U.S. COAST GUARD 

COMDTPUB P3120.17A 

AUGUST 2006 

U.S. DEPARTMENT OF 

HOMELAND SECURITY 

INCIDENT MANAGEMENT 

HANDBOOK 

U.S. COAST GUARD 
USCG PHONE NUMBERS 

FOR DISTRICT/AREA 

COMMAND CENTERS 

CG CRITICAL INCIDENT COMMS 800-323-7233 

FIRST DISTRICT 617-223-8555 

ATLANTIC AREA / FIFTH DISTRICT 757-398-6391 

SEVENTH DISTRICT 305-415-6800 

EIGHTH DISTRICT 504-589-6225 

NINTH DISTRICT 216-902-6117 

PACIFIC AREA / ELEVENTH DISTRICT 510-437-3701 

THIRTEENTH DISTRICT 206-220-7001 

FOURTEENTH DISTRICT 808-541-2500 

SEVENTEENTH DISTRICT 907-463-2000 

CG COMMAND CENTER 800-323-7233 

NATIONAL RESPONSE CENTER 800-424-8802 

 


U.S. COAST GUARD 

INCIDENT MANAGEMENT HANDBOOK 

INCIDENT COMMAND SYSTEM 

(ICS) 

PREPARED BY U.S. COAST GUARD 

WASHINGTON, D.C. 20593 

2006 EDITION 
Comments 

Please provide comments on this manual to 

the Coast Guard Headquarters Office of 

Response, Incident Management and 

Preparedness: 

USCG Commandant (G-RPP) 

2100 Second Street, S.W. 

Washington, D.C. 20593-0001 

For sale by the 

U S Government Printing Office 

Superintendent of Documents 

732 North Capitol St. NW 

Washington, DC 20401 

Phone: 202-512-0000 

Http://www.gpo.gov

Online bookstore: http://bookstore.gpo.gov/
AUGUST 2006 

i 

TABLE OF CONTENTS TABLE OF CONTENTS

TABLE OF CONTENTS 

Chapter 1 Introduction 

Chapter 2 Common Responsibilities 

Chapter 3 Planning Cycle/Meetings/Briefings 

Chapter 4 Key Decisions/Objectives 

Chapter 5 Unified Command 

Chapter 6 Command Staff 

Chapter 7 Operations Section 

Chapter 8 Planning Section 

Chapter 9 Logistics Section 

Chapter 10 Finance/Administration Section 

Chapter 11 Intelligence 

Chapter 12 Organizational Guides 

Chapter 13 Area Command 

Chapter 14 Joint Field Office/Incidents of 

 National Significance 

Chapter 15 Terrorism 

Chapter 16 Maritime Security/Antiterrorism 

Chapter 17 Law Enforcement 

Chapter 18 Search and Rescue 

Chapter 19 Oil Spill 

Chapter 20 Hazardous Substance (Chemical, 

 Biological, Radiological, Nuclear) 

Chapter 21 Marine Fire 

Chapter 22 Multi-Casualty 

Chapter 23 Event Management 

Chapter 24 Forms 

Chapter 25 Glossary & Acronyms 
AUGUST 2006 

ii 

TABLE OF CONTENTS TABLE OF CONTENTS

THIS PAGE INTENTIONALLY LEFT BLANK 
1-1 

INTRODUCTION INTRODUCTION 

CHAPTER 1 

INTRODUCTION 

The U.S. Coast Guard Incident Management Handbook 

(IMH) is designed to assist Coast Guard personnel in 

the use of the National Incident Management System 

(NIMS) Incident Command System (ICS) during 

response operations. The IMH is intended to be used 

as an easy reference job aid for responders. It is not a 

policy document, but rather guidance for response 

personnel. During development of the IMH, it was 

recognized that eighty-percent of all response 

operations share common principles, procedures and 

processes. The other twenty-percent of response 

operations are unique to the type of incident, such as a 

search and rescue case or an oil spill. The handbook is 

laid out so that the generic information applicable to all 

responses is presented up-front. For example, the 

duties and responsibilities of the Planning Section Chief 

(PSC) are found in the generic section since a PSC’s 

job description under ICS does not change from one 

type of incident to another. The remainder of the IMH 

is divided into eight types of incidents the Coast Guard 

is most likely to respond to. They are: 

Terrorism 

Search and Rescue 

Law Enforcement 

Oil Spills 

Hazardous Substance (Chemical, Biological, 

Radiological, Nuclear) 

Marine Fire Fighting and Salvage 

Event Management and National Special Security 

Event (NSSE) 

Multi-Casualty 
1-2 

INTRODUCTION INTRODUCTION 

Each of the scenario chapters pertain to a specific type 

of incident provides a situation from which to illustrate 

how an incident starts off with first responders and 

escalates to a large multi-agency response 

organization. The organizational charts in each chapter 

are only intended as examples of how an ICS 

organization may be developed to respond to that type 

of incident. Additionally, in each chapter are incidentspecific job descriptions that have proven valuable in 

past response operations. An example of an incidentspecific position would be the Vessel Disposition Group 

Supervisor located in the Law Enforcement chapter. 

