts each)

Extension Cord Feet

Specify: Mounted or 

Portable

6

1,000

3

500

Mobile 

Communication

Comm •Consoles/

Workstations

•Frequency 

Capability

•Power Source

•Telephone 

Systems

•Personnel

2

Multi 

Range*, 

Programmable

Internal

6 Trunk/16 

Extension 

Lines

2

2

Multi

Range*,

Programmable

Internal

2

1

Single

Range**,

Programmable

External

1

* Multi Range: 150-174 MHz, 450-470 MHz, 800 MHz (Simplex and Repeated)

**Single Range: 150-174 MHz only

Portable Pump - Pumping Capacity GPM 500 250 50

Portable 

Repeater

 - Frequency 

Capability*

*When requesting resource, need to specify frequency requirements.

Power Generator - Wattage Capacity

Specify: Mounted or 

Portable

10,000 3,000

Refrigeration 

Unit

Refer Box Length Feet 24 12

Utility Transport Utility Over 1 Ton 1 Ton and 

Under
RESOURCE TYPES 13-7 MINIMUM STANDARDS

STRIKE TEAM TYPES AND MINIMUM STANDARDS

K

i

n

d

Strike 

Team 

Types

Number/Type

Minimum Equipment Standards Minimum Personnel

Pump 

Capacity

GPM

Tank 

Capacity

Gallons

PSI

2.5” 

Hose

Feet

1.5” 

Hose

Feet

1” 

Hose

Feet

Ladder

NFPA

1901

Master 

Stream

500 

GPM

Max. 

GVWR

Lbs.

Pump 

and

Roll

Strike 

Team 

Leader

Per 

Single 

Resource

Total 

Personnel

E 

N 

G 

I 

N 

E 

S

A 5 – Type 1 1,000 300 150 1,200 500 - Yes Yes - - 1 4 21

B 5 – Type 2 500 300 150 1,000 500 - Yes - - - 1 3 16

C 5 – Type 3 150 500 250 - 1,000 500 - - - Yes 1 3 16

D 5 – Type 4 50 750 100 - 300 300 - - - Yes 1 2 11

E 5 – Type 5 50 400 100 - 300 300 - - 26,000 Yes 1 2 11

F 5 – Type 6 50 150 100 - 300 300 - - 19,500 Yes 1 2 11

FF 5 – Type 7 10 50 100 - - 200 - - 14,000 Yes 1 2 11

C 

R 

E 

W 

S 

G Handcrew Combinations consisting 

of a minimum of 26 persons (Do not mix Type 1 and Type 2 crews)

Type 1 Handcrews have no restrictions on use 1 - 27

H Type 2 Handcrews may have use restrictions 1 - 27

D 

O 

Z 

E 

R 

S 

K 2 – Type 1 Heavy Dozer Minimum 200 HP (D-7, D-8 or equivalent) 1 1 4 1 – Dozer Tender 1

L 2 – Type 2 Medium Dozer Minimum 100 HP (D-5, D-6 or equivalent) 1 1 4 1 – Dozer Tender 1

M 2 – Type 3 Light Dozer Minimum 50 HP (D-4 or equivalent) 1 1 4 1 – Dozer Tender 1
Notes
WUI STRUCTURE 14-1 PROTECTION

CHAPTER 14

WILDLAND URBAN INTERFACE (WUI)

STRUCTURE PROTECTION

Contents ..............................................................................14-1

Introduction .........................................................................14-2

Modular Development ........................................................14-3

Leaders Intent.....................................................................14-9

Wildland Structure Environment........................................14-9

Definitions..........................................................................14-10

Fire Behavior Forecasting.................................................14-11

Structure Protection Size-Up ............................................14-12

Structure Triage Categories..............................................14-12

Structure Triage Guidelines..............................................14-13

Structure Protection Guidelines.......................................14-14

Structure Protection Strategies........................................14-17

Structure Protection Tactics .............................................14-18

Tactical Maneuver.............................................................14-18

Structure Protection Tactical Actions...............................14-20

Check and Go................................................................14-20

Prep and Go...................................................................14-21

Prep and Defend ...........................................................14-22

Fire Front Following.......................................................14-22

Bump and Run ..............................................................14-23

Anchor and Hold............................................................14-24

Tactical Patrol................................................................14-25

Appendix A – Wildland Fire Management 

 Guiding Principles .......................................... A-1

Appendix B – Risk Management Process ...........................B-1

Appendix C – LCES Checklist ...............................................C-1

Appendix D – Tactical Engagement Process – PACE..........D-1

Appendix E – Levels of Engagement – DRAW-D ................. E-1

Appendix F – Structure Assessment Checklist ................... F-1

Appendix G – Power Line Safety ..........................................G-1
WUI STRUCTURE 14-2 PROTECTION

INTRODUCTION

Wildland firefighting by itself is very challenging and adding 

structures and other improvements into the equation greatly 

increases the complexity. Over the last several decades an 

expansion of communities, homes and other improvements 

into wildland areas has created a significant challenge for the 

fire service agencies responsible for providing fire protection 

in those areas.

WUI fires often overtax the local fire agency resulting in the 

activation of mutual aid and automatic aid agreements 

to augment jurisdictional resources. Nearly every WUI fire 

includes responses from a variety of wildland and municipal 

fire agencies resulting in the need for clear text and common 

terminology among emergency responders. This chapter 

on WUI operations and structure protection is designed 

to provide common terminology and operating principles 

for statewide responders. It also includes guidelines and 

checklists to complement and enhance first responders 

differing levels of training and experience.

This document describes tactical actions that emphasize 

firefighter safety during structure protection assignments. 

Successful WUI firefighting operations are accomplished by 

selecting sound strategies supported by effective tactical 

actions that keep firefighters safe, protect the public, and 

minimize property loss.

Firefighters can prepare themselves for structure protection 

activities by developing a sound understanding of the 

wildland structure environment, fire behavior and forecasting, 

the Risk Management process, tactical terms and associated 

tactical actions. An understanding of all these components 

will allow firefighters to safely mitigate the fire’s impact upon 

the values they are charged with protecting.
WUI STRUCTURE 14-3 PROTECTION

MODULAR DEVELOPMENT

A series of examples of modular development are included to 

illustrate one method of expanding the incident organization.

Initial Attack Organization: Initial response resources are 

managed by the Incident Commander (first arriving Company 

Officer or Command Officer) who will perform all Command 

and General Staff functions. The span of control for the 

organization is within safe guidelines of three-seven to 

one. Resources are deployed to attack the fire and protect 

structures with a single helicopter supporting the effort 

as directed by the Incident Commander. The Incident 

Commander has identified a Staging Area for use in the event 

additional resources arrive before tactical assignments for 

these resources are determined.

Reinforced Response Organization: Additional resources 

have arrived. Span of control concerns as well as the 

need for tactical supervision have necessitated that the 

Incident Commander establish two Divisions with qualified 

Supervisors assigned. Division Supervisors are responsible 

for all objectives within their geographic area, including 

perimeter control and structure protection. A Safety Officer is 

assigned to monitor incident operations for safety issues and 

to ensure corrective steps are taken. The Resources Unit is 

established to assist the Incident Commander with tracking 

resources, and a Logistics Section Chief is assigned to begin 

planning and implementing logistical support for the assigned 

resources and to plan for the support of additional resources 

should they be ordered.
WUI STRUCTURE 14-4 PROTECTION

Extended Attack Organization: The Incident Commander 

has requested and received additional resources. Due 

to the complexity of the incident and the dynamic nature 

of the suppression activities, the Incident Commander 

has established a Structure Protection Group and an 

Operations Section Chief. As the Structure Protection Group 

conducts activities within a specific geographic area, the 

Structure Protection Group Supervisor must coordinate 

with the respective Divisions. Additional aviation resources 

have arrived and are supervised by the Air Tactical Group 

Supervisor. The Incident Commander has established a 

Situation Unit to begin collecting incident data (mapping, 

weather, fire behavior predictions, etc.) to aid in the strategic 

and tactical planning as the incident progresses. Incident 

complexity has required consideration for establishing the 

Communications Unit and Medical Unit.

Multi-Branch Response Organization: This incident requires 

multiple Divisions covering a large geographic area so 

Branches are established within the Operations Section. 

One Branch Director has established a Structure Protection 

Group, while the other Branch Director is handling structure 

protection with assigned Division resources. A full Air 

Operations Branch has been established. The Planning 

Section is further expanded to begin production of Incident 

Action Plans for multiple Operational Periods. The Command 

Staff is now complete to assist the Incident Commander with 

needed information handling and to interface with assisting 

and cooperating agencies.
WUI STRUCTURE 14-5 PROTECTION

INCIDENT COMMANDER Wildland Fire (WUI SP) – 

Initial Attack Organization

Staging Area(s)

Engine Engine Helicopter Engine Engine

Dozer Handcrew

Initial Attack Organization: Initial response resources are managed by the Incident Commander (first arriving Company Officer or Command Officer) who will perform all Command and General Staff functions. The span of control for the organization is within safe guidelines of three-seven to one. Resources are deployed to attack the fire and protect structures with a single helicopter supporting the effort as directed by the Incident Commander. The Incident Commander has identified a Staging Area for use in the event additional resources arrive before tactical assignments for these resources are determined.
WUI STRUCTURE 14-6 PROTECTION

INCIDENT COMMANDER Wildland Fire (WUI SP) – 

Reinforced Response Organization Safety Officer

Logistics Section

Staging Area(s) Resources Unit

Division Division 

Engine Engine Helicopter Engine EngineEngine

Strike Team

Dozer

Strike Team

Handcrew 

Strike Team

Water

Tender

WUI-SP Reinforced Response Organization: Additional resources have arrived. Span of control concerns as well as the need for tactical supervision have necessitated that the Incident Commander establish two Divisions with qualified Supervisors assigned. Division Supervisors are responsible for all objectives within their geographic area, including perimeter control and structure protection. A Safety Officer is assigned to monitor incident operations for safety issues and to ensure corrective steps are taken. The Resources Unit is established to assist the Incident Commander with tracking resources, and a Logistics Section Chief is assigned to begin planning and implementing logistical support for the assigned resources and to plan for the support of additional resources should they be ordered.
WUI STRUCTURE 14-7 PROTECTION

INCIDENT COMMANDER

Public Information Officer 

Wildland Fire (WUI SP)– 

Extended Attack Organization 

Safety Officer Liaison Officer

Operations Section Planning Section Logistics Section

Staging Area(s) Communications Unit Time Unit Resources Unit Medical Unit

Division Division

Situation Unit

Air Tactical Group

Engine Engine Helicopter(s)Engine Dozer Strike Team Fixed

Wing

Structure Protection Group

Engine Strike TeamEngine Strike Team

Water

Tender

Engine

Strike Team(s) 

Handcrew Strike Team

Handcrew 

Strike Team

Water Tender

Extended Attack Organization: The Incident Commander has requested and received additional resources. Due to the complexity of the incident and the dynamic nature of the suppression activities, the Incident Commander has established a Structure Protection Group and an Operations Section Chief. As the Structure Protection Group conducts activities within a specific geographic area, the Structure Protection Group Supervisor must coordinate with the respective Divisions. Additional aviation resources have arrived and are supervised by the Air Tactical Group Supervisor. The Incident Commander has established a Situation Unit to begin collecting incident data (mapping, weather, fire behavior predictions, etc.) to aid in the strategic and tactical planning as the incident progresses. Incident complexity has required consideration for establishing the Communications Unit and Medical Unit.
WUI STRUCTURE 14-8 PROTECTION

INCIDENT COMMANDER Wildland Fire (WUI SP) – Multi-Branch Response Organization Safety Officer Public Information Officer Assistant Public Information Officer(s)

Assistant Safety Officer(s) Liaison Officer

Operations Section Planning Section Logistics Section Finance/Admin Section

Staging Area(s) Resources Unit Time Unit

Branch Branch Air Operations Branch Service

Branch

Support

Branch

Situation Unit

Cost Unit

Medical Unit

Responder Rehabilitation

Facilities

Unit

Documentation Unit

Division Division Air Tactical

Group 

Air Support Group 

Communications Unit

Ground

Support

Unit

Division Division

Helicopter Coordinator

Helibase

Food Unit 

Division Division

Helispot(s)

Air Tanker/Fixed Wing Coordinator

Structure

Protection

Group

WUI SP - Multi-Branch Response Organization: This incident requires multiple Divisions covering a large geographic area, so Branches are established within the Operations Section. One Branch Director has established a Structure Protection Group while the other Branch Director is handling structure protection with assigned Division resources. A full Air Operations Branch has been established. The Planning Section is further expanded to begin production of Incident Action Plans for multiple Operational Periods. The Command Staff is now complete to assist the Incident Commander with needed information handling and to interface with assisting and cooperating agencies.
WUI STRUCTURE 14-9 PROTECTION

LEADERS INTENT

The first and foremost intent during structure protection 

is to keep firefighters and the public safe. Secondly, once 

that safety can be ensured, then we can aggressively work 

towards keeping the wildand fire away from structures and 

communities.

The development of all strategies and tactics should utilize 

the Risk Management process to ensure firefighter safety. 

Protecting structures from a wildland fire will not be possible 

in every situation. Risk to firefighters, fire behavior and 

availability of resources will dictate the strategies that will be 

used. 

When there is a need to engage in structure protection, 

firefighters will ensure that they are taking safe, appropriate, 

and reasonable tactical actions for which they are trained 

and equipped. 

WILDLAND STRUCTURE ENVIRONMENT

When making decisions on structure protection, you must 

consider the overall environment where the structures are 

located. There are two basic structure environments in the 

wildland.

Interface – a condition where structures abut the wildland:

• There is a clear line of demarcation between the 

structures and the wildland fuels along roads or back 

fences.

• Usually identified as housing tracts or developments 

adjacent to a wildland area.

• There is a greater potential for house-to-house ignition.
WUI STRUCTURE 14-10 PROTECTION

Intermix – a condition where structures are scattered 

throughout a wildland area:

• There is no clear line of demarcation; the wildland fuels 

are continuous outside of and within the developed area.

• Each structure must be assessed independently.

• Usually more complex triage than an interface condition.

• Usually more complex to defend than an interface 

condition.

• Usually requires a higher ratio of engines to structures 

than an interface condition.

DEFINITIONS

Safety Zone – a preplanned area of sufficient size and 

suitable location that is expected to protect fire personnel 

from known hazards without using fire shelters.

Temporary Refuge Area (TRA) – a preplanned area where 

firefighters can immediately take refuge for temporary shelter 

and short-term relief without using a fire shelter in the event 

that emergency egress to an established Safety Zone is 

compromised. Examples: lee side of structure, inside of 

structure, large lawn or parking area, cab of apparatus.

Note: Although Safety Zones and viable Escape Routes shall 

always be identified in the WUI environment, they may not 

be immediately available should the fire behavior increase 

unexpectedly, Often a Temporary Refuge Area (TRA) is 

more accessible in the WUI environment. A TRA will provide 

temporary shelter and short-term relief from an approaching 

fire without the use of a fire shelter and allow the responders 

to develop an alternate plan to safely survive the increase in 

fire behavior.
WUI STRUCTURE 14-11 PROTECTION

Always have an exit strategy:

• Employ tactical maneuver to avoid heat injury, move away 

from the fire.

• Move to a Temporary Refuge Area.

• Withdraw along an Escape Route.

• Move into a Safety Zone.

FIRE BEHAVIOR FORECASTING

Firefighter and public safety is the first priority in every fire 

management activity. Using the Standard Firefighting Orders, 

firefighters are guided to make a fire behavior forecast that 

considers the fire’s potential at the time of contact with the 

structure. If at any time the risk to firefighters is determined 

to be too great, an alternative action should be selected.

It is important to remember that fire conditions can change 

very quickly, so constant observation and reassessment is 

necessary; the tactic selected may need to change. Tactical 

maneuver or agility is essential to ensure firefighter safety.

Use standardized references to validate your fire behavior 

forecast:

• Incident Response Pocket Guide (IRPG)

• Look Up, Look Down, Look Around indicators

• Extreme Fire Behavior indicators (spotting, crowning, rate 

of spread)

• Campbell Prediction System (CPS)

• Know what the fire is doing at all times in order to 

maintain an accurate fire behavior forecast.

• Know current weather conditions and forecasts. Consider 

wind speed, direction, relative humidity, temperatures.
WUI STRUCTURE 14-12 PROTECTION

• Observe current burning activity in order to predict flame 

length and intensity.

• Consider local weather factors and fire history.

• Evaluate for wind shifts, micro-climates, weather 

indicators and hazards.

• Evaluate surrounding fuels for type, height, continuity and 

conditions.

STRUCTURE PROTECTION SIZE-UP

Evaluate the location of the structures and surrounding area 

with the forecasted fire behavior in mind:

• Is wind and slope in alignment with topography leading to 

the structure?

• Where is the location of the structure on the slope, 

canyon bottom, mid-slope or ridge top?

• Is the structure in or near a chute, chimney, saddle, or 

other topographic hazard?

STRUCTURE TRIAGE CATEGORIES

Select the appropriate structure triage category based on the 

forecasted fire behavior, the surrounding area terrain and any 

defensible space:

1. Not Threatened: Safety Zone and TRA are present 

and construction features or defensible space make it 

unlikely that the structure will ignite during initial fire 

front contact.

2. Threatened Defensible: Safety Zone and TRA are 

present and construction features, lack of defensible 
WUI STRUCTURE 14-13 PROTECTION

space, or other challenges requires firefighters to 

implement structure protection tactics during fire 

front contact. 

3. Threatened Non-Defensible: Either there is no Safety 

Zone or TRA present and/or the structure has challenges 

that do not allow firefighters to safely commit to stay and 

protect the structure during fire front contact.

STRUCTURE TRIAGE GUIDELINES

Consider the following factors during structure triage:

• Forecasted fire behavior and intensity – the greater the 

intensity, the greater the defensible space required.

• Safety Zones should be identified and designated based 

upon forecasted fire behavior.

• Temporary Refuge Areas (TRA) should be preplanned and 

identified in the event that an emergency egress to an 

established Safety Zone is compromised.

• Is there adequate space to park your apparatus safely 

based upon forecasted fire behavior?

• Do you have adequate lookout and communication 

capability?

• Evaluate the proximity of the fuels and forecasted flame 

lengths in relation to the structure; is there defensible 

space?

o What is the position of the structure on the slope 

relative to fire spread?

o Avoid narrow canyon bottoms, mid-slopes with fire 

below, or narrow ridges near chimneys and saddles.
WUI STRUCTURE 14-14 PROTECTION

• Are there narrow roads, unknown bridge limits and septic 

tank hazards?

• Are there ornamental plants and combustible debris next 

to the structure?

• Does the structure have open vents, eaves, decks, and 

other ember traps?

• Are there power lines adjacent to the structure?

• Is there an adequate water supply to support the 

necessary flow rates and GPM output?

• Did the property owners remain onsite?

• Does the structure have a flammable roof and/or siding 

(Wood roof and siding and/or vinyl siding, along with 

inadequate defensible space, may make the structure 

impossible to protect.)?

• Is there adequate time and available resources to 

protect the structure (If you do not have time to position 

resources or there are a lack of resources, then is may be 

impractical to protect the structure.)?

STRUCTURE PROTECTION GUIDELINES

Personal Protective Equipment (PPE):

• Structure protection tactics can be undertaken utilizing 

standard wildland PPE.

• If the structure becomes involved in fire, and a decision 

is made to extinguish the fire, utilize the appropriate 

Structure Fire PPE including SCBA’s as required.

• DO NOT enter a structure to extinguish a fire inside 

the structure unless you are trained, equipped, and 

authorized.

• DO NOT base your decision to remain at a structure and/

or the safety of your personnel on the use of SCBA’s.
WUI STRUCTURE 14-15 PROTECTION

Equipment Placement:

• Identify Escape Routes, Safety Zones and TRA’s and 

make them known to all personnel.

• STAY MOBILE and wear all of your PPE.

• Back equipment in for a quick escape.

• Park in a cleared area (watch for overhead hazards).

• Protect your equipment (park behind the structure, 

placing the structure between equipment and fire front, 

be aware of spot fires occurring behind you).

• Watch for hazards (drop-offs, pot holes, above-ground 

fuel storage, chemicals, and septic tanks).

• Keep egress routes clear.

• Have an engine/personnel protection line charged and 

readily available.

• Avoid long hose lays.

• Try to keep sight contact with all personnel.

Water Use Guidelines:

• Keep at least 100 gallons of water reserve in your tank.

• Top off your tank at every opportunity, use a garden hose.

• Draft from a swimming pool, hot tub, or fishpond.

• Stay mobile. Be aware that hydrants may not always work 

if the system is electrically powered and power is lost in 

the area.

• Conserve water, avoid wetting down an area.

• Apply water only if it controls fire spread or significantly 

reduces the heating of the structure being protected.

• Keep fire out of the heavier fuels.

• Extinguish fire at its lowest intensity, not when it is flaring 

up.

• Knock down fire in the lighter fuels.

• Have enough water to last for the duration of the main 

heat wave and to protect personnel.
WUI STRUCTURE 14-16 PROTECTION

Class A Foam/Gel Use Guidelines:

• Direct Attack with a Class A Foam – apply to the base of 

flame.

• Apply Class A Foam to structure (roof and siding) ten to 

fifteen minutes before fire arrives.

• Foam or gel the structure and the vegetation immediacy 

surrounding the structure.

Preparing the Structure:

• Determine if residents are home. If so, advise them to 

leave.

• For roof access, place the owner’s ladder at a corner of 

the structure on the side with the least fire threat and 

away from the power drop.

• Clear the area around above-ground fuel tanks, shutting 

off tanks.

• Place combustible outside furniture inside the structure.

• Close windows and doors, including garage, leaving 

unlocked.

• Remove combustibles immediately next to the structure 

and scatter firewood.

• Construct a fire line around out-buildings, power poles 

and fuel tanks.

• Remove vegetation from the immediate area of the 

structure.

• Have garden hose(s) charged and placed strategically 

around the structure for immediate use.

• MAY USE THE STRUCTURE AS A TEMPORARY REFUGE 

AREA (TRA)
WUI STRUCTURE 14-17 PROTECTION

STRUCTURE PROTECTION STRATEGIES

The Incident Commander or Operations Section Chief (when 

assigned) is responsible for establishing the strategy. The 

strategy should reflect a “general” plan that is broad in 

scope and provides direction for accomplishing the incident 

objectives. For example, the strategy for protecting structures 

on the right flank of a wildland urban interface fire (WUI) may 

be to keep the fire away from homes using a coordinated 

direct attack with aircraft, dozers and crews. At the same 

time, the strategy for controlling the left flank on the same fire 

may be to develop an indirect attack, utilizing a small Task 

Force to burn out along a series of small dirt roads and create 

a line that will stop the fire from spreading. The strategy must 

reflect a realistic approach for meeting the objectives for all 

portions of the fire.

The strategy must take into consideration the numbers and 

types of resources necessary to accomplish the incident 

objectives and the reflex time it will take to have them in 

position. A strategy that requires a large number of resources 

to execute the plan will fail if the needed resource cannot 

arrive in a timely fashion.

The strategy is also subject to change due to changes in 

weather, fire behavior, resource availability and any change 

with the objectives. For example, firefighters planning to burn 

out from a road system a mile from the fire front may be 

forced to change to a direct suppression strategy if a forecast 

calling for cool weather with accompanying moisture is 

predicted to arrive before the burnout can be executed.
WUI STRUCTURE 14-18 PROTECTION

STRUCTURE PROTECTION TACTICS

Where the strategy gives firefighters a general plan, tactics 

are the specific actions firefighters will take to accomplish 

the incident objectives. The choice of which tactic to use can 

come in the form of direction from the Incident Commander 

or the Operations Section Chief, or it may be a decision made 

by the unit or resource supervisor.

The chosen tactical action must be capable of stopping the 

advance of the fire or preventing the fire from damaging 

property and doing so without incurring injuries to firefighting 

personnel. This means that when choosing a tactical action or 

when making a tactical plan, it is very important to know what 

the fire behavior will be at the time firefighters engage the fire.

Making an accurate fire behavior forecast in advance of the 

fire’s arrival is the wildland firefighter’s greatest challenge. 

An accurate fire behavior forecast is difficult to make with 

absolute certainty, but it serves as the basis for determining if 

a tactical action will be effective and safe.

Recognizing that there is always the potential for error in 

our fire behavior forecast means that we must compensate 

for the uncertainties by having alternative actions (tactical 

maneuver) built into the plan. The key point here is to never 

get locked into a single plan of action.

TACTICAL MANEUVER

Tactical maneuver implies movement or purposeful reaction to 

change. Tactical maneuver builds agility into a tactical plan by 

allowing resources to work and move around in a hazardous
WUI STRUCTURE 14-19 PROTECTION

environment without injury, while remaining effective. Tactical 

maneuver is most effective when potential changes to the 

primary plan have been identified and firefighter’s reactions 

to those changes are planned out. 

Firefighters must be prepared to utilize tactical maneuver 

when changing from structure protection mode (defensive) 

to suppression mode (offensive) when fire behavior allows. 

It is imperative to take advantage of situations that allow for 

firefighters to take perimeter control actions and suppress the 

fire.

Tactical planning must be developed in conjunction with 

anticipated changes in the fire environment or fire behavior. 

Tactical maneuver (agility) is essential to ensure firefighter 

safety since legitimate Safety Zones are not always 

immediately present in the WUI. Firefighters should focus on 

agile tactical solutions to unanticipated changes as opposed 

to a rigid and inflexible siege approach. It is imperative that 

contingency planning be a part of every tactical plan. The 

tactic selected may need to change to compensate for a 

change in the fire’s behavior. Always have a way out!

Tactical maneuver can be an offensive or defensive action. 

Be prepared to move decisively during lulls in fire activity or 

take shelter in Temporary Refuge Areas or Safety Zones when 

the fire is active. Examples of tactical maneuver would be 

an engine crew going from one structure to another, moving 

with the fire, or staying behind a house when the fire is hitting 

hard and moving into full suppression mode when the fire 

subsides. This requires a continuous assessment of the fire 

and it’s potential. Crews must continually identify Temporary 

Refuge Areas and Escape Routes to Safety Zones.
WUI STRUCTURE 14-20 PROTECTION

STRUCTURE PROTECTION TACTICAL ACTIONS

After making a fire behavior forecast and triaging the 

assigned structures, responders must now implement the 

necessary tactics to defend the structure from the advancing 

fire front. Supervisors must keep in close communication with 

those they supervise and adjoining forces in the area. The 

following are the seven tactical actions available to structure 

protection resources:

• CHECK AND GO

• PREP AND GO

• PREP AND DEFEND

• FIRE FRONT FOLLOWING

• BUMP AND RUN

• ANCHOR AND HOLD

• TACTICAL PATROL

CHECK AND GO

“Check and Go” is a rapid evaluation to check for occupants 

requiring removal or rescue:

• Structure Triage Category – Threatened Non-Defensible

• The tactic is most appropriate when there is no Safety 

Zone or TRA present and the forecasted fire spread, 

intensity, and the projected impact time of the fire front 

prohibit resources from taking preparation action to 

protect the structure.

• Complete a rapid evaluation to check for occupants at a 

structure, evaluate life threat and assist in evacuation.

• Used when fire spread, intensity, lack of time or 

inadequate defensible space prohibit firefighting resources 
WUI STRUCTURE 14-21 PROTECTION

from safely taking action to protect the home when the 

fire front arrives.

• Evaluate the structure for follow-up action when 

additional resources become available, the fire front 

passes or fire behavior intensity is reduced.

PREP AND GO

“Prep and Go” implies that some preparation of the structure 

may be safely completed prior to resources leaving the area:

• Structure Triage Category – Threatened Non-Defensible

• A tactic used when a Safety Zone and TRA are not 

present and/or when fire spread and intensity are too 

dangerous to stay in the area when the fire front arrives, 

but there is adequate time to prepare a structure for 

defense ahead of the fire front.

• Utilized for structures where potential fire intensity makes 

it too dangerous for fire resources to stay when the fire 

front arrives.

• There is some time to prepare a structure ahead of the 

fire; resources should engage in rapid, prioritization fire 

protection preparations and foam the structure prior to 

leaving. 

• Resources should leave with adequate time to avoid the 

loss of Escape Routes.

• Advise residents to leave and notify supervisors of any 

residents who choose to stay so that you can follow up on 

their welfare after the fire front passes.

• As with Check and Go, Prep and Go is well suited for 

engine strike teams and task forces.
WUI STRUCTURE 14-22 PROTECTION

PREP AND DEFEND

“Prep and Defend” is a tactic used when a Safety Zone and 

TRA are present and adequate time exists to safely prepare a 

structure for defense prior to the arrival of the fire front:

• Structure Triage Category – Threatened Defensible

• An ideal multiple resource tactic especially in common 

neighborhoods where efforts may be coordinated over 

a wide area. A tactic used when it is possible for fire 

resources to stay when the fire front arrives. Fire behavior 

MUST be such that it is safe for firefighters to remain and 

engage the fire.

• Adequate Escape Routes to a Safety Zone must be 

identified. A Safety Zone or TRA must exist on site.

• Firefighters must be vigilant to sudden changes in fire 

intensity and be prepared to move to the TRA or withdraw 

along the Escape Routes to the Safety Zone.

• Adequate time must exist to safely prepare the structure 

for defense prior to the arrival of the fire front.

FIRE FRONT FOLLOWING

“Fire Front Following” is a follow-up tactic employed when 

Check and Go, Prep and Go, or Bump and Run tactics are 

initially used:

• A tactic used to come in behind the fire front.

• This action is taken when there is insufficient time to safely 

set up ahead of the fire or the intensity of the fire would 

likely cause injury to personnel located in front of the fire.

• The goal of “Fire Front Following” is to search for victims, 

effect perimeter control, extinguish spot fires around 

structures, control hot spots and reduce ember production.
WUI STRUCTURE 14-23 PROTECTION

BUMP AND RUN

“Bump and Run” is a tactic where resources typically move 

ahead of the fire front in the spotting zone to extinguish spot 

fires and hot spots, and to defend as many structures as 

possible:

• Bump and Run may be effective in the early stages of 

an incident when the resource commitment is light and 

structure protection is the priority.

• Bump and Run may also be used on fast moving 

incidents when there are adequate resources available, 

but where an effort must be made to control or steer the 

head and shoulders of the fire to a desired end point.

• Perimeter control and structure protection preparation 

are secondary considerations with the Bump and Run 

tactic.

• Resources must remain mobile during Bump and Run 

and must constantly identify Escape Routes to Safety 

Zones and Temporary Refuge Areas as they move with 

the fire front. 

• Bump and Run is a defensive tactic when fire front 

impact in the WUI is imminent and there are not enough 

resources to effectively take perimeter control action. It is 

an offensive tactic when resources are steering the head 

of the fire to a desirable end point. 

• The tactic is useful when terrain and fuels are suitable for 

mobile attack.

• Fire line supervisors and Strike Team/Task Force Leaders 

must realize that Bump and Run places resources in 

front of the advancing fire front and that extreme caution 

should be exercised.

• Control lines in front of the fire should be identified and 

prepared with dozers and fire crews enabling the Bump 

and Run resources to direct the fire to logical end point.
WUI STRUCTURE 14-24 PROTECTION

This is a frontal attack strategy and a watch out situation. 

Control lines in front of the main fire must be reinforced 

with retardant drops, coordinated firing operations and 

engine support. 

ANCHOR AND HOLD

• “Anchor and Hold” is a tactic utilizing control lines and 

large water streams from fixed water supplies in an 

attempt to stop fire spread. The goal is to extinguish 

structure fires, protect exposures, and reduce ember 

production.

• Anchor and Hold can be referred to as taking a stand to 

stop the progression of the fire.

• Anchor and Hold tactics are more effective in urban 

neighborhoods where the fire is spreading from house to 

house.

• Establishing an Anchor and Hold line requires 

considerable planning and effort and utilizes both fixed 

and mobile resources:

o Fixed engines should be spotted in safe areas where 

they can safely withstand any fire situation.

o Mobile engines or task forces can engage in 

individual structure defense actions or perimeter 

control and re-supply from fixed water source. 

o Mobile engines should be prepared to re-deploy to 

other areas should the fire escape the Anchor and 

Hold line.

• Ground resources, such as engine crews and hand crews 

should staff hose lines and be prepared to extinguish hot 

spots, fire perimeter, and structures:

o Hand crew strike teams should be deployed to 

construct fire control lines wherever needed and 

conduct firing operations.
WUI STRUCTURE 14-25 PROTECTION

TACTICAL PATROL

“Tactical Patrol” is a tactic where the key element is mobility 

and continuous monitoring of an assigned area:

• Tactical Patrol can either be initiated:

o After the main fire front has passed and flames 

have subsided but when the threat to structures still 

remains.

■ Patrol areas where the fire has passed but 

the risk to structures remains from fire brands 

smoldering in void spaces, on roofs, in rain 

gutters and stored material near buildings.

o In neighborhoods away from the interface where 

there is predicted to be significant ember cast and 

accumulated ornamental vegetation.

■ The goal is to patrol areas downwind of potential 

ember showers.

■ This tactic should be used to extinguish hot 

spots or secondary structure ignitions, and 

address safety issues such as power lines, 

weakened trees, and other hazards:

o Vigilance, situational awareness and active 

suppression actions are a must.
WUI STRUCTURE A-1 PROTECTION

APPENDIX A

WILDLAND FIRE MANAGEMENT GUIDING PRINCIPLES

1. The first priority for all-risk decisions is human survival, 

both firefighters and the public.

2. Incident containment strategies specifically address and 

integrate protection of defendable improved property and 

wildland values.

3. Direct protection of improved property is undertaken 

when it is safe to do so, where there are sufficient time 

and appropriate resources available, and when the action 

directly contributes to achieving the overall incident 

objectives.

4. The firefighter’s decision to accept direction to 

engage in structure protection actions is based on the 

determination that the property is defendable and the 

risk to firefighters can be safely mitigated under the 

current or potential fire conditions.

5. A decision to delay or withdraw from structure protection 

operations is the appropriate course of action when 

made in consideration of firefighter safety, current or 

potential fire behavior, or lack of defensibility of the 

structure or groups of structures.

6. Firefighters at all levels are responsible for making risk 

decisions appropriate to their individual knowledge, 

experience, training and situational awareness.
WUI STRUCTURE A-2 PROTECTION

7. Every firefighter is responsible for awareness of the 

factors that affect their judgment and the decisionmaking process, including a realistic perception of 

their own knowledge, skills, and abilities, the presence 

of life threat or structures, fire behavior, availability of 

resources, social/political pressures, mission focus, and 

personal distractions such as home, work, health, and 

fatigue.

8. An individual’s ability to assimilate all available factors 

affecting situational awareness is limited in a dynamic 

wildland and urban interface environment.

9. It is the responsibility of every firefighter to participate 

in the flow of information with supervisors, subordinates 

and peers. Clear and concise communication is essential 

to overcome limitations in situational awareness. 
WUI STRUCTURE B-1 PROTECTION

APPENDIX B

RISK MANAGEMENT PROCESS

Step 1 Situational Awareness

Gather information

Objective(s) Previous Fire Behavior

Communication

Weather Forecast

Who’s in Charge?

Local Factors

Scout the Fire

Step 2 Hazard Assessment

Estimate Potential Fire Behavior Hazards

Look Up/Look Down/Around Indicators

Identify Tactical Hazards

Watch Outs

What other safety hazards exist?

Consider severity vs. probability

Step 3 Hazard Control

Firefighting Orders

LCES Checklist – MANDATORY

Anchor Point

Downhill Checklist (if applicable)

What other controls are necessary?
WUI STRUCTURE B-2 PROTECTION

Step 4 Decision Point

Are controls in place for identified hazards?

NO – Reassess situation

YES – Next question

Are selected tactics based on expected fire behavior?

NO – Reassess situation

YES – Next question

Have instructions been given and understood?

NO – Reassess situation

YES – Initiate action

Step 5 Evaluate

Personnel: Low experience level with local factors

Distracted from primary tasks

Fatigue or stress reaction

Hazardous attitude

The Situation: What is changing?

Are strategy and tactics working?
WUI STRUCTURE C-1 PROTECTION

APPENDIX C

LCES CHECKLIST

LCES must be established and known to all firefighters before 

it is needed

LOOKOUT(S)

• Experienced/Competent/Trusted

• Enough Lookouts at good vantage points

• Knowledge of crew locations

• Knowledge of escape and safety locations

• Knowledge of trigger points

• Map/Weather Kit/Watch/IAP

COMMUNCIATIONS

• Radio frequencies confirmed

• Backup procedures and check-in times established

• Provide updates on any situation change

• Sound alarm early, not late

ESCAPE ROUTE(S)

• More than one Escape Route

• Avoid sleep uphill Escape Routes

• Scouted: Loose Soils/Rocks/Vegetation

• Times: Slowest person/Fatigue and Temperature Factors

• Marked: Flagged for day or night

• Evaluate: Escape Time vs. Rate of Spread

• Vehicles parked for escape
WUI STRUCTURE C-2 PROTECTION

SAFETY ZONE(S)

• Survivable without a fire shelter

• Back into clean burn

• Natural Features: Rock Areas/Water/Meadows

• Constructed Sites: Clear Cuts/Roads/Helispots

• Scouted for size and hazards

• Upslope?

• Downwind?

• Heavy Fuels?

• Escape time and Safety Zone size requirements

• Will change as fire behavior changes

• More heat impact = Larger Safety Zone
WUI STRUCTURE D-1 PROTECTION

APPENDIX D

TACTICAL ENGAGEMENT PROCESS – PACE

Structure defense firefighting in the Wildland Urban Interface 

(WUI) is inherently dangerous because it is primarily 

associated with indirect firefighting. An approaching fire is a 

dynamic event and subject to sudden changes that can be 

very difficult to anticipate. Structure protection should start 

with a determination of the exit strategy.

Indirect firefighting safety mitigations depend on fire behavior 

forecasts made in advance of the fire’s arrival. Accurate 

fire behavior forecasts are difficult to make with absolute 

certainty and, at the same time, these forecasts are the 

crux for determining effective safety mitigations (Temporary 

Refuge Areas, Escape Routes and Safety Zones).

With firefighter safety hanging in the balance of accurate fire 

behavior estimates that cannot be assured, it is imperative 

that a multi-step safety plan be established to compensate 

for the uncertainties. 

Firefighters must anticipate the unexpected and build agility 

(Tactical Maneuver) into their plan with contingency planning. 

The lexicon for contingency planning is PACE:
WUI STRUCTURE D-2 PROTECTION

P – Primary Plan [Offense]

Is focused on firefighter safety

Is focused on mission objectives

Yields the most desirable results

(Staffing hose lines to suppress the fire around a 

structure)

A – Alternate Plan [Offense]

A fall-back plan that closely supports the Primary Plan

The results may be less desirable but still supports the

Primary Plan

(Retreating into or behind the structure until fire intensity 

diminishes)

C – Contingency Pan [Defense]

A plan totally focused on the firefighter’s safety

Move to a Temporary Refuge Area (an area that provides 

short-term relief) or withdraw along the Escape Route

Move into a Safety Zone

E – Emergency Plan [Defense]

A plan totally focused on individual firefighter survival

When threatened by fire, firefighters should get into their 

fire shelter

ALWAYS HAVE A DEPLOYMENT SITE IDENTIFIED!

Implement PACE prior to engaging in any structure 

protection action:

P – Primary

A – Alternate

C – Contingency

E – Emergency
WUI STRUCTURE E-1 PROTECTION

APPENDIX E

LEVELS OF ENGAGEMENT – DRAW-D

As with military operations, there are FIVE Levels of 

Engagement in firefighting – DRAW-D. These actions apply to 

all aspects of wildland firefighting from the incident strategy 

to the individual line assignments and structure protection. 

They identify a thoughtful and mindful approach to choosing 

the appropriate tactical action. Use of DRAW-D as Levels of 

Engagement incorporates a “can do” attitude in every Level 

of Engagement and every Level of Engagement is equal in 

value to the overall effort as the other:

D – Defend – Holding actions, protecting priority areas

Protect the structures

Hold and improve the line

R – Reinforce – Bring more resources to bear.

Add resources necessary to advance or defend.

A – Advance – Anchor and Flank

Direct or indirect attack

Active burnout operations

W – Withdraw – Cease current activities until conditions 

modify.

Abandon an established position or constructed line in 

response to an increase in fire intensity.

Not a stigma, but a decision to move away from a threat.

D – Delay – Wait until the situation has modified sufficiently 

to allow a different Level of Engagement.

Waiting for conditions to meet pre-identified triggers 

necessary to advance or defend.
WUI STRUCTURE F-1 PROTECTION

APPENDIX F

STRUCTURE ASSESSMENT CHECKLIST

Address/Property Name

• Numerical street address, ranch name, etc.

• Number of residents on site

Road Access

• Road surface (paved, gravel, unimproved, dirt)

• Adequate width, vegetation clearance and Safety Zones 

along road

• Undercarriage problems (4x4 access only)

• Turnouts and turnarounds

• Bridges (load limits)

• Stream crossings (approach angle, crossing depth and 

surface)

• Terrain(road slop, location on slope, near chimneys, 

saddles, canyon bottom)

• Grade (greater than 15%)

Structure/Building

• Single residence or multi-complex, out building (barn, 

storage)

• Does building have unknown or hazardous materials?

• Exterior walls (stucco or other noncombustible, wood 

frame, vinyl, wood shake)

• Large unprotected windows facing heat source – 

Proximity of any aboveground fuel tanks (LPG, propane, 

etc.)

• Roof material (wood shake, asphalt, noncombustible)
WUI STRUCTURE F-2 PROTECTION

• Eves (covered with little overhang, exposed with large 

overhang)

• Other features (wood deck, wood patio cover and 

furniture, wood fencing)

Clearances/Exposures/Defensible Space

• Structure location (narrow ridge, canyon, mid-slope, 

chimney)

• Adequate clearance around structure, minimum of 100 

feet (steeper the slope, the more clearance required)

• Surrounding fuels (larger, denser the fuels, the more 

clearance required)

• Flammable fuels (trees, ladder fuel, shrubs) adjacent to 

structure (is there time for removing these fuels?)

• Other combustibles near structure (wood piles, furniture, 

fuel tanks)

• Is there adequate clearance around fuel tank?

• Power lines of transformers (DO NOT park under power 

lines)

Hazardous Materials

• Chemicals (Look for DOT/NFPA/UN symbols)

• Pesticides and herbicides

• Petroleum products

• Paint products
WUI STRUCTURE F-3 PROTECTION

Water Sources

• Hydrant/standpipe (When connecting with hydrant, be 

aware of low rate and GPM output, size and venting 

capability of engine or water tender may not be able to 

handle hydrants with high flow and GPM rates.)

• Storage tank

• Swimming pool

• Hot tub

• Fish pond

• Irrigation ditch

Evacuation

• Is safe evacuation possible? (Identify safe refuge for 

those who cannot be evacuated.)

• Coordinate with on-scene law enforcement and 

emergency services personnel.

Estimated Resources for Protection

• Number(s) and type(s) of engines, water tenders, crews, 

dozers (General Guidelines: one engine per structure, 

one additional engine for every four structures to be used 

as “backup” and for patrol. For structures that are close 

together (50 feet or less), one engine may be adequate to 

protect two structures).

• Type and number of aircraft available.
WUI STRUCTURE G-1 PROTECTION

APPENDIX G

POWERLINE SAFETY

• If there is a downed conductor on the vehicle, stay in 

vehicle until the power company arrives. If the vehicle is 

on fire or fire is near, jump clear, keep feet together and 

don’t hang on. 

• Smoke, water, and retardant are all good conductors and 

can cause power line-to-ground arc.

• Do not operate heavy equipment under power lines.

• Do not use right-of-ways as a jump or cargo drop spot.

• Do not drive with long antennas under power lines.

• Do not fuel vehicles under power lines.

• Do not stand near power lines during retardant drops.

• Do not park under power lines.

• Do not apply straight stream to power lines.

• Maintain a 35 foot distance from transmission lines.

• Spot fires or low ground fires can be fought with hose 

lines if heavy smoke or flame is not within 100 feet of the 

power lines.

• If safe, extinguish wood poles burning at the base to 

prevent downed wire hazards later.
MULTI-CASUALTY 15-1 MULTI-CASUALTY

CHAPTER 15

MULTI-CASUALTY

Contents ..............................................................................15-1

Definition .............................................................................15-2

Modular Development ........................................................15-2

Position Checklists..............................................................15-8

Medical Branch Director.................................................15-8

Medical Group Supervisor..............................................15-8

Triage Unit Leader...........................................................15-9

Morgue Manager...........................................................15-10

Treatment Unit Leader..................................................15-10

Patient Loading Coordinator.........................................15-11

Immediate Treatment Area Manager.......................... 15-12

Delayed Treatment Area Manager .............................. 15-13

Minor Treatment Area Manager.................................. 15-13

Patient Transportation Unit Leader..............................15-14

Medical Communications Coordinator ....................... 15-15

Ambulance Coordinator............................................... 15-15

Medical Supply Coordinator .........................................15-16

Simple Triage and Rapid Treatment (START) 

System Flowchart............................................................. 15-18

JumpSTART Pediatric MCI Triage..................................... 15-19
MULTI-CASUALTY 15-2 MULTI-CASUALTY

DEFINITION

The Medical Branch structure is designed to provide the 

Incident Commander with a basic, expandable system to 

manage a large number of patients during an incident. 

If incident conditions warrant, Medical Groups may be 

established under the Medical Branch Director. The degree 

of implementation will depend upon the complexity of the 

incident. 

MODULAR DEVELOPMENT

A series of examples for the modular development of the 

Medical Branch within an incident involving mass casualties 

are included to illustrate one possible method of expanding 

the incident organization: 

Initial Response Organization: The Incident Commander 

manages initial response resources as well as all Command 

and General Staff responsibilities. The Incident Commander 

assigns a resource with the appropriate communications 

capability as the Medical Communications Coordinator to 

establish communications with the appropriate hospital 

or other coordinating facility. In addition, the incident 

Commander assigns a Triage unit Leader, establishes 

treatment areas, and assigns an Ambulance Coordinator. 

Reinforced Response Organization: In addition to the initial 

response, the Incident Commander establishes a Safety 

Officer, a Treatment Unit Leader, Patient Transport Unit 

Leader, and a Patient Transportation Unit Leader. Immediate, 

Delayed and Minor Treatment Areas are established and 

staffed. Ambulance Strike Teams may be requested to 

support local resources.
MULTI-CASUALTY 15-3 MULTI-CASUALTY

Multi-Division/Group Response Organization: All positions 

within the Medical Group are now filled. The Air Operations 

Branch is shown to illustrate the coordination between the 

Patient Transportation Unit and the Air Operations Branch. A 

Rescue Group is established to free entrapped victims. 

Multi-Branch Response Organization: The complete incident 

organization shows the Medical Branch and other Branches. 

The Medical Branch has multiple Medical Groups due to 

incident complexity, but only one Patient Transportation 

Group. This is because all patient transportation must be 

coordinated through one point to avoid overloading hospitals 

or other medical facilities.

As the complexity of an incident exceeds the capacity of 

the local medical health resources, additional response 

capabilities may be provided through provisions of the Public 

Health and Medical Emergency Operations Manual (EOM) 

through the Medical Health Operational Area Coordinator 

(MHOAC).
MULTI-CASUALTY 15-4 MULTI-CASUALTY

INCIDENT COMMANDER Multi-Casualty – 

Initial Response Organization 

Triage 

Unit

Single Resource Immediate Treatment Medical Communications Coordinator Single Resource Minor Treatment Ambulance

Coordinator

Initial Response Organization: The Incident Commander manages initial response resources as well as all Command and General Staff responsibilities. The Incident Commander assigns a resource with the appropriate communications capability as the Medical Communications Coordinator to establish communications with the appropriate hospital or other coordinating facility. In addition, the Incident Commander assigns a Triage Unit Leader, establishes treatment areas, and assigns an Ambulance Coordinator.
MULTI-CASUALTY 15-5 MULTI-CASUALTY

INCIDENT COMMANDER

Multi-Casualty – 

Reinforced Response Organization Safety Officer

Triage Unit Treatment Unit Patient Transportation Unit 

Single

Resource 

Immediate

Treatment 

Single

Resource 

Medical

Communications 

Coordinator 

Minor

Treatment Ambulance 

Coordinator Delayed Treatment 

Reinforced Response Organization: In addition to the initial response, the Incident Commander establishes a Safety Officer, a Treatment Unit Leader, and a Patient Transportation Unit Leader. Immediate, Delayed and Minor Treatment Areas are established and staffed. Ambulance Strike Teams may be requested to support local resources.
MULTI-CASUALTY 15-6 MULTI-CASUALTY

INCIDENT COMMANDER Multi-Casualty – 

Multi-Division/Group Response Organization Public Information Officer

Liaison Officer Safety Officer

Operations Section Logistics Section 

Staging Area(s) Resources Unit Responder Rehabilitation

Medical Group Supervisor Rescue Group

Supervisor

Medical Supply Coordinator Helispot Manager

Triage Unit Treatment Unit Single Resource Patient Transportation Unit

Single Resource Immediate Treatment Single Resource

Fire Suppression

Group Supervisor

Single Resource

Single

Resource

Medical

Communications

Coordinator Single Resource Minor Treatment

Delayed Treatment Ambulance Coordinator 

Patient Loading

Coordinator

Morgue Area

Multi-Division/Group Response Organization: All positions within Medical Group are now filled. The Air Operations Branch is shown to illustrate the coordination between the Patient Transportation Unit and the Air Operations Branch. A Rescue Group is established to free entrapped victims. *May consult with MHOA/LEMSA for additional hospital and ambulance resources such as Ambulance Strike Teams. 
MULTI-CASUALTY 15-7 MULTI-CASUALTY

INCIDENT COMMANDER Multi-Casualty – 

Multi-Branch Response Organization 

Liaison

Officer

Safety

Officer

Public

Information

Officer

Assistant 

Safety Officer(s) 

Operations Section Planning Section Logistics Section Finance/Admin Section

Resources 

Unit

Medical

Unit US&R Branch Medical Branch Fire Suppression 

Branch

Air

Operations 

Branch 

Situation

Unit

Facilities Unit Medical

Group

Medical

Group

Patient Transportation Group

Helicopter Coordinator

Helispot

Manager

Ground Support Unit

Communications

Unit

Staging Area(s)

Responder

Rehabilitation

Multi-Branch Response Organization: The complete incident organization shows the Medical Branch and other Branches. The Medical Branch has multiple Medical Groups due to incident complexity, but only one Patient Transportation Group. This is because all patient transportation must be coordinated through one point to avoid overloading hospitals or other medical facilities. 
MULTI-CASUALTY 15-8 MULTI-CASUALTY

POSITION CHECKLISTS

MEDICAL BRANCH DIRECTOR - The Medical Branch Director 

is responsible for the implementation of the Incident Action 

Plan within the Medical Branch. The Branch Director reports 

to the Operations Section Chief and supervises the Medical 

Group(s) and the Patient Transportation function (Unit or 

Group). Patient Transportation may be upgraded from a Unit 

to a Group based on the size and complexity of the incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Group Assignments for effectiveness of current 

operations and modify as needed. 

c. Provide input to Operations Section Chief for the Incident 

Action Plan. 

d. Supervise Branch activities and confer with Safety Officer 

to assure safety of all personnel using effective risk 

analysis and management techniques. 

e. Report to Operations Section Chief on Branch activities. 

f. Maintain Unit/Activity Log (ICS Form 214). 

MEDICAL GROUP SUPERVISOR - The Medical Group 

Supervisor reports to the Medical Branch Director and 

supervises the Triage Unit Leader, Treatment Unit Leader, 

Patient Transportation Unit Leader and Medical Supply 

Coordinator. The Medical Group Supervisor establishes 

command and controls the activities within a Medical Group: 

a. Review Common Responsibilities (Page 1-2). 

b. Participate in Medical Branch/Operations Section 

planning activities. 

c. Establish Medical Group with assigned personnel, 

request additional personnel and resources sufficient to 

handle the magnitude of the incident. 
MULTI-CASUALTY 15-9 MULTI-CASUALTY

d. Designate Unit Leaders and Treatment Area locations as 

appropriate. 

e. Isolate Morgue and Minor Treatment Area from 

Immediate and Delayed Treatment Areas. 

f. Request law enforcement for security, traffic control and 

access for the Medical Group areas. 

g. Determine amount and types of additional medical 

resources and supplies needed to handle the magnitude 

of the incident (medical caches, backboards, litters, and 

cots). 

h. Ensure activation or notification of appropriate hospital or 

other coordinating facility/agency.

i. Coordinate with assisting agencies such as law 

enforcement, Coroner, Public Health, and private 

ambulance companies. Law enforcement/Coroner 

shall have responsibility for crime scene and decedent 

management.

j. Coordinate with agencies such as Red Cross and utilities.

k. Ensure adequate patient decontamination and proper 

notifications are made (if applicable).

l. Consider responder rehabilitation.

m. Maintain Unit/Activity Log (ICS Form 214).

TRIAGE UNIT LEADER - The Triage Unit Leader (MCTL) 

reports to the Medical Group Supervisor and supervises 

triage personnel/litter bearers and the Morgue Manager. The 

Triage Unit Leader assumes responsibility for providing triage 

management and movement of patients from the Triage Area. 

When triage has been completed and all patients have been 

moved to the treatment areas, the Triage Unit Leader may be 

reassigned as needed: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 
MULTI-CASUALTY 15-10 MULTI-CASUALTY

c. Develop organization sufficient to handle assignment. 

d. Inform Medical Group Supervisor of resource needs. 

e. Implement triage process. 

f. Coordinate movement of patients from the Triage Area to 

the appropriate Treatment Area.

g. Ensure adequate patient decontamination and proper 

notifications are made (if applicable).

h. Assign resources as triage person/litter bearers.

i. Give periodic status reports to Medical Group Supervisor. 

j. Maintain security and control of the Triage Area. 

k. Establish a temporary morgue area in coordination with 

law enforcement/Coroner if necessary.

l. Maintain Unit/Activity Log (ICS Form 214). 

MORGUE MANAGER - The Morgue Manager (MCMM) reports 

to the Triage Unit Leader and assumes responsibility for 

Morgue Area. Coordinates the handling of decedents with law 

enforcement and Coroner: 

a. Review Common Responsibilities (Page 1-2). 

b. Assess resource/supply needs and order as needed. 

c. Coordinate all Morgue Area activities with investigative 

authorities. 

d. Keep area off limits to all but authorized personnel. 

e. Keep identity of deceased persons confidential. 

f. Maintain appropriate records. 

TREATMENT UNIT LEADER - The Treatment Unit Leader 

(MCUL) reports to the Medical Group Supervisor and 

supervises Treatment Managers and the Patient Loading 

Coordinator. The Treatment Unit Leader assumes 

responsibility for treatment, preparation for transport, and the 

movement of patients to loading location(s): 
MULTI-CASUALTY 15-11 MULTI-CASUALTY

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3). 

c. Develop organization sufficient to handle assignment. 

d. Direct and supervise Immediate, Delayed, and Minor 

Treatment Areas and Patient Loading Coordinator. 

e. Ensure adequate patient decontamination and that 

proper notifications are made if applicable.

f. Ensure continued assessment of patients and re-triage/

re-locate as necessary throughout Treatment Areas.

g. Coordinate movement of patients from Triage Areas to 

Treatment Areas with Triage Unit Leader.

h. Assign incident personnel to be treatment personnel/

litter bearers.

i. Request sufficient medical caches and supplies including 

DMSU or support trailers.

j. Establish communications and coordination with Patient 

Transportation Unit Leader. 

k. Responsible for movement of patients to ambulance 

loading area(s). 

l. Give periodic status reports to Medical Group Supervisor. 

m. Request specialized medical resources through the 

MHOAC (i.e., DMAT, DMORT, MRC).

n. Maintain Unit/Activity Log (ICS Form 214). 

PATIENT LOADING COORDINATOR - The Patient Loading 

Coordinator reports to the Treatment Unit Leader and is 

responsible for coordinating with the Patient Transportation 

Unit Leader (or Group Supervisor if established), the 

transportation of patients out of the Treatment Areas: 

a. Review Common Responsibilities (Page 1-2). 

b. Establish communications with the Immediate, Delayed, 

and Minor Treatment Managers. 
MULTI-CASUALTY 15-12 MULTI-CASUALTY

c. Establish communications with the Patient 

Transportation Unit Leader. 

d. Verify that patients are prioritized for transportation. 

e. Advise Medical Communications Coordinator of patient 

readiness and priority for transport. 

f. Coordinate transportation of patients with Medical 

Communications Coordinator. 

g. Ensure that appropriate patient tracking information is 

recorded. 

h. Coordinate ambulance loading with the Treatment 

Managers and ambulance personnel. 

i. Maintain Unit/Activity Log (ICS Form 214). 

IMMEDIATE TREATMENT AREA MANAGER - The Immediate 

Treatment Area Manager (MCIM) reports to the Treatment 

Unit Leader and is responsible for treatment and re-triage of 

patients assigned to Immediate Treatment Area: 

a. Review Common Responsibilities (Page 1-2). 

b. Assign treatment personnel to patients. 

c. Provide assessment of patients and re-triage/re-locate as 

necessary.

d. Ensure appropriate level of treatment is provided to 

patients.

e. Ensure that patients are prioritized for transportation. 

f. Coordinate transportation of patients with Patient 

Loading Coordinator. 

g. Notify Patient Loading Coordinator of patient readiness 

and priority for transportation. 

h. Ensure that appropriate patient information is recorded. 

i. Maintain Unit/Activity Log (ICS Form 214). 
MULTI-CASUALTY 15-13 MULTI-CASUALTY

DELAYED TREATMENT AREA MANAGER - The Delayed 

Treatment Area Manager (MCDM) reports to the Treatment 

Unit Leader and is responsible for treatment and re-triage of 

patients assigned to Delayed Treatment Area: 

a. Review Common Responsibilities (Page 1-2). 

b. Assign treatment personnel to patients. 

c. Provide assessment of patients and re-triage/re-locate as 

necessary.

d. Ensure appropriate level of treatment is provided to 

patients.

e. Ensure that patients are prioritized for transportation. 

f. Coordinate transportation of patients with Patient 

Loading Coordinator. 

g. Notify Patient Loading Coordinator of patient readiness 

and priority for transportation. 

h. Ensure that appropriate patient information is recorded. 

i. Maintain Unit/Activity Log (ICS Form 214). 

MINOR TREATMENT AREA MANAGER - The Minor Treatment 

Area Manager (MCMT) reports to the Treatment Unit Leader 

and is responsible for treatment and re-triage of patients 

assigned to Minor Treatment Area: 

a. Review Common Responsibilities (Page 1-2). 

b. Assign treatment personnel to patients. 

c. Provide assessment of patients and re-triage/re-locate as 

necessary.

d. Ensure appropriate level of treatment is provided to 

patients.

e. Ensure that patients are prioritized for transportation. 

f. Coordinate transportation of patients with Patient Loading 

Coordinator. 
MULTI-CASUALTY 15-14 MULTI-CASUALTY

g. Notify Patient Loading Coordinator of patient readiness 

and priority for transportation. 

h. Ensure that appropriate patient information is recorded. 

i. Maintain Unit/Activity Log (ICS Form 214). 

PATIENT TRANSPORTATION UNIT LEADER - The Patient 

Transportation Unit Leader reports to the Medical Group 

Supervisor and supervises the Medical Communications 

Coordinator, and the Ambulance Coordinator. The Patient 

Transportation Unit Leader is responsible for the coordination 

of patient transportation and maintenance of records relating 

to the patient’s identification, condition, and destination. The 

Patient Transportation function may be initially established 

as a Unit and upgraded to a Group based on incident size or 

complexity: 

a. Review Common Responsibilities (Page 1-2). 

b. Review Unit Leader Responsibilities (Page 1-3).

c. Ensure the establishment of communications with the 

appropriate hospital or other coordinating facility/agency.

d. Designate Ambulance Staging Area(s). 

e. Direct the off-incident transportation of patients as 

determined by The Medical Communications Coordinator. 

f. Ensure that patient information and destination are 

recorded. 

g. Establish communications with Ambulance Coordinator 

and Helispot Manager. 

h. Request additional medical transportation resources 

(air/ground) as required. 

i. Notify Ambulance Coordinator of ambulance requests. 

j. Coordinate the establishment of Helispot(s) with the 

Medical Group Supervisor and the Helispot Manager. 

k. Maintain Unit/Activity Log (ICS Form 214). 
MULTI-CASUALTY 15-15 MULTI-CASUALTY

MEDICAL COMMUNICATIONS COORDINATOR - The Medical 

Communications Coordinator (MCCC) reports to the Patient 

Transportation Unit Leader and establishes communications 

with the appropriate hospital or other coordinating facility/

agency to maintain status of available hospital beds to 

ensure proper patient destination:

a. Review Common Responsibilities (Page 1-2). 

b. Establish communications with the appropriate hospital 

or other coordinating facility/agency. Provide pertinent 

incident information and periodic updates.

c. Determine and maintain current status of hospital/

medical facility availability and capability. 

d. Receive basic patient information and condition from 

Treatment Area Managers and/or Patient Loading 

Coordinator. 

e. Coordinate patient destination with the appropriate 

hospital or other coordinating facility/agency. 

f. Communicate patient transportation needs to Ambulance 

Coordinators based upon requests from the Treatment 

Area Managers and/or Patient Loading Coordinator. 

g. Communicate patient air transportation needs to the 

Ambulance Coordinator based on requests from the 

Treatment Area Managers and/or Patient Loading 

Coordinator.

h. Maintain appropriate records and Unit/Activity Log (ICS 

Form 214).

AMBULANCE COORDINATOR - The Ambulance Coordinator 

reports to the Patient Transportation Unit Leader, manages 

the Ambulance Staging Area(s), and dispatches ambulances 

as requested:
MULTI-CASUALTY 15-16 MULTI-CASUALTY

a. Review Common Responsibilities (Page 1-2). 

b. Establish appropriate Staging Area for ambulances. 

c. Establish routes of travel for ambulances for incident 

operations. 

d. Establish and maintain communications with the Helispot 

Manager regarding air transportation assignments.

e. Establish and maintain communications with the Medical 

Communications Coordinator and Patient Loading 

Coordinator. 

f. Provide ambulances upon request from the Medical 

Communications Coordinator. 

g. Ensure that necessary equipment is available in the 

ambulance for patient needs during transportation. 

h. Establish contact with ambulance providers at the scene. 

i. Request additional transportation resources as 

appropriate. 

j. Consider the use of alternate transportation resources 

such as buses or vans based on local policy.

k. Provide an inventory of medical supplies available at 

ambulance Staging Area for use at the scene. 

l. Maintain records as required and Unit/Activity Log (ICS 

Form 214). 

MEDICAL SUPPLY COORDINATOR -The Medical Supply 

Coordinator reports to the Medical Group Supervisor and 

acquires and maintains control of appropriate medical 

equipment and supplies from units assigned to the Medical 

Group: 

a. Review Common Responsibilities (Page 1-2). 

b. Acquire, distribute and maintain status of medical 

equipment and supplies within the Medical Group.* 

c. Request additional medical supplies.* 
MULTI-CASUALTY 15-17 MULTI-CASUALTY

d. Distribute medical supplies to Treatment and Triage Units. 

e. Consider the utilization of a Disaster Medical Support 

Unit (DMSU) or incident support trailers.

f. Maintain Unit/Activity Log (ICS Form 214). 

* If the Logistics Section were established, this position 

would coordinate with the Logistics Section Chief or Supply 

Unit Leader. 
MULTI-CASUALTY 15-18 MULTI-CASUALTY

SIMPLE TRIAGE AND RAPID TREATMENT

(START) SYSTEM FLOWCHART

Initial Response

RESPIRATIONS

No Yes 

Position Airway More than 30

per minute

Less than 30

per minute Breathing? 

Immediate Assess Perfusion 

No Yes 

Deceased Immediate 

PERFUSION 

Capillary Refill

Less than 2 Seconds

or Present Radial Pulse

Capillary Refill

More than 2 Seconds

or No Radial Pulse

Control Bleeding 

Immediate Assess Mental Status 

MENTAL STATUS 

Fails to Follow 

Simple Commands 

Follows

Simple Commands 

Immediate Delayed 

NOTE: Once a patient reaches a triage level indicator in the 

algorithm (i.e., IMMEDIATE box), triage of this patient should 

stop and the patient should be tagged accordingly.

At the completion of START Triage, patients must be re-triaged 

as time and resources permit using chief complaint, vital 

signs and other diagnostic information.
MULTI-CASUALTY 15-19 MULTI-CASUALTY

JumpSTART Pediatric MCI Triage©

Able to

walk?

YES

NO

NO

MINOR 

Position 

upper airway IMMEDIATE BREATHING

Secondary

Triage*

Breathing?

Respiratory

Rate

<15 or >45

Palpable

Pulse?

NO

15 - 45

YES

YES

IMMEDIATE

AVPU IMMEDIATE

“P”(INAPPROPRIATE)

POSTURING OR “U”

DELAYED

“A”, “V” OR “P”

(APPROPRIATE)

Palpable pulse? DECEASED NO

5 rescue

breaths DECEASED APNEC

IMMEDIATE

IMMEDIATE

BREATHING

YES

APNEC

*

Evaluate infants first in

secondary triage using 

the entire JS algorithm

©Lou Romig MD, 2002
Notes
US&R 16-1 US&R

CHAPTER 16

URBAN SEARCH AND RESCUE

Contents ..............................................................................16-1

Introduction .........................................................................16-2

ICS Modular Development..................................................16-4

Position Checklists............................................................16-11

US&R Branch Director ..................................................16-11

US&R Group Supervisor ...............................................16-11

Rescue Team Leader ....................................................16-13

Search Team Leader.....................................................16-13

Assistant Safety Officer – US&R...................................16-14

US&R Canine Search Specialist...................................16-15

US&R Technical Search Specialist...............................16-16

Heavy Equipment and Rigging Specialist....................16-16

US&R Medical Specialist..............................................16-17

US&R Structures Specialist..........................................16-18

US&R Resource Types.......................................................16-20

US&R Strike Team Types and Minimum Standards........16-22

US&R Search Team...........................................................16-24

US&R Canine Search Teams ............................................16-24

OES Fire and Rescue US&R Canine Search Specialist...16-25

OES Law Enforcement US&R Canine Search Handler....16-25

OES Law Enforcement Canine Recovery Teams .............16-26

US&R Search Types...........................................................16-27

Heavy Equipment Resource Typing..................................16-30

Regional US&R Task Force ...............................................16-31

State/National US&R Task Force.....................................16-33

Structure/Hazards Marking System ................................16-36

Search Marking System....................................................16-38

Victim Marking System .....................................................16-42

Chemical Light and Flagging Tape Plan...........................16-43

Emergency Signaling System .......................................... 16-44
US&R 16-2 US&R

INTRODUCTION

The Urban Search and Rescue (US&R) organizational module 

is designed to provide supervision and control of essential 

functions at incidents where technical rescue expertise 

and equipment are required for safe and effective rescue 

operations. US&R operations are unique in that specialized 

training and equipment are required to mitigate the incident 

in the safest and most efficient manner possible. 

Initial US&R operations will be directed by the first arriving 

public safety officer who will assume command as the Incident 

Commander. Subsequent changes in the incident command 

structure will be based on the resource and management 

needs of the incident following established ICS procedures.

Additional resources may include US&R Companies and 

US&R Crews or modular components of other US&R assets 

specifically trained and equipped for urban search and rescue 

operations. The US&R Company is capable of conducting 

search and rescue operations at incidents where technical 

expertise and equipment are required. US&R Crews are 

trained urban search and rescue personnel dispatched to the 

incident without rescue equipment. US&R Companies and 

Crews can be assigned as a single resource, grouped to form 

US&R Strike Teams or added to other resources to form a 

Task Force. US&R Single Resources, Strike Teams, and Task 

Forces are managed the same as other incident resources. 

Due to the unique hazards and complexity of urban search 

and rescue incidents, the Incident Commander may need 

to request a wide variety and amount of multi-disciplinary 

resources. 

US&R Companies and Crews are “typed” based on an 

identified operational capability. Four levels of US&R 

operational capability have been identified to assist the 
US&R 16-3 US&R

Incident Commander in requesting appropriate resources 

for the incident. These levels are based on five general 

construction categories and an increasing capability of 

conducting a rescue at specified emergency situations with 

an identified minimum amount of training and equipment. 

The US&R Type-4 (Basic) Operational Level represents the 

minimum capability to conduct safe and effective search 

and rescue operations at incidents involving non-structural 

entrapment in non-collapsed structures. 

The US&R Type-3 (Light) Operational Level represents the 

minimum capability to conduct safe and effective search and 

rescue operations at structure collapse incidents involving 

the collapse or failure of Light Frame Construction and low 

angle or one-person load rope rescue. 

The US&R Type-2 (Medium) Operational Level represents the 

minimum capability to conduct safe and effective search and 

rescue operations at structure collapse incidents involving the 

collapse or failure of Heavy Wall Construction, high angle rope 

rescue (not including highline systems), confined space rescue 

(no permit required), and trench and excavation rescue. 