Coast Guard response personnel may come from any 

component of the Coast Guard (Active Duty, Reserve, 

Auxiliary, or Civilian Employees). Responders should 

have a basic understanding of NIMS and NIMS ICS to 

ensure they can effectively operate within the ICS 

organization and properly use and understand this IMH. 

Please note that acronyms are used extensively 

throughout this handbook and will not necessarily be 

identified when first used, however, an acronym list can 

be found in chapter 25. 
2-1

COMMON RESPONSIBILITIES COMMON RESPONSIBILITIES 

CHAPTER 2 

COMMON RESPONSIBILITIES 

COMMON RESPONSIBILITIES 

The following checklist is applicable to all personnel in 

an ICS organization: 

a. Receive assignment from your agency, including: 

• Job assignment (e.g. designation, position, etc.). 

• Brief overview of type and magnitude of incident. 

• Resource order number and request 

number/Travel Orders (TONO). 

• Travel instructions including reporting location 

and reporting time. 

• Any special communications instructions (e.g. 

travel, radio frequency). 

• Monitor incident related information from media, 

internet, etc., if available. 

• Assess personal equipment readiness for 

specific incident and climate (e.g. medications, 

money, computer, medical record, etc.). 

Maintain a checklist of items and possibly a 

personal Go-Kit. 

• Inform others as to where you are going and 

how to contact you. 

• Review Coast Guard Incident Management 

Handbook. 

• Take advantage of available travel to rest prior 

to arrival. 

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

designated check-in location. Check-in may be 

found at any of the following locations: 

• Incident Command Post (ICP). 

• Base. 

• Staging Areas. 
2-2

COMMON RESPONSIBILITIES COMMON RESPONSIBILITIES 

• Helibases. 

Note: If you are instructed to report directly to an 

on-scene assignment, check in with the 

Division/Group Supervisor or the Operations 

Section Chief. 

c. Receive briefing from immediate supervisor. 

d. Agency representatives from assisting or 

cooperating agencies report to the Liaison Officer 

(LNO) at the ICP after check-in. 

e. Acquire work materials. 

f. Abide by organizational code of ethics. 

g. Participate in IMT meetings and briefings as 

appropriate. 

h. Ensure compliance with all safety practices and 

procedures. Report unsafe conditions to the 

Safety Officer. 

i. Supervisors shall maintain accountability for their 

assigned personnel with regard as to exact 

location(s), personal safety, and welfare at all 

times, especially when working in or around 

incident operations. 

j. Organize and brief subordinates. 

k. Know your assigned communication methods 

and procedures for your area of responsibility and 

ensure that communication equipment is 

operating properly. 

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

all radio communications. 

m. Complete forms and reports required of the 

assigned position and ensure proper disposition 

of incident documentation as directed by the 

Documentation Unit. 

n. Ensure all equipment is operational prior to each 

work period. 

o. Report any signs/symptoms of extended incident 

stress, injury, fatigue or illness for yourself or 
2-3

COMMON RESPONSIBILITIES COMMON RESPONSIBILITIES 

coworkers to your supervisor. 

p. Brief shift replacement on ongoing operations 

when relieved at operational periods or rotation 

out. 

q. Respond to demobilization orders and brief 

subordinates regarding demobilization. 

r. Prepare personal belongings for demobilization. 

s. Return all assigned equipment to appropriate 

location. 

t. Complete Demobilization Check-out process 

before returning to home base. 

u. Participate in After-Action activities as directed. 

v. Carry out all assignments as directed. 

w. Upon demobilization, notify RESL at incident site 

and home unit of your safe return. 

UNIT LEADER RESPONSIBILITIES 

In NIMS ICS, a number of the Unit Leader's 

responsibilities are common to all functions within the 

ICS organization. Common responsibilities of Unit 

Leaders are listed below. These will not be repeated in 

Unit Leader Position Checklists in subsequent 

chapters. 

a. Review Common Responsibilities in Chapter 2. 

b. Upon check-in, receive briefing from Incident 

Commander, Section Chief, Unit Leader or 

Branch Director as appropriate. 

c. Participate in incident meetings and briefings, as 

required. 

d. Determine current status of unit activities. 

e. Determine resource needs. 

f. Order additional unit staff, as appropriate. 

g. Confirm dispatch and estimated time of arrival of 

staff and supplies. 

h. Assign specific duties to staff and supervise staff. 

i. Develop and implement accountability, safety and 

security measures for personnel and resources. 
2-4

COMMON RESPONSIBILITIES COMMON RESPONSIBILITIES 

j. Supervise demobilization of unit, including 

storage of supplies. 

k. Provide Supply Unit Leader with a list of supplies 

to be replenished. 

l. Maintain unit records, including Unit Log (ICS 

214-CG). 

m. Individual responders may want to maintain 

personal log of actions, decisions and events. 

n. Carry out all assignments as directed. 
AUGUST 2006 

3-1 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

CHAPTER 3 

OPERATIONAL PLANNING CYCLE, MEETINGS, 

BRIEFINGS, AND THE ACTION 

PLANNING PROCESS 

OPERATIONAL 

PLANNING 

CYCLE 

Events most related to assembling an 

Incident Action Plan (IAP) 

 

Incident Brief 

ICS-201 

Initial Response 

and Assessment

Notifications

Incident/Event

Initial Response 

Initial UC 

Meeting 

Preparing for 

the Planning 

Meeting 

Preparing 

for the Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

New Ops 

Period Begins

 Command & 

 General Staff 

 Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 

 Operations 

 Briefing

IAP Prep & 

Approval 

IC/UC 

Develop/Update 

Objectives 

Meeting 
AUGUST 2006 

3-2 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

INITIAL RESPONSE AND ASSESSMENT - The period 

of Initial Response and Assessment occurs in all 

incidents. Short-term responses, which are small in 

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

operational period), can often be coordinated using only 

ICS-201-CG (Incident Briefing Form).

INCIDENT BRIEFING (ICS-201) - During the transfer-ofcommand process, an ICS-201-formatted briefing 

provides the incoming Incident Commander (IC)/Unified 

Command (UC) with basic information regarding the 

incident situation and the resources allotted to the 

incident. Most importantly it functions as the Incident 

Action Plan (IAP) for the initial response and remains in 

force and continues to develop (updated) until the 

response ends or the Planning Section generates the 

incident's first IAP. It is also suitable for briefing 

individuals newly assigned to the Command and General 

Staff, incoming tactical resources, as well as needed 

assessment briefings for the staff. 

ICS-201-CG facilitates documentation of the current 

situation, initial response objectives, current and planned 

actions, resources assigned and requested, on-scene 

organization structure and incident potential. This form is 

essential for future planning and the effective 

management of initial response activities. 

When: New IC/UC; staff briefing as required 

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

Attendees: Prospective IC/UC; Command and 

General Staff, as available 
AUGUST 2006 

3-3 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

Incident Briefing (ICS-201) Agenda: 

Using ICS-201-CG as an outline, include: 

1. Current situation (note territory, exposures, safety 

concerns, etc.; use map/charts). 

2. Initial objectives and priorities. 

3. Current and planned actions. 

4. Current on-scene organization. 

5. Resource assignments. 

6. Resources en-route and/or ordered. 

7. Facilities established. 

8. Incident potential. 

General Tasks

Incident Commander

 Obtains incident brief using ICS-201-CG.

 Assesses operational requirements.

 Determines current/future organizational 

and response requirements and 

objectives.

Operations 

 Obtains briefing from IC. 

 Considers available Contingency Plan. 

 Develops strategies and tactics. 

 Assembles additional resources. 

 Manages response using ICS-201-CG. 

Planning

 If available, facilitates briefing. 

 If/when activated, orders staff. 

Logistics

 If/when activated, orders staff. 

Finance/Admin

 If/when activated, orders staff. 

Incident Brief

ICS-201 

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response 

Preparing for 

the Planning 

Meeting 

IC/UC 

Develop/Update

Objectives 

Meeting 

Preparing 

for the 

Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

Initial UC 

Meeting

New Ops

Period Begins

Command & 

General Staff 

Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 Operations

 Briefing 

IAP Prep &

Approval 
AUGUST 2006 

3-4 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

INITIAL UNIFIED COMMAND MEETING - Provides UC 

officials with an opportunity to discuss and concur on 

important issues prior to the Unified Command 

Objectives Meeting. The meeting should be brief and all 

important decisions and direction documented. Prior to 

the meeting, IC’s should have an opportunity to review 

and prepare to address the agenda items. The results of 

this meeting will help to guide the overall response 

efforts. 

When: The UC is formed prior to the first meeting. 

Facilitator: UC member or PSC (if available). 

Attendees: Only ICs that will comprise the UC, DOCL. 

Initial Unified Command Meeting Agenda: 

1. Meeting brought to order, cover ground rules and 

reviews agenda. 

2. Validate makeup of newly formed UC, based on 

Chapter 5 criteria. 

3. Clarify UC Roles and Responsibilities. 

4. Review agency policies. 

5. Negotiate and agree on Key Decisions which may 

General Tasks 

Incident Commander.

 Negotiates UC participation. 

 Clarifies UC roles & responsibilities. 

 Negotiates and agrees on key decisions 

including: 

 AOR of Incident. 

 Name of the incident. 

 Overall response organization, 

 Location of ICP, facilities, and support. 

 Op Period length/start time and work 

shifts hours. 

 OSC and Deputy OSC and 

 other key Command and General staff 

and technical support as needed 

Operations

 Briefs UC members on current 

operations. 

Planning

 If available, facilitates and documents 

meeting. 

Logistics & Finance/Admin

 May not be activated at this time. 

Incident Brief

ICS-201 

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response 

Preparing for 

the Planning 

Meeting 

IC/UC 

Develop/Update

Objectives 

Meeting 

Preparing 

for the 

Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

Initial UC 

Meeting

New Ops

Period Begins

Command & 

General Staff 

Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 Operations

 Briefing 

IAP Prep &

Approval 
AUGUST 2006 

3-5 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

include: 

a. UC jurisdictional boundaries and focus (Area of 

Responsibility (AOR)). 

b. Name of incident. 

c. Overall response organization, including 

integration of assisting and cooperating agencies. 

d. Location of Incident Command Post (if not already 

identified) and other critical facilities, as 

appropriate. 

e. Operational period length/start time and work shift 

hours. 

f. Best-qualified Operations Section Chief and 

Deputy. 

g. Other key Command and General staff 

assignments and technical support as needed. 