The US&R Type-1 (Heavy) Operational Level represents the 

minimum capability to conduct safe and effective search and 

rescue operations at structure collapse incidents involving 

the collapse or failure of Heavy Floor, Pre-cast Concrete and 

Steel Frame Construction, high angle rope rescue (including 

highline systems), confined space rescue (permit required), 

and mass transportation rescue.

The Regional US&R Task Force Level is comprised of 29 

people specially trained and equipped for large or complex 

US&R operations. The multi-disciplinary organization provides 

five functional elements that include Supervision, Search, 

Rescue, Medical, and Logistics. The Regional US&R Task
US&R 16-4 US&R

Force is totally self-sufficient for the first 24 hours. 

Transportation and logistical support is provided by the 

sponsoring agency and may be supported by the requesting 

agency. 

State/National US&R Task Force is comprised of 70 people, 

when configured as a Type 1 Task Force, specially trained 

and equipped for large or complex US&R operations. The 

multi-disciplinary organization provides seven functional 

elements that include Supervision, Search, Rescue, Haz-Mat, 

Medical, Logistics and Planning. The State/National US&R 

Task Force is designed to be used as a “single resource.” 

However, each element of the Task Force is modularized into 

functional components and can be independently requested 

and utilized. The State/National US&R Task Force may also 

be configured as a Type III Task Force with 28 members.

ICS MODULAR DEVELOPMENT

US&R incidents may occur that will require rescue operations 

that exceed a resource’s identified capability. When the 

magnitude or type of incident is not commensurate with 

a capability level, the Incident Commander will have the 

flexibility to conduct rescue operations in a safe and 

appropriate manner using existing resources within the scope 

of their training and equipment until adequate resources can 

be obtained or the incident is terminated. 

The flexibility and modular expansion capabilities of the 

Incident Command System provide various ways US&R 

resources can be arranged and managed. A series of modular 

development examples are included to illustrate several 

possible methods of expanding the incident organization 

based on existing emergency conditions, available resources, 

and incident objectives.
US&R 16-5 US&R

The ICS Modular Development examples shown are not 

meant to be restrictive, nor imply these are the only 

ways to build an ICS organizational structure to manage 

US&R resources at an incident. To the contrary, the ICS 

Modular Development examples are provided only to show 

conceptually how one can arrange and manage resources 

at an US&R incident that builds from an initial response to a 

Multi-Branch organization. 

Initial Response Organization: The first arriving Public Safety 

Officer will assume command of the incident as the Incident 

Commander. The Incident Commander will assume all 

Command and General Staff functions and responsibilities 

and manage initial response resources. If the potential for 

escalation is low, then no specific ICS functional positions 

are established. If the incident requires an upgraded 

response, the Incident Commander should consider the 

early establishment of ICS positions. The following examples 

illustrate this modular growth of the ICS structure to keep 

pace with increased resource response. 

Reinforced Response Organization: In addition to the 

initial response, more Law Enforcement, local Engine and 

Truck Companies and Mutual Aid resources have arrived. 

The Incident Commander forms a Unified Command with 

the senior officials of other agencies having jurisdiction 

and has established a Safety Officer to assure personnel 

safety. A Public Information Officer has been assigned to 

manage the large media presence. An Operations Section 

has been assigned to manage the tactical assignments and 

responsibilities. A Staging Area is established to check in 

arriving resources. A US&R Group has been established to 

better coordinate the search and rescue efforts. Public Works 

is removing debris from the street to improve access and 

egress routes.
US&R 16-6 US&R

Multi-Group/Division Response Organization: The Incident 

Commander has added a Liaison Officer to the Command 

Staff to coordinate assisting agencies participation 

and assigned a Planning and Logistics Section. One 

US&R Technical Specialist who understands the unique 

complexities and resource requirements at US&R incidents 

is assigned to the Planning Section. The Operations Section 

has established several Groups to better coordinate the large 

volume of diverse resources at the incident. A Law Group 

and Medical Group have been formed. A Regional US&R Task 

Force, a State/national US&R Task Force, and a Structural 

Engineer Technical Specialist from the Planning Section have 

been assigned to the US&R Group. A Handcrew Strike Team is 

assisting with debris removal.

Multi-Branch Response Organization: The Incident 

Commander has assigned a Finance/ Administration Section. 

The Operations Section has established five Branches with 

similar functions to better coordinate and manage resources. 

The Planning, Logistics, and Finance/Administration Section 

have several Units operational to support the large amount of 

resources at the incident. 
US&R 16-7 US&R

Urban Search and Rescue – INCIDENT COMMANDER Initial Response Organization 

Engine Company 

(Search) 

Truck Company 

(Rescue) 

Engine Company 

(Hazard Mitigation) 

Ambulance Law Enforcement 

(Perimeter Security) (Medical Treatment) 

Initial Response Organization: The first arriving Public Safety Officer will assume command of the incident as the Incident Commander. The Incident Commander will assume all Command and General Staff functions and responsibilities and manage initial response resources. If the potential for escalation is low, then no specific ICS functional positions are established. If the incident requires an upgraded response, the Incident Commander should consider the early establishment of ICS positions. The following examples illustrate this modular growth of the ICS structure to keep pace with increased resource response. 
US&R 16-8 US&R

Urban Search and Rescue – 

Reinforced Response Organization 

UNIFIED COMMAND

IC

Safety Officer Public Information Officer 

Operations Section 

Staging Area(s)

Medical Group US&R Group Law Enforcement Group Debris

Removal

Group

Ambulance 

Search

Team Single Resource

Heavy

Equipment

Ambulance 

Rescue

Team

Single Resource

Engine

Company 

Single Resource

Single Resource

Reinforced Response Organization: In addition to the initial response, more Law Enforcement, local Engine and Truck Companies and Mutual Aid resources have arrived. The Incident Commander forms a Unified Command with the senior ranking officials of other agencies having jurisdiction and has established a Safety Officer to assure personnel safety. A Public Information Officer has been assigned to manage the large media presence. An Operations Section has been assigned to manage the tactical assignments and responsibilities. A Staging Area is established to check in arriving resources. A US&R Group has been established to better coordinate the search and rescue efforts. Public Works is removing debris from the street to improve access and egress routes. 
US&R 16-9 US&R

Urban Search and Rescue – 

Multi-Division/Group Response Organization 

UNIFIED COMMAND

IC

Safety Officer Public Information Officer Assistant Safety Officer – US&R Liaison Officer

Operations Section Logistics Section Planning Section

Staging Area(s) US&R Logistics Technical Specialist Resources Unit

US&R Group Medical Group 

Situation Unit

Fire Suppression Group Law

Group

Triage 

Search Team

Engine Company 

Treatment 

Debris

Removal

Group

Law 

Enforcement

US&R Technical Specialist

Rapid Intervention

Crew/Company

State/National US&R

Task Force

Engine Company 

Rescue Team

Transportation 

Truck Company 

Handcrew(s) 

Traffic 

Control

Regional

US&R 

Task Force

Heavy Equipment 

Structural Engineer

Technical Specialist Rapid Intervention Crew/Company

Multi-Division/Group Response Organization: The Incident Commander has added a Liaison Officer to the Command Staff to coordinate assisting agencies participation and assigned a Planning and Logistics Section. One US&R Technical Specialist who understands the unique complexities and resource requirements at US&R incidents is assigned to the Planning Section. The Operations Section has established several Groups to better coordinate the large volume of diverse resources at the incident. A Law Group and Medical Group have been formed. A Regional US&R Task Force, a State/National US&R Task Force, and a Structural Engineer Technical Specialist from the Planning Section have been assigned to the US&R Group. A Handcrew Strike Team is assisting with debris removal.
US&R 16-10 US&R

Urban Search and Rescue – 

Multi-Branch Response Organization 

UNIFIED COMMAND

IC

Public Information Officer Safety Officer Assistant Safety Officer(s) (US&R, Haz Mat) 

Operations Section Planning Section Logistics Section Finance/Admin Section 

Staging Area(s)

US&R Branch Medical Branch Haz Mat Branch Public Works 

Branch 

Law

Branch 

US&R Group 

Medical Group 

Haz Mat Group 

Debris Removal Group 

Perimeter Control Group Hazard Control Group 

Transportation Group

Decontamination Group

Utilities Group

Traffic Control Group Fire Suppression Group

Crime Scene 

Investigation Group Rapid Intervention Group 

Force Protection Group

Liaison Officer

Multi-Branch Response Organization: The Incident Commander has assigned a Finance/Administration Section. The Operations Section has established five Branches with similar functions to better coordinate and manage resources. The Planning, Logistics, and Finance/Administration Section have several Units operational to support the large amount of resources at the incident. 
US&R 16-11 US&R

POSITION CHECKLISTS

US&R BRANCH DIRECTOR – The US&R Branch Director is 

under the direction of the Operations Section Chief. US&R 

Branch Director’s may have a variety of organized resources 

under their command to include US&R, Hazard Control, Fire 

Suppression, and Rapid Intervention Groups/Divisions. US&R 

Branch Director’s are responsible for the implementation 

of the portion of the Incident Action Plan appropriate to the 

geographical and functional US&R Branches:

a. Review Command Responsibilities (Page 1-2).

b. Develop with subordinates alternatives for US&R Branch 

control operations.

c. Attend planning meetings at the request of the 

Operations Section Chief.

d. Review Division/Group Assignment Lists (ICS Form 204) 

for Divisions/Groups within the US&R Branch. Modify lists 

based on effectiveness of current operations.

e. Assign specific work tasks to Division and Group 

Supervisors.

f. Supervise Branch operations.

g. Resolve logistical problems reported by subordinates.

h. Report to the Operations Section Chief when the Incident 

Action Plan is to be modified, additional resources 

are needed, surplus resources are available, or when 

hazardous situations or significant events occur.

i. Approve accident and medical reports (home agency 

forms), originating within the US&R Branch.

j. Maintain Unit/Activity Log (ICs Form 214).

US&R GROUP SUPERVISOR – US&R Group Supervisor 

reports to the Operations Section Chief (or Branch Director 

when activated). The US&R Group Supervisor is responsible 

for the Implementation of the assigned portion of the Incident
US&R 16-12 US&R

Action Plan addressing US&R operations. The US&R Group 

Supervisor may have a variety of organized resources 

under their command to include Engine Companies, Truck 

Companies, US&R Crews, US&R Companies, US&R Strike 

Teams, US&R Regional Task Forces, and State/National 

US&R Task Forces. They are responsible for the assignment 

of US&R resources within the US&R Group, reporting on 

the progress of control operations, and the status of US&R 

resources within the Group. The US&R Group Supervisor 

is responsible for performing the following functions at an 

incident:

a. Review Common Responsibilities (Page1-2).

b. Implement Incident Action Plan for the US&R Group.

c. Provide Incident Action Plan to Task Force/Strike Team 

Leaders when available.

d. Identify resources assigned to the US&R Group.

e. Review assignments and incident activities with 

subordinates and assign tasks.

f. Establish personnel accountability for resources within 

the US&R Group.

g. Brief subordinates on appropriate provisions of the 

incident Site Safety and Control Plan (ICS Form 208) and 

deployment/activation plans for the Rapid intervention 

Crew/Company.

h. Ensure that Incident Communications and/or Resource 

Unit are advised of all changes in status of resources 

assigned to the US&R Group.

i. Coordinate activities with adjacent Divisions or Groups.

j. Determine need for assistance on assigned tasks.

k. Submit situation and resource status information to 

Operations Branch Director or Operations Section Chief.

l. Report hazardous situations, special occurrences, or 

significant events (e.g., accidents, sickness) to immediate 

supervisor.
US&R 16-13 US&R

m. Ensure that assigned personnel and equipment get to 

and from assignments in a timely manner.

n. Resolve logistical problems within the US&R Group.

o. Participate in the development of tactical plans for the 

next operational period.

p. Maintain Unit/Activity Log (ICS Form 214).

RESCUE TEAM LEADER – Reports directly to the US&R 

Group Supervisor. Is responsible for managing US&R Rescue 

Operations and supervising assigned resources: 

a. Review Common Responsibilities (Page 1-2). 

b. Coordinate, manage, and supervise assigned rescue 

activities. 

c. Adhere to all safety procedures including accountability 

of personnel. 

d. Determine rescue logistical needs. 

e. Receive briefings and situation reports and ensure 

that all rescue personnel are kept informed of mission 

objectives and status changes. 

f. Provide situation updates and maintain records and 

reports. 

g. Perform additional tasks or duties as assigned during a 

mission. 

h. Provide accountability, maintenance, and minor repairs 

for all issued equipment. 

i. Maintain unit records, including Unit/Activity Log (ICS 

Form 214). 

SEARCH TEAM LEADER – Reports directly to the US&R 

Group Supervisor. Is responsible for managing US&R Search 

Operations and supervising assigned resources: 
US&R 16-14 US&R

a. Review Common Responsibilities (Page 1-2). 

b. Coordinate, manage, and supervise all assigned search 

activities. 

c. Adhere to all safety procedures including accountability 

of personnel. 

d. Determine search logistical needs. 

e. Receive briefings and situation reports and ensure 

that all search personnel are kept informed of mission 

objectives and status changes. 

f. Provide situation updates and maintain records and 

reports.

g. Perform additional tasks or duties as assigned during a 

mission.

h. Provide accountability, maintenance, and minor repairs 

for all issued equipment.

i. Maintain unit records, including Unit/Activity Log (ICS 

Form 214). 

ASSISTANT SAFETY OFFICER-US&R – Reports to the 

Incident Safety Officer as an Assistant Safety Officer-US&R, 

and coordinates with the appropriate supervisor. The 

Assistant Safety Officer-US&R must possess the appropriate 

training to coordinate safety related activities for US&R 

operations. This position advises the appropriate supervisor 

on all aspects of health and safety and has the authority to 

stop or prevent unsafe acts: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain briefing from the appropriate supervisor. 

c. Participate in the preparation of and implement the 

incident Site Safety and Control Plan (ICS Form 208) and 

Incident Action Plan Safety Analysis-Generic/Wildland 

(ICS Form 215AG/AW) to include appropriate mitigation 

measures, such as personnel accountability and Rapid 

Intervention Crew/Company. 
US&R 16-15 US&R

d. Advise the appropriate supervisor of deviations from the 

incident Site Safety and Control Plan (ICS Form 208) or 

any dangerous situations. 

e. Has authority to alter, suspend, or terminate any activity 

that may be judged to be unsafe. 

f. Work with appropriate supervisor to establish acceptable 

entry conditions and appropriate personnel protective 

equipment to be worn by personnel entering the hazard 

zone.

g. Ensure the protection of personnel from physical, 

environmental, and chemical hazards/exposures. 

h. Conduct incident/accident investigations with 

appropriate personnel under the direction of the Incident 

Safety officer and appropriate supervisor.

i. Ensure the provision of required emergency medical 

services for assigned personnel and coordinate with 

medical personnel. 

j. Maintain unit records, including Unit/Activity Log (ICS 

Form 214). 

US&R CANINE SEARCH SPECIALIST – Reports directly 

to the Search Team Leader or US&R Task Force Search 

Team Manager. The US&R Canine Search Specialist is 

responsible for performing the canine search function of 

the incident. Responsibilities include searching collapsed 

structures, water, debris piles, land and mudslides, or fire 

areas as assigned, using appropriate search techniques 

and dog handler skills. The US&R Canine Search Specialist 

is responsible for documenting locations of alerts and 

estimating the status of victims, and cooperating with and 

assisting other search and rescue resources:

a. Review Common Responsibilities (Page 1-2). 

b. Obtain briefing from appropriate supervisor. 

c. Accountable for all issued equipment. 
US&R 16-16 US&R

d. Care and welfare of their canine, including assisting 

medical personnel with the canine’s care.

e. Perform additional tasks or duties as assigned during the 

incident. 

f. Maintain unit records, including Unit/Activity Log (ICS 

Form 214). 

US&R TECHNICAL SEARCH SPECIALIST – Reports directly 

to the Search Team Leader or US&R Task Force Search 

Team Manager. The US&R Technical Search Specialist is 

responsible for performing the technical search function of 

the incident: 

a. Review Common Responsibilities (Page 1-2). 

b. Search areas as assigned using appropriate electronic 

search equipment and techniques. 

c. Document locations of possible finds and, if possible, 

estimate the status of the victim(s). 

d. Cooperate with and assist other US&R resources. 

e. Provide accountability for all issued equipment. 

f. Perform additional tasks or duties as assigned during an 

incident. 

g. Maintain unit records, including Unit/Activity Log (ICS 

Form 214). 

HEAVY EQUIPMENT AND RIGGING SPECIALIST – Initially 

reports to the Rescue Team Leader or US&R Task Force 

Rescue Team Manager and may be assigned where their 

technical services are required. Responsible for performing 

construction related liaison to the rescue resources, and 

for assessing capabilities and the need for various heavy 

equipment: 

a. Review Common Responsibilities (Page 1-2). 

b. Participate in the planning of rescue activities. 

c. Adhere to all safety procedures. 
US&R 16-17 US&R

d. Receive initial briefing from supervisor. 

e. Carry out tactical assignments as directed. 

f. Conduct an assessment of immediately available cranes 

and heavy equipment. 

g. Inspect equipment condition for safe operation and 

insure coverage by equipment agreement. 

h. Develop a contact list of equipment providers and 

establish a point of contact. 

i. Evaluate and advise on heavy equipment staging area 

requirements. 

j. Brief heavy equipment operators and construction 

officials regarding rescue operations. 

k. Ensure that heavy equipment operators are briefed 

on rescue site safety considerations and emergency 

signaling procedures. 

l. Identify various rigging techniques to assist in the rescue 

of victims or stabilization of collapsed buildings, including 

the development of rigging plans and procedures. 

m. Coordinate rigging and heavy equipment utilization for 

rescue operations with equipment operators and rescue 

personnel. 

n. Keep your immediate supervisor apprised of any tactical 

accomplishments or conflicts. 

o. Participate in operational briefings. 

p. Collect and transmit records and logs to Equipment Time 

Recorder and/or immediate supervisor at the end of 

each operational period. 

q. Provide vendor evaluation to Documentation Unit. 

r. Maintain unit records, including Unit/Activity Log (ICS 

Form 214). 

US&R MEDICAL SPECIALIST – Reports directly to the 

Medical Unit Leader or US&R Task Force Medical Team 

Manager. The US&R Medical Specialist is responsible for 
US&R 16-18 US&R

providing advanced life support medical care to responders and 

victims in environments that require special US&R training: 

a. Review Common Responsibilities (Page 1-2). 

b. Provide emergency medical care to all incident personnel 

and victims in environments requiring specialized US&R 

training. 

c. Develop and implement a Medical Action Plan as 

specified by the US&R Task Force Leader. 

d. Adhere to all safety procedures. 

e. Provide accountability, maintenance and minor repairs of 

assigned medical equipment. 

f. Perform additional tasks or duties as assigned during an 

incident. 

g. Maintain unit records, including Unit/Activity Log (ICS 

Form 214). 

US&R STRUCTURES SPECIALIST – Reports directly to 

their immediate supervisor as determined by the incident 

organization. The US&R Structures Specialist is responsible 

for performing the various structure assessments during 

incident operations: 

a. Review Common Responsibilities (Page 1-2). 

b. Assess the structural condition within the area of US&R 

operations. This includes identification of structure types, 

specific damage and structural hazards. 

c. Recommend the appropriate type and amount of 

structural hazard mitigation required to minimize the 

risks to task force personnel. 

d. Adhere to all safety procedures. 

e. Cooperate with and assist other US&R resources. 

f. Provide accountability, maintenance, and minor repairs 

for all issued equipment. 
US&R 16-19 US&R

g. Perform additional tasks or duties as assigned during an 

incident. 

h. Monitor assigned structures for changes in condition 

during incident operations. 

i. Actively participate in implementation of approved 

structure hazard mitigation as a designer and/or 

supervisor. 

j. Coordinate and communicate structure hazard mitigation 

measures with the Search Team Leader or US&R Task 

Force Search Team Manager. 

k. Maintain unit records, including Unit/Activity Log (ICS 

Form 214). 
US&R 16-20 US&R

URBAN SEARCH AND RESCUE RESOURCE TYPES

Always use the prefix US&R for Urban Search and Rescue (US&R) Resources. Order Single Resource or Strike Team by Type (Capability – HEAVY, MEDIUM, LIGHT, or BASIC)

Type 

Type 1 (Heavy) Type 2 (Medium) Type 3 (Light) Type 4 (Basic) 

• Heavy Floor Construction• Pre-cast Concrete 

Construction 

• Steel Frame Construction • High Angle Rope Rescue 

(including highline systems) 

• Confined Space Rescue 

(permit required)

• Mass Transportation 

Rescue

• Heavy Wall 

Construction 

• High Angle 

Rope Rescue (not including highline systems) 

• Confined Space 

Rescue (no permit required) 

• Trench and 

Excavation Rescue

• Light Frame 

Construction 

• Low Angle Rope 

Rescue

• Single Person Load 

Rope Rescue

• Surface Rescue • Non-Structural 

Entrapment in Non-Collapsed Structures
US&R 16-21 US&R

URBAN SEARCH AND RESCUE RESOURCE TYPES (Continued)

RESOURCE RADIO COMPONENT

TYPES

1 2 3 4

US&R Company

Agency Identifier US&R (phonetic)Number Identifier (VNC US&R 54)

Equipment Personnel Transportation

Heavy 

Inventory

6*

Medium 

Inventory

6*

Light 

Inventory

3*

Basic 

Inventory

3*

US&R Crew **

Agency Identifier Type Identifier Number Identifier (KRN-US&R Crew 2)

Personnel Trained To Appropriate Level Supervision Transportation

6 6 3 3

Regional US&R Task Force

Task Force Number Identifier (RTF-3)

Equipment Personnel Transportation

A Regional US&R Task Force is comprised of 29 persons specially trained and equipped for extended US&R Operations. Regional US&R Task Forces are self sufficient for 24 hours.

State/National US&R Task Force

State ID Task ForceNumber Identifier (CATF-2)

EquipmentPersonnel Transportation 

A State/National US&R Task Force (Type I or III) is comprised of personnel specially trained and equipped for large or complex US&R Operations. State/National US&R Task Forces are self sufficient for 24-72 hours.

* Requests should include vehicle capabilities when necessary (i.e., four-wheel drive, off-road truck, etc.) ** The agency/department sending the US&R Crew will identify the Supervisor.
US&R 16-22 US&R

URBAN SEARCH AND RESCUE STRIKE TEAM TYPES AND MINIMUM STANDARDS

Strike Team 

Types

Number/

Type Minimum Task Capabilities Strike Team Leader Per Single Resource Total Personnel

Kind

AR 2 – Type 1

Vehicle(s) equipped for Heavy Floor Construction, Pre-Cast Concrete Construction, Steel Frame Construction, high angle rope rescue (including highline systems), confined space rescue (permit required), and mass transportation rescue

1 6 13

U 

S 

& 

R 

C 

O 

M 

P 

A 

N 

Y

BR 2- Type 2

Vehicle(s) equipped for Heavy Wall Construction, high angle rope rescue (not including highline systems), confined space (no permit required), and trench and excavation rescue

1 6 13

CR 5 – Type 3 Vehicle(s) equipped for Light Frame Construction, low angle rope rescue, and single person load rope rescue 1 3 16

DR 5 – Type 4 Vehicle(s) equipped for surface rescue and non-structural entrapment in non-collapsed structure 1 3 16
US&R 16-23 US&R

URBAN SEARCH AND RESCUE STRIKE TEAM TYPES AND MINIMUM STANDARDS (cont.)

Strike Team 

Types

Number/

Type Minimum Task Capabilities Strike Team Leader Per Single Resource Total Personnel

Kind

GR 2 – Type 1

Trained for Heavy Floor Construction, Pre-Cast Concrete Construction, Steel Frame Construction, high angle rope rescue (including highline systems), confined space rescue (permit required), and mass transportation rescue

1 6 13

U 

S 

& 

R 

C 

R 

E 

W

HR 2 – Type 2

Trained for Heavy Wall Construction, high angle rope rescue (not including highline systems), confined space (no permit required) and trench and excavation rescue

1 6 13

IR 5 – Type 3 Trained for Light Frame Construction, low angle rope rescue, and single person load rope rescue 1 3 16

JR 5 – Type 4 Trained for surface rescue and non-structural entrapment in non- collapsed structures 1 3 16

R = Urban Search and Rescue Resource
US&R 16-24 US&R

US&R SEARCH TEAM

Resource Radio Designation Component Capabilities Total Personnel

Search 

Team Search Team

1 – Search Team Leader1 – Technical Search Specialist2 – Canine Search Specialist

Detection of victims entombed in collapsed or failed structures and environmental mishap with canines and Technical Search equipment.

4

US&R CANINE SEARCH TEAMS

Resource Radio Designation Components Capabilities Total Personnel

Canine 

Search 

Team

Canine 

Search 

Team

1 – Search Team Leader2 – Canine Search Specialist

Detection of victims entombed in collapsed or failed structures and environmental mishap with canines.

3
US&R 16-25 US&R

OES FIRE AND RESCUE US&R CANINE SEARCH SPECIALIST

Canine is able to conduct large and complex search quickly to locate live victims that are entrapped or injured in an US&R incident. A second canine should be used whenever possible to confirm victim locations.

Resource Usage and Capabilities

US&R Canine

(Type 1)

• Detection in largest search areas• Work in major damage and confined spaces• Detection ability amidst numerous distractions• Detection of victims entombed in collapsed or failed structures and environmental mishap

US&R Canine

(Type 2)

• Detection in limited search areas• All general construction categories• Extensive obstacle agility

OES LAW ENFORCEMENT US&R CANINE SEARCH HANDLER*

Resource best used in area searches with minor damage and rubble.

Resource Usage and Capabilities

US&R Canine

(Type 3)

• Area search• Non-structural entrapment in non-collapsed structures• US&R Awareness

US&R Canine 

(Type 4)

• Area search with light to minor structural entrapment exposure• US&R Awareness

*Canine US&R Search Handler is the law enforcement equivalent to the Fire and Rescue term US&R Canine Search Specialist.
US&R 16-26 US&R

OES LAW ENFORCEMENT CANINE RECOVERY TEAMS

Search element qualifications and equipment are equivalent on all Canine Types. The differentiating factor is based on the training and certification levels of the canine component. Canine Search Teams will have met all of the capabilities of the preceding types.

Resource Type 1 Cadaver Basic Type 2 Live or Deceased Type 3 Water

Law Enforcement Canine

• Body above ground• Sub-surface disarticulated• Hanging• Simple structure

• Body above ground• Hanging• Live person, must be area certified• Status of subject unknown

• Submerged• Floating• Shoreline
US&R 16-27 US&R

US&R SEARCH TYPES

Reconnaissance Search – Recon is the preliminary survey 

for the purpose of determining the scope and magnitude of 

the incident and identifying the resources needed to manage 

the incident. Other consideration for Recon include:

• Initial visual check of damaged area and/or assigned 

area of operation

• May be conducted on foot, by vehicle, by watercraft, or by air

• For isolated structure collapse incidents, the primary 

purpose of this action is structural assessment and 

hazardous materials assessment.

• Known locations of live or deceased victims will be 

recorded and appropriate rescue or recovery resources 

will be requested.

• Size and make up of recon teams are incident driven and 

flexible.

• Recon teams should not engage in rescue operations.

• Timely reporting of recon information is critical to the 

health and safety of responders, survivability of victims, 

and effective management of the incident.

Rapid Search (Hasty Search) – is a fast paced and 

methodical search in attempt to locate victims that are in 

immediate need of rescue. Other considerations for Rapid 

Search include:

• May be conducted on foot, by vehicle, by watercraft, or 

by air

• Size and make up of Rapid Search teams are incident 

driven and flexible.

• If live victims are located and can be easily evacuated, 

they will be immediately removed and moved to the 

identified casualty collection point.
US&R 16-28 US&R

• Known locations of live or deceased victims will be 

recorded and appropriate rescue or recovery resources 

will be requested.

• Documentation of areas searched must be recorded and 

reported.

• Rapid Search may be accomplished simultaneously with 

Recon.

Primary Search – is a quick search of structures likely to 

contain survivors. Primary searches are ground or waterborne 

operations conducted by walking or boating around every 

structure looking for victims. This is accomplished by looking 

into every window/opening, knocking on doors, and hailing 

for live victims. If there are signs of victims (dead or alive) 

appropriate action will be taken based on the incident 

objectives. Other considerations for Primary Search are:

• Fast paced, quick scan of surface debris in and around 

structures and selected voids.

• Size and makeup of the search team is incident driven 

and flexible.

• Detection resources may include physical, canine and 

technical.

• Known locations of live or deceased victims will be 

recorded and appropriate rescue or recovery resources 

will be requested.

• Actions necessary to immediately correct life threatening 

injuries may be performed by this team.

• Searched structures will be marked utilizing Search 

Marking System (Pages 16-38 through 16-41).

• Victim locations will be marked utilizing the Victim 

Marking System (Page 16-42).
US&R 16-29 US&R

Secondary Search – is the systematic search of every room 

of every structure in the assigned area of operation. Forced 

entry of structures may need to occur in order to accomplish 

this objective but will only be done with the authority of the 

Incident Commander. This may involve extensive debris 

removal of building materials depending on the desired level 

of coverage and thoroughness:

• Slow and methodical search of structures, debris, and voids

• Size and makeup of the search team is incident driven 

and flexible. 

• Detection resources may include physical, canine and 

technical.

• Known locations of live or deceased victims will be 

recorded and appropriate rescue or recovery resources 

will be requested.

• Actions necessary to immediately correct life threatening 

injuries may be performed by this team.

• Searched structures will be marked utilizing the Search 

Marking System (Page 16-38 through 16-41).

• Victim locations will be marked utilizing the Victim 

Marking System (Page 16-42).

Special Response Search – SRS is a search implemented 

to gather information regarding the need for evacuation or 

rescue of pre-identified special needs populations. SRS may be 

conducted pre or post incident at these pre-identified locations.

Search Modes

DETECTION MODE – A search mode to determine if victims 

are present

LOCATION MODE – Following detection, a search mode to 

confirm victim’s location and pinpoint for rescue.
US&R 16-30 US&R

HEAVY EQUIPMENT RESOURCE TYPING

RESOURCE COMPONENT TYPE Type 1 Type 2 Type 3 Type 4

Hydraulic Truck Crane

Rating (Tons)Radius (Feet)

100+Up to 275

50-100

Up to 200

Up to 50Up to 150

–

HydraulicRough Terrain Crane

Rating (Tons)Radius (Feet)

Up to 50Up to 100

– – –

ConventionalTruck Crane

Rating (Tons)Radius (Feet)

150+Up to 300

75-150Up to 250

Up to 75Up to 150

–

ConventionalCrawler Crane

Rating (Tons)Radius (Feet)

350+Up to 350+

100-350Up to 275

Up to 100 Up to 160

–

ExcavatorCrawler

Rating (Lbs.)Reach

80k+Up to 70

40-80k.Up to 50

Up to 40k.Up to 40

Mini

Loader Rubber Tire

Rating(Cubic Yards)

5 3-5 1-3 Backhoe

Skid Steer Mini

ForkliftConventional

Rating (Tons) 25+ 10-25 5-10

–

ForkliftAll-TerrainExtendable

Rating (Lbs.) 3-6 tons

(6-12k) – – –
US&R 16-31 US&R

REGIONAL US&R TASK FORCE (RTF)

The Regional US&R Task Force Level is comprised of 29 

people specially trained and equipped for large or complex 

US&R operations. The multi-disciplinary organization provides 

five functional elements that include Supervision, Search, 

Rescue, Medical, and Tool/Equipment Support. The Regional 

US&R Task Force is totally self-sufficient for the first 24 hours. 

Transportation is provided by the sponsoring agency and 

logistical support will normally be provided by the requesting 

agency. 

A Task Force Leader supervises the Regional US&R Task 

Force. An Assistant Safety Officer is attached to the Task 

Force, and upon arrival at the incident, will be supervised by 

the incident’s Safety Officer. The Assistant Safety Officer will 

work directly with the Task Force Leader and will be assigned 

to the RTF’s area of operation. The RTF Search element 

includes Canine and Technical Search capabilities. The RTF 

Rescue element includes a Type 1 US&R Company (personnel 

and equipment), a Type 1 US&R Crew (personnel), and a 

Heavy Equipment and Rigging Specialist. This element can 

conduct rescue operations in all types of structures. The RTF 

Medical element is responsible for the care and treatment 

of injured Task Force members or victims if such care must 

occur in the hazard area. The Medical element will work 

directly for the RTF and/or as appropriate within the Incident 

Medical Unit. The Tool and Equipment support element 

works within the RTF for tool and equipment repair and 

maintenance, and will coordinate with the incident Logistics 

Section for acquisition of tools, materials, and equipment 

from off-incident locations. 
US&R 16-32 US&R

REGIONAL US&R TASK FORCE ORGANIZATION CHART

Task Force Leader

(1)

Assistant Safety Officer (1) US&R 

Search Team Manager (1) Rescue Team Manager (1) US&R Medical

Specialist (2)

US&R Tool and

Equipment

Specialist (2) 

Canine Search Specialist Type 1 (2)

US&R Company Type 1 (6) Technical Search Specialist (2)

US&R Crew Type 1 (6) Hazardous Materials Specialist (2)

Heavy Equipment and Rigging Specialist (1) Structure Specialist (2)

29 POSITIONS
US&R 16-33 US&R

STATE/NATIONAL US&R TASK FORCE

The Federal Government, through the Federal Emergency 

Management Agency (FEMA), under the Department of 

Homeland Security (DHS), has established several State/

National Urban Search and Rescue (US&R) Task Forces 

throughout the nation. All US&R Task Force activities are 

coordinated through the Governor’s Office of Emergency 

Services (OES) who serves as the primary point of contact for 

FEMA/DHS. A US&R Task Force is also a State resource that 

can be acquired without a request for Federal assistance. 

All requests for a US&R Task Force must go through normal 

Mutual Aid request procedures. A full, 70-person, Type I, 

National US&R Task Force is able to deploy within six hours of 

activation. 

Each State/National US&R Task Force is comprised of 

70 persons specifically trained and equipped for large or 

complex US&R Operations. The multi-disciplinary organization 

provides seven functional elements that include Supervision, 

Search, Rescue, Haz Mat, Medical, Logistics and Planning. 

The State/National US&R Task Force can provide round-theclock US&R Operations (two 12-hour shifts). The US&R Task 

Force is totally self-sufficient for the first 72 hours and has 

a full equipment cache to support its operation. Either State 

or Federal resources provide transportation and logistical 

support. 

A State/National US&R Task Force may also be configured as 

a Type III Task Force with 28 members.

A Task Force Leader supervises the State/National US&R 

Task Force. The US&R Task Force Search element includes 

physical, canine and electronic capabilities. The Rescue 

element can conduct rescue operations in all types of 

structures. The Haz Mat element is primarily responsible for 
US&R 16-34 US&R

the detection and decontamination of Chemical, Biological, 

Radiological, Nuclear, and Explosive (CBRNE) substances for 

Task Force members and entrapped victims. The Medical 

element is primarily responsible for the care and treatment of 

Task Force members and entrapped victims during extrication. 

The Logistics element provides the Task Force with logistical 

support and communications. The Planning element provides 

personnel competent in structural integrity assessments and 

documentation of Task Force activities. 

The State/National US&R Task Force is designed to be used 

as a Single Resource, but is modularized into functional 

elements that can be independently requested and utilized. 

However, once mobilized as a State/National US&R Task 

Force, the elements shall remain under the supervision of the 

US&R Task Force Leader. 

A Federal US&R Incident Support Team (IST) coordinates 

the arrival of a State/National US&R Task Force. The IST is 

capable of providing overhead management and logistical 

support to the US&R Task Force while on deployment if an ICS 

organization is not in place. If an ICS organization is in place, 

the IST will integrate into that organization. State/National 

US&R Task Forces will work within the local incident command 

organization.
US&R 16-35 US&R

STATE/NATIONAL US&R TASK FORCE ORGANIZATION CHART

Task Force Leader (1)

Assistant Task Force Leader (1) 

Safety Officer (2) 

Search Team Search Team Haz Mat Team

Haz Mat Team

Manager (2) 

Medical Team Logistics Team Plans Team

Search Team

Manager (2)

Search Team

Manager (2)

Medical Team

Manager (2)

Logistics Team

Manager (2)

Plans Team

Manager (2)

Rescue Squad #1

Medical

Specialist (2) 

Medical

Specialist (2) 

Structure

Specialist (2)

Canine Search

Specialist (2) 

1 Officer/5 Specialist 

Haz Mat

Specialist (4)

Logistics

Specialist (4)

Rescue Squad #2 Canine Search Specialist (2) 1 Officer/5 Specialist Technical Information Specialist (2) Haz Mat Specialist (4)

Communications

Specialist (2)

Rescue Squad #3

1 Officer/5 Specialist 

Technical

Search

Specialist (2) 

Rescue Squad #4

1 Officer/5 Specialist 

Heavy Equipment and

Rigging Specialist (2)

70 POSITIONS

24-HOUR OPERATIONAL CAPABILITY

SELF SUFFICIENT FOR 72 HOURS
US&R 16-36 US&R

STRUCTURE/HAZARDS MARKING SYSTEM

At incidents involving several structures or large areas of 

damage, the identity and location of individual structures 

is crucial. The use of existing street names and addresses 

should always be considered first. If due to damage this is 

not possible, use the existing hundred block and place all 

even numbers on one side of the street and all odd numbers 

on the other side. Mark the new numbers on the front of the 

structure with orange spray paint. If due to damage the name 

of the street is not identifiable start with the letter “A” using 

the phonetic alphabet “Alpha”, “Bravo”, Charlie, etc. 

Structure hazards identified during initial size-up activities 

and throughout the incident should be noted. This Structure/

Hazards Mark should be made on the outside of all normal 

entry points. Orange spray paint seems to be the most 

easily seen color on most backgrounds and line marking or 

downward spray cans apply the best paint marks. Lumber 

chalk or lumber crayons should be used to mark additional 

information inside the search mark itself because they are 

easier to write with than spray paint. 

A large square box (approximately two feet) is outlined at 

any entrance accessible for entry into any compromised 

structure. Use orange paint for this marking. Specific 

markings will be clearly made adjacent to the box to indicate 

the condition of the structure and any hazards found at the 

time of this assessment. Normally the square box marking 

would be made immediately adjacent to the entry point 

identified as safe. An arrow will be placed next to the box 

indicating the direction of the safe entrance if the Structure/

Hazards marking must be made somewhat remote from the 

safe entrance.
US&R 16-37 US&R

STRUCTURE/HAZARDS MARKINGS

Make a large (2’ x 2’) square box 

with orange spray paint on the 

outside of the main entrance to 

the structure. Put the date, time, 

hazardous material conditions 

and team or company identifier 

outside the box on the right-hand 

side. This information can be 

made with a lumber-marking 

device.

Structure is accessible and safe 

for search and rescue operations. 

Damage is minor with little danger 

of further collapse. 

Structure is significantly damaged. 

Some areas are relatively safe, 

but other areas may need shoring, 

bracing, or removal of falling and 

collapse hazards. 

Structure is not safe for search or 

rescue operations. May be subject 

to sudden additional collapse. 

Remote search operations may 

proceed at significant risk. If rescue 

operations are undertaken, safe 

haven areas and rapid evacuation 

routes should be created. 

Arrow located next to a marking 

box indicates the direction to a 

safe entrance into the structure, 

should the marking box need 

to be made remote from the 

indicated entrance.

9/12/93

1310 hrs.

HM – nat. gas

SMA – E-1

9/12/93

1310 hrs.

HM – none

SMA – E-1

9/12/93

1310 hrs.

HM – nat. gas

SMA – E-1

9/12/93

1310 hrs.

HM – nat. gas

SMA – E-1
US&R 16-38 US&R

SEARCH MARKING SYSTEM

Search Markings must be easy to make, easy to read and 

easy to understand. To be easily seen the search mark must 

be large and of a contrasting color to the background surface. 

Orange spray paint seems to be the most easily seen color 

on most backgrounds and line marking or downward spray 

cans apply the best paint marks. A lumber marking device 

may be used to write additional information inside the search 

mark itself when it would be difficult to write the additional 

information with spray paint. 

A large distinct marking will be made outside the main 

entrance of each building, structure or area to be searched. 

This “Main Entrance” search marking will be completed in two 

steps. First, a large, single slash (approximately two feet) shall 

be made starting at the upper left moving to the lower right 

near the main entrance at the start of the search. The Search 

Team identifier and time that the structure was entered 

shall be marked to the left of the mid-point of the slash and 

the date shall be marked near the top of the slash on the 

opposite side. 

When the search of the entire structure is complete and the 

Search Team exits the building, a second large slash shall be 

made in the opposite direction forming an “X” on the Main 

Entrance search marking. Additional information summarizing 

the entire search of the structure will be placed in three 

quadrants of the “X”. The left quadrant will already contain 

the Search Team identifier and time when the Search Team 

first entered the structure. In the top quadrant enter the time 

the Search Team exited the structure under the date. Change 

the date if different from date the structure was entered. The 

right quadrant is for any significant hazards located inside the 

structure. The bottom quadrant is for the number of live “V” 

or dead “V” victims still inside the structure. Use a small “X” 

in the bottom quadrant if no victims are inside the structure. 
US&R 16-39 US&R

If the search of the entire structure is incomplete, make a 

circle (approximately 1’ diameter) in the middle of the single 

slash. The left side will already contain the Search Team 

identifier and time when the Search Team first entered the 

structure. At the top end of the slash, enter the time the 

Search Team exited the structure under the date. Change the 

date if different from date the structure was entered. On the 

right side, mid-point of the slash, is for any significant hazards 

located inside the structure. The bottom end of the slash 

is for the number of live “V” or dead “V” victims still inside 

the structure. Use a small “X” at the bottom if no victims are 

inside the structure. 

During the search function, while inside the structure, a 

large single slash shall be made upon entry of each room, 

area or floor. After the search of the room or area has 

been completed, a second large slash shall be drawn in 

the opposite direction forming an “X”. The only additional 

information placed in any of the “X” quadrants while inside 

the structure shall be that pertaining to any significant 

hazards and the number of live “V” or dead “V” victims, as 

indicated by “V” for live and “V” for dead.
US&R 16-40 US&R

SEARCH MARKINGS

Main Entrance Search Marking- WHEN YOU ENTER

2-24-03 Date of Entry 

Search Team 

Identifier

Time of Entry 

SMA

T-1

1150 hrs. 

Main Entrance Search Marking- WHEN YOU EXIT

SMA

T-1

1150 hrs. 

2-V

3-V

Total Victims 

Still Inside

the Structure 

V = Live 

V = Dead 

X = No Victims 

Hazards

2-24-03

1520 hrs.

RATS

Date and Time 

Search Team 

Exited the Structure

COMPLETE

SEARCH
US&R 16-41 US&R

Main Entrance Search Marking- WHEN YOU EXIT

SMA

T-1

1150 hrs. 

Add Circle for 

Incomplete Search

INCOMPLETE

SEARCH

2-V

3-V

Total Victims 

Still Inside

the Structure

V = Live 

V = Dead 

X = No Victims 

RATS Hazards

2-24-03

1520 hrs. Date and Time 

Search Team 

Exited the Structure

Interior Search Markings- Each Room, Area or Floor

WHEN YOU ENTER WHEN YOU EXIT 

Identify 

Any 

Hazards

Identify Any Victims 
US&R 16-42 US&R

VICTIM MARKING SYSTEM

Make a large (2’ x 2’) “V” with orange spray 

paint near the location of a potential victim. 

Mark the name of the Search Team or Crew 

identifier in the top part of the “V” with paint 

or a lumber marker type device. 

Paint a circle around the “V” when a 

potential victim is confirmed to be 

alive either visually, vocally, or hearing 

specific sounds that would indicate a high 

probability of a live victim. If more than one 

confirmed live victim, mark the total number 

of victims under the “V”. 

Paint a horizontal line through the middle 

of the “V” when a confirmed victim is 

determined to be deceased. If more than 

one confirmed deceased victim, mark the 

total number of victims under the “V”. Use 

both the live and deceased victim-marking 

symbols when a combination of live and 

deceased victims is determined to be in the 

same location. 

Paint an “X” through the confirmed victim 

symbol after all victim(s) have been removed 

from the specific location identified by the 

marking. 

An arrow may need to be painted next to 

the “V” pointing towards the victim when 

the victim’s location is not immediately 

near where the “V” is painted.

SMA

T - I 

SMA

T - I 

2

SMA

T - I 

3

SMA

T - I 
US&R 16-43 US&R

Chemical Light and Flagging Tape Plan

Chemical light marking for night operations should 

include flagging tape of the same color as the light stick.

WHITE MARKER-NEUTRAL

RED NO GO, HAZARD

YELLOW CAUTION

GREEN ENTRY LOCATION

BLUE VICTIM

Each lighted location should be accompanied by the 

appropriate building search or victim marking as 

referenced on Pages 16-36 through 16-42 as necessary.
US&R 16-44 US&R

EMERGENCY SIGNALING SYSTEM

Because of the high potential of secondary collapse, 

dangerous conditions, and the need to communicate other 

important information, an emergency signaling system 

should be adopted and in use by all personnel at the incident 

site. Emergency signals must be a loud and identifiable 

and sounded when conditions require immediate attention. 

Emergency signals can be made using devices such as a 

whistle, air horn, vehicle horn, or bell. Each structure or 

larger area of operations may need to have its own distinct 

emergency signal device when multiple rescue operations are 

taking place in the same area to reduce confusion. 

Supervisors should identify and inform assigned personnel 

of a designated place of assembly and/or safe zone for a 

Personal Accountability Report (PAR) to be conducted should 

an evacuation signal be sounded. A place of assembly is 

usually a safe location outside the evacuation area. A safe 

zone is usually a safe location within a building or disaster 

site that can be entered within the evacuation area. When an 

evacuation signal is sounded, all supervisors must conduct 

a roll call of their assigned personnel and communicate the 

results of the PAR to their supervisor.

Evacuate the area Short signals repeated for 

10 seconds, pause for 10 

seconds, and repeat for 3 

repetitions. 

Total signal time – 50 

seconds.

Cease Operations/All quiet One long signal (8 to 10 

seconds).

Resume Operations One long and one short 

signal.
HAZ MAT 17-1 MASS DECON

CHAPTER 17

HAZARDOUS MATERIALS AND MASS DECONTAMINATION

Contents .............................................................................17-1

Introduction .........................................................................17-2

Modular Development ........................................................17-2

Position Checklists..............................................................17-8

Hazardous Materials Group Supervisor.........................17-8

Assistant Safety Officer-Hazardous Materials ...............17-9

Hazardous Materials Entry Leader ..............................17-10

Hazardous Materials Decontamination Leader..........17-11

Hazardous Materials Site Access Control Leader.......17-12

Hazardous Materials Safe Refuge Area Manager.......17-13

Hazardous Materials Refuge Area Manager ...............17-13

Technical Specialist-Hazardous Materials Reference ...17-15

Unified Command Partners and/or Assisting Agencies ...17-16

Law Enforcement ..........................................................17-16

Environmental Health Agencies ...................................17-16

Control Zone Layout..........................................................17-17

Hazardous Materials Company Types and 

Minimum Standards .........................................................17-18

Mass Decontamination.....................................................17-22

Introduction .......................................................................17-22

Modular Development ......................................................17-22

Position Checklists............................................................17-28

Mass Decontamination Group Supervisor ..................17-28

Mass Decontamination Unit Leader............................17-29

Decontamination Lane Manager .................................17-30

Handler ..........................................................................17-31
HAZ MAT 17-2 MASS DECON

INTRODUCTION

The Hazardous Materials organizational module is designed 

to provide an organizational structure that will provide 

necessary supervision and control for the essential functions 

required at virtually all Hazardous Materials incidents. This is 

based on the premise that controlling the tactical operations 

of companies and movement of personnel and equipment 

will provide a greater degree of safety and also reduce the 

probability of spreading of contaminants. The Hazardous 

Materials Group Supervisor or the Hazardous Materials 

Branch Director (if activated) will direct primary functions, 

and all resources that have a direct involvement with the 

hazardous materials operations.

MODULAR DEVELOPMENT

A series of examples of modular development are included to 

illustrate one method of expanding the incident organization: 

Initial Response Organization - The Incident Commander 

manages all initial response resources as well as all 

Command and General Staff responsibilities. 

Reinforced Response Organization - In addition to the 

initial response, the responsible agencies have met and 

established Unified Command. They have established a 

Hazardous Materials Group to manage all activities around 

the Control Zones and have organized a Law Enforcement 

Group to isolate the operational area. The Unified Command 

has established a Planning Section, a Staging Area, and an 

Assistant Safety Officer-Hazardous Materials. 
HAZ MAT 17-3 MASS DECON

Multi-Division/Group Response Organization – The Incident 

Commanders have activated most Command and General 

Staff positions and have established multiple groups. 

Multi-Branch Response Organization – The Incident 

Commanders have activated all Command and General 

Staff positions, and have established four branches in the 

Operations Section.
HAZ MAT 17-4 MASS DECON

INCIDENT COMMANDER Hazardous Materials – 

Initial Response Organization 

Engine

Initial Response Organization – The Incident Commander manages all initial response resources as well as all Command and General Staff responsibilities.
HAZ MAT 17-5 MASS DECON

INCIDENT COMMANDER

(Unified Command) Hazardous Materials – Reinforced Response Organization 

Safety

Officer

Assistant Safety Officer Hazardous Materials

Planning Section

Staging Area(s)

Hazardous Materials Group Law Enforcement Group 

Patrol Unit(s)

Technical Specialist Hazardous Materials Reference

Entry Leader Decontamination Leader

Responder

Site Access Control Leader

Reinforced Response Organization – In addition to the initial response, the responsible agencies have met and established Unified Command. They have established a Hazardous Materials Group to manage all activities around the Control Zones and have organized a Law Enforcement Group to isolate and contain the operational area. The Unified Command has established a Planning Section, a Staging Area, and an Assistant Safety Officer-Hazardous Materials.
HAZ MAT 7-61 MASS DECON

INCIDENT COMMANDER Hazardous Materials – 

Multi-Division/Group Response Organization

Safety Officer Assistant Safety Officer(s) Haz Mat Public Information Officer Liaison Officer

Planning Section Operations Section Logistics Section

Situation Unit Staging Area(s) Resources Unit

Haz Mat Group Fire Suppression Group Law Enforcement

Group 

Patrol

Unit(s)

Entry Leader Engine

Site Access Leader 

Technical

Specialist Haz Mat Reference Engine

Truck Decontamination Leader

Rapid Intervention Crew/Company

f ated most Command and General Staf e activs hav – The Incident Commander esponse Organization oup R Multi-Division/Gr

positions and have established multiple groups. 
HAZ MAT 7-71 MASS DECON

f positions ated all Command and General Staf e activs hav – The Incident Commander esponse Organization Multi-Branch R

within the Operations Section.

INCIDENT COMMANDER

(Unified Command)

Hazardous Materials – 

Multi-Branch Response Organization 

Safety

Officer

Public Information

Officer 

Liaison

Officer Assistant Safety Officer(s) Haz Mat 

Operations Section Planning Section Logistics Section Finance/Admin Section

Staging Area(s) Resources Unit

Situation Unit

Law Enforcement Branch

Medical Unit

Haz Mat

Branch

US&R

Branch

Investigation Group

Haz Mat Group 2 Haz Mat Group 3

Communications Unit

Technical Specialist

Haz Mat Reference Patrol Group

Facilities Unit

Haz Mat Group 1 SWAT Group
HAZ MAT 17-8 MASS DECON

POSITION CHECKLISTS

HAZARDOUS MATERIALS GROUP SUPERVISOR - The 

Hazardous Materials Group Supervisor (HMGS) or Hazardous 

Materials Branch Director reports to the Operations 

Section Chief. The Hazardous Materials Group Supervisor 

is responsible for the implementation of the phases of the 

Incident Action Plan dealing with the Hazardous Materials 

Group operations. The Hazardous Materials Group Supervisor 

is responsible for the assignment of resources within the 

Hazardous Materials Group, reporting on the progress of 

control operations and the status of resources within the 

group. The Hazardous Materials Group Supervisor directs the 

overall operations of the Hazardous Materials Group: 

a. Review Common Responsibilities (Page 1-2). 

b. Ensure the development of Control Zones and Access 

Control Points and the placement of appropriate control 

lines. 

c. Evaluate and recommend public protection action options 

to the Operations Chief or Branch Director (if activated).

d. Ensure that current weather data and future weather 

predictions are obtained. 

e. Establish environmental monitoring of the hazard site for 

contaminants. 

f. Ensure that a Site Safety and Control Plan (ICS Form 

208) is developed and implemented. 

g. Conduct safety meetings with the Hazardous Materials 

Group. 

h. Participate, when requested, in the development of the 

Incident Action Plan. 

i. Ensure that recommended safe operational procedures 

are followed. 
HAZ MAT 17-9 MASS DECON

j. Ensure that the proper Personal Protective Equipment is 

selected and used. 

k. Ensure that the appropriate agencies are notified through 

the Incident Commander. 

l. Conduct Post Incident Debriefing related to Hazardous 

activities.

m. Maintain Unit/Activity Log (ICS Form 214). 

ASSISTANT SAFETY OFFICER-HAZARDOUS MATERIALS –

Reports to the incident Commander or Safety Officer (if 

activated) and coordinates with the Hazardous Materials 

Group Supervisor or Hazardous Materials Branch Director (if 

activated). The Assistant Safety Officer-Hazardous Materials 

coordinates safety related activities directly relating to 

the Hazardous Materials Group operations as mandated 

by 29 CFR Part 1910.120 and applicable state and local 

laws. This position advises the Hazardous Materials Group 

Supervisor (or Hazardous Materials Branch Director) on 

all aspects of health and safety, continuously monitors for 

modifying conditions and has the authority to stop or prevent 

unsafe acts. It is mandatory that an Assistant Safety OfficerHazardous Materials be appointed at all hazardous materials 

incidents. The Assistant Safety Officer-Hazardous Materials 

does not act as the Safety Officer for the overall incident:

a. Review Common Responsibilities (page 1-2).

b. Obtain briefing from the Hazardous Materials Group 

Supervisor.

c. Participate in the preparation of, and implement the Site 

Safety and Control Plan (ICs Form 208).

d. Advise the Hazardous Materials Group Supervisor (or 

Hazardous Materials Branch Director) of deviations from 

the Site Safety and Control Plan (ICS Form 208) or any 

dangerous situations.
HAZ MAT 17-10 MASS DECON

e. Has authority to alter, suspend, or terminate any activity 

that may be judged to be unsafe.

f. Ensure the protection of the Hazardous Materials Group 

personnel from physical, environmental, and chemical 

hazards/exposures.

g. Ensure the provision of required emergency medical 

services for assigned personnel and coordinate with the 

Medical Unit Leader.

h. Ensure that medical related records for the Hazardous 

Materials Group personnel are maintained. 

i. Maintain Unit/Activity Log (ICS Form 214).

HAZARDOUS MATERIALS ENTRY LEADER - Reports to 

the Hazardous Materials Group Supervisor. The Hazardous 

Materials Entry Leader (ELDR) is responsible for the overall 

entry operations of assigned personnel within the Exclusion 

Zone: 

a. Review Common Responsibilities (Page 1-2). 

b. Supervise entry operations. 

c. Recommend actions to mitigate the situation within the 

Exclusion Zone. 

d. Carry out actions, as directed by the Hazardous Materials 

Group Supervisor, to mitigate the hazardous materials 

release or threatened release. 

e. Maintain communications and coordinate operations 

with the Decontamination Leader. 

f. Maintain communications and coordinate operations 

with the Site Access Control Leader and the Safe Refuge 

Area Manager (if activated). 

g. Maintain communications and coordinate operations 

with Technical Specialist-Hazardous Materials Reference. 

h. Maintain control of the movement of people and 

equipment within the Exclusion Zone, including 

contaminated victims. 
HAZ MAT 17-11 MASS DECON

i. Direct rescue operations, as needed, in the Exclusion Zone.

j. Participate in the preparation of and implement the Site 

Safety and Control Plan (ICS form 208).

k. Maintain Unit/Activity Log (ICS Form 214).

HAZARDOUS MATERIALS DECONTAMINATION LEADER -

Reports to the Hazardous Materials Group Supervisor. 

The Hazardous Materials Decontamination Leader (DLDR) 

is responsible for the operations of the decontamination 

element, providing decontamination as required by the 

Incident Action Plan: 

a. Review Common Responsibilities (Page 1-2). 

b. Establish the Contamination Reduction Corridor(s). 

c. Identify contaminated people and equipment. 

d. Supervise the operations of the decontamination 

element in the process of decontaminating people and 

equipment. 

e. Control the movement of people and equipment within 

the Contamination Reduction Zone. 

f. Maintain communications and coordinate operations 

with the Entry Leader. 

g. Maintain communications and coordinate operations 

with the Site Access Control Leader and the Safe Refuge 

Area Manager (if activated). 

h. Coordinate the transfer of contaminated patients 

requiring medical attention (after decontamination) to 

the Medical Group. 

i. Coordinate handling, storage, and transfer of 

contaminants within the Contamination Reduction Zone. 

j. Participate in the preparation of and implement the Site 

Safety and Control Plan (ICS Form 208).

k. Maintain Unit/Activity Log (ICS Form 214). 
HAZ MAT 17-12 MASS DECON

HAZARDOUS MATERIALS SITE ACCESS CONTROL LEADER -

Reports to the Hazardous Materials Group Supervisor. The 

Hazardous Materials Site Access Control Leader (SACL) is 

responsible for the control of the movement of all people and 

equipment through appropriate access routes at the hazard 

site and ensures that contaminants are controlled and 

records are maintained: 

a. Review Common Responsibilities (Page 1-2). 

b. Organize and supervise assigned personnel to control 

access to the hazard site. 

c. Oversee the placement of the Exclusion Control Line and 

the Contamination Control Line. 

d. Ensure that appropriate action is taken to prevent the 

spread of contamination. 

e. Establish the Safe Refuge Area within the Contamination 

Reduction Zone. Appoint a Safe Refuge Area Manager (as 

needed). 

f. Ensure that injured or exposed individuals are 

decontaminated prior to departure from the hazard site. 

g. Track the movement of persons passing through the 

Contamination Control Line to ensure that long-term 

observations are provided. 

h. Coordinate with the Medical Group for proper separation 

and tracking of potentially contaminated individuals 

needing medical attention. 

i. Maintain observations of any changes in climatic 

conditions or other circumstances external to the hazard 

site. 

j. Maintain communications and coordinate operations 

with the Entry Leader. 

k. Maintain communications and coordinate operations 

with the Decontamination Leader. 

l. Participate in the preparation of and implement the Site 

Safety and Control Plan (ICS Form 208).

m. Maintain Unit/Activity Log (ICS Form 214).
HAZ MAT 17-13 MASS DECON

HAZARDOUS MATERIALS SAFE REFUGE AREA MANAGER -

The Hazardous Materials Safe Refuge Area Manager (SRAM) 

reports to the Site Access Control Leader and coordinates 

with the Decontamination Leader and the Entry Leader. The 

Safe Refuge Area Manager is responsible for evaluating and 

prioritizing the need for treatment, collecting information, 

and preventing the potential spread of contamination by 

any potential victims. If there is a need for the Safe Refuge 

Area Manager to enter the Contamination Reduction Zone in 

order to fulfill assigned responsibilities, then the appropriate 

Personal Protective Equipment shall be worn (see pages 17-

18 through 17-21):

a. Review Common Responsibilities (Page 1-2). 

b. Establish the Safe Refuge Area within the Contamination 

Reduction Zone, adjacent to the Contamination 

Reduction Corridor and the Exclusion Zone Control Line. 

c. Monitor the hazardous materials release to ensure that 

the Safe Refuge Area is not subject to exposure. 

d. Assist the Site Access Control Leader by ensuring the 

potential victims are evaluated for contamination. 

e. Manage the Safe Refuge Area for the holding 

and evaluation of potential victims who may have 

information about the incident, or if suspected of having 

contamination. 

f. Maintain communication with the Entry Leader to 

coordinate the movement of potential victims from the 

Exclusion Zone to the Safe Refuge Area. 

g. Maintain communication with the Decontamination 

Leader to coordinate the movement of potential victims 

from the Safe Refuge Area into the Contamination 

Reduction Corridor, if needed. 

h. Maintain Unit/Activity Log (ICS Form 214).
HAZ MAT 17-14 MASS DECON

HAZARDOUS MATERIALS REFUGE AREA MANAGER -

The Hazardous Materials Refuge Area Manager reports 

to the Site Access Control Leader and coordinates with 

the Decontamination Leader and the Entry Leader. The 

Hazardous Materials Refuge Area Manager is responsible for 

evaluating and prioritizing victims with a high possibility for 

contamination, decontamination and treatment. This area 

should be separate from the Safe Refuge Area to prevent the 

spread of contamination by these victims. If there is a need 

for the Refuge Area Manager to enter the Contamination 

Reduction Zone in order to fulfill assigned responsibilities, 

then the appropriate Personal Protective Equipment shall be 

worn (see Pages 17-18 through 17-21):

a. Review Common Responsibilities (Page 1-2). 

b. Establish the Refuge Area adjacent to the Contamination 

Reduction Zone, adjacent to the Contamination Reduction 

Corridor and within the Exclusion Zone Control Line.

c. Monitor the hazardous materials release to ensure that 

the Refuge Area is not subject to exposure. 

d. Assist the Site Access Control Leader by ensuring the 

victims are evaluated for contamination. 

e. Manage the Refuge Area for the holding and evaluation 

of victims who are likely contaminated.

f. Maintain communication with the Entry Leader to 

coordinate the movement of victims from the Refuge 

Area(s) in the Exclusion Zone to the Safe Refuge Area.

g. Maintain communication with the Decontamination 

Leader to coordinate the movement of victims from the 

Refuge Area into the Contamination Reduction Corridor, 

if needed. 

h. Maintain Unit/Activity Log (ICS Form 214).
HAZ MAT 17-15 MASS DECON

TECHNICAL SPECIALIST-HAZARDOUS MATERIALS 

REFERENCE - Reports to the Hazardous Materials Group 

Supervisor (or Hazardous Materials Branch Director if 

activated). This position provides continuous technical 

information and assistance to the Hazardous Materials 

Group using various reference sources such as computer 

databases, technical journals, CHEMTREC, and phone 

contact with facility representatives. The Technical SpecialistHazardous Materials Reference (TSHM) may provide product 

identification using hazardous categorization tests and/or any 

other means of identifying unknown materials: 

a. Review Common Responsibilities (Page 1-2). 

b. Obtain briefing from the Planning Section Chief or 

assigned supervisor. 

c. Provide technical support to the Hazardous Materials 

Group Supervisor or Hazardous Materials Branch Director 

(if activated).

d. Maintain communications and coordinate operations 

with the Entry Leader. 

e. Continuously provide and interpret environmental 

monitoring and modify the monitoring plan as necessary 

as incident conditions change. 

f. Provide analysis of hazardous material sample. 

g. Determine Personal Protective Equipment compatibility to 

hazardous material. 

h. Provide technical information of the incident for 

documentation.

i. Provide technical information management with 

public and private agencies i.e.: Poison Control Center, 

Toxicology Center, CHEMTREC, State Department of Food 

and Agriculture, National Response Team. 

j. Assist Planning Section with projecting the potential 

environmental effects of the release. 

k. Participate in the preparation of and implement the Site 

Safety and Control Plan (ICS Form 208).

l. Maintain Unit/Activity Log (ICS Form 214). 
HAZ MAT 17-16 MASS DECON

UNIFIED COMMAND PARTNERS AND/OR

ASSISTING AGENCIES

LAW ENFORCEMENT - Local, State, and Federal law 

enforcement agencies may respond to Hazardous Materials 

incidents. Depending on incident factors, law enforcement 

may be a partner in Unified Command or may participate as 

an assisting agency. Some functional responsibilities that 

may be handled by law enforcement are: 

a. Isolate the incident area.

b. Manage crowd control.

c. Manage traffic control.

d. Manage public protective action.

e. Provide scene management for on-highway incidents.

f. Manage criminal investigations.

g. Evidence collection.

ENVIRONMENTAL HEALTH AGENCIES - In most cases the 

local or State environmental health agency will be at the 

scene as a partner in Unified Command. Some functional 

responsibilities that may be handled by environmental health 

agencies are: 

a. Determine the identity and nature of the Hazardous 

Materials. 

b. Establish the criteria for clean-up and disposal of the 

Hazardous Materials. 

c. Declare the site safe for re-entry by the public. 

d. Provide the medical history of exposed individuals. 

e. Monitor the environment. 

f. Supervise the clean up of the site. 

g. Enforce various laws and acts. 

h. Determine legal responsibility. 

i. Provide technical advice. 

j. Approve funding for the cleanup. 
HAZ MAT 17-17 MASS DECON

CONTROL ZONE LAYOUT

EXCLUSION ZONE

(HOT ZONE)

EXCLUSION ZONE

CONTROL LINE

100 TO

150 FEET

ENTRY

SUIT

LAYOUT

HM CO

ENG.

CO

Refuge

Area

Safe

Refuge

Area

CONTAMINATION

REDUCTION

CORRIDOR

CONTAMINATION

CONTROL LINE

SUPPORT ZONE

(COLD ZONE)

CONTAMINATION

REDUCTION

ZONE

(WARM ZONE)
HAZ MAT 17-18 MASS DECON

HAZARDOUS MATERIALS COMPANY TYPES

COMPANY TYPING AND MINIMUM STANDARDS

Components Type 1 Type 2 Type 3

Field Testing

Known Chemicals Known Chemicals Known Chemicals

Unknown Chemicals Unknown Chemicals

WMD Chem. / Bio

Air Monitoring

Combustible Gas

Oxygen

Carbon Monoxide

Hydrogen Sulfide

Combustible Gas

Oxygen

Carbon Monoxide

Hydrogen Sulfide

Combustible Gas

Oxygen

Carbon Monoxide

Hydrogen Sulfide

Specialty Gases

Hydrocarbon Liquid 

Vapors

Specialty Gases

Hydrocarbon Liquid 

Vapors

WMD Chem. / Bio

Sampling:

Capturing

Labeling

Evidence 

Collection

Known Chemicals Known Chemicals Known Chemicals

Unknown Chemicals Unknown Chemicals

WMD Chem. / Bio

Radiation

Monitoring

And

Detection

Gamma Gamma Gamma

Beta Beta Beta

Alpha Radionuclide

Chemical

Protective 

Clothing:

Liquid-Splash 

Protective

Liquid-Splash 

Protective

Liquid-Splash 

Protective

Vapor Protective Vapor Protective

Flash Fire Vapor 

Protective (Optional 

rev. 2007)

Flash Fire Vapor 

Protective (Optional 

rev. 2007)

WMD Chem. / Bio 

Vapor Protective

WMD Chem. / Bio 

Liquid Splash

Protective
HAZ MAT 17-19 MASS DECON

Components Type 1 Type 2 Type 3

Chemical

Protective 

Clothing:

Gloves - Boots

NFPA Compliant 

Replacement

NFPA Compliant 

Replacement

NFPA Compliant 

Replacement

Hi-Temp. Protective 

Gloves

Cryogenic Protective 

Gloves

Hi-Temp. Protective 

Gloves

Cryogenic Protective 

Gloves

Radiation Protection 

Gloves

Technical 

Reference

Printed and 

Electronic

Printed and 

Electronic

Printed and 

Electronic

Plume Air Modeling,

Map Overlays

Plume Air Modeling,

Map Overlays

WMD Chem. / Bio 

Sources

Special

Capabilities

Heat Sensing Heat Sensing

Night Vision Night Vision

Digital Photo Digital Photo

Digital Video

Intervention

Diking, Damming, 

Absorption

Diking, Damming, 

Absorption

Diking, Damming, 

Absorption

Liquid, Solid Leak 

Intervention

Liquid, Solid Leak 

Intervention

Liquid, Solid Leak 

Intervention

Vapor Leak 

Intervention

Vapor Leak 

Intervention

Neutralization, 

Plugging,

Patching

Neutralization, 

Plugging,

Patching

WMD Chem. / Bio

Spill Containment
HAZ MAT 17-20 MASS DECON

Components Type 1 Type 2 Type 3

Decontamination

Known Chemicals Known Chemicals Known Chemicals

Unknown Chemicals Unknown Chemicals

WMD Chem. / Bio

Communications

In-Suit In-Suit In-Suit

Cell Phone Cell Phone Cell Phone

Wireless Fax, Copy, 

Web Access

Wireless Fax, Copy, 

Web Access

Respiratory 

Protection

SCBA SCBA SCBA

Umbilical Air 

Support

(Changed to 

Optional 2006)

APR or PAPR, 

WMD Chem. / Bio 

Compliant

Personnel:

Staffing Levels

Haz Mat Specialist (b)

WMD Chem. / Bio (c)

7 (d)

Haz Mat Specialist (b)

5 (d)

Haz Mat Technician (a)

5 (d)

a. All company personnel must meet the hazardous 

materials training requirements for Technical in CCR Title 

19 Section 2520.

b. All company personnel must meet the hazardous 

materials training requirements for Specialist in CCR Title 

19 Section 2520.

c. All company personnel must meet the hazardous 

materials training requirements for Hazardous Materials 

Weapons of Mass Destruction Terrorism for Technical 

Specialist. Training shall, at a minimum, meet or be 

equivalent to the requirements found in Title 19 CCR 

2520 (ff).
HAZ MAT 17-21 MASS DECON

d. One company member trained to a minimum level of 

Assistant Safety Officer Haz Mat (ICS-HM-222-5) and 

shall meet or be equivalent to the requirements found in 

Title 19 CCR 2520 (r).
HAZ MAT 17-22 MASS DECON

MASS DECONTAMINATION

INTRODUCTION

The Mass Decontamination organizational module is 

designed as an organizational structure that will provide 

necessary supervision and control for the essential functions 

required at virtually all Mass Decontamination incidents. 