6. Summarize and document key decisions. 

UNIFIED COMMAND OBJECTIVES MEETING

(Sometimes called STRATEGY MEETING) - The UC 

will set response priorities, identify any limitations and 

constraints, develop incident objectives and establish 

guidelines for the IMT to follow. For reoccurring 

meetings, all products will be reviewed and updated as 

needed. Products resulting from this meeting along with 

decisions and direction from the Initial UC meeting will be 

presented at the Command and General Staff Meeting. 

When: Prior to Command and General Staff 

Meeting. 

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

Attendees: IC/UC Members; Selected Command 

and General Staff as appropriate, DOCL. 
AUGUST 2006 

3-6 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

Unified Command Objectives Meeting Agenda: 

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

covers ground rules and reviews agenda. 

2. Review and/or update key decisions. 

3. Develop or review/update response Priorities, 

Limitations and Constraints. 

4. Develop or review Incident Objectives. 

5. Develop or review/update Key Procedures which may 

include: 

a. Managing sensitive information, 

b. Information flow 

c. Resource ordering, 

d. Cost sharing and cost accounting, and 

e. Operational security issues. 

6. Develop or review/update tasks for Command and 

General Staff to accomplish (ICS-233-CG). 

7. Review, document and/or resolve status of any open 

actions (ICS-233-CG). 

8. Agree on division of UC workload. 

9. Prepare for the Command and General Staff 

Meeting. 

Incident Brief

ICS-201 

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response 

Preparing for 

the Planning 

Meeting 

IC/UC 

Develop/Update

Objectives 

Meeting 

Preparing 

for the 

Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

Initial UC 

Meeting

New Ops

Period Begins

Command & 

General Staff 

Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 Operations

 Briefing 

IAP Prep & 

Approval 

General Tasks 

Command

 Develops incident priorities 

 Identifies Limitations and Constraints 

 Develops Incident Objectives. 

 Identifies Key Procedures 

 Develops tasks for Command and 

General Staff. 

 Agree on division of of UC workload 

Operations

 May be present if required. 

Planning

 Facilitates and documents meeting. 

 Proposes draft objectives to 

Command. 
AUGUST 2006 

3-7 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

COMMAND AND GENERAL STAFF MEETING – 

At the Command and General Staff Meeting, IC/UC will 

present their decisions and management direction to the 

Command and General Staff Members. This meeting 

should clarify and help to ensure understanding among 

the core IMT members on the decisions, objectives, 

priorities, procedures and functional assignments (tasks) 

that the UC has discussed and reached agreement on. 

Ensuing Command and General Staff Meetings will cover 

any changes in Command direction, review Open Actions 

and status of assigned tasks (ICS-233-CG). 

When: Prior to Tactics Meeting. 

Facilitator: PSC. 

Attendees: IC/UC Members, Command and General 

Staff, SITL, and DOCL 

Command and General Staff Meeting Agenda: 

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

ground rules and reviews agenda. 

2. SITL conducts situation status briefing. 

3. IC/UC 

a. Provides comments. 

Incident Brief

ICS-201 

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response 

Preparing for 

the Planning 

Meeting 

IC/UC 

Develop/Update

Objectives 

Meeting 

Preparing 

for the 

Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

Initial UC 

Meeting

New Ops

Period Begins

Command & 

General Staff 

Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 Operations

 Briefing 

IAP Prep &

Approval 

General Tasks

Command

 Reviews key decisions, priorities, 

constraints, limitations, objectives and 

procedures. 

 Presents/reviews functional work 

assignments (tasks) to the Command 

and General Staff members. 

 Reviews status of Open Actions, work 

assignments (tasks) from previous 

meetings. 

Operations

 Provides update on current operations. 

Planning

 Facilitates and documents meeting. 

 Sets up meeting room. 

Situation Unit Leader

 Provides update on current situation 

and projections if available. 

Documentation Unit Leader

 Documents meeting and distributes 

meeting materials. 
AUGUST 2006 

3-8 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

b. Reviews key decisions, priorities, constraints and 

limitations (if new or changed). 

c. Discusses incident objectives, 

d. Reviews key procedures (if new or changed), and 

e. Assigns or reviews functional tasks/open actions 

(ICS-233-CG). 

4. PSC facilitates open discussion to clarify priorities, 

objectives, assignments, issues, concerns and open 

actions/tasks. 

5. IC/UC provides closing comments. 

PREPARING FOR THE TACTICS MEETING – During 

this phase of the Operational Planning Cycle, the 

OSC/PSC begin the work of preparing for the upcoming 

Tactics Meeting. They review incident objectives to 

determine those that are OSC responsibility and consider 

Command priorities. They may draft a Work Analysis 

Matrix (ICS-334-CG) which helps document strategies 

and tactics to meet those objectives assigned, and 

should draft an Operational Planning Worksheet (ICS215-CG) and an Operations Section organization chart 

for the next operational period. Also, the SOFR should 

begin to develop the Hazard Risk Analysis Worksheet 

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

process to the greatest extent possible to ensure that the 

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

the Tactics Meeting is organized and accurate. 