This is based on the premise that controlling the tactical 

operations of companies and movement of personnel and 

equipment will provide a greater degree of safety and also 

reduce the probability of spreading of contaminants. The 

Hazardous Materials Group Supervisor or the Hazardous 

Materials Branch Director (if activated) will direct primary 

functions, and all resources that have a direct involvement 

with the mass decontamination will be supervised by one 

the functional leaders or the Hazardous Materials Group 

Supervisor. 

MODULAR DEVELOPMENT

A series of examples of modular development are included to 

illustrate one method expanding the incident organization:

Initial Response Organization: The Incident Commander 

manages all initial response resources as well as all 

Command General Staff responsibilities.

Reinforced Response Organization: In addition to the initial 

response, the responsible agencies have met and established 

Unified Command. They have established a Hazardous 

Materials Group to manage all activities around the Control 

Zones and have coordinated with Law Enforcement to isolate 

and contain the operational area. Mass Decontamination has
HAZ MAT 17-23 MASS DECON

been established to handle multiple contaminated victims. 

The Unified Command has decided to establish a Planning 

Section, a Staging Area, and a Safety Officer.

Multi-Division/Group Response Organization: The Unified 

Command has activated most Command and General Staff 

positions and has established a Mass Decontamination 

Group. The Mass Decontamination Unit Leader has set 

up lanes to handle both ambulatory and non-ambulatory 

patients.

Multi-Branch Response Organization: The Unified Command 

has activated all Command and General Staff positions, and 

has established three branches in the Operations Section. 

A Mass Decontamination Branch has been established with 

two Mass Decontamination Groups.
HAZ MAT 17-24 MASS DECON

INCIDENT COMMANDER Mass Decontamination —

Initial Response Organization 

Engine

Initial Response Organization: The Incident Commander manages all initial response resources as well as all Command and General Staff responsibilities.
HAZ MAT 17-25 MASS DECON

INCIDENT COMMANDER

(Unified Command) Mass Decontamination – Reinforced Response Organization 

Safety Officer

Planning Section

Staging Area(s)

Hazardous Materials

Group 

Entry Leader Site Access Control Leader Mass Decontamination Leader Decontamination Leader

(Responder) Decontamination Lane Manager

Handler

Technical Specialist - Hazardous Materials Reference

Reinforced Response Organization: In addition to the initial response, the responsible agencies have met and established Unified Command. They have established a Hazardous Materials Group to manage all activities around the Control Zones and have coordinated with Law Enforcement to isolate and contain the operational area. Mass Decontamination has been established to handle multiple contaminated victims. The Unified Command has decided to establish a Planning Section, a Staging Area, and a Safety Officer.
HAZ MAT 17-26 MASS DECON

INCIDENT COMMANDER

(Unified Command)

Mass Decontamination – 

Multi-Division Group Response Organization

Safety Officer Assistant Safety Officer - Hazardous Materials Public Information Officer Liaison Officer

Planning Section Operations Section Logistics Section

Situation

Unit

Staging Area(s)

Resources

Unit

Hazardous Materials

Group Mass Decontamination Group Law Enforcement Group Mass Decontamination Leader Entry

Site Access 

Technical Specialist -

Hazardous Materials

Reference

Decontamination

Handler

(Washer/Rinser)

Handler

(Greeter)

Handler

(Doffer/Bagger)

Handler

Decontamination

Lane Manager

(Dryer/Dresser)

Decontamination

Lane Manager

Multi-Division/Group Response Organization: The Unified Command has activated most Command and General Staff positions and has established a Mass Decontamination Group. The Mass Decontamination Unit Leader has set up lanes to handle both ambulatory and non-ambulatory patients.
HAZ MAT 77-21 MASS DECON

INCIDENT COMMANDER

(Unified Command)

Mass Decontamination - 

Multi-Branch Response Organization 

Safety

Officer

Public Information Officer 

Liaison Officer

Assistant Safety Officer(s)

Hazardous Materials 

Operations Section Planning Section Logistics Section Finance/ Admin 

Section

Staging Area(s)

Resources Unit

Situation Unit

Law Enforcement Branch

Medical

Unit Hazardous

Materials

Branch

Mass Decontamination Branch

Mass

Decontamination

Group 1

Decontamination Lane Manager

(Ambulatory)

Decontamination Lane Manager

(Non-Ambulatory)

Mass

Decontamination

Group 2

Hazardous

Materials

Group 1

Hazardous

Materials

Group 2

Hazardous

Materials

Group 3

Investigation

Group

Communications

Unit

Patrol

Group

Facilities Unit

SWAT

Group

f positions, and has ed all Command and General Staf nified Command has activat : The U esponse Organization Multi-Branch R

established three branches in the Operations Section. A Mass Decontamination Branch has been established with two Mass 

 oups. Decontamination Gr
HAZ MAT 17-28 MASS DECON

POSITION CHECKLISTS

MASS DECONTAMINATION GROUP SUPERVISOR – The 

Mass Decontamination Group Supervisor reports to the 

Operations Section Chief, the Hazardous Materials Branch 

Director or the Mass Decontamination Branch Director (if 

activated). The Mass Decontamination Group Supervisor 

is responsible for the implementation of the phases of the 

Incident Action Plan dealing with the Mass Decontamination 

Group operations. The Mass Decontamination Group 

Supervisor is responsible for the assignment of resources 

within the Mass Decontamination Group, reporting on the 

progress of control operations and the status of resources 

within the Mass Decontamination Group. The Mass 

Decontamination Group Supervisor directs the overall 

operations of the Mass Decontamination Group:

a. Review Command Responsibilities (Page 1-2).

b. Check in and obtain briefing from the Operations Section 

Chief or Branch Director (if activated).

c. Ensure coordination of activities with Hazardous 

Materials Group Supervisor.

d. Ensure the development of Control Zones and Access 

Control Points and the placement of appropriate control 

lines.

e. Ensure that mass decontamination components of 

the Site Safety and Control Plan (ICS Form 208) are 

implemented.

f. Conduct safety meetings with the Mass Decontamination 

Group.

g. Coordinate with the Assistant Safety Officer(s) to ensure 

safe operational procedures are followed.

h. Participate, when requested, in the development of the 

Incident Action Plan.

i. Ensure that the proper Personal Protective Equipment is 

selected and used.
HAZ MAT 17-29 MASS DECON

j. Ensure that the appropriate agencies are notified thought 

the Incident Commander.

k. Coordinate with the handling of weapons, contraband, 

evidence or other unusual articles with Law Enforcement.

l. Ensure procedures for proper handling of personal 

effects.

m. Ensure provisions for modesty for all victims (Families, 

Male and Female Lanes, etc.) have been put in place.

n. Ensure proper setup, demobilization of Contamination 

Reduction Zone, and proper disposal of any 

contaminants.

o. Coordinate with Medical Group Supervisor (if activated).

p. Ensure effectiveness of the decontamination process as 

determined by technical reference.

q. Maintain Unit/Activity Log (ICS Form 214).

MASS DECONTAMINATION UNIT LEADER – The Mass 

Decontamination Unit Leader reports to the Hazardous 

Materials Group Supervisor or Mass Decontamination 

Group Supervisor (if activated). The Mass Decontamination 

Unit Leader is responsible for the operations of the mass 

decontamination element, providing decontamination as 

required by the Incident Action Plan:

a. Review Common Responsibilities (Page 1-2).

b. Check in and obtain briefing from the Hazardous 

Materials Group Supervisor or Mass Decontamination 

Group Supervisor (if activated).

c. Establish the Contamination Reduction Corridor(s).

d. Identify contaminated people and equipment.

e. Supervise the operations of the decontamination element 

in the process of decontaminating people and equipment.

f. Maintain control of movement of people and equipment 

within the contamination Reduction Zone.

g. Maintain communications and coordinate operations 

with the Entry Leader as necessary.
HAZ MAT 17-30 MASS DECON

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 contaminated victims requiring 

medical attention (after decontamination) to the Medical 

Group.

j. Ensure procedures are in place for proper handling of 

personal effects.

k. Coordinate handling, storage, and transfer of 

contaminants within the Contamination Reduction Zone.

l. Maintain Unit/Activity Log (ICS Form 214).

DECONTAMINATION LANE MANAGER – The 

Decontamination Lane Manager reports to the Mass 

Decontamination Leader. The Decontamination Lane 

Manager is responsible for the operations of the 

decontamination element providing decontamination as 

required by the Incident Action Plan:

a. Review Common Responsibilities (Page 1-2).

b. Check in and obtain briefing from the Mass 

Decontamination Leader.

c. Establish the ambulatory/non-ambulatory 

decontamination lane(s) within the Contamination 

Reduction Zone as needed.

d. Identify contaminated people and equipment.

e. Supervise the operations of the decontamination 

element in the process of decontaminating victims and 

equipment.

f. Maintain control of movement of people and equipment 

within the decontamination lane(s).

g. Maintain communications and coordinate operations 

with the Decontamination Leader.

h. Coordinate the transfer of contaminated victims requiring 

medical attention (after decontamination) to the Medical 

Group.
HAZ MAT 17-31 MASS DECON

i. Coordinate handling, storage and transfer of 

contaminants and person effects within the 

Communication Reduction Zone. 

j. Maintain Unit/Activity Log (ICS Form 214).

HANDLER – The Handler reports to the Decontamination 

Lane Manager. The Handler is responsible for the movement 

of ambulatory/non-ambulatory victims through the 

Contamination Reduction Corridor. The Handler assists with 

the movement of victims within the Contamination Reduction 

Zone from receipt of victim through the decontamination 

process. Handlers will deliver decontaminated ambulatory/

non-ambulatory victims to triage personnel. Handlers will 

go through the appropriate decontamination measures as 

outlined in the Site Safety and Control Plan (ICS Form 208) 

prior to exiting the Contamination Reduction Zone (CRZ). 

Handlers may be assigned to the following functions:

• Greeter – responsible for directing the movement of 

ambulatory victims though the Contamination Reduction 

Corridor.

• Duffer/Bagger – responsible for the removal of clothing 

and personal belongings of non-ambulatory victims upon 

entrance to the decontamination process.

• Washer/Rinser – responsible for removal of 

contaminants of the non-ambulatory victims through 

the decontamination process. The Washer/Rinser will 

transfer the non-ambulatory victim to the Dryer/Dresser.

• Dryer/Dresser – responsible for drying and covering the 

non-ambulatory victims for modesty.

• Victim Transporter – responsible for moving the nonambulatory victim from the decontamination lane and 

delivering to Triage Unit.

• Decontamination Support Personnel – assists in the 

setup and support of the decontamination lanes.
HAZ MAT 17-32 MASS DECON

a. Review Common Responsibilities (page 1-2).

b. Check in and obtain briefing from the Decontamination 

Lane Manager.

c. Identify and obtain necessary equipment for assigned 

functions.

d. Don appropriate PPE as outlined by the Site Safety and 

Control Plan (ICS Form 208).

e. Maintain communications and coordinate operations 

with victim extraction/triage teams.

f. Maintain Unit/Activity Log (ICS Form 214).
TERRORISM/WMD 18-1 TERRORISM/WMD

CHAPTER 18

TERRORISM/WEAPONS OF MASS DESTRUCTION (WMD)

Contents ..............................................................................18-1

Introduction .........................................................................18-2

Unified Command................................................................18-2

ICS Modular Development..................................................18-3

Position Descriptions ..........................................................18-9

Operations Section Chief................................................18-9

Hazardous Materials Group Supervisor.......................18-10

Intelligence Group Supervisor..................................... 18-11

Investigation Unit Leader/Group Supervisor.............. 18-12

Patrol Group Supervisor .............................................. 18-12

Special Weapons and Tactics (SWAT) 

Group Supervisor ......................................................... 18-13

Bomb/Explosives Group Supervisor............................18-14

Mobile Field Force Group Supervisor.......................... 18-15

Fixed Site Security Unit Leader ....................................18-16

Unified Command Partners and/or Assisting Agencies .18-17
TERRORISM/WMD 18-2 TERRORISM/WMD

INTRODUCTION

The Terrorism/Weapons of Mass Destruction (WMD) Section 

will provide an organizational structure designed to provide 

the necessary supervision, coordination, management, and 

control of a complex, escalating and multi-discipline event. 

The purpose of the guide is to identify the key organizational 

positions that will best coordinate the various agencies 

involved within a Unified Command.

Unique hazards will be presented in Terrorism/WMD events 

that include intentional acts and attacks that may occur in 

stages or waves at several locations at the same time. Early 

recognition and requests for specialized resources is vital to 

the successful management and mitigation of the incident 

while ensuring responder safety. Type I Hazardous Materials 

Teams are trained and equipped to respond to a Terrorism/

WMD incident.

Responsibilities of scene security, hazardous device disposal 

investigation, and crowd and traffic control will be assessed 

and handled by the appropriate Units/Groups.

UNIFIED COMMAND

Unified Command shall be implemented at all Terrorism/

WMD incidents when multiple agencies or jurisdictions with 

statutory or political authority and financial responsibilities 

are involved. Unified Commanders shall be collocated. A 

single Command Post is the best method to ensure effective 

communications, coordination of resources and overall 

operational management of the incident(s). 
TERRORISM/WMD 18-3 TERRORISM/WMD

ICS MODULAR DEVELOPMENT

The flexibility and modular expansion design of the Incident 

Command System provides a number of ways that public 

safety and contract resources can be arranged and managed. 

A series of modular development examples are included to 

illustrate several possible methods of expanding the incident 

organization based on existing emergency conditions, 

available resources and incident objectives. 

The ICS Modular Development examples shown are not 

meant to be restrictive, nor imply these are the only ways to 

build an ICS organizational structure to manage resources 

at a Terrorism/WMD incident. To the contrary, the ICS 

Modular Development examples are provided only to show 

conceptually how one can arrange and manage resources at 

the incident that builds from an initial response to a multibranch organization: 

Initial Response Organization: The first arriving Public Safety 

Officer initiates immediate actions to isolate, contain, and 

deny entry. The Public Safety Officer has assumed Incident 

Command and has requested the agency (ies) having 

jurisdiction to respond and establish Unified Command. The 

Incident Commander manages all initial response resources 

as well as all Command and General Staff responsibilities.

Reinforced Response Organization: In addition to the initial 

response, the responsible agencies have met and established 

Unified Command. They have established a Hazardous 

Materials Group to manage all activities within the Control 

Zones and have organized Law Enforcement units into a Law 

Enforcement Group to isolate and contain the operational 

area. Unified Command has established a Planning Section, a 

Staging Area and a Safety Officer.
TERRORISM/WMD 18-4 TERRORISM/WMD

Multi-Division/Group Resource Organization: The Incident 

Commanders have activated most Command and General 

Staff positions and have established a combination of 

divisions and multiple groups. Based on the incident needs, 

the intelligence function may be activated as a fifth section, 

as an element within the Operations or Planning Sections, or 

as part of the Command Staff.

Multi-Branch Response Organization: The Unified Command 

is joined by additional responsible agencies as the incident 

grows. As the incident becomes more complex, the Unified 

Command creates a Law Enforcement Branch and potentially 

a US&R Branch to address the risks of the incident. The 

Operations Section Chief and Deputy Operations Section 

Chief may switch roles based upon the current objectives of 

the incident as well as the individual’s discipline; i.e., Law 

Enforcement, Fire or EMS.
TERRORISM/WMD 18-5 TERRORISM/WMD

Terrorism/WMD - INCIDENT COMMANDER

Initial Response Organization (Unified Command) 

Staging Area(s)

Single Resource (Fire) Single Resource (Law Enforcement)

Initial Response Organization: The first arriving Public Safety Officer initiates immediate actions to isolate, contain, and deny entry. The Public Safety Officer has assumed Incident Command and has requested the agency (ies) having jurisdiction to respond and establish Unified Command. The Incident Commander manages all initial response resources as well as all Command and General Staff responsibilities.
TERRORISM/WMD 18-6 TERRORISM/WMD

Terrorism/WMD -

Reinforced Response Organization

INCIDENT COMMANDER

(Unified Command)

Safety Officer 

Planning Section

Staging Area(s)

Haz Mat Group Law Enforcement Group

EntrySite AccessDecontamination

PatrolMobile Field ForceSWAT

Reinforced Response Organization: In addition to the initial response, the responsible agencies have met and established Unified Command. They have established a Hazardous Materials Group to manage all activities within the Control Zones and have organized Law Enforcement units into a Law Enforcement Group to isolate and contain the operational area. Unified Command has established a Planning Section, a Staging Area and a Safety Officer.
TERRORISM/WMD 18-7 TERRORISM/WMD

Terrorism WMD -

Multi-Division/Group Response Organization

INCIDENT COMMANDER

(Unified Command)

Safety Officer Public Information Officer Liaison Officer

Planning Section Operations Section Logistics Section

Staging Area(s)

Hazardous Materials Group Law

Enforcement

Group Entry

Site Access

Decontamination

PatrolMobile Field ForceSWAT

Bomb/

Explosives

Group

Fire

Suppression

Group

Intelligence

Unit

Resources

Unit

Situation

Unit

Engine

Truck

Rapid Intervention

Crew/Company

Hazardous Materials

Medical

Technical Specialist

Hazardous Materials

Reference

Multi-Division/Group Response Organization: The Incident Commanders have activated most Command and General Staff positions and have established a combination of divisions and multiple groups. Based on the incident needs, the intelligence function may be activated as a fifth section, as an element within the Operations or Planning Sections, or as part of the Command Staff. 
TERRORISM/WMD 18-8 TERRORISM/WMD

INCIDENT COMMANDER

(Unified Command)

Terrorism WMD - 

Multi-Branch Response Organization 

Safety Officer Public Information Officer 

Liaison Officer

Assistant Safety Officer(s)

Hazardous Materials 

Operations Section Planning Section Logistics Section Finance/ Admin 

Section

Staging Area(s)

Resources Unit

Situation Unit

Law Enforcement Branch

Medical Unit

Responder

Rehabilitation

Hazardous

Materials

Branch

US&R Branch

Mass Decontamination Group

1

Decontamination Lane

Manager (Ambulatory)

Decontamination Lane 

Manager

(Non-Ambulatory)

Mass Decontamination Group

2

Hazardous

Materials

Group 1

Hazardous

Materials

Group 2

Hazardous

Materials

Group 3

Investigation Group

Communications Unit

Patrol Group

Facilities Unit

Mobile Field Force

SWAT

Group

Fixed Site

Security Unit

Fixed Site

Security Unit

Bomb/Explosives Group

Multi-Branch Response Organization: The Unified Command is joined by additional responsible agencies as the incident grows. As the incident becomes more complex, the Unified Command creates a Law Enforcement Branch and potentially a US&R Branch to address the risks of the incident. The Operations Section Chief and a Deputy Operations Section Chief may switch roles based upon the current objectives of the incident as well as the individual’s discipline; i.e., Law Enforcement, Fire or EMS. 
TERRORISM/WMD 18-9 TERRORISM/WMD

POSITION DESCRIPTIONS

OPERATIONS SECTION CHIEF (OSC1 OR OSC2) – Reports to 

the Incident Commander. The OSC, a member of the General 

Staff, is responsible for the management of all operations 

directly applicable to the primary mission ensuring the overall 

safety and welfare of all Section personnel. The OSC activates 

and supervises organization elements in accordance with the 

Incident Action Plan and directs its execution. The OSC also 

directs the preparation of unit operational plans, requests or 

releases resources, makes expedient changes to the Incident 

Action Plan as necessary, and reports such to the Incident 

Commander. The Deputy Operations Section Chief may be 

assigned for specific tasks. The Operations Section Chief 

and Deputy Operations Section Chief may switch roles based 

upon the current objectives of the incident as well as the 

individual’s discipline; i.e., Law Enforcement, Fire, or EMS. 

a. Review Command Responsibilities (Page 1-2).

b. Develop the operations portion of the Incident Action 

Plan and complete the appropriate Operational Planning 

Worksheet-Generic or Wildland (ICS Form 215-G/W).

c. Brief and assign Operations Section personnel in 

accordance with the Incident Action Plan.

d. Supervise the Operations Section ensuring the safety and 

welfare of all personnel.

e. Determine the need for and request additional resources.

f. Review suggested list of resources to be released and 

initiate recommendations for release of resources.

g. Assemble and disassemble Strike Teams and Task Forces 

assigned to the Operations Section.

h. Report information about special activities, events, and 

occurrences to the Incident Commander.

i. Maintain Unit/Activity Log (ICS Form 214).
TERRORISM/WMD 18-10 TERRORISM/WMD

HAZARDOUS MATERIALS GROUP SUPERVISOR – The 

Hazardous Materials Group Supervisor (HMGS) or Hazardous 

Materials Branch Director reports to the Operations 

Section Chief. The Hazardous Materials Group Supervisor 

is responsible for the implementation of the phases of the 

Incident Action Plan dealing with the Hazardous Materials 

Group operations. The Hazardous Materials Group Supervisor 

is responsible for the assignment of resources within the 

Hazardous Materials Group, reporting on the progress of 

control operations and the status of resources within the 

group. The Hazardous Materials Group Supervisor directs the 

overall operations of the Hazardous Materials Group:

a. Review Common Responsibilities (Page 1-2).

b. Ensure the development of Control Zones and Access 

Control Points and the placement of appropriate control 

lines.

c. Evaluate and recommend public protection action 

options to the Operations Chief or Branch Director (if 

activated).

d. Ensure that current weather data and future weather 

predictions are obtained. 

e. Establish environmental monitoring of the hazard site for 

containments.

f. Ensure that a Site Safety and Control Plan (ICS Form 

208) is developed and implemented.

g. Conduct safety meetings with the Hazardous Materials 

Group.

h. Participate, when requested, in the development of the 

Incident Action Plan.

i. Ensure that recommended safe operational procedures 

are followed.

j. Ensure that proper Personal Protective Equipment is 

selected and used.
TERRORISM/WMD 18-11 TERRORISM/WMD

k. Ensure that the appropriate agencies are notified through 

the Incident Commander.

l. Conduct Post Incident Debriefing related to Hazardous 

Materials activities.

m. Maintain Unit/Activity Log (ICS Form 214).

INTELLIGENCE GROUP SUPERVISOR – Initially reports 

to the Incident Commander, Planning Section Chief or the 

Operations Section Chief. In a large or complex incident, 

Intelligence may report to the Law Enforcement Group 

Supervisor or Branch Director. Based on the needs of the 

incident, intelligence may be assigned as a Unit under 

Planning or a Group under Operations/Branch: 

a. Review Command Responsibilities (Page 1-2).

b. Coordinates with Investigation Unit Leader/Group 

Supervisor.

c. Collect and process situational information. 

d. Focus on identification and gathering information from 

potential suspects and victims. 

e. Develop and maintain a working relationship with local, 

state and federal law enforcement agencies. 

f. Obtain, compile and provide intelligence with Operations/

Planning Section Chiefs. 

g. Review method of operation of suspect(s). 

h. Participate, when requested, in the development of the 

Incident Action Plan.

i. Assist in the preparation of public information statement.

j. Consider other additional support needs.

k. Maintain Unit/Activity Log (ICS Form 214).
TERRORISM/WMD 18-12 TERRORISM/WMD

INVESTIGATION UNIT LEADER/GROUP SUPERVISOR –

Initially reports to the Incident Commander, Planning Section 

Chief or the Operations Section Chief. In a large or complex 

incident, Investigation may report to the Law Enforcement 

Group Supervisor or Branch Director. Based on the needs of 

the incident, Investigation may be assigned as a Unit under 

Planning or a Group under Operations/Branch: 

a. Review Common Responsibilities (Page 1-2).

b. Determine mission and projected length. 

c. Determine work location and support requirements. 

d. Coordinate the collection and presentation of evidence. 

e. Coordinate with the Medical Group and Coroner as 

needed. 

f. Coordinate with other law enforcement and emergency 

response agencies. 

g. Coordinate with Intelligence Group Supervisor. 

h. Participate, when requested, in the development of the 

Incident Action Plan.

i. Report mission status with the chain of command. 

j. Maintain Unit/Activity Log (ICS Form 214). 

PATROL GROUP SUPERVISOR – The Patrol Group Supervisor 

reports to Operations Section Chief or Law Branch Director, 

if activated. The Patrol Group Supervisor is responsible for 

general law enforcement activities such as perimeter control, 

assisting in evacuation and shelter in place, traffic control, 

and liaison with the public. They can be used in multiple 

configurations and for varying tasks. The Patrol Group 

Supervisor is responsible for assigning resources within the 

Patrol Group:

a. Review Common Responsibilities (page 1-2).

b. Check in and obtain briefing from Law Branch (if activated).

c. Review Incident Action Plan (Operational Orders).
TERRORISM/WMD 18-13 TERRORISM/WMD

d. Ensure proper Personal Protective Equipment is selected 

and used.

e. Coordinate activities with adjacent Divisions or Groups.

f. Evaluate and recommend public protection options to 

Operations Section Chief or Branch Director, if activated.

g. Report situation status to appropriate supervisor.

h. Participate, when requested, in the development of the 

Incident Action Plan.

i. Conduct safety briefing with Patrol Group.

j. Assign resources to Fixed Site Security or as security 

escorts for personnel as needed.

k. May assign resources to limit access to protect crime 

scene/evidence.

l. May assign resources to persons in custody.

m. Maintain Unit/Activity Log (ICS Form 214).

SPECIAL WEAPONS AND TACTICS (SWAT) GROUP 

SUPERVISOR – The SWAT Group Supervisor reports to 

Operations Section Chief or Law Branch Director, if 

activated. The SWAT Group Supervisor is responsible for 

law enforcement incidents such as hostage situations, 

barricaded suspects, armed suspects, and victim rescues. 

The SWAT Group Supervisor may coordinate Force Protection 

for responders or dignitaries. The SWAT Group Supervisor is 

responsible for assigning resources within the SWAT Group:

a. Review Common Responsibilities (Page 1-2).

b. Check in and obtain briefing from the Law Branch (if 

activated).

c. Review Incident Action Plan (Operational Orders).

d. Participate, when requested, in the development of the 

Incident Action Plan.

e. Ensure proper Personal Protective Equipment is selected 

and used. 
TERRORISM/WMD 18-14 TERRORISM/WMD

f. Coordinate activities with adjacent Divisions or Groups.

g. Evaluate and recommend public protection options to 

the Operations Section Chief or the Branch Director, if 

activated.

h. Report situation status to appropriate supervisor.

i. Conduct safety briefing with the SWAT Group.

j. Maintain Unit/Activity Log (ICS Form 214).

BOMB/EXPLOSIVES GROUP SUPERVISOR – The Bomb/

Explosives Group Supervisor reports to the Operations 

Section Chief or Law Branch Director, if activated. The Bomb/

Explosives Group Supervisor is responsible for investigating 

suspicious packages, explosive devices, rendering them safe, 

and conducting criminal investigations at the scene of an 

explosive device or explosion:

a. Review Common Responsibilities (Page 1-2).

b. Check in and obtain briefing from the Law Branch (if 

activated).

c. Participate, when requested, in the development of the 

Incident Action Plan.

d. Ensure proper Personal Protective Equipment is selected 

and used.

e. Coordinate activities with adjacent Divisions or Groups.

f. Coordinate activities with local, state and federal 

agencies.

g. Identify the types, number, and locations of suspicious 

packages, hazardous devices at the incident.

h. Ensure the development of Control Zones, access control 

points and the placement of appropriate control lines.

i. Coordinate with the Hazardous Materials Group 

Supervisor.

j. Evaluate and recommend public protection options to 

the Operations Section Chief or the Branch Director (if 

activated).

k. Report situation status to appropriate supervisor.
TERRORISM/WMD 18-15 TERRORISM/WMD

l. Conduct safety briefing with the Bomb/Explosives Group.

m. Ensure safe operational procedures are followed.

n. Maintain Unit/Activity Log (ICS Form 214).

MOBILE FIELD FORCE GROUP SUPERVISOR – The Mobile 

Field Force Supervisor reports to the Operations Section Chief 

or Law Branch Director, if activated. The Mobile Field Force 

Group Supervisor is responsible for managing operations 

that may exceed the capabilities of the Patrol Group. The 

Mobile Field Force Group is trained and equipped to deal 

with large crowds, acts of civil disobedience, maintaining 

order and preserving the peace. They can be used in multiple 

configurations and for varying tasks. The Mobile Field Force 

Group Supervisor is responsible for assigning resources 

within the Mobile Field Force Group:

a. Review Common Responsibilities (Page 1-2).

b. Check in and obtain briefing from the Law Branch (if 

activated).

c. Review Incident Action Plan (Operational Orders).

d. Participate, when requested, in the development of the 

Incident Action Plan.

e. Ensure proper Personnel Protective Equipment is 

selected and used.

f. Coordinate activities with adjacent Divisions or Groups.

g. Enforce required protective actions (evacuation/shelter 

in place).

h. Evaluate and recommend crowd control options to 

the Operations Section Chief or the Branch Director (if 

activated).

i. Report situation status to appropriate supervisor.

j. Conduct safety briefing with the Mobile Field Force Group.

k. Assign resources to Fixed Site Security or as security 

escorts for personnel as needed.
TERRORISM/WMD 18-16 TERRORISM/WMD

l. May assign resources to limit access to protect crime 

scene/evidence.

m. May assign resources to maintain security of persons in 

custody.

n. Maintain Unit/Activity Log (ICS Form 214).

FIXED SITE SECURITY UNIT LEADER – The Fixed Site 

Security Unit Leader(s) reports to the Mobile Field Force 

Group Supervisor and/or the Patrol Group Supervisor. 

The Fixed Site Security Unit Leader is responsible for the 

continuous physical security focused on the protection 

of people, property, and the sites for named place(s) or 

facility(ies), including providing for access control for these 

sites, place(s) or facility(ies). This could include incident 

facilities such as Incident Command Post and Staging 

Area(s):

a. Review Common Responsibilities (Page 1-2).

b. Check in and obtain briefing from the Law Branch (if 

activated).

c. Review Incident Action Plan (Operational Orders).

d. Develop a Site Security Plan for the assignment.

e. Ensure proper Personal Protective Equipment is selected 

and used.

f. Report situation status to appropriate supervisor.

g. Coordinate with Intelligence or the Investigation Unit 

Leader.

h. Conduct safety briefing with the Fixed Site Security Unit.

i. Responsible for security of incident facilities, resources, 

and personnel.

j. Responsible for security of critical infrastructure/key 

resources.

k. Maintain Unit/Activity Log (ICS Form 214).
TERRORISM/WMD 18-17 TERRORISM/WMD

UNIFIED COMMAND PARTNERS AND/OR

ASSISTING AGENCIES

LAW ENFORCEMENT – Local, State, and Federal law 

enforcement agencies may respond to Hazardous Materials 

incidents. Depending on incident factors, law enforcement 

may be a partner in Unified Command or may participate as 

an assisting agency. Some functional responsibilities that 

may be handled by law enforcement are:

a. Isolate the incident area.

b. Manage crowd control.

c. Manage traffic control.

d. Manage public protective action.

e. Provide scene management for on-highway incidents.

f. Manage criminal investigations.

g. Evidence collection.

ENVIRONMENTAL HEALTH AGENCIES – In most cases the 

local or State environmental health agency will be at the 

scene as a partner in Unified Command. Some functional 

responsibilities that may be handled by environmental health 

agencies are:

a. Determine the identity and nature of the Hazardous 

Materials.

b. Establish the criteria for clean-up and disposal of the 

Hazardous Materials.

c. Declare the site safe for re-entry by the public.

d. Provide the medical history of exposed individuals.

e. Monitor the environment.

f. Supervise the cleanup of the site.

g. Enforce various laws and acts.

h. Determine legal responsibility.

i. Provide technical advice.

j. Approve funding for the cleanup. 
TERRORISM/WMD 18-18 TERRORISM/WMD

CIVIL SUPPORT TEAM – The California National Guard (CNG) 

Weapons of Mass Destruction Civil Support Teams (CST) are 

designed to support local incident commanders and local 

emergency first responders twenty-four (24) hours per day, 

seven days per week for any Weapons of Mass Destruction 

(WMD) terrorist event. In most cases the CST would 

participate as an assisting agency.
SF/S&R 19-1 SF/S&R

CHAPTER 19

SWIFTWATER/FLOOD SEARCH AND RESCUE

Contents ..............................................................................19-1

Introduction .........................................................................19-2

Initial Response...................................................................19-3

Unified Command................................................................19-4

ICS Modular Development..................................................19-4

Appendix A SF/S&R Resource Typing ................................19-9

Appendix B Flood Evacuation Boat Typing ......................19-10

Appendix C Air Resource Typing .......................................19-11

Appendix D Air Resource Typing (Pilot and Crew) .......... 19-12

Appendix E Additional SF/S&R Resources ..................... 19-13

SF/S&R Incident Commander Checklist .........................19-16

SF/S&R Recommended Training, Skills and 

Equipment List – ICS-SF-S&R-020-1:

SF/S&R Decontamination............................................19-17
SF/S&R 19-2 SF/S&R

SWIFTWATER/FLOOD SEARCH AND RESCUE

OPERATIONAL SYSTEM DESCRIPTION

ICS US&R 120-2 AND LAW ENFORCEMENT MUTUAL AID

PLAN (S&R) ANNEX

INTRODUCTION

Local and widespread swiftwater and flood emergencies 

often occur. Many of these incidents strain local resources 

creating a need for mutual aid resources. This document 

focuses on the development and identification of specific 

SF/S&R resources. 

This document is intended to provide guidance and develop 

recommendations for California’s SF/S&R resources. This 

includes but is not limited to: 

• Organizational Development 

• Resource Typing 

• Training and Equipment 

• Procedures and Guidelines for Incident Operations 

These recommended procedures and guidelines are 

consistent with both the Standardized Emergency 

Management System (SEMS) and FIRESCOPE Incident 

Command System. 

It is the responsibility of agencies responding to Mutual 

Aid, SF/S&R requests, to provide qualified personnel and 

equipment that meet or exceed the recommended level of 

skills and capabilities stipulated in this document. 