When: Prior to Tactics Meeting. 

Facilitator: PSC facilitates process. 

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

of time. 
AUGUST 2006 

3-9 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

TACTICS MEETING - This 30-minute meeting produces 

operational input needed to support the IAP. The OSC 

may present the Work Analysis Matrix (ICS-234-CG), if 

completed and will present the draft Operational Planning 

Worksheet (ICS-215-CG). The proposed Operations 

Section organization will also be presented by OSC and 

solidified. The SOFR will present the draft Hazard Risk 

Analysis Worksheet (ICS-215a-CG). OSC/PSC will 

solicit input of attendees in order to refine these draft 

products for full staff approval at the Planning Meeting. 

When: Prior to Planning Meeting. 

Facilitator: PSC. 

Attendees: PSC, OSC, LSC, RESL, SITL, SOFR, 

DOCL, COML, THSP (as needed). 

General Tasks 

Operations

 Develops draft strategies and tactics 

for each operationally oriented incident 

objective May use Work Analysis 

Matrix, ICS-234-CG. 

 Develops alternative and/or 

contingency strategies and tactics. 

 Outlines work assignments (tactics) & 

required resources using ICS-215-CG. 

 Develops/outlines Operations Section 

organization for next operational 

period. 

Planning

 Facilitates process. 

 Reviews incident objectives & agrees 

on those that are the responsibility of 

the Operations Section to complete. 

 Ensures Technical Specialists are 

included and prepared to contribute as 

appropriate. 

 Presents situation information and 

provides projections. 

Safety Officer

 Begins to develop the Hazard Risk 

Analysis ICS-215a-CG. 

Incident Brief

ICS-201 

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response 

Preparing for 

the Planning 

Meeting 

IC/UC 

Develop/Update

Objectives 

Meeting 

Preparing 

for the 

Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

Initial UC 

Meeting

New Ops

Period Begins

Command & 

General Staff 

Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 Operations

 Briefing 

IAP Prep &

Approval 
AUGUST 2006 

3-10 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

Tactics Meeting Agenda: 

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

covers ground rules and reviews agenda. 

2. SITL reviews the current & projected incident 

situation. 

3. PSC reviews incident operational objectives and 

ensures accountability for each. 

4. OSC reviews, if completed, the Work Analysis Matrix 

(ICS-234-CG) strategy and tactics. 

5. OSC reviews and/or completes the Operational 

Planning Worksheet (ICS-215-CG) which addresses 

work assignments, resource commitments, 

contingencies and needed support facilities, i.e., 

Staging Areas. 

6. OSC reviews and/or completes Operations Section 

organization chart. 

7. SOFR reviews and/or completes the Hazard Risk 

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

and resolves any critical safety issues. 

General Tasks 

Operations: 

 Briefs current operations. 

 Presents strategies, tactics and resource 

needs using ICS-215-CG. 

 Identifies alternative strategies. 

 Presents Operations Section Organization. 

Planning

 Sets up meeting room. 

 Facilitates meeting. 

 Presents current situation and provides 

projections. 

 Presents resources status. 

 Documents meeting. 

Safety

 Identifies potential hazards and recommends 

mitigation measures.

 Presents the Hazard Risk Analysis ICS215a-CG.

Logistics

 Contributes logistics information as 

necessary. 

 Determines support requirements based on 

the ICS-215-CG (i.e. facilities and other 

logistical infrastructure).

 Prepares to order needed resources. 

Incident Brief 

ICS-201 

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response 

Preparing for 

the Planning 

Meeting 

IC/UC 

Develop/Update 

Objectives 

Meeting 

Preparing 

for the 

Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

Initial UC 

Meeting

New Ops

Period Begins

Command & 

General Staff 

Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 Operations

 Briefing 

IAP Prep &

Approval 
AUGUST 2006 

3-11 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

8. LSC discusses and resolves any logistics issues. 

9. PSC validates connectivity of tactics and operational 

objectives. 

PREPARING FOR THE PLANNING MEETING 

The Command and General Staffs prepare for the 

upcoming Planning Meeting. The PSC ensures the 

material, information, resources, etc., used or discussed 

in the Planning Meeting are prepared and ready for 

presentation during the meeting. 

When: Prior to the Planning Meeting. 

Facilitator: PSC facilitates process. 

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

of time. 

General Tasks 

Command

 Prepares further guidance/clarification. 

 As needed, meets informally with appropriate staff 

members. 

Operations

 Prepares on-going operations update. 

 Prepares final draft ICS-215-CG. 

 Coordinates with other staff as needed. 

Planning

 Sets up meeting room. 

 Develops resource, support and overhead requests 

and submits to Logistics. 

 Publishes/distributes meeting schedule and ensures 

attendees are prepared. 

 Duplicates documents for Command that are 

needed to support presentations. 

Logistics

 Orders resources to support IAP. 

 Considers and orders support requirements, 

including communications, transportation, medical, 

etc. 

 Prepares for Planning Meeting. 

 Verifies support requirements. 

Finance/Admin

 Prepares for Planning Meeting.

 Verifies financial and administrative requirements.

Incident Brief 

ICS-201 

Initial Response 

& Assessment

Notifications

Incident/Event

Initial Response 

Preparing for 

the Planning 

Meeting 

IC/UC 

Develop/Update 

Objectives 

Meeting 

Preparing 

for the 

Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

Initial UC 

Meeting

New Ops

Period Begins

Command & 

General Staff 

Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 Operations

 Briefing 

IAP Prep &

Approval 
AUGUST 2006 

3-12 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

PLANNING MEETING - This meeting provides an 

overview of the tactical plan to achieve Command’s 

current direction, priorities and objectives. The OSC will 

present the proposed plan to the Command and General 

Staff for review and comment. OSC will discuss strategy 

and tactics that were considered and chosen to best 

meet command’s direction for the next operational period. 

The OSC will also briefly discuss how the incident will be 

managed along with work assignments and resources 

and support required to implement the proposed plan. 

This meeting provides the opportunity for Command and 

General Staff to discuss and resolve any issues and 

concerns prior to assembling the IAP. After review and 

updates are made, planning meeting attendees commit to 

support the plan. 

When: After the Tactics Meeting. 

Facilitator: PSC. 

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

SITL, DOCL and THSP (as required). 

General Tasks 

Command

 Ensures all of Command’s direction, priorities 

and objectives have been met. 

 Provides further direction and resolves 

differences as needed. 

 Gives tacit approval of proposed plan. 

Operations 

 Provides overview of current OPS. 

 Presents plan of action including; strategies, 

tactics, contingencies, resources, organization 

structure and overall management 

considerations i.e. divisions/groups etc. 

Planning

 Facilitates meeting. 

 Briefs current situation. 

 Provides projections. 

 Documents meeting. 

Logistics

 Briefs logistical support/services and resource 

ordering status. 

 Discusses operational facility issues. 

Finance/Admin

 Briefs administrative and financial 

status/projections, etc. 

Command Staff

 Discusses and resolves any Safety, Liaison 

and Media considerations and issues.

Incident Brief 

ICS-201 

Initial Response 

 & Assessment

Notifications

Incident/Event

Initial Response 

Preparing for 

the Planning 

Meeting 

IC/UC 

Develop/Update 

Objectives 

Meeting 

Preparing 

for the 

Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

Initial UC 

Meeting

New Ops 

Period Begins 

Command & 

General Staff 

Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 Operations 

 Briefing 

IAP Prep & 

Approval 
AUGUST 2006 

3-13 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

Planning Meeting Agenda: 

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

covers ground rules and reviews agenda. 

2. IC/UC provides opening remarks. 

3. SITL provides briefing on current situation, resources 

at risk, weather/sea forecast and incident projections. 

4. PSC reviews Command’s incident priorities, 

decisions and objectives. 

5. OSC provides briefing on current operations followed 

with an overview on the proposed plan including 

strategy, tactics/work assignments (ICS-215-CG), 

resource commitment, contingencies, Operations 

Section organization structure and needed support 

facilities, i.e., Staging Areas. 

6. PSC reviews proposed plan to ensure that 

Command’s priorities and operational objectives are 

met. 

7. PSC reviews and validates responsibility for any 

open actions/tasks (ICS-233-CG) and management 

objectives. 

8. PSC conducts round robin of Command and General 

Staff members to solicit their final input and 

commitment to the proposed plan: 

a. LSC covers transport, communications and 

supply updates and issues, 

b. FSC covers fiscal issues. 

c. SOFR covers safety issues, 

d. PIO covers public affairs and public information 

issues, 

e. LNO covers interagency issues and 

f. INTO covers intelligence issues. 

9. PSC requests Command’s tacit approval of the plan 

as presented. IC/UC may provide final comments. 

10. PSC issues assignments to appropriate IMT 

members for developing IAP support documentation 

along with deadlines. 
AUGUST 2006 

3-14 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

INCIDENT ACTION PLAN PREPARATION AND 

APPROVAL – Appropriate IMT members must 

immediately complete the assigned task/products that are 

needed to include in the IAP. These products must meet 

the deadline as set by the PSC so that planning can 

assemble the IAP components. The deadline must be 

early enough to permit timely IC/UC review, approval, 

and duplication of sufficient copies for the Operations 

Briefing and other IMT members. 

When: Immediately following the Planning 

Meeting, the PSC assigns the deadline for 

products. 

Facilitator: PSC facilitates process. 

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

time. 

General Tasks 

Command

 Reviews, approves and signs IAP. 

Operations

 Provides required information for 

inclusion into IAP (ICS-220-CG). 

 Works with Planning to ensure that the 

chart and ICS-204(s) are complete. 

Planning

 Facilitates gathering of required 

documents and assembles IAP. 

 Reviews IAP for completeness. 

 Provides completed IAP to IC/UC for 

review/approval. 

 Makes sufficient copies of the IAP. 

 Distributes IAP to appropriate team 

members and files original. 

Logistics

 Reviews Logistics Section products for 

completeness (ICS-205-CG, 

ICS-206-CG, etc.). 

 Provides logistics information for IAP. 