The recommended training, skills, and equipment lists are 

contained in the Law Enforcement Mutual Aid Plan (S&R) 

Annex, and the FIRESCOPE Document, ICS-SF-S&R 020-1. 
SF/S&R 19-3 SF/S&R

INITIAL RESPONSE

The first arriving public safety officer will direct initial 

swiftwater/flood search and rescue (SF/S&R) operations. 

This officer will assume initial command of the operation as 

the Incident Commander. Subsequent changes in the incident 

command structure will be based on the needs of the 

incident, with consideration of jurisdictional responsibilities, 

established agreements, state and local statutes and shall be 

accomplished by following established ICS procedures. 

Additional resources, specifically trained and equipped 

for SF/S&R operations may be required. These SF/S&R 

resources may be assigned as a single resource or grouped 

together to form Task Forces. 

Due to the unique hazards and complexity of SF/S&R 

incidents, the Incident Commander may require a variety 

of different multi-disciplinary resources to accomplish the 

SF/S&R mission (APPENDIX E. Additional SF/S&R Resources). 

SF/S&R resources have been categorized or “typed” 

(APPENDIX A. Swiftwater/Flood Search and Rescue Resource 

Typing and APPENDIX B. Flood Evacuation Boat Typing). 

Typing reflects identified operational capabilities, based 

on specialized training, skills and equipment (ICS SF/S&R 

020-1). This typing is based on team qualifications, available 

equipment and training, as needed for safe and efficient 

rescue operations for identified SF/S&R tasks. 

SF/S&R incidents may occur that will require rescue 

operations that exceed on-scene personnel capabilities. 

When the magnitude or type of incident exceeds that 

capability level, the Incident Commander will have the 

flexibility to conduct search and rescue operations in a safe 

and appropriate manner until adequate resources can be 

obtained or the incident is terminated.
SF/S&R 19-4 SF/S&R

UNIFIED COMMAND

A Unified Command should be implemented at SF/S&R 

incidents when multiple agencies or jurisdictions with 

statutory or political authority and financial responsibility are 

involved. Unified Commanders involved in a Unified Command 

shall be co-located. A single Command Post is the best 

method to ensure effective communications, coordination 

of resources, and overall operational management of the 

incident. 

ICS MODULAR DEVELOPMENT

The flexibility and modular expansion design of the Incident 

Command System provides an almost infinite number of ways 

SF/S&R resources can be arranged and managed. Refer to 

the Law Enforcement Guide for Emergency Operations or the 

FIRESCOPE Field Operations Guide (ICS-420-1). 
SF/S&R 19-5 SF/S&R

Swiftwater/Flood Search and Rescue – 

Initial Response Organization 

INCIDENT COMMANDER 

(Public Safety Officer)

Company 

(Fire) 

Patrol Unit 

(Law Enforcement) 

Swiftwater/Flood Search and Rescue – Initial Response Organization: The initial Public Safety Officer on scene will assume command of the incident as the Incident Commander. This officer will manage the initial response resources. 
SF/S&R 19-6 SF/S&R

Swiftwater/Flood Search and Rescue – 

Reinforced Response Organization 

UNIFIED COMMAND 

(Law/Fire/Other Agencies With Jurisdiction) 

Safety Officer Public Information Officer Liaison Officer

Operations Section

Staging Area(s)

Division A Law Group Division B 

Task Force 1 

(Law/Fire) 

Scene Security (Single Resource) Task Force 2 (Law/Fire) 

Engine Strike Team (Fire) Scene Security (Single Resource) US&R Strike Team Type 2 Ambulance 

Traffic Control

(Single Resource) Search (Law) SF/S&R Team (Fire)

Traffic Control

(Single Resource) 

Ambulance SF/S&R Team (Law) Decontamination Team 

(Fire) 

Swiftwater/Flood Search and Rescue – Reinforced Response Organization: Additional Law Enforcement, local Fire Department Engine and Truck Companies, and Mutual Aid resources have arrived. The Incident Commander forms a Unified Command with the designated public safety officials on scene with a Safety Officer, Public Information Officer, and Liaison Officer assignment. A Staging Area has been established for arriving resources. The incident is geographically divided into Divisions under an Operations Section. The initial Fire Department resources and/or Law Enforcement S&R Teams are formed into Task Forces. Additional Law Enforcement resources form the Law Group. 
SF/S&R 19-7 SF/S&R

Swiftwater/Flood Search and Rescue – 

Multi-Division/Group Response Organization 

UNIFIED COMMAND 

(Law/Fire/Other Agencies With Jurisdiction) 

Safety Officer Public Information Officer

Liaison Officer

Operations Section Planning Section Logistics Section

Staging Area(s) Situation 

Unit

Division A Law Group Division B Public Works Group Medical Group Resources Unit

Supply

Unit

Engine Strike Team Task Force 2 (Law/Fire)

Debris Removal

Triage Unit 

SF/S&R

Technical

Specialist 

Ground 

Support 

Unit

Task Force (Law/Fire) 

Scene Security (Single Resource)Scene Security (Single Resource)

US&R Strike Team Type 2

Utility Crew (Gas) Treatment Unit 

US&R

Technical

Specialist 

US&R Task Forces

Search (Law)

Utility Crew (Electrical) Transportation Unit

SF/S&R Team (Law)

Traffic Control (Single Resource)Traffic Control (Single Resource)

SF/S&R Team

Strike Team Type 2 

Morgue (Coroner/Law) 

Swiftwater/Flood Search and Rescue – Multi-Division/Group Response Organization: Planning/Intel and Logistics Sections have been established. Multiple Groups and Divisions have been formed to better manage the incident. 
SF/S&R 19-8 SF/S&R

Swiftwater/Flood Search and Rescue – 

Multi-Branch Response Organization 

UNIFIED COMMAND 

(Law/Fire/Other Agencies With Jurisdiction) 

Safety Officer Public Information Officer 

Liaison Officer

Operations Section Planning Section Logistics Section Finance/ Admin Section Staging Area(s) Situation Unit

Services

Branch

Support 

Branch

Time Unit SF/S&R

Branch

Law 

Branch

Public

Works

Branch

MultiCasualty 

Branch

Air

Operations

Branch

Law/Fire

Resources Unit

Communications

Unit

Supply Unit

Procurement

Unit

Division A 

Scene Security Group

Heavy Equipment Group

Medical Group

SF/S&R Technical

Specialist

Medical Unit

Responder

Rehabilitation

Ground Support Unit

Helicopter

Coordinator

Division B 

Traffic Control Group 

Utilities

Group

Patient Transportation Group US&R Technical Specialist

Food Unit 

Facilities Unit

Helibase 

Fire Suppression Group

Evacuation Group

Debris Removal

Group

Documentation Unit

US&R Group

SF/S&R Group Law/Fire

Decon Group 

Swiftwater/Flood Search and Rescue - Multi-Branch Response Organization: The Incident Commander has assigned Logistics and Finance/Administration Sections. 
SF/S&R 19-9 SF/S&R

APPENDIX A - Swiftwater/Flood Search and Rescue Resource Typing

Type 1 Type 2 Type 3 Type 4

Type 

(Capabilities)

Manage search ops 

Power vessel ops 

In-water contact rescues

Helicopter operational

Technical rope systems

Haz Mat

Animal rescue

EMS-ALS

Communications

Logistics

Capable of 24hr ops

Manage search ops 

Power vessel ops 

In-water contact rescues 

Helicopter operational

Technical rope systems

Haz Mat

Animal rescue

EMS-BLS

Capable of 24hr ops

In-water contact rescues 

Assist in search ops 

Non-power water craft

Haz Mat

Animal rescue

EMS-BLS

Capable of 24hr ops

Low Risk 

Land Based 

Haz Mat

EMS-BLS

Capable of 24hr ops

Resource Component Type 1 Type 2 Type 3 Type 4

Swiftwater/Flood Search and Rescue Team

Equipment Type 1 Inventory Type 2 Inventory Type 3 Inventory Type 4 Inventory

Personnel 14 Member Team:

2 Managers

2 Squad leader

10 Personnel

6 Member Team:

1 Squad leader

5 Personnel

4 Member Team:

1 Squad leader

3 Personnel

3 Member Team:

1 Squad leader 

2 Personnel

Transportation Equipment trailer 

Personnel transport 

vehicles

* * *

*Requests should include vehicle capabilities when necessary (i.e., four-wheel drive). 
SF/S&R 19-10 SF/S&R

APPENDIX B - Flood Evacuation Boat Typing

Order these resources by type, quantity, hull design and power type if critical.

Type Type 1 Type 2 Type 3 Type 4 Type 5

Minimum Victim Transport per TripSpecial Needs and Notes

• 5+• May need 

launch ramp 

Power Boat

• 3 - 5 • May need 

launch ramp 

Power Boat

• 3• Hand Launch Power Boat

• 2 • Hand Launch • 2 Personal Water

Craft (PWC)

• 2 • Hand Launch • No Motor • Rafts, skiffs,

johnboat, etc.

Resource Component

Types

1 2 3 4 5

Flood Evacuation Boat

Equipment Minimum PersonnelTransportation

FEB Inventory 

2*

FEB Inventory

2*

FEB Inventory

2*

FEB Inventory

2*

FEB Inventory

2*

*Requests should include vehicle capabilities when necessary (i.e., four-wheel drive). 
SF/S&R 19-11 SF/S&R

APPENDIX C - AIR RESOURCE TYPING

Helicopters staffed by personnel trained in search and rescue operations can be ordered through normal Mutual Aid Request procedures. Specify need such as search platform with lights and infrared detectors, hoist capability, swiftwater capability, etc. 

Resource Component Types 1 (Heavy) 2 (Medium) 3 (Light) 4

Helicopter Seats w/pilot − 16 − 10 − 5 − 3

Useful Load Lbs − 5,000 − 2,500 − 1,200 − 600Examples − UH-60 − Bell 205, 412 − Bell 205, MD 500E,

BO 105

− Bell 47 

Does not meet mission requirements for external live load.

 
SF/S&R 19-12 SF/S&R

APPENDIX D - AIR RESOURCE TYPING (PILOT AND CREW)

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Victim Location in Static WatVictim Location in Dynamic Wat

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PiloExt□ □ ••

Flight Crew CapabilityExternal Load Capable □ Victim Location in Static Water □ Victim Location in Dynamic Water• Flight Crew should have a minimum of swiftwater/

flood rescue awareness or operational training along with training and experience in helicopter water rescue evolutions. Aircrew performing water rescue operations must complete annual helicopter water rescue training. 

• Areas to include helicopter orientation and safety, hand 

signals and communications, water rescue device orientation and operations and any additional individual agency specific or type specific requirements. 
SF/S&R 19-13 SF/S&R

APPENDIX E - ADDITIONAL SWIFTWATER/FLOOD

SEARCH AND RESCUE RESOURCES

American Red Cross (ARC). The American Red Cross 

provides disaster victims assistance such as food, clothing, 

shelter, and supplemental medical. The ARC provides 

the emergency mass care to congregate groups and also 

provides individual/family assistance. Upon the request of 

government, resources permitting, the ARC may assist with 

warning, rescue, or evacuations. 

Animal Rescue Team. A specialized resource having 

extensive experience and appropriate equipment required to 

support the rescue of small domestic pets and large animals’ 

commonly encountered in rural settings. This resource may 

be available through the Mutual Aid request procedures. 

California Conservation Corps (CCC). A State agency that 

provides personnel for specific non-technical assignments 

during flood alerts or actual incidents. CCC personnel may 

be stationed near locations of anticipated problems, due to 

storm activity, high river tides, or heavy reservoir releases. 

This resource can be obtained through Mutual Aid request 

channels. 

CAL FIRE (CDF). A State fire agency capable of supplying ICS 

overhead teams, air assets, fire engines, crews, bulldozers, 

equipment, camp kitchens, trained personnel for technical 

or non-technical rescue, containment operations, and 

storm/flood watch patrols during emergency situations. This 

resource is available through Mutual Aid request procedures. 
SF/S&R 19-14 SF/S&R

California National Guard (CNA). A State agency capable of 

providing heavy vehicle (2.5 and 5 ton) transportation needs, 

air assets, boats, bridging equipment, sheltering operations, 

and other equipment and personnel. They must be ordered 

through the Mutual Aid request procedure. 

California Department of Fish and Game, U.S. Department 

of Fish and Wildlife. State and Federal resources capable of 

supplying boats with trained operators that include airboats. 

Orders for specialized equipment must be specific when 

requesting from this resource through the Mutual Aid request 

procedure. 

Department of Water Resources Flood “Fight” Teams. The 

Department of Water Resources (DWR) is responsible for 

coordinating local, state, and federal flood operations. DWR 

can offer advice to local agencies about how to establish 

levee patrol, floodwater, place river flood staff gauges, and 

how to receive flood information from their department. The 

department can generally assist flood fighting in any area 

of the state with personnel and flood fighting materials for 

local agencies. Requests for Flood Fight crews shall be made 

through the DWR. 

Heavy Equipment. Heavy equipment such as cranes, 

front loaders, and dump trucks are often needed in large 

quantities during regional water emergencies. They are 

normally available through local public works departments 

and private contractors (a pre-signed MOU is recommended). 

If additional heavy equipment resources are needed, they can 

be ordered through Mutual Aid request procedure. 
SF/S&R 19-15 SF/S&R

Swiftwater/Flood Search and Rescue Technical Specialist. 

A SF/S&R Technical Specialist may be requested to assist 

the incident management team with technical expertise in 

SF/S&R. The specialist is normally assigned to the Planning 

Section. This resource is ordered through the Mutual Aid 

request procedure. 

Search and Rescue Water Dogs. Dogs specifically scent 

certified in water, trained to search for and find drowning 

victims. Search and Rescue Water Dogs are ordered through 

the Mutual Aid request procedures. 

Search Manager. A person qualified and capable of 

managing the specific search and rescue mission. 

Salvation Army. During an emergency, the Salvation Army 

may be called upon to provide food, clothing, furniture, 

housing, emergency communication, mobile canteen 

services, and spiritual ministry for disaster victims. This is 

generally a local resource, however, it may be requested 

through the Mutual Aid request procedure. 

Structural/Soils Engineers. In most cases, responding 

resources will have access to local structural and soils 

engineers through their local agencies. Additional engineers 

may be ordered through the Mutual Aid request procedure. 
SF/S&R 19-16 SF/S&R

SWIFTWATER/FLOOD SEARCH AND RESCUE

INCIDENT COMMANDER CHECKLIST

This list is intended to assist responding public safety 

personnel with management decisions: 

a. Review Common Responsibilities (Page 1-2). 

b. Evaluate incident needs. 

c. Initiate pre-planned response as appropriate: 

• law enforcement, fire, EMS resources 

• specialized SF/S&R resources 

d. Utilize SF/S&R personal protective equipment. 

e. Determine additional resource needs. 

f. Establish ICS (consider Unified Command). 

g. Establish Communication Plan: 

• assign tactical and command channels 

• identify interagency coordination channel(s) 

h. Establish resource tracking (personnel accountability) 

system. 

i. Establish search/incident boundaries: 

• identify incident hazards 

• establish operational area 

• manage entry to operational area: 

o limit risk to untrained resources 

• interview reporting party 

• determine victim(s) last known location 

j. Consider Evacuation Plan. 

k. Consider Traffic Plan/Staging Area(s). 

l. Establish down and up stream safety. 

m. Implement search and rescue operations: 

• determine rescue vs. recovery 

• evaluate low to high risk options 

• develop contingency plans 

n. Establish Medical/Multi-Casualty Plan: 

• consider decontamination of victims 

o. Establish logistics support. 
SF/S&R 19-17 SF/S&R

SWIFTWATER/FLOOD SEARCH AND RESCUE

RECOMMENDED TRAINING, SKILLS AND

EQUIPMENT LIST

ICS-SF-S&R 020-1

SF/S&R DECONTAMINATION

Decontamination of Equipment and Personnel: 

The following are the recommended decontamination 

procedures for resources assigned to SF/S&R operations. 

Any resources exposed to flood waters during their operations 

should complete the appropriate level of decontamination. 

Consult with qualified Hazardous Materials personnel when 

available. 

Basic Decontamination: 

Personnel: After completing assignments in floodwaters, 

hands and face should be washed with clean water and 

soap. All members should be required to wash hands before 

entering vehicles and eating areas. Hand washing is essential 

to reduce secondary contamination. 

Equipment: When the team’s operational assignment is 

completed; equipment should be rinsed with clean water. 

Visible contaminates, mud and light oils, should be removed 

with soap. 

Level 1 Decontamination: 

Level 1 decontamination procedures should be used in areas 

where there is potential for exposure to general contaminates 

and the water is standing or moving slowly. Examples of 

areas where the use of this level of decon is needed would be 

residential and agricultural areas where there is no evidence 

of large releases of hazardous materials.
SF/S&R 19-18 SF/S&R

Personnel: After completing assignment in floodwaters, 

hands and face should be washed with clean water and antimicrobial soap (i.e., Vionex or Phisohex). All members should 

wash their hands before entering vehicles and eating areas. 

On completion of the day’s operations, all members exposed 

to suspected or known contaminated water should shower 

and change into clean clothes. 

Equipment: When the team’s operational assignment is 

completed, equipment should be washed with soap and clean 

water. This decon should be completed as soon as possible 

following the operations. Dry suits should also be washed 

before entering vehicles for trips from one work site to another. 

Level 2 Decontamination: 

Level 2 decontamination procedures should be used any time 

hazardous materials are identified or likely to be present. 

These include areas of sewage contamination as well as 

agricultural and chemical contamination. These areas should 

not be entered, if possible. Limiting the number of personnel 

exposed to the water should be the top priority of the Team 

Leader. Support for decontamination should be arranged 

before units are committed to the contaminated area. Water 

samples should be taken for testing from areas entered by 

the team. The Medical Unit should be notified if any personnel 

require this level of decontamination. All personnel exposed 

to the contaminates should have a one hour, twelve hour, and 

twenty-four hour medical check following their exposure. 

Personnel: After exiting the water, even for short periods 

during the operational period, members should go through a 

scrub gross decon* wash with soap and clean water. Remove 

gloves and wash hands and face with clean water and antimicrobial soap. At the end of the duty period, members should 

go through a gross decon scrub wash with soap and clean 
SF/S&R 19-19 SF/S&R

water before any safety gear is removed. Wash hands and 

face with clean water and anti-microbial soap after removing 

all safety gear. Shower, using anti-microbial soap before 

leaving the scene if possible, or as soon as possible thereafter 

and change into clean clothes.

Equipment: All equipment should be sprayed with bleach 

solution** or other agents as recommended by on-scene 

Hazardous Materials personnel and allowed to stand a 

minimum of fifteen minutes. Thoroughly rinse all treated 

equipment with clean water and allow to dry before storing 

with other equipment. Bag any equipment that cannot 

be dried for the return trip to the base. Wipe with bleach 

solution** any surfaces inside vehicles that might have come 

in contact with wet safety equipment during the duty period. 

Units requiring Level 2 Decontamination should be taken out 

of service until all equipment has been cleaned and dried. 

* Gross Decon Wash: This is a two-stage process that is set 

up along a decontamination corridor. All run-off solutions 

are retained for proper disposal. Persons implementing 

the corridor should be protected by splash gear. It is 

recommended that qualified Hazardous Materials 

personnel be requested to implement this procedure. 

Stage 1: Rescuer in safety gear is scrubbed with brushes 

using a clean water and soap solution. Any 

contaminated tools are left behind here for cleaning. 

Stage 2: Rescuer is rinsed with clean water. 

** Bleach Solution: Bleach solution should be made using 

30cc of Sodium Hypochlorite 5% (household bleach) for 

every one gallon of clean water. This will yield a 20,000 

ppm solution of bleach.
Notes
HIGH RISE 20-1 HIGH RISE

CHAPTER 20

HIGH RISE

Contents ..............................................................................20-1

Introduction .........................................................................20-2

Modular Organization Development..................................20-2

Designated Incident Facilities ............................................20-7

Staging Area ....................................................................20-7

Base .................................................................................20-7

Organization and Operations .............................................20-7

Modified ICS Positions ....................................................20-7

Specialized High-Rise ICS Positions...............................20-8

Position Checklists..............................................................20-8

High Rise Lobby Control Unit Leader .............................20-8

High Rise Systems Control Unit Leader.......................20-10

High Rise Staging Area Manager ................................ 20-11

High Rise Rapid Intervention Group Supervisor ........ 20-12

High Rise Base Manager............................................. 20-13

High Rise Ground Support Unit Leader .......................20-14

High Rise Evacuation Group Supervisor..................... 20-15
HIGH RISE 20-2 HIGH RISE

INTRODUCTION

The High Rise module describes an all-hazard organization 

designed to provide effective management and control of 

essential functions at incidents occurring in large, multistory buildings. These incidents may present significant 

management, logistical and safety challenges to emergency 

personnel. 

The size and complexity of the interior spaces; limited, 

sometimes arduous access; with extended travel and 

response times all contribute to the problems faced by 

emergency responders. 

Additionally, most high-rise structures are equipped with 

various environmental, fire protection, and life safety 

systems that require support and control. Successful 

emergency operations in these types of buildings also 

require preplanning and technical competence on the part of 

emergency responders. 

MODULAR ORGANIZATION DEVELOPMENT

The order in which the ICS organizational structure develops 

may vary with the type and scope of the incident. Following 

are examples of modular development of the ICS that serve 

to illustrate typical methods of expanding the management 

organization at a high-rise incident. These examples reflect 

the size and complexity of the incident and the available 

resources at a given time in the incident: 

Initial Response Organization: The Incident Commander 

manages the initial response resources as well as all 

Command and General Staff responsibilities. 
HIGH RISE 20-3 HIGH RISE

Multi-Division/Group Response Organization: The Incident 

Commander has established most Command and General 

Staff positions and has established a combination of divisions 

and groups to reflect the location and nature of the incident. 

Multi-Branch Response Organization: The Incident 

Commander has identified a number of actual or potential 

incident challenges and has established all Command and 

General Staff positions. The Incident Commander has also 

established several branches to effectively manage the 

problems and the resources required for mitigation. 
HIGH RISE 20-4 HIGH RISE

INCIDENT 

COMMANDER High Rise – Initial Response Organization

Staging

Area(s)

Division 

(Fire Floor) 

Lobby

Control

Single

Resource(s)

Base 

High Rise – Initial Response Organization: This chart depicts the initial assignment including a Command Officer on a fire involving a single floor of a high rise building. The Incident Commander has deployed resources to Fire Attack, Lobby Control, Staging and Base (ALS BASE). 
HIGH RISE 20-5 HIGH RISE

High Rise – 

Multi-Division/Group Response Organization 

INCIDENT COMMANDER

Safety Officer

Operations Section Planning Section Logistics Section 

Staging Area(s)

Rapid Intervention Crew/Company(s)

Base 

Lobby/ Systems Control

Unit

Air

Operations

Branch

Division(s) (based on assigned floor) Group(s) (based on assigned function)

Single Resource(s) Single Resource(s)

High Rise - Multi-Division/Group Response Organization: As additional resources arrive, the Incident Commander has activated the Operations Section Chief along with multiple Divisions to supervise action on each involved or threatened floor. Rapid Intervention Crews/Companies are assigned as determined most effective by Operations. Groups may be assigned certain functions such as medical care for victims, or stairwell pressurization/ventilation. Air Operations Branch will coordinate helicopters used for evacuations or reconnaissance. The Planning Section is activated with selected units. Logistics is assigned to manage Lobby Control, Systems Control, Ground Support, and the Incident Base. 
HIGH RISE 20-6 HIGH RISE

INCIDENT

COMMANDER High-Rise – Multi-Branch Response Organization

Public Information Officer

Liaison Officer

Operations Section Planning Section Logistics Section

Staging Area(s) Rapid Intervention Crew/Company(s) 

Resources Unit

Situation Unit

Support Branch Service Branch 

Fire

Suppression

Branch

Medical

Branch 

Air Operations 

Branch Base Communications Unit 

Treatment Unit(s) 

Lobby Control

Division (based on assigned floor)

Helicopter 

Coordinator

Helispot 

Manager

Systems Control Medical Unit

Patient Transportation Group

Division (based on assigned floor)

Ground Support

Unit

Responder 

Rehabilitation

Division (based on assigned floor)

Supply Unit

Group (based on function)

Safety Officer

High Rise - Multi-Branch Response Organization: The fire has involved multiple floors with various Divisions and Groups assigned. This complexity has led the Operations Section to create a Fire Suppression Branch to manage these Divisions and Groups. A Medical Branch is established and the Air Operations Branch is expanded. The Planning Section has expanded to include the Resources Unit and Situation Unit. Logistics Section has activated the Support and Service Branches as well as various Units within each Branch to accommodate the extensive logistical requirements for this size incident. 
HIGH RISE 20-7 HIGH RISE

DESIGNATED INCIDENT FACILITIES

Base and Staging have modified functions and locations in 

high rise incidents: 

Staging Area: The challenging nature of high rise incidents 

requires modification to the standard ICS concept of a 

Staging Area. The limited access and vertical travel distance 

of large high rise buildings require establishment of a 

resource Staging Area within the building. The high rise 

Staging Area must also serve multiple functions. The Staging 

Area is generally located a minimum of two floors below 

the emergency, as long as the atmosphere is tenable. The 

specific changes are described in the Staging Area Manager’s 

Position Description. 

Base: The Base at a high rise incident resembles a ground 

level Staging Area. The main difference between Base and 

a typical Staging Area is that Base must be expanded to 

perform the functions inherent to supporting large numbers 

of personnel and equipment. Base should be located away 

from away from the incident building to provide for the safety 

of personnel and equipment. 

ORGANIZATION AND OPERATIONS

Modified ICS Positions: Certain existing ICS positions and 

functional units within the high rise incident organization have 

modified responsibilities that require full descriptions. These 

positions include: Staging Area Manager, Rapid Intervention 

Group Supervisor, Base Manager, Ground Support Unit 

Leader, Safety Officer, and Evacuation Group Supervisor. 
HIGH RISE 20-8 HIGH RISE

Specialized High Rise ICS Positions: Lobby Control and 

Systems Control Unit Leaders are specialized functional 

positions specific to a high-rise incident. 

Lobby Control Unit is established to provide access control, 

accountability, and routing inside the building. As the 

incident escalates, a separate Systems Control Unit may be 

established to operate, supervise, and coordinate the vital 

operation of specialized systems incorporated into modern 

high-rise buildings. These systems may include electrical 

supply and smoke removal systems. Systems Control Unit 

coordinates the efforts of various Technical Specialists who 

might be required to assist in the operation and/or repair of 

the various systems. During the initial period of an incident, 

or in a less complex building, the Lobby Control Unit may 

assume the functions of the Systems Control Unit as shown in 

the basic organization chart. 

The positions and modifications are described in the 

position checklists that follow. The major responsibilities and 

procedures for each are further explained in the position 

manuals. 

POSITION CHECKLISTS

HIGH RISE LOBBY CONTROL UNIT LEADER - The High Rise 

Lobby Control Unit Leader’s primary responsibilities are as 

follows: maintain an accountability system, control all building 

access points and direct personnel to correct routes, control 

and operate elevator cars, and direct building occupants 

and exiting personnel to proper ground level safe areas. As 

directed by the Incident Commander or agency policy, this 

unit may be assigned the responsibilities of the Systems 

Control Unit. The High Rise Lobby Control Unit Leader 

reports to the Support Branch Director (if established) or 
HIGH RISE 20-9 HIGH RISE

to the Logistics Section Chief. The High Rise Lobby Control 

Unit Leader should be prepared to provide the Incident 

Commander or Planning Section with current information 

from the personnel accountability process. 

The safest method of ascending to upper floors is the 

use of stairways. The use of elevators for emergency 

operations should be determined by department policy. This 

determination is the ultimate responsibility of the Incident 

Commander; however, the High Rise Lobby Control Unit 

Leader coordinates the actual use of elevators: 

a. Check in and obtain briefing from Support Branch 

Director, Logistics Section Chief or Incident Commander. 

b. Make entry, assess situation, and establish Lobby Control 

position. 

c. Request needed resources. 

d. Obtain building access keys. 

e. Establish entry/exit control at all building access points. 

f. Maintain accountability for personnel entering/exiting the 

building. 

g. Assure personnel are directed to the appropriate 

stairways/elevator for assignment. 

h. Control the elevators and provide operators if approved 

for use by the Incident Commander. 

i. Provide briefings and information to Support Branch/

Logistics Section or the Incident Commander. 

j. Perform the functions of the Systems Control Unit when 

directed by the Incident Commander or agency policy. 

k. Secure operations and release personnel as determined 

by the Demobilization Plan. 

l. Maintain a Unit/Activity Log (ICS Form 214). 
HIGH RISE 20-10 HIGH RISE

HIGH RISE SYSTEMS CONTROL UNIT LEADER - The High 

Rise Systems Control Unit Leader is responsible for evaluating 

and monitoring the functions of all built-in fire protection, 

life safety, and environmental control, communications and 

elevator systems. The High Rise Systems Control Unit Leader 

may operate, support or augment the systems as required to 

support the incident plan. The High Rise Systems Control Unit 

Leader reports to the Support Branch Director (if established) 

or to the Logistics Section Chief. Working with the building’s 

engineering staff, the High Rise System Control Unit Leader 

may respond directly to requests from the Operations Section 

Chief by using the manual operation modes of the various 

built-in systems. The High Rise Systems Control Unit Leader 

must establish and maintain a close liaison with building’s 

engineering staff, utility company representatives, and other 

appropriate technical specialists: 

a. Check in and obtain briefing from the Lobby Control 

Unit, Support Branch Director, Logistic Section Chief or 

Incident Commander: 

• Briefing must include the type and performance of 

built-in systems. 

• Introductions to building’s engineering staff should 

occur at briefing. 

b. Evaluate current situation and request needed personnel 

and resources. 

c. Establish communication with the building engineer, 

utility company representatives, elevator service 

personnel or others to coordinate the operation of 

selected systems. 

d. Assign personnel to monitor all building fire protection/

life safety systems. 

e. Evaluate the status and operation of the building’s fire 

and domestic water pumps and water supply (support as 

needed). 
HIGH RISE 20-11 HIGH RISE

f. Evaluate the operational effectiveness of the heating, 

ventilation, and air-conditioning system (HVAC); the 

smoke removal system; and stairwell protection system 

(support as needed). 

g. Evaluate the building’s electrical system, emergency 

power systems, and security systems (support as 

needed). 

h. Evaluate the public address, telephone, emergency 

phone, and other building communications systems 

(support as needed). 

i. Secure operations and release personnel as determined 

by the Demobilization Plan. 

j. Maintain Unit/Activity Log (ICS Form 214). 

HIGH RISE STAGING AREA MANAGER - The High Rise Staging 

Area Manager is responsible for the management of all 

functions at the Staging Area, and reports to the Operations 

Section Chief: 

a. Obtain briefing from Operations Section Chief or Incident 

Commander. 

b. Proceed to selected location and evaluate suitability: 

• Make recommendations regarding relocation, if 

appropriate. 

c. Request necessary resources and personnel. 

d. Establish Staging Area layout and identify/post each 

functional area i.e., Crew-Ready Area, Air Cylinder 

Exchange, Equipment Pool, and Medical Unit if collocated 

within the Staging Area. 

e. Determine, establish, or request needed facility services 

i.e., drinking water and lighting. 

f. Coordinate with Logistics Section or Systems Control Unit 

to maintain fresh air. 

g. Maintain a personnel accountability system for arriving 

and departing crews. 
HIGH RISE 20-12 HIGH RISE

h. Request required resource levels from the Operations 

Section Chief: 

• Maintain levels and advise the Operations Section 

Chief when reserve levels are reached. 

i. Coordinate with the High Rise Rapid Intervention Group 

Supervisor to designate area(s) for Rapid Intervention 

Crew (RIC) to standby if collocated within the Staging 

Area. 

j. Direct crews and equipment to designated locations as 

requested by the Operations Section Chief or Incident 

Commander. 

k. Secure operations and release personnel as determined 

by the Demobilization Plan. 

l. Maintain Unit/Activity Log (ICS Form 214). 

HIGH RISE RAPID INTERVENTION GROUP SUPERVISOR – The 

High Rise Rapid Intervention Group Supervisor is responsible 

for the management of Rapid Intervention Crew(s). The High 

Rise Rapid Intervention Group Supervisor’s organizational 

responsibilities vary from the standard ICS position due to 

the potential for above ground operations, extended response 

times, and RIC(s) operating on different floors/stairwells. This 

position reports to the Operations Section Chief and requires 

close coordination with the Division/Group Supervisors and 

the Staging Area Manager: 

a. Obtain briefing from the Operations Section Chief or 

Incident Commander. 

b. Participate in Operations Section planning activities. 

c. Determine Rapid Intervention Group needs (personnel, 

equipment, supplies and additional support). 

d. Evaluate tactical operations in progress. 

e. Evaluate floor plans, above and below emergency 

operations. 

f. Assign and brief Rapid Intervention Crews based on number 

of stairwells and floors used for emergency operations. 
HIGH RISE 20-13 HIGH RISE

g. Verify potential victims and hazard locations and insure 

that Rapid Intervention Crew(s) are prepared for possible 

deployment. 

h. Notify Operations Section Chief or Incident Commander 

when Rapid Intervention Crew(s) are operational or 

deployed. 

i. Develop Rapid Intervention Crew(s) contingency plans. 

j. Secure operations and release personnel as determined 

by the Demobilization Plan. 

k. Maintain Unit/Activity Log (ICS Form 214). 

HIGH RISE BASE MANAGER - The High Rise Base Manager is 

responsible for the management of all functions at the Base 

location. This position within the organization differs from 

the standard ICS in that a Facilities Unit is not appropriate for 

this type of incident and the High Rise Base Manager reports 

directly to the Support Branch Director (if established) or 

Logistics Section Chief: 

a. Obtain briefing from Support Branch Director, Logistics 

Section Chief, or Incident Commander. 

b. Participate in Support Branch/Logistics Section planning 

activities. 

c. Determine Base needs (personnel, equipment, supplies 

and additional support). 

d. Evaluate layout and suitability of the selected Base location: 

• Make recommendations regarding relocation, if 

appropriate. 

e. Establish Base layout and identify functional areas to 

support the incident; i.e., Apparatus Parking, Crew Ready 

Area, Equipment Pool, Rehabilitation Area, Command 

Post, Sanitation. 

f. Provide for safety, security and traffic control at Base and 

Command Post. 

g. Provide facility services at Base and Command Post; i.e., 

sanitation, lighting and clean up. 
HIGH RISE 20-14 HIGH RISE

h. Maintain accounting of resources in Base. Periodically 

update Logistics Section, Planning Section or Incident 

Command.

i. Direct personnel and equipment to designated locations 

as requested. 

j. Provide an auxiliary water supply to the building, if 

required. 

k. Update Support Branch, Logistics Section or Incident 

Commander as directed. 

l. Secure operations and release personnel as determined 

by the Demobilization Plan. 

m. Maintain Unit/Activity Log (ICS Form 214). 