 Verifies resources ordered/status. 

Finance/Admin

 Verifies financial and administrative 

requirements for IAP.

Incident Brief 

ICS-201 

Initial Response 

 & Assessment

Notifications

Incident/Event

Initial Response 

Preparing for 

the Planning 

Meeting 

IC/UC 

Develop/Update 

Objectives 

Meeting 

Preparing 

for the 

Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

Initial UC 

Meeting

New Ops 

Period Begins

Command & 

General Staff 

Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 Operations

 Briefing 

IAP Prep &

Approval 
AUGUST 2006 

3-15 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

IAP Common Components Primary Responsibility

1. Incident Objectives (ICS-202-CG). RESL 

2. Organization List/Chart (ICS-203/207-CG). RESL 

3. Assignment List (ICS-204-CG). RESL 

4. Communication Plan (ICS-205-CG). COML 

5. Medical Plan (ICS-206-CG). MEDL 

6. Site Safety Plan (ICS-208-CG). SOFR 

7. Incident Map/Chart. SITL 

8. Weather, tide forecast SITL 

Optional Components (use as pertinent):

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

2. Demobilization Plan DMOB 

3. Transportation Plan GSUL 

4. Decontamination Plan THSP 

5. Waste Management or Disposal Plan THSP 

6. Other Plans and/or documents, as required 

OPERATIONS BRIEFING - This 30-minute, or less, 

briefing presents the IAP to the Operations Section 

oncoming shift supervisors. After this briefing has 

occurred and during shift change, off-going supervisors 

should be interviewed by their relief and by OSC in order 

to validate IAP effectiveness. The Division/Group 

Supervisor may make last minute adjustments to tactics 

over which they have purview. Similarly, a supervisor 

may reallocate resources within that Division/Group to 

adapt to changing conditions. 

When: Approximately one hour prior to shift change. 

Facilitator: PSC. 

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

Directors, Division/Group Supervisors, Task 

Force/Strike Team Leaders (if possible), Unit 

Leaders, others as appropriate.
AUGUST 2006 

3-16 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

Operations Briefing Agenda:

1. PSC opens briefing, covers ground rules, agenda 

and takes roll call of Command and General Staff 

and Operations personnel required to attend. 

2. PSC reviews IC/UC objectives and changes to the 

IAP, i.e., pen and ink changes. 

3. IC/UC provides remarks. 

4. SITL conducts Situation Briefing. 

5. OSC discusses current response actions and 

accomplishments. 

6. OSC briefs Operations Section personnel. 

7. LSC covers transport, communications and supply 

updates. 

8. FSC covers fiscal issues. 

9. SOFR covers safety issues, PIO covers public affairs 

and public information issues, LNO covers 

interagency issues and INTO covers intelligence 

issues. 

10. PSC solicits final comments and adjourns briefing. 

General Tasks 

Command

 Provides guidance/clarification. 

 Provides leadership presence and 

motivational remarks. 

Operations

 Provides Operations Briefing for next 

operational period.

 Ensures ICS-204 tasking is clear. 

Planning

 Sets up briefing area. 

 Facilitates Command and General 

Staff and attendees briefing 

responsibilities. 

 Resolves questions. 

 Explains support plans as needed. 

Logistics

 Briefs transportation, communication, 

and supply issues. 

Finance/Admin

 Briefs administrative issues and 

provides financial report. 

Incident Brief 

ICS-201 

Initial Response 

 & Assessment

Notifications

Incident/Event

Initial Response 

Preparing for 

the Planning 

Meeting 

IC/UC 

Develop/Update 

Objectives 

Meeting 

Preparing 

for the 

Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

Initial UC 

Meeting

New Ops 

Period Begins

Command & 

General Staff 

Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 Operations

 Briefing 

IAP Prep & 

Approval 
AUGUST 2006 

3-17 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

ASSESS PROGRESS – Assessment is an on-going 

continuous process to help adjust current operations and 

help plan for future operations. Following the briefing, 

and shift change, all Command and General Staff Section 

Chiefs will review the incident response progress and 

make recommendations to the IC/UC in preparation for 

the next IC/UC Objectives Meeting. This 

feedback/information is continuously gathered from 

various sources, including Field Observers, responder 

debriefs, stakeholders, etc. IC/UC should encourage 

Command and General Staff to get out of the ICP and 

view first hand the areas of the incident they are 

supporting. 

General Tasks 

Incident Commander (IC/UC)

 Monitors on-going incident management 

activities. 

 Considering Best Response practices, 

evaluates prior decisions, direction, 

priorities and task assignments. 

Operations (OPS)

 Monitors on-going operations and make 

strategic and tactical changes as 

necessary.

 Measures/ensures progress against 

assigned objectives. 

 Briefs Command on a scheduled basis.

Planning

 Ensures on-going operational information 

is being collected and documented. 

 Develops new/revised incident objectives 

and provides to IC/UC. 

Logistics

 Evaluates logistical support effectiveness 

and makes organizational and procedural 

adjustments as needed.

Finance/Admin

 Monitors ongoing operations to ensure 

accurate and timely administrative and 

financial reporting. 

Safety Officer 

 Monitors ongoing operations and corrects 

unsafe practices. 