HIGH RISE GROUND SUPPORT UNIT LEADER - The High 

Rise Ground Support Unit Leader is responsible for providing 

transportation for personnel, equipment, and supplies, 

refilling of SCBA air cylinders, providing fueling, service and 

maintenance of vehicles and portable power equipment and 

tools, and implementing the ground level Traffic/Movement 

Plan at the incident including marking safe access routes and 

zones. The High Rise Ground Support Unit Leader reports to 

the Support Branch Director (if established) or the Logistics 

Section Chief: 

a. Obtain briefing from Support Branch Director, Logistics 

Section Chief, or Incident Commander. 

b. Participate in Support Branch/Logistics Section planning 

activities. 

c. Identify, establish, and implement safe movement routes 

and exterior Safe Refuge Areas identified in the Traffic 

and Personnel Movement Plans. 

d. Assign personnel to fueling, maintenance and support of 

apparatus and portable power equipment and emergency 

power systems as appropriate. 

e. Assign personnel to SCBA air cylinder refilling, 

maintenance and support. 
HIGH RISE 20-15 HIGH RISE

f. Maintain inventory of support and transportation 

vehicles, maintenance and fuel supplies. 

g. Update Support Branch, Logistics Section, or Incident 

Commander as directed. 

h. Secure operations and release personnel as determined 

by the Demobilization Plan. 

i. Maintain Unit/Activity Log (ICS Form 214). 

HIGH RISE EVACUATION GROUP SUPERVISOR - The 

High Rise Evacuation Group Supervisor is responsible for 

managing the movement of building occupants through 

designated evacuation route(s) to a safe location. This 

position reports to the Operations Section Chief or Branch 

Director if established: 

a. Obtain briefing from the Branch Director, Operations 

Section Chief or Incident Commander. 

b. Participate in Operations Section planning activities. 

c. Determine Evacuation Group requirements (personnel, 

equipment, supplies). 

d. Ensure the evacuation in progress is to a safe location. 

e. Confirm evacuation stairwell(s) with the Operations 

Section and Ground Support. 

f. Ensure ventilation of evacuation stairwell(s) and Safe 

Refuge Areas. 

g. Coordinate evacuation message with Systems Control 

Unit utilizing the building’s Public Address System. 

h. Assign personnel in the evacuation stairwell(s) to assist/

direct building occupants to a safe location. 

i. Secure operations and release personnel as determined 

by the Demobilization Plan. 

j. Maintain Unit/Activity Log (ICS Form 214). 

For more detailed information read: 

High-Rise structure Fire Operations System Description

ICS-HR-120-1
Notes
PROTECTIVE 21-1 ACTION

CHAPTER 21

PROTECTIVE ACTION GUIDELINES

Contents ..............................................................................21-1

Introduction .........................................................................21-2

Authority...............................................................................21-2

Organization ........................................................................21-4

Initial Assessment and Notifications .............................21-4

Protective Action Terms ..................................................21-5

Immediate Evacuation Checklist....................................21-7

Re-Entry Planning Checklist ...........................................21-9
PROTECTIVE 21-2 ACTION

INTRODUCTION

This section provides guidelines and procedures for protective 

actions when hazardous conditions develop to the degree 

that emergency responders must take action to protect 

the public at risk. Threatened or hazardous areas may be 

created by, but are not limited to: fires, hazardous materials, 

transportation accidents, floods, WMD incidents, civil 

disturbances, etc. Ideally, protective actions are progressive, 

usually initiated by alerting the public in the affected 

area, controlling access, sheltering in-place and finally by 

evacuation. However, these actions may be implemented 

simultaneously based on the hazard, complexity of the 

emergency, and the type and size of the affected area. The 

key to successfully conducting protective action operations is 

sound planning. 

AUTHORITY

The decision to alert the public of a hazardous incident, 

restriction or closed access corridors and/or to evacuate an 

affected area is often made by the fire department Incident 

Commander. However, the authority necessary to carry out 

these actions usually rest with law enforcement. For example, 

the California Penal Code 409.5 provides law enforcement 

and health officers the legal authority to “close and/or 

evacuate” an area. Other states, counties or city jurisdictions 

may vary. 

California 409.5 P.C. states: 

1. “Whenever a menace to the public health or safety 

is created by a calamity such as flood, storm, fire, 

earthquake, explosion, accident, or other disasters, police 

officers, lifeguards, publicly employed full-time marine 
PROTECTIVE 21-3 ACTION

safety officers or local health officers may close the area 

where the menace exists for the duration thereof by 

means of ropes, markers or guards to any and all persons 

not authorized by the lifeguard or officers to enter or 

remain within the enclosed area.” 

2. “Law enforcement may close the immediate area 

surrounding any emergency field command post 

activated for the purpose of abating any calamity 

enumerated in this section or any riot or other civil 

disturbance to any and all unauthorized persons 

pursuant to the conditions which are set forth in this 

section whether or not the field command post or other 

command post is located near to the actual calamity or 

riot or other civil disturbance.” 

3. “Any unauthorized person who willfully and knowingly 

enters an area closed pursuant to subdivision (a) or 

(b) and who willfully remains within the area after 

receiving notice to evacuate or leave shall be guilty of a 

misdemeanor.” 

4. “Nothing in this section shall prevent a duly authorized 

representative of any news service, newspaper or radio 

or television station or network from entering the areas 

closed pursuant to this section.” 

Simply stated, whenever law enforcement/health officials 

feel that an area must be closed and/or evacuated to protect 

the public, 409.5 P.C. provides the legal authority to do so. If 

residents refuse to comply, that refusal should be noted and 

the Incident Commander advised of a non-compliance of the 

evacuation order. 
PROTECTIVE 21-4 ACTION

ORGANIZATION

In emergency operations, there may be several lead and 

support agencies involved. In an incident where one agency 

has a preponderance of responsibility for abating the 

problem, a single Incident Commander from that agency shall 

be appointed. 

On an incident where law enforcement and the fire 

department both have substantial responsibilities, a 

Unified Command organizational structure should be 

formed. Establishing a Unified Incident Command structure 

better integrates incident objectives and the development 

of Incident Action Plans. This results in a more efficient 

coordination process of incident operations thereby 

enhancing the safety of responders and the public. 

Incident Commanders should consider establishing an 

organization element to manage evacuation planning and 

implementation. For extensive, complex evacuations, an 

Evacuation Branch may be established. For less complex 

actions, an Evacuation Group may be more appropriate. 

Staffing of the Evacuation Branch or Group should be 

unified to ensure coordination of actions. Re-entry planning 

and implementation can be accomplished with a similar 

organizations structure to safely facilitate managing 

requirements prior to and during the re-entry of evacuees.

Initial Assessment and Notifications:

1. Identify the hazard and risk to the public; determine the 

affected area.
PROTECTIVE 21-5 ACTION

2. Identify the next potentially affected areas and plot them 

on a map utilizing an alpha-numeric grid system. Many 

commercially available map books utilize a one-half mile 

wide grid. This style map can be quickly utilized to plat an 

affected area.

3. Ensure that the jurisdictional law enforcement agency 

is notified of the emergency situation and recommend 

protective action(s).

4. Ensure the appropriate cooperating and/or assisting 

agencies are notified with regard to recommended 

protective action(s). If evacuations are planned, ensure 

that evacuation centers are identified in safe areas. The 

management of Evacuation Centers is often delegated 

to the local Red Cross or other non-government 

organizations (NGP):

Protective Action Terms

1. Evacuation Warning – The alerting of people in an 

affected area(s) of potential threat to life and property. 

An Evacuation Warning considers the probability that 

an area will be affected within a given timeframe and 

prepares people for a potential evacuation order. 

Evacuation Warnings are particularly necessary when 

dealing with a variety of issues such as special needs 

populations and large animals.

2. Evacuation Order – Requires the immediate movement 

of people out of an affected area due to imminent threat 

to life. 

3. Shelter-In-Place – Advises people to stay secure at 

their current location. This tactic shall only be used if 
PROTECTIVE 21-6 ACTION

evacuation will cause a higher potential for loss of life. 

Consideration should be given to assigning incident 

personnel to monitor the safety of citizens remaining in 

place. 

The concept of Sheltering in Place is an available 

option in those instances where physical evacuation 

is impractical. This procedure may be effective for 

residential dwelling in the immediately impacted areas, 

or for large facilities that house a high percentage of 

non-ambulatory persons; i.e., hospitals and convalescent 

homes. Sheltering in Place attempts to provide a safe 

haven within the impacted area.

When using structures, this involves closing all doors 

and windows, shutting off outside air supply to the 

facility and waiting for the hazard to pass. Although the 

decision to Shelter-in-Place ultimately rests with the 

Incident Commander, situations may arise where incident 

personnel must take immediate action to protect civilians.

4. Rescue – Emergency actions taken within the affected 

area to recover and remove injured or trapped citizens. 

Responders have specific training and personal 

protective equipment necessary to accomplish the 

mission; i.e., hazardous material spill, swiftwater rescue, 

etc. Boundaries of the areas where rescue is planned 

should be identified on the incident map with notation 

that entry is restricted to rescue workers only.

5. Community Refuge Area – A designated location that 

is considered to provide a greater level of survivability 

than Shelter-In-Place. If unable to make it to a designated 

Evacuation Shelter, civilians should be directed to seek 

shelter at a Community Refuge Area. 
PROTECTIVE 21-7 ACTION

Note: Depending on the size, type and complexity of the 

emergency, all of the above protection actions could be 

employed on the same incident.

Immediate Evacuation Checklist: 

1. Establish and collocate the Incident Command Post in a 

safe location with the capability to include all cooperating 

agencies, i.e., law enforcement, fire, health department, 

local emergency management agency to include any 

NGO’s. 

2. Establish Unified Command when appropriate. Unified 

Incident Commanders should jointly assess and report 

incident potential and request adequate resources to 

accomplish agreed upon objectives. 

3. Consider establishing an Evacuation Branch or Group 

as appropriate depending on complexity to plan and 

implement evacuation actions and/or re-entry of evacuees.

4. Jointly develop the incident Evacuation Plan; ensure that 

the planning process is conducted under the Unified 

Command process with input from lead and support 

agencies as required. Keep in mind that many local 

jurisdictions have developed emergency evacuation plans 

for high hazard areas which should be incorporated in 

evacuation planning. 
PROTECTIVE 21-8 ACTION

5. Clearly identify on a map the area(s) that are under 

an imminent threat and/or a potential threat. Maps 

should utilize a grid system for easy identification of the 

impacted area.

6. Identify evacuation routes to nearest safe location. 

This information will be critical for determining shelter 

locations and should be shared with the local emergency 

services agency, Red Cross or NGO’s responsible for 

shelter identification and management. 

7. For planning purposes, approximately 2,500 autos per 

lane, per hour can be accommodated on most roads with 

an average occupancy of four persons per vehicle. 

8. Planning evacuations for special facilities and populations 

will require additional time and attention to detail. These 

may include hospitals, elder care facilities, etc. 

9. Evacuation planning should also consider timelines, 

transportation needs and contacts required for large 

animal evacuations. 

10. Identify on an incident map locations where people are 

sheltered-in-place. These areas may require verification 

by the Operations Section Chief and concurrence from 

the Incident Commander(s). 

11. Determine traffic control points. Control points should be 

located on all sides of the incident and outside the threat 

area. The perimeter established for traffic control will 

depend on both the affected population and traffic density. 
PROTECTIVE 21-9 ACTION

12. Traffic closure levels – Display on incident and public 

information maps:

• Level 4 or color code Red – closed to all traffic, 

potential life hazard

• Level 3 or color code Orange – closed to all traffic 

except emergency responders

• Level 2 or color code Yellow – closed to all traffic 

except emergency responders and critical resources, 

i.e., public works, electrical service, animal rescue

• Level 1 or color code Green – open to above 

resources and residents only

NOTE: Level 1 or color code Green is often referred to as 

a “soft closure” while Level 2 through 4 is referred to as 

“hard closures.”

13. The Incident Evacuation Plan should be distributed to 

all Command and General Staff members and their 

subordinates. Additionally, copies should be distributed 

to all lead and support agencies, local elected officials 

and the respective county or city emergency operations 

centers.

Re-Entry Planning Checklist:

1. Identify re-entry date and time 

2. Identify area(s) to be re-entered 

3. Type of re-entry, homeowner/landowner only with 

identification or general public 

4. Considerations: 
PROTECTIVE 21-10 ACTION

• Is the threat mitigated?

• Are power lines secured?

• Are transportation systems hazards mitigated, i.e., roads 

cleared, bridges inspected, hazard trees removed, etc.?

• Is Incident Commanders’ approval granted?

• Is local law enforcement agencies’ approval granted?

• Have other local emergency service agencies’ approved 

re-entry (911 Service)?

• Are utility agencies informed and support the re-entry 

decision?

• Have local EOC’s been notified and approvals received?
FIREFIGHTER GUIDELINES 22-1 FIREFIGHTER GUIDELINES

CHAPTER 22

FIREFIGHTER INCIDENT SAFETY

AND ACCOUNTABILITY GUIDELINES

Contents ..............................................................................22-1

Introduction .........................................................................22-2

Accountability Levels.......................................................22-2

Personal Accountability ..............................................22-3

Single Resource Accountability ..................................22-3

Supervisor Accountability ...........................................22-3

Scene Accountability...................................................22-4

Functional Accountability............................................22-5

Accountability Checklist..................................................22-5

Accountability Considerations........................................22-6

Pre-Incident Accountability Considerations...............22-6

Incident Accountability Considerations .....................22-6

Post-Incident Accountability Considerations.............22-7

Firefighter Emergencies..................................................22-7

Rapid Intervention Crew/Company (RIC) Members......22-8

Additional Rapid Intervention Considerations.............22-10

Operational Retreat Guidelines....................................22-10

Procedures for the Identification and Management of 

Life Hazard Zones ............................................................ 22-11

Introduction .................................................................. 22-11

Definitions..................................................................... 22-12

Information and Guidelines......................................... 22-12

Identification of Life Hazard Zones ......................... 22-13
FIREFIGHTER GUIDELINES 22-2 FIREFIGHTER GUIDELINES

INTRODUCTION

One of the most important issues facing the Incident 

Commander (IC) is accountability at the scene of 

emergencies. These Incident Safety and Accountability 

Guidelines incorporate additional safety measures and 

accountability that are best practices in accordance with 

local, state and federal regulations and pertinent to the 

Incident Command System (ICS).

An accountability system shall be adopted and routinely used 

to track, collect, and maintain the status and location of 

the resources at the incident. All members operating at an 

incident are responsible for understanding and participating 

in this system. The IC shall be responsible for the overall 

accountability for the incident. The IC may delegate other 

command members to facilitate the accountability for those 

resources to meet those goals, objectives, and tasks as 

needed. 

Accountability Levels

The accountability levels are to provide a clear idea of what 

each term means and how they are to be used while at an 

event or incident. These are:

Personal Accountability

Single Resource Accountability

Supervisor Accountability

Scene Accountability

Functional Accountability

Specific Accountability Definitions and Recommendations 

– These more specific accountability definitions and 

recommendations are to assist a responder with how to 

maintain accountability while at an event or incident.
FIREFIGHTER GUIDELINES 22-3 FIREFIGHTER GUIDELINES

Personal Accountability:

a. It is the duty of every individual to understand one’s role, 

limitations, and responsibility in accountability.

b. Every individual is to remain under supervision at all 

times and is to refrain from “freelancing.”

c. To be constantly aware of the status and location of 

fellow crew members and other workers near their area 

of responsibility.

Single Resource Accountability

a. During an incident, all single resource(s) personnel will 

check in with the supervisor to which they are assigned.

b. Any department member responding directly to the scene 

in their own vehicle must first check in as required. 

c. The single resource shall provide constant awareness 

of their status, location, and function throughout the 

duration of the incident. 

d. It is the duty of every resource to understand its role, 

limitations, and responsibility in accountability.

e. Every single resource is to remain under supervision 

at all times and is to refrain from “freelancing”. 

“Freelancing” is strictly prohibited. All on-scene 

personnel must be under supervision at all times.

f. To be constantly aware of the status of surrounding 

resources.

g. Shall be in constant communications and maintain 

status of adjoining forces.

Supervisor Accountability

a. During an incident, all supervisory personnel will check in 

with the manager to which they are assigned.
FIREFIGHTER GUIDELINES 22-4 FIREFIGHTER GUIDELINES

b. The supervisor shall maintain constant awareness of the 

status, locations, and functions of his crew throughout 

the duration of the incident.

c. The supervisor shall include a proactive reporting of 

accountability, through the chain of command.

d. The supervisor shall ensure crew cohesion, continuity, 

and communication.

e. “Freelancing” is strictly prohibited. All on-scene 

personnel must be under supervision at all times.

f. An accountability check (i.e., PAR, IAP Forms 204 or 241) 

shall be completed and documented at the end of each 

operational period or when an operational benchmark 

has been achieved through the proper chain of command.

“Freelancing” – An uncommitted responder operating 

independently, or in a group, at the incident scene without 

notifying Incident Command and/or without being assigned or 

delegated a task or function.

Scene Accountability

a. The IC shall maintain constant awareness of the status, 

location and function of each resource at the scene 

throughout the duration of the incident. This will assist in 

developing and documenting after-action reports.

b. Upon arrival on scene, each resource shall check in for 

assignment.

c. All personnel on the scene will be tracked through the 

Command Post with the member’s name, ICS position, 

and assignment.

d. As the incident increases in complexity, the accountability 

system shall increase accordingly. 
FIREFIGHTER GUIDELINES 22-5 FIREFIGHTER GUIDELINES

Functional Accountability

a. Functional accountability shall be used for complex 

incidents. This requires enhanced scene accountability 

whereby an IC and/or a designee formally tracks the 

status, location, and assignment of all resources/

personnel. Functional accountability shall be 

documented using a tracking system such as: recording 

assignments (i.e., IAP), tactical deployments, and/or 

Personnel Accountability Reports (PAR).

b. Accountability process shall be scalable so it may expand 

or contract with the complexity of the incident.

c. As complexity increases, improved communications 

should also be attempted (i.e., face-to-face 

communication, visual contact of crews if possible).

Accountability Checklist

Who - Who is the resource? This could be a responder or 

equipment. Identifies the responder by including 

name, position/assignment, department/organization, 

order and request number, assignment and 

qualifications. Identifies equipment by type and kind.

What - What is the resource doing> Identifies the tasks and 

assignments of the resource.

When - When did the person or unit arrive on scene, 

last check-in (i.e., PAR), become reassigned, or 

demobilize.

Where - Where is the resource located/assigned (Division, 

Group, Staging, ICP)?
FIREFIGHTER GUIDELINES 22-6 FIREFIGHTER GUIDELINES

Why - Why was the resource requested? Identifies the need 

for the resource.

How - How is the accountability process documented/

reported/recorded?

Accountability Considerations

Pre-Incident Accountability Considerations

a. Training on the policies, procedures and tactics of the 

accountability system should be a priority to a successful 

system.

b. A written rescue/recovery plan completed before the 

incident/event, that addresses missing or downed 

firefighters, is an integral part of an accountability 

system.

c. The organization’s culture must encompass the 

understanding that a firefighter’s failure to adhere to 

standard accountability practices places them, and all 

on-scene personnel, in increased danger.

Incident Accountability Considerations

a. There must be an Incident Management Accountability 

System in place. The task can be accomplished by the 

officer in charge or delegated to an individual in more 

complex incidents.

b. Accountability procedures must be followed and 

must track individuals regardless of their location or 

assignment on the incident (i.e., hazard zone, Camp, 

Incident Base).

c. The supervisor must continually maintain crew integrity 

at all times to avoid “freelancing”. “Freelancing” is 

strictly prohibited.

d. By maintaining company supervision and crew integrity, 

initiative and resourcefulness can be closely monitored.
FIREFIGHTER GUIDELINES 22-7 FIREFIGHTER GUIDELINES

e. All personnel must have the ability to communicate with 

assigned supervisors.

f. It is essential that the supervisor or manager be able to 

account for different crews by means of an “identifier”.

g. Access to event/incident shall be maintained and 

monitored. Resources engaged, staged or released from 

functional assignments must do so through the chain of 

command.

h. An accounting of all personnel must be conducted at 

certain points during the incident/event, when conditions 

change, or assignments are complete.

Post-Incident Accountability Considerations

a. Provide post incident summary of the event for review.

b. Discuss and review relevant situations where 

accountability was a factor during the incident/event.

c. Provide actions taken and lessons learned that would 

encourage or possibly prevent the same issue(s) from 

occurring again.

d. Upon release from an incident, assigned resource will 

contact the home unit or base to inform of release status 

and travel time, then again upon arrival.

Firefighter Emergencies

When Firefighters or incident personnel are faced with 

life threatening emergencies, they may call for help using 

a variety of terms that may include the use of “Mayday”, 

“Help”, or “Firefighter Down”. Incident Commanders shall 

acknowledge the person in trouble and use the term 

“EMERGENCY TRAFFIC” to clear radio traffic. Clear text shall 

be used to identify the type of emergency “FIREFIGHTER 

DOWN,” “FIREFIGHTER MISSING,” or “FIREFIGHTER 

TRAPPED,” to all incident personnel.
FIREFIGHTER GUIDELINES 22-8 FIREFIGHTER GUIDELINES

Other guidelines for “EMERGENCY TRAFFIC” include the 

Dispatch Center transmitting a distinctive “EMERGENCY 

TRAFFIC” tone on designated channel(s) followed by clear 

text verbal message that identifies the type of emergency; 

i.e., “FIREFIGHTER DOWN,” “FIREFIGHTER MISSING,” or 

“FIREFIGHTER TRAPPED.” 

Rapid Intervention Crew/Company (RIC) Members

Rapid Intervention personnel have two very important duties. 

These are: 

• Monitor designated radio channel(s) while standing by 

and during rescue operations. 

• Initiate rescue plan assigned by the Incident Commander 

or Operations Section Chief. 

In the initial stages of an incident where only one team is 

operating in the hazardous area at a working structural fire, 

a minimum of four individuals is required, consisting of two 

individuals working as a team in the hazard area and two 

individuals present outside this hazard area for assistance or 

rescue at emergency operations where entry into the danger 

area is required. The standby members shall be responsible 

for maintaining a constant awareness of the number and 

identity of members operating in the hazardous area, 

their location and function, and time of entry. The standby 

members shall remain in radio, visual, voice or signal-line 

communications with the team (NFPA 1500 6-4.4). 

Members that arrive on the scene of a working structural fire 

prior to the assembling of four persons can initiate exterior 

actions in preparation for an interior attack. 
FIREFIGHTER GUIDELINES 22-9 FIREFIGHTER GUIDELINES

Initial attack operations shall be organized to ensure that, if 

upon arrival at the emergency scene, initial attack personnel 

find an imminent life-threatening situation which immediate 

action could prevent the loss of life or serious injury, such 

action shall be permitted with less than four personnel when 

conducted in accordance with NFPA 1500 Section 6-2. No 

exception shall be permitted when there is no possibility 

to save lives. Any such actions taken in accordance with 

this section shall be thoroughly investigated by the fire 

department with a written report submitted to the Fire Chief 

(NFPA 1500 6-4.4.5). 

In the initial stages of an incident, the IC supervises the RIC. 

As the incident grows in complexity, this supervision can be 

assigned to the Operations Section Chief or even to individual 

Divisions to ensure the most rapid and effective deployment 

on a rescue. 

When sufficient personnel are on-scene, the rapid 

intervention capability for the incident should be raised from 

the two-in, two-out minimum to include an entire crew or 

company. In some instances, such as multiple and/or remote 

entrance points, multiple RIC elements should be assigned 

and a Rapid Intervention Group Supervisor activated to 

supervise positioning and deployment of these Crews/

Companies. 

In high-rise fire incidents, the RIC should typically be located 

at Staging. This will allow for RIC’s to be deployed in a timely 

manner. Consider multiple RIC’s if multiple floors are involved 

with positioning based on the assigned floor. 

If a RIC is deployed to provide a rescue of a firefighter, the 

Incident Commander shall assign an additional RIC as a 

backup for the RIC that was deployed. Members working 

in the immediate area should be notified by the Incident 
FIREFIGHTER GUIDELINES 22-10 FIREFIGHTER GUIDELINES

Commander to assist in the rescue if at all possible. The 

Incident Commander must remember to continue to keep 

sufficient forces engaged in controlling the spread of the fire 

if threatening the trapped, lost, or injured firefighter. 

Additional Rapid Intervention Considerations

When preparing for a firefighter rescue, consider the worstcase scenario. Rapid Intervention Crew/Company (RIC) 

standard operating guidelines are incident driven. 

Officers or members assigned the task of RIC shall not get 

involved in routine firefighting activities, but remain in a state 

of readiness keeping company members together and ready 

for deployment. 

Operational Retreat Guidelines

In addition to radio traffic requiring evacuation, the following 

standardized audible signal can be used to indicate 

evacuation. 

The EVACUATION SIGNAL will consist of repeated short 

blasts of the air horn for approximately ten seconds, followed 

by ten seconds of silence. This sequence of air horn blasts for 

ten seconds followed by a ten-second period of silence will be 

done three times; total air horn evacuation signal including 

periods of silence will last fifty seconds. This should be done 

in conjunction with the radio announcement of “EMERGENCY 

TRAFFIC,” with direction for emergency scene personnel to 

evacuate the hazard area. 
FIREFIGHTER GUIDELINES 22-11 FIREFIGHTER GUIDELINES

The Dispatch Center should continue to advise the Incident 

Commander of the elapsed time at each additional fifteenminute interval, or until canceled by the Incident Commander, 

or until the incident is declared under control, i.e., knockdown. 

PROCEDURES FOR THE IDENTIFICATION AND 

MANAGEMENT OF LIFE HAZARD ZONES

INTRODUCTION

Incident Commanders are responsible for the safety of all 

incident personnel and may have to take action to protect 

personnel from life threatening conditions that on-scene fire 

personnel and other responders do not have the capabilities, 

tools, or training to immediately mitigate. These actions may 

include: 

• Immediate notification of personnel 

• Notification for ongoing or long-term life hazards 

• Methods to isolate and clearly identify the life hazard with 

three strands of barrier tape 

• Assignment of Lookouts or Assistant Safety Officers when 

needed 

• Identification methods for remote or large area life hazards 

The clearly identifiable method to assure that fire personnel 

and other responders do not enter Life Hazard Zones 

includes the use of a minimum of three (3) horizontal strands 

of barrier tape that states “Do Not Enter” or “Do Not Cross,” 

to prevent entry to the hazardous area. Three horizontal 

strands of any Fireline tape or flagging tape between one inch 

and three inches with the words “Do Not Enter” or “Do Not 

Cross,” securely fixed to stationary supports, and in sufficient 

locations to isolate the hazard, will meet the requirement of 

identifying a Life Hazard Zone. 
FIREFIGHTER GUIDELINES 22-12 FIREFIGHTER GUIDELINES

DEFINITIONS

Life Hazard: The existence of a process or condition that 

would likely cause serious injury or death to exposed persons. 

Life Hazard Zones: A system of barriers surrounding 

designated areas at the incident scene that is intended to 

STOP fire personnel and other responders from entering a 

potentially Life Threatening, Hazardous Area. 

Life Hazard Lookout: A qualified person in a location where 

they can safely observe a Life Hazard, monitor resources 

and personnel in the area, and communicate with resources 

keeping them a safe distance away. The Lookout will also 

isolate and deny entry to any responders or resources until 

the life hazard is mitigated and the Incident Commander 

approves the release of the Life Hazard Zone. 

INFORMATION AND GUIDELINES

Whenever a life hazard is present, or an immediate threat to 

the health and safety of incident personnel is present at an 

incident, any person who recognized the potential life hazard 

shall immediately contact the Incident Commander using 

“EMERGENCY TRAFFIC” to advise of the situation. Included 

in the Emergency Traffic notification: 

• Type/Nature of the hazardous condition (i.e., downed 

electrical wires, imminent building collapse, etc.) 

• Specific location 

• Resource needs 

• Any immediate exposure needs or issues 
FIREFIGHTER GUIDELINES 22-13 FIREFIGHTER GUIDELINES

Incident Commander shall request the appropriate resource 

or agency to respond to the incident to evaluate and mitigate 

the life hazard (i.e., Utility Company, Structural Engineer, etc.) 

and assign a Lookout or Assistant Safety Officer until Life 

Hazard Zone(s) are established. 

The Incident Commander shall assign a Life Hazard Lookout 

to prevent any incident personnel from entering the area until 

such time as the procedures below have been completed. 

Identification of Life Hazard Zones

a. The Standard for identification of a LIFE HAZARD ZONE: 

1. Deploy barrier tape in the following manner to 

prevent entry and identify the hazard zone. The 

optimal tape would be red and white striped or 

chevron barrier tape that states “Life Hazard – Do 

Not Enter,” however, existing Fireline or Police 

perimeter tape that includes the words “Do Not 

Enter” or “Do Not Cross” will meet this standard. 

2. The tape shall be configured in three horizontal 

strands approximately 18 to 24 inches apart and 

securely fixed to stationary supports to establish 

the LIFE HAZARD ZONE. The LIFE HAZARD ZONE 

barrier shall be of sufficient size to provide complete 

isolation, distance and protection from the hazard, 

and supports shall be capable of supporting the 

barrier tape throughout the incident. 

3. The use of illumination is recommended to enhance 

nighttime visibility to further identify the LIFE 

HAZARD ZONE. Examples include orange cones with 

a flashing strobe light on the ground, or glow sticks 

securely attached to the barrier tape. 
FIREFIGHTER GUIDELINES 22-14 FIREFIGHTER GUIDELINES

b. The Established Life Hazard Zone: 

1. THE THREE HORIZONTAL STRAND CONFIGURATION 

OF RED AND WHITE STRIPED OR CHEVRON 

BARRIER TAPE SHALL ONLY BE USED FOR LIFE 

HAZARD IDENTIFICATION. WHEN INCIDENT 

PERSONNEL SEE THE THREE- STRAND 

CONFIGURATION OR BARRIER TAPE, IT SHALL BE 

RECOGNIZED AS THE STANDARD FOR ISOLATING A 

LIFE HAZARD, AND INCIDENT PERSONNEL SHALL 

NOT ENTER THE LIFE HAZARD ZONE. 

2. Ensure the LIFE HAZARD ZONE measures provide 

visibility to approaching personnel to prevent entry 

into the area throughout the duration of the incident. 

3. Maintain the LIFE HAZARD ZONE for the duration of 

the incident or hazard. Approval from the Incident 

Commander is required prior to the removal of the 

Life Hazard Zone barriers. 

4. The LIFE HAZARD ZONE identification measures 

are intended to provide a visual cue to all incident 

personnel. Life Hazard Lookout(s) or Assistant Safety 

Officers shall be considered to ensure a physical 

barrier between personnel and the LIFE HAZARD 

ZONE through effective communications and 

notifications.

5. The Incident Commander shall be responsible for 

ensuring that all incident personnel are notified of 

the Life Hazard Zone. This may be accomplished 

through any approved method such as face-to-face, 

Emergency Traffic radio messages or the Incident 

Action Plan. 
FIREFIGHTER GUIDELINES 22-15 FIREFIGHTER GUIDELINES

c. Remote Locations: In cases where the extent of the 

hazard zone is so large that is not practical to completely 

isolate the area, such as on large incidents in remote 

locations, the following will be the minimum standard for 

these situations: 

1. The Incident Commander must approve the use of 

these minimum standards for each Life Hazard: 

The Incident Commander shall assign a Life Hazard 

Lookout at appropriate access points to prevent any 

incident personnel from entering the area until such 

time as the procedures below have been completed. 

Three horizontal stripes of red and white Life 

Hazard tape or barrier tape (as described above) 

will be affixed to two vertical uprights at appropriate 

locations along the access route to the Life Hazard 

area. A description of the hazard, location of the 

hazard, and distance from the Life Hazard indicator 

tape to the hazard shall be attached at each location. 

2. All personnel working in the area or Division shall 

be notified of the Life Hazard immediately. Incident 

personnel may be notified through the routine 

briefings, emergency traffic radio messages, the 

Incident Action Plan, and/or the Incident Map. 

3. The location(s) of the Life Hazard(s) and Placard(s) 

shall be marked on the Incident Map using 

standardized symbols. The symbol to mark the Life 

Hazard Zone on the incident map is a red octagon 

(Stop Sign) with three white horizontal lines with a 

description of the hazard noted underneath. 
FIREFIGHTER GUIDELINES 22-16 FIREFIGHTER GUIDELINES

wires

• Personnel shall not breach, alter, or remove any LIFE 

HAZARD ZONE identification measures until the hazard 

has been abated and approval granted by the Incident 

Commander. 

• All personnel have a personal responsibility to be aware 

of LIFE HAZARDS and make proper notifications when 

they are encountered at an incident. 

• Remember the slogan: 

THREE STRIPES, YOU’RE OUT!

For More Detailed Information Read:

Firefighter Incident Safety and Accountability Guidelines

ICS 910
GLOSSARY OF TERMS 23-1 GLOSSARY OF TERMS

CHAPTER 23

GLOSSARY OF TERMS

This glossary contains definitions of terms frequently used 

in ICS documentation that are, for the most part, not defined 

elsewhere in this guide. 

29 CFR Part 1910.120. Item 29 of the Code of Federal 

Regulations, Part 1910.120 in the Hazardous Waste 

Operations and Emergency Response reference document as 

required by SARA. This document covers employees involved 

in certain hazardous waste operations and any emergency 

response to incidents involving hazardous situations. Federal 

OSHA enforces this code. 

Access Control Point. The point of entry and exit from control 

zones that regulate the traffic to and from the work areas and 

control zones. 

Agency Executive or Administrator. A chief executive 

officer (or designee) of an agency or jurisdiction that has 

responsibility for the incident. 

Agency Representative. An individual assigned to an 

incident from an assisting or cooperating agency that has 

been delegated authority to make decisions on matters 

affecting that agency’s participation at the incident. Agency 

Representatives report to the Incident Liaison Officer. 

Air Monitoring. The use of devices to detect the presence of 

known or unknown gases or vapors. 

Air Transportable Mobile Weather Unit (ATMWU). A portable 

weather data collection and forecasting system used by a 

National Weather Service Fire Weather Forecaster. 
GLOSSARY OF TERMS 23-2 GLOSSARY OF TERMS

All Risk. Any incident or event, natural or human-caused that 

warrants action to protect life, property, environment, public 

health or safety, and minimize disruption of government, 

social or economic activities. 

ALS (Advanced Life Support). Allowable procedures and 

techniques utilized by EMT-P and EMT-II personnel to stabilize 

critically sick and injured patient(s) that exceed Basic Life 

Support procedures. 

ALS Responder. Certified EMT-P or EMT-II. 

Anchor and Hold. A tactic utilizing control lines and large 

water streams from fixed water supplies to stop fire spread 

in neighborhoods where the fire is spreading from house 

to house. The goal is to extinguish structure fires, protect 

exposures and reduce ember production in neighborhoods 

where the fire is spreading from house to house. 

Area Command. Area Command is an expansion of the 

incident command function primarily designed to manage a 

very large incident that has multiple incident management 

teams assigned. However, an Area Command can be 

established at any time that incidents are close enough that 

oversight direction is required among incident management 

teams to ensure conflicts do not arise. 

Assigned Resources. Resources checked in and assigned 

work tasks on an incident. 

Assistant. Title for subordinates of Command Staff 

positions. The title indicates a level of technical capability, 

qualifications, and responsibility subordinate to the primary 

positions. Assistants may also be used to supervise unit 

activities at camps. 
GLOSSARY OF TERMS 23-3 GLOSSARY OF TERMS

Assisting Agency. An agency directly contributing suppression, 

rescue, support, or service resources to another agency.

Available Resources. Resources assigned to an incident and 

available for an assignment. 

Base. That location where the primary logistics functions 

are coordinated and administered (incident name or other 

designator will be added to the term “Base”). The Incident 

Command Post may be co-located with the base. There is only 

one base per incident. 

Basic Rope Rescue. Rescue operations of a non-complex 

nature employing the use of ropes and accessory equipment. 

BLS (Basic Life Support). Basic non-invasive first-aid 

procedures and techniques utilized by EMT-P, EMT-II, EMT-I, 

EMT-D and First Responder personnel to stabilize sick and 

injured patient(s). 

BLS Responder. Certified EMT-I or First Responder. 

Boat drive-air. A boat with a propulsion system using an 

aviation propeller or a ducted fan to generate thrust from the 

engine having an on-plane draft of zero to twelve inches. The 

typical boats of this category are the “Florida Swamp” boats 

and surface effect boats. 

Boat drive-jet. A boat with a propulsion system using a water 

pump to generate thrust having an on-plane draft of six to 

twelve inches. They can be susceptible to damage from 

floating debris. 
GLOSSARY OF TERMS 23-4 GLOSSARY OF TERMS

Boat drive-propeller. A boat with a propulsion system using 

a propeller to generate thrust having an on-plane draft of 

eighteen to twenty-four inches. 

Boat, non-powered. A non-motorized vessel capable of safely 

transporting rescuers or victims (e.g., raft, skiff, johnboat, etc.). 

Boat, powered. A motorized vessel capable of safely 

transporting rescuers or victims, (e.g. IRB: “Inflatable Rescue 

Boat”, RHIB: “Rigid Hull Inflatable Rescue Boat”, Rigid Hull 

Boat, PWC: “Personal Water Craft,” “Airboat”, etc.). 

Bomb/Explosives Group Supervisor. The Bomb/Explosives 

Group Supervisor reports to the Operations Section Chief 

or Law Branch Director (if activated). The Bomb/Explosives 

Group Supervisor is responsible for investigating suspicious 

packages, explosive devices, rendering them safe, and 

conducting criminal investigations at the scene of an 

explosive device or explosion.

Branch. That organizational level having functional, 

geographical, or jurisdictional responsibility for major parts of 

the 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 identified by the use of Roman 

Numerals, by function, or jurisdictional name. 

Bump and Run. Resources maneuver at or near the fire 

front in an effort to defend as many structures as possible. 

Suppression efforts should be limited to extinguishing spot 

fires, hot spots and fire perimeter around structures before 

moving on to the next structure.
GLOSSARY OF TERMS 23-5 GLOSSARY OF TERMS

California Code of Regulations (CCR) Title 8, Section 

5192, Subsection (q). This section provides hazardous 

waste handling guidelines that are enforced by Cal-OSHA. 

Subsection (q) specifically deals with emergency response to 

a hazardous substance release. 

Camp. A geographical site, within the general incident area, 

separate from the base, equipped and staffed to provide 

food, water, and sanitary services to incident personnel. 

Campbell Prediction System (CPS). Trade name for a 

simplified fire ground method used to forecast fire behavior.

Check and Go. A tactical action used during WUI fire 

operations when firefighters quickly check for occupants at 

threatened structure and then withdraw. Used when high 

intensity, lack of time or inadequate defensible space prohibit 

firefighting resources from safely taking action to protect the 

home.

Chemical Protective Clothing. Includes complete NFPA 

compliant ensembles (garment, gloves and boots) of 

individual replaceable elements (boots, gloves) designed 

and certified to provide protection for the wearer against the 

physical and chemical effects of hazardous materials. 

CHEMTREC. Chemical Transportation Emergency Center 

operated as a public service of the Chemical Manufacturers 

Association. 

Clear-Text. Use of plain English and common terminology 

understandable by all. 
GLOSSARY OF TERMS 23-6 GLOSSARY OF TERMS

Command. The act of directing, ordering and/or controlling 

resources by virtue of explicit legal, agency, or delegated 

authority. 

Command Refuge Area. A protective action term used for a 

designated location that is considered to provide a greater 

level of survivability than Shelter-in-Place.

Command Staff. The Command Staff consists of the Public 

Information Officer, Safety Officer, and Liaison Officer who 

report directly to the Incident Commander. 

Company Unity. A term to indicate that a fire company or 

unit shall remain together in a cohesive and identifiable 

working group, to ensure personnel accountability and the 

safety of all members. A company officer or unit leader 

shall be responsible for the adequate supervision, control, 

communication and safety of members of the company or 

unit. 

Compatibility. The matching of personal protective 

equipment (PPE) to the hazards involved providing the best 

protection for the worker. 

Complex. A complex is two or more individual incidents 

located in the same general proximity that is assigned to a 

single Incident Commander or Unified Command to facilitate 

management. 

Confined Space Rescue. Rescue operations in an enclosed 

area, with limited access/egress, not designed for human 

occupancy and has the potential for physical, chemical or 

atmospheric injury. 
GLOSSARY OF TERMS 23-7 GLOSSARY OF TERMS

Contamination Control Line (CCL). The established line 

that separates the Contamination Reduction Zone from the 

Support Zone. 

Contamination Reduction Corridor (CRC). A corridor within 

the Contamination Reduction Zone where decontamination 

procedures are conducted. 

Contamination Reduction Zone (CRZ). The area between the 

Exclusion Zone and the Support Zone that acts as a buffer to 

separate the contaminated area from the clean area. 

Control Zones. The geographical areas within the control 

lines set up at a hazardous materials incident. Includes the 

Exclusion Zone, Contamination Reduction Zone and Support 

Zone. 

Cooperating Agency. An agency supplying assistance other 

than direct suppression, rescue, support, or service functions 

to the incident control effort (e.g., Red Cross, telephone 

company, etc.). 

Coordination Center. A 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. 

Decontamination (DECON). The physical and/or chemical 

process of removing or reducing contamination from 

personnel or equipment, or in some other way preventing the 

spread of contamination by persons and equipment. 
GLOSSARY OF TERMS 23-8 GLOSSARY OF TERMS

Decontamination Lane Manager. The Decontamination 

Lane Manager reports to the Mass Decontamination Leader. 

The Decontamination Lane Manager is responsible for 

the operations of the decontamination element providing 

decontamination as required by the Incident Action Plan. 

Delayed Treatment. Second priority in patient treatment. 

These people require aid, but injuries are less severe. 

Delegation of Authority: A statement provided to the Incident 

Commander by the Agency Executive delegating authority 

and assigning responsibility. The Delegation of Authority can 

include objectives, priorities, expectations, constraints, and 

other considerations or guidelines as needed. Many agencies 

require written Delegation of Authority to be given to Incident 

Commanders prior to their assuming command on larger 

incidents. 

Deputy. An individual assigned to the Incident Commander, 

General Staff, or Branch Directors with equal qualifications 

and delegated authority when acting in their absence. 

Division. That organization level having responsibility for 

operations within a defined geographic area. The Division 

level is organizationally between the Strike Team and the 

Branch (See also “Group”). 

Emergency Traffic. The term used to clear designated 

channels used at an incident to make way for important radio 

traffic for a firefighter emergency situation or an immediate 

change in tactical operations. 

EMT-I (Emergency Medical Technician-I). An individual 

trained in Basic Life Support procedures and techniques and 

who has a valid EMT-I certificate. 
GLOSSARY OF TERMS 23-9 GLOSSARY OF TERMS

EMT-II (Emergency Medical Technician-II). An individual 

with additional training in limited Advanced Life Support 

procedures and techniques according to prescribed 

standards and who has a valid EMT-II certificate. 

EMT-D (Emergency Medical Technician-Defibrillator). An 

Emergency Medical Technician I with training and certification 

in automatic and semi-automatic external defibrillation. 

EMT-P (Emergency Medical Technician-Paramedic). An 

EMT-I or EMT-II who has received additional training in 

Advanced Life Support procedures and techniques and who 

has a valid EMT-P certificate or license. 

Environmental. Atmospheric, Hydrologic and Geologic media 

(air, water and soil). 

Evacuation: Organized, phased, and supervised withdrawal, 

dispersal, or removal of civilians from dangerous or 

potentially dangerous areas, and their reception and care in 

safe areas. 

Exclusion Zone (EZ). The innermost area immediately 

surrounding a hazardous materials incident that corresponds 

with the highest degree of known or potential hazard, and 

where entry may require special protection. 

Expanded Medical Emergency. Any medical emergency that 

exceeds normal first response capabilities. 

Field Testing. The identification of chemical substances 

using a variety of sources and testing kits that assist in 

identifying associated chemical and physical properties of 

those tested chemicals. 
GLOSSARY OF TERMS 23-10 GLOSSARY OF TERMS

Fire Front Following. A tactic used during WUI structure 

defense activities where resources take a position in a 

safe area and advance after the passage of the fire front 

to engage in perimeter control structure fire control, and 

conduct a primary search for victims. This action is taken 

when there is insufficient time to safely set up ahead of the 

fire or the intensity of the fire would likely cause injury to 

personnel located in front of the fire. 

Fireline Emergency Medical Technician (FEMT). The FEMT 

provides basic life support (BLS) emergency medical care to 

personnel operating on the fireline. 

Fireline Paramedic (FEMP). The FEMP provides advanced 

life support (ALS) emergency medical care to personnel 

operating on the fireline. 

Fixed Site Security Unit Leader. The Fixed Site Security Unit 

Leader(s) report to the Mobile Field Force Group Supervisor 

and/or Patrol Group Supervisor. The Fixed Site Security Unit 

Leader is responsible for the continuous physical security 

focused on the protection of people, property and the sites 

for a named place(s) or facility(ies), including providing or 

access control for these sites, place(s) or facility(ies). This 

could include incident facilities such as Incident Command 

Post and Staging Area(s).

Flood Evacuation Boat (FEB). Resource with personnel 

trained to operate in floodwaters with the specific task of 

evacuating persons or small domestic animals from isolated 

areas. 
GLOSSARY OF TERMS 23-11 GLOSSARY OF TERMS

General Staff. The group of incident management personnel 

comprised of the Operations Section Chief, Planning Section 

Chief, Logistics Section Chief, and Finance/Administration 

Section Chief. 

Group. Groups are established to divide the incident into 

functional areas of operation. Groups are located between 

Branches (when activated) and Resources in the Operations 

Section. (See Division). 

Handler. The Handler reports to the Decontamination Lane 

Manager. The Handler is responsible for the movement 

of ambulatory/non-ambulatory victims through the 

Contamination Reduction Corridor. The Handler assists with 

the movement of victims within the Contamination Reduction 

Zone from receipt of victim through the decontamination 

process. Handlers will go through the appropriate 

decontamination measures as outlined in the Site Safety and 

Control Plan Haz Mat (ICS Form 208HM) prior to exiting the 

Contamination Reduction Zone (CRZ).

Hazardous Material. Any solid, liquid, gas, or mixture thereof 

that can potentially cause harm to the human body through 

respiration, ingestion, skin absorption or contact and may 

pose a substantial threat to life, the environment, or to 

property. 

Hazardous Materials Categorization. A process to determine 

hazardous materials classification, and chemical and physical 

properties of unknown substances. 

Hazardous Materials Categorization Test (HAZ CAT). A field 

analysis to determine the hazardous characteristics of an 

unknown material. 
GLOSSARY OF TERMS 23-12 GLOSSARY OF TERMS

Hazardous Materials Company. Any piece(s) of equipment 

having the capabilities, PPE, equipment, and complement of 

personnel as specified in the Hazardous Materials Company 

Types and Minimum Standards found in the Field Operations 

Guide (ICS 420-1). 

Hazardous Materials Incident. The uncontrolled release or 

threat of release of a hazardous material that may impact life, 

the environment, or property. 

Hazardous Materials Incident Contingency Plan (HMICP). 

Hazardous Materials Incident Contingency Plan (HMICP) 

Section 8574.16-8574.18 of the California Government Code. 

California State Toxic Disaster Plan that would provide for an 

integrated and effective state procedure to respond to the 

occurrence of toxic disasters within the state. 

Heavy Floor Construction. Structures of this type are built 

utilizing cast-in-place concrete construction consisting of flat 

slab panel, waffle or two-way concrete slab assemblies. Pretensioned or post-tensioned reinforcing steel rebar or cable 

systems are common components for structural integrity. 

The vertical structural supports include integrated concrete 

columns, concrete enclosed or steel frame, that carry the 

load of all floor and roof assemblies. This type includes heavy 

timber construction that may use steel rods for reinforcing. 

Examples of this type of construction include offices, schools, 

apartments, hospitals, parking structures and multi-purpose 

facilities. Common heights vary from single-story to high-rise 

structures. 
GLOSSARY OF TERMS 23-13 GLOSSARY OF TERMS

Heavy Wall Construction. Materials used for construction 

are generally heavy and utilize an interdependent structural 

or monolithic system. These types of materials and their 

assemblies tend to make the structural system inherently 

rigid. This construction type is usually built without a skeletal 

structural frame. It utilizes a heavy wall support and assembly 

system to provide support for the floors and roof assemblies. 

Occupancies utilizing tilt-up concrete construction are 

typically one to three stories in height and consist of multiple 

monolithic concrete wall panel assemblies. They also use an 

interdependent girder, column and beam system for providing 

lateral wall support of floor and roof assemblies. Occupancies 

typically include commercial, mercantile and industrial. Other 

examples of this type of construction include reinforced and 

un-reinforced masonry (URM) buildings typically of low-rise 

construction, one to six stories in height, and of any type of 

occupancy. 

Helibase. A location within the general incident area for 

parking, fueling, maintenance, and loading of helicopters. 

Helicopter Rescue Operational. Personnel trained and 

equipped to work with helicopters and crew, for hoist, short 

haul-line victim extraction, rappel, or low-level insertions. 

Helispot. A location where a helicopter can take off and land. 

Helitanker. A helicopter equipped with a fixed tank, Air Tanker 

Board Certified, capable of delivering a minimum of 1,000 

gallons of water, retardant, or foam. 

Hospital Alert System. A communications system between 

medical facilities and on-incident medical personnel that 

provides available hospital patient receiving capability and/or 

medical control. 
GLOSSARY OF TERMS 23-14 GLOSSARY OF TERMS

Immediate Treatment. A patient who requires rapid 

assessment and medical intervention for survival. 

Incident Action Plan (IAP). A plan that contains objectives 

that reflects the incident strategy and specific control actions 

for the current or next operational period. 

Incident Command Post (ICP). That location at which 

the primary command functions are executed and usually 

collocated with the incident base. 

Incident Command System (ICS). The combination 

of facilities, equipment, personnel, procedures, and 

communications operating within a common organizational 

structure with responsibility for the management of assigned 

resources to effectively accomplish stated objectives 

pertaining to an incident. 

Incident Objectives. Statements of guidance and direction 

that are achievable, measurable, and necessary for the 

selection of appropriate strategy (ies), and the tactical 

direction of resources. 

Infrared (IR). A heat detection system used for fire detection, 

mapping and hot spot identification. 

Infrared (IR) Groundlink. A capability through the use of a 

special mobile ground station to receive air-to-ground infrared 

imagery for interpretation. 

Initial Response. Resources initially committed to an 

incident. 
GLOSSARY OF TERMS 23-15 GLOSSARY OF TERMS

Intelligence Group Supervisor. Initially reports to the Incident 

Commander, Planning Section Chief or the Operations 

Section Chief. In a large or complex incident, Intelligence may 

report to the Law Enforcement Group Supervisor or Branch 

Director. Based on the needs of the incident, Intelligence 

may be assigned as a Unit under Planning or a Group under 

Operations Branch. 

Investigation Unit Leader/Group Supervisor. Initially reports 

to the incident Commander, Planning Section Chief or the 

Operations Section Chief. In a large or complex incident, 

Investigation may report to the Law Enforcement Group 

Supervisor or Branch Director. Based on the needs of the 

incident, Investigation may be assigned as a Unit under 

Planning or Group under Operations Branch. 

IRB. Inflatable rescue boat. 

Joint Information System (JIS): Integrates incident 

information and public affairs into a cohesive organization 

designed to provide consistent, coordinated, timely 

information during crisis or incident operations. The mission 

of the JIS is to provide a structure and system for developing 

and delivering coordinated inter-agency messages; 

developing, recommending, and executing public information 

plans and strategies on behalf of the IC; advising the IC 

concerning public affairs issues that could affect a response 

effort; and controlling rumors and inaccurate information 

that could undermine public confidence in the emergency 

response effort. 

Jurisdictional Agency. The agency having responsibility for 

a specific geographical area or function as designated by 

statute or contract. 
GLOSSARY OF TERMS 23-16 GLOSSARY OF TERMS

Light Frame Construction. Materials used for construction 

are generally lightweight and provide a high degree of 

structural flexibility to applied forces, such as earthquakes, 

hurricanes, tornadoes, etc. These structures are typically 

constructed with a skeletal structural frame system of wood 

or light gauge steel components, which provide support to the 

floor or roof assemblies. Examples of this construction type 

are wood frame structures used for residential, multiple lowrise occupancies and light commercial occupancies up to four 

stories in height. Light gauge steel frame buildings include 

commercial business and light manufacturing occupancies 

and facilities. 

Mass Decontamination Group Supervisor. The mass 

Decontamination Group Supervisor reports to the Operations 

Section Chief, the Hazardous Materials Branch Director or 

the Mass Decontamination Branch Director (if activated). 

The Mass Decontamination Group Supervisor is responsible 

for the implementation of the phases of the Incident 

Action Plan dealing with the Mass Decontamination Group 

operations. The Mass Decontamination Group Supervisor 

is responsible for the assignment of resources within the 

Mass Decontamination Group, reporting on the progress of 

control operations and the status of resources within the 

Mass Decontamination Group. The Mass Decontamination 

Group Supervisor directs the overall operations of the Mass 

Decontamination Group. 

Mass Decontamination Unit Leader. The Mass 

Decontamination Unit Leader reports to the Hazardous 

Materials Group Supervisor or Mass Decontamination 

Group Supervisor (if activated). The Mass Decontamination 

Unit Leader is responsible for the operations of the mass 

decontamination element providing decontamination as 

required by the Incident Action Plan. 
GLOSSARY OF TERMS 23-17 GLOSSARY OF TERMS

Medical Supply Cache. A cache consists of standardized 

medical supplies and equipment stored in a predetermined 

location for dispatch to incidents. 

Message Center. The Message Center receives, records, and 

routes information about resources reporting to the incident, 

resource status, and administration and tactical traffic. 

MICU (Mobile Intensive Care Unit). Refers to a vehicle 

equipped to support paramedic functions. It would include 

drugs, medications, cardiac monitors and telemetry, and 

other specialized emergency medical equipment. 

Minor Treatment. These patients’ injuries require simple 

rudimentary first-aid. 

Mobile Field Force Group Supervisor. The Mobile Field Force 

Group Supervisor reports to the Operations Section Chief 

or Law Branch Director (if activated). The Mobile Field Force 

Group Supervisor is responsible for managing operations 

that may exceed the capabilities of the Patrol Group. The 

Mobile Field Force Group is trained and equipped to deal 

with large crowds, acts of civil disobedience, maintaining 

order and preserving the peace. They can be used in multiple 

configurations and/or varying tasks. The Mobile Field Force 

Group Supervisor is responsible for assigning resources 

within the Mobile Field Force Group.

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). Area designated for 

temporary placement of the dead. 
GLOSSARY OF TERMS 23-18 GLOSSARY OF TERMS

Multi-Agency Coordination (MAC). The coordination of 

assisting agency resources and support to emergency 

operations. 

Multi-Agency Coordination System (MACS). The 

combination of facilities, equipment, personnel, procedures, 

and communications integrated into a common system with 

responsibility for coordination of assisting agency resources 

and support to agency emergency operations. 

Multi-Casualty. The combination of numbers of injured 

personnel and type of injuries that exceed the capability of an 

agency’s normal first response. 

Not Threatened. A term used to describe a structure that, 

based on forecasted fire behavior, has constructed features 

and/or defensible space making it unlikely that the structure 

will ignite during the initial wildland fire front contact.

Operational Period. The period of time scheduled for 

execution of a given set of tactical actions as specified in the 

Incident Action Plan. 

Operations Coordination Center (OCC). The primary facility 

of the Multi-Agency Coordination System. It houses the staff 

and equipment necessary to perform the MACS functions. 

Orthophoto Maps. Aerial photographs corrected to scale so 

that geographic measurements may be taken directly from 

the prints. 

Out-of-Service Resources. Resources assigned to an incident 

but unable to respond for mechanical, rest, or personnel 

reasons. 
GLOSSARY OF TERMS 23-19 GLOSSARY OF TERMS

PACE. A military acronym adopted by the fire service that 

promotes contingency planning during fire ground activities. 

Primary Alternate Contingency Emergency

Patient Transportation Recorder. Responsible for recording 

pertinent information regarding off-incident transportation of 

patients. 

Patrol Group Supervisor. The Patrol Group Supervisor reports 

to the Operations Section Chief or Law Branch Director (if 

activated). The Patrol Group Supervisor is responsible for 

general law enforcement activities such as perimeter control, 

assisting in evacuation and shelter-in-place, traffic control, 

and liaison with the public. They can be used in multiple 

configurations and for varying tasks. The Patrol Group 

Supervisor is responsible for assigning resources within the 

Patrol Group. 

Personal Protective Equipment (PPE). That equipment 

and clothing required to shield and/or isolate personnel 

from thermal, chemical, radiological, physical, or biological 

hazards. 

Personnel Accountability. The ability to account for the 

location and status of personnel. 

Personnel Accountability Reports (PAR). Periodic reports 

verifying the status of responders assigned to an incident. 

PFD. Personal flotation device with a minimum U.S. Coast 

Guard rating of Type III or V. 

Planning Meeting. A meeting, held as needed throughout 

the duration of an incident, to select specific strategies and 

tactics for incident control operations and for service and 

support planning. 
GLOSSARY OF TERMS 23-20 GLOSSARY OF TERMS

Pre-Cast Construction. Structures of this type are built 

utilizing modular pre-cast concrete components that include 

floors, walls, columns and other sub-components that are 

field connected upon placement on site. Individual concrete 

components utilize imbedded steel reinforcing rods and 

welded wire mesh for structural integrity and may have either 

steel beam or column or concrete framing systems utilized for 

the overall structural assembly and building enclosure. These 

structures rely on single or multi-point connections for floor 

and wall enclosure assembly and are a safety and operational 

concern during collapse operations. Examples of this type of 

construction include commercial, mercantile, office and multiuse or multi-function structures including parking structures 

and large occupancy facilities. 

Prep and Defend. A tactic used to identify WUI structure 

defense activities where resources will remain and defend a 

structure when the fire front arrives. This tactic would be used 

when the conditions are such that it is safe for firefighters to 

remain. A Safety Zone or TRA must exist on site.

Prep and Go. A tactic used to identify WUI structure defense 

activities where there is some time to prepare a structure 

for defense ahead of the fire front arriving, but resources 

withdraw prior to fire contact. There may be some time to 

prepare a structure for defense ahead of the fire front, foams, 

gels, combustible materials removed, but potentially fire 

intensity make it too dangerous for fire resources to stay.

Protective Actions. The actions taken to preserve the health 

and safety of emergency responders and the public during an 

incident involving releases of hazardous materials. Examples 

would include evacuations or in-place protection techniques. 

PWC. Personal watercraft (water bike, jet ski). 
GLOSSARY OF TERMS 23-21 GLOSSARY OF TERMS

Qualified. A person meeting a recognized level of training, 

experience and certification for the assigned position. 

Radiation Monitoring and Detection. The use of specialized 

devices to determine the presence, type and intensity of 

ionizing radiation, and to determine dosage over time. 

Radio Cache. A cache may consist of a number of portable 

radios, a base station and, in some cases, a repeater stored 

in a predetermined location for dispatch to incidents. 

Rapid Intervention Crew/Company (RIC). A crew or company 

designated to standby in a state of readiness to rescue 

emergency personnel. 

Refuge Area. An area identified within the incident for the 

assembly of individuals in order to reduce the risk of further 

contamination or injury. 

Refuge Area Manager. The Refuge Area Manager reports 

to the Site Access Control Leader and coordinates with 

the Decontamination Leader and the Entry Leader. The 

Refuge Area Manager is responsible for evaluating and 

prioritizing victims with a high possibility for contamination 

for decontamination and treatment. This area should be 

separate from the Safe Refuge Area to prevent the spread 

of contamination by these victims. If there is a need for the 

Refuge Area Manager to enter the Contamination Reduction 

Zone in order to fulfill assigned responsibilities, then the 

appropriate Personal Protective Equipment shall be worn. 

Reinforced Response. Those resources requested in addition 

to the initial response. 

Reporting Locations. Any one of six facilities/locations where 

incident assigned resources may check in. 
GLOSSARY OF TERMS 23-22 GLOSSARY OF TERMS

Resources. All personnel and major items of equipment 

available, or potentially available, for assignment to incident 

tasks on which status is maintained. 

Respiratory Protection. The provision of a NIOSH approved 

breathing system to protect the respiratory system of the 

wearer from hazardous atmospheres. 

Responder Rehabilitation. The rest and treatment of 

incident personnel who are suffering from the effects of 

strenuous work and/or extreme conditions. 

RHIB. Rigid hull inflatable boat. 

Rigid Hull. A boat constructed of wood, fiberglass, or 

aluminum with no inflated components. 

Safe Refuge Area (SRA). A safe area within the 

Contamination Reduction Zone (CRZ) for the assembly 

of individuals who were on site at the time of the spill. 

Separation of any potentially contaminated or exposed 

persons from non-exposed persons should be accomplished 

in the SRA. 

Search Marking System. A standardized marking system 

employed during and after the search of a structure for 

potential victims. 

SEAT. Single Engine Airtanker. 

Section. The organization level having functional 

responsibility for primary segments of incident management 

(Operations, Planning, Logistics, Finance/Administration). The 

Section level is organizationally between Branch and Incident 

Commander. 
GLOSSARY OF TERMS 23-23 GLOSSARY OF TERMS

SEMS (Standardized Emergency Management System). 

California’s Emergency Management System that facilitates 

priority setting, interagency cooperation, and the efficient flow 

of resources and information utilizing ICS principles including 

the five elements of Command, Operations, Planning, 

Logistics, and Finance/Administration. SEMS is used in 

California at five levels: Field Response, Local Government, 

Operational Areas, Regions, and State. SEMS incorporates 

the Incident Command System, Multi/Inter-Agency 

Coordination, Mutual Aid, and the Operational Area Concept. 

Shelter-in-Place. A protective action term used to advise 

people to stay secure at their current location.

Single Resource. An individual piece of equipment and its 

personnel complement, or an established crew or team of 

individuals with an identified work supervisor that can be 

used on an incident. 

Site. That area within the Contamination Reduction Control 

Line at a hazardous materials incident. 

Site Safety and Control Plan Haz Mat (ICS 208HM). An 

emergency response plan describing the general safety 

procedures to be followed at an incident involving hazardous 

materials, and prepared in accordance with CCR Title 8, 

Section 5192, and 29 CFR 1910.120. 

Special Weapons and Tactics (SWAT) Group Supervisor. 

The SWAT Group Supervisor reports to Operations Section 

Chief or Law Branch Director (if activated). The SWAT Group 

Supervisor is responsible for law enforcement incidents such 

as hostage situations, barricaded suspects, armed suspects, 

and victim rescues. The SWAT Group Supervisor may 

coordinate Force protection for responders or dignitaries. The 

SWAT Group Supervisor is responsible for assigning resources 

within the SWAT Group.
GLOSSARY OF TERMS 23-24 GLOSSARY OF TERMS

Staging Area. That location where incident personnel and 

equipment are assigned on a three-minute available status. 

Standby Members (two-in, two-out). Two personnel who 

remain outside the hazard area during the initial stages of an 

incident to rescue responders and who are responsible for 

maintaining a constant awareness of the number and identity 

of members operating in the hazardous area, their location 

and function, and time of entry. 

START. Acronym for Simple Triage And Rapid Treatment. 

Strategy. The general plan or direction selected to 

accomplish incident objectives. 

Strike Team. Specified combinations of the same kind and 

type of resources, with common communications and a 

leader. 

Structure/Hazards Marking System. A standardized marking 

system to identify structures in a specific area and any 

hazards found within or near the structure. 

Support Zone. The area outside of the Contamination Control 

Line where equipment and personnel are assembled in 

support of incident operations, wherein such personnel and 

equipment are not expected to become contaminated. 

Swiftwater. Water that is moving fast enough to produce 

sufficient force to present a significant life and safety hazard 

to a person entering the water. 
GLOSSARY OF TERMS 23-25 GLOSSARY OF TERMS

Training Levels: 

Awareness: Knowledge based course of instruction, 

emphasizing hazards and personnel safety. Generally 

lecture only. 

Operational: Participation based course of instruction; 

emphasizing personal safety, team safety and limited 

low risk victim rescue. The course generally includes 

objective evaluation and testing. 

Technician: Performance based course of instruction 

emphasizing personnel safety, team safety, and mid to 

high-risk victim rescue. The course generally includes 

objective evaluation and testing. 

Tactical Maneuver. Actions that imply movement and 

purposeful reaction to change. Reacting to changes in fire 

behavior with agile tactical solutions as opposed to rigid 

defending and inflexible plans.

Tactical Patrol. A WUI tactic focused on resource mobility and 

the continuous monitoring of an assigned area. Situational 

awareness, active suppression actions and vigilance are key 

elements of tactical patrol.

Tactics. Deploying and directing resources on an incident 

to accomplish the objectives designated by current incident 

strategy. 

Task Force. A group of resources with common 

communications and a leader that may be pre-established 

and sent to an incident, or formed at an incident. 
GLOSSARY OF TERMS 23-26 GLOSSARY OF TERMS

Technical Reference. Access to, use of, and interpretation 

of various technical databases, chemical substance data 

depositories, response guidelines, regulatory documents, and 

other sources both in print and electronic format. 

Technical Specialists. Personnel with special skills who are 

activated only when needed. 

Technical Specialist-Hazardous Materials Reference. 

Reports to the Hazardous Materials Group Supervisor 

or Hazardous Materials Branch Director (if activated). 

This position provides continuous technical information 

and assistance to the Hazardous Materials Group using 

various reference sources such as computer databases, 

technical journals, CHEMTREC, and phone contact with 

facility representatives. The Technical Specialist-Hazardous 

Materials Reference may provide product identification using 

hazardous categorization tests and/or any other means of 

identifying unknown materials. 

Temporary Refuge Area (TRA). A fire ground location 

intended to provide firefighters with limited short-term relief 

or refuge from an unexpected increase in fire intensity 

without the immediate need of a fire shelter. A TRA should 

provide time enough for responders to assess their situation 

and execute a plan to safely survive the increase in fire 

behavior. 

Threatened-Defensible. A term used to describe a structure 

that based on forecasted fire behavior has a Safety Zone or 

TRA available on site based and firefighters can safely remain 

at the structure when the fire front arrives. 

Threatened - Non-Defensible. A term used to describe a 

structure that based on forecasted fire behavior does not 

have a Safety Zone or TRA available on site. 
GLOSSARY OF TERMS 23-27 GLOSSARY OF TERMS

Triage. Screening and classification to determine priority 

needs in order to ensure the efficient use of personnel, 

equipment and facilities. 

Triage Tag (medical). A tag used by triage personnel to 

identify and document the patient’s medical condition. 

Unified Command. Unified Command is a team effort that 

allows all agencies with jurisdictional responsibility for the 

incident, either geographical or functional, to manage an 

incident by establishing a common set of incident objectives 

and strategies. This is accomplished without losing or 

abdicating agency authority, responsibility or accountability. 

Unit. An organizational element having responsibility for a 

specific function within the Operations, Plans, Logistics, or 

Finance Sections.

Urban Search and Rescue (US&R) Company. Any ground 

vehicle(s) providing a specified level of US&R operational 

capability, rescue equipment, and personnel. 

Urban Search and Rescue (US&R) Crew. A pre-determined 

number of individuals who are supervised, organized and 

trained principally for a specified level of US&R operational 

capability. They respond without equipment and are used 

to relieve or increase the number of US&R personnel at the 

incident. 

Watershed Rehabilitation. Restoration of watershed to, as 

near as possible, its pre-incident condition, or to a condition 

where it can recover on its own. Also known as “rehab”. 
GLOSSARY OF TERMS 23-28 GLOSSARY OF TERMS

Weapons of Mass Destruction (WMD). Reference to those 

substances that can be weaponized and are developed for 

the purpose of creating widespread injury, illness and death. 

Agents are produced in quantity and/or filled into munitions 

in a specialized formulation with enhanced shelf life or 

dissemination properties.
WATCH OUT SITUATIONS

1. Fire not scouted and sized up.

2. In country not seen in daylight.

3. Safety zones and escape routes not identified.

4. Unfamiliar with weather and local factors 

influencing fire behavior.

5. Uninformed on strategy, tactics, and hazards.

6. Instructions and assignments not clear.

7. No communication link with crew members or 

supervisor.

8. Constructing line without safe anchor point.

9. Building fire line downhill with fire below.

10. Attempting frontal assault on fire.

11. Unburned fuel between you and fire.

12. Cannot see main fire, not in contact with 

someone who can.

13. On a hillside where rolling material can ignite 

fuel below. 

14. Weather becoming hotter and drier.

15. Wind increases and/or changes direction.

16. Getting frequent spot fires across line.

17. Terrain and fuels make escape to safety zones 

difficult.

18. Taking nap near fireline.