 Evaluates effectiveness of the Risk Hazard 

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

Plan. 

Incident Brief 

ICS-201 

Initial Response 

 & Assessment

Notifications

Incident/Event

Initial Response 

Preparing for 

the Planning 

Meeting 

IC/UC 

Develop/Update 

Objectives 

Meeting 

Preparing 

for the 

Tactics 

Meeting 

Execute Plan 

& Assess 

Progress 

Initial UC 

Meeting

New Ops 

Period Begins 

Command & 

General Staff 

Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 Operations

 Briefing 

IAP Prep &

Approval 
AUGUST 2006 

3-18 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

SPECIAL PURPOSE MEETINGS 

Special Purpose meetings are most applicable to larger 

incidents requiring an Operational Period Planning 

Cycle, but may also be useful during the Initial 

Response Phase. 

BUSINESS MANAGEMENT MEETING – The purpose of 

this meeting is to develop and update the Business 

Management Plan for finance and logistical support. The 

agenda could include: documentation issues, cost 

sharing, cost analysis, finance requirements, resource 

procurement, and financial summary data. Attendees 

normally include: FSC, COST, PROC, LSC, SITL, and 

DOCL. 

AGENCY REPRESENTATIVE MEETING - This meeting 

is held to update Agency Representatives and ensure 

that they can support the IAP. It is conducted by the 

LNO, and attended by Agency Representatives. It is 

most appropriately held shortly after the Planning 

Meeting in order to present the plan (IAP) for the next 

operational period. It allows for minor changes should 

the plan not meet the expectations of the Agency 

Representatives. 

MEDIA BRIEFING - This meeting is normally conducted 

at the Joint Information Center (JIC). Its purpose is to 

brief the media and the public on the most current and 

accurate facts. It is set up by the PIO, moderated by a 

UC spokesperson, and features selected spokespersons. 

Spokespersons should be prepared by the PIO to 

address anticipated issues. The briefing should be wellplanned, organized, and scheduled to meet media’s 

needs. 
AUGUST 2006 

3-19 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

TECHNICAL SPECIALIST MEETING – Meetings to 

gather THSP input to IAP. 

DEMOBILIZATION PLANNING MEETING – This 

meeting is held to gather functional requirements from 

Command, Command Staff and General Staff that would 

be included in the incident Demobilization Plan. 

Functional requirements would include: safety, logistic, 

and fiscal considerations and release priorities that would 

be addressed in the plan. Attendees normally include: 

Command, OSC, PSC, LSC, FSC, LNO, SOFR, INTO 

PIO and DMOB. The DMOB then prepares a draft 

Demobilization Plan to include the functional 

requirements and distributes to Command, Command 

Staff and General Staff for review and comment. 
AUGUST 2006 

3-20 

OPERATIONAL PLANNING CYCLE OPERATIONAL PLANNING CYCLE

THIS PAGE INTENTIONALLY LEFT BLANK 
AUGUST 2006 

4-1 

KEY DECISIONS/OBJECTIVES KEY DECISIONS/OBJECTIVES 

CHAPTER 4 

KEY DECISIONS, PRIORITIES, RESPONSE 

OBJECTIVES AND STAFF ASSIGNMENTS 

References: 

(a) Incident Commander Job Aid 

(b) Area Command Job Aid 

INTRODUCTION 

Incident Commander(s) are responsible for providing 

direction and guidance to the Incident Management 

Team (IMT). Command must analyze the overall 

requirements of the incident and determine the most 

appropriate direction for the management team to follow 

during the response. This is accomplished by making 

key decisions, setting priorities, developing response 

objectives and assigning work (tasks) to primary staff 

within the IMT. This chapter can be used by Command 

to help facilitate their responsibilities. The information/ 

examples provided can be used as is or modified in 

response to specific risk applications. See Reference 

(a) for more information on key Command decisions, 

priorities, response objectives and staff assignments. 
AUGUST 2006 

4-2 

KEY DECISIONS/OBJECTIVES KEY DECISIONS/OBJECTIVES 

Example Decisions: 

o Incident name. 

o Organizations/agencies that will be represented in 

Unified Command. 

o Integration of other supporting and cooperating 

organizations/agencies. 

o Support facilities and locations (ICP, Base, JIC 

etc.). 

o Operational period and hours of operation. 

o Issuing delegation of authority to staff. 

o Critical information reporting process. 

o Managing sensitive information. 

o Resource ordering, cost sharing and cost 

accounting. 

o Operational security issues. 

o Staffing of primary positions (OSC and Deputy). 

o Incident Response Priorities. 

o IMT Procedures/function. 

o How Command will function. 

Example Incident Priorities: 

o Safety of responders and the public. 

o Threat to Homeland Security. 

o Minimize adverse impact on the environment. 

o Restoration of the transportation infrastructure/ 

maritime commerce. 

o Minimize further loss of property. 

o Investigation and apprehension of those 

responsible. 

o Reduce/prevent further threat/attack. 
AUGUST 2006 

4-3 

KEY DECISIONS/OBJECTIVES KEY DECISIONS/OBJECTIVES 

Example Incident Objectives 

Safety: 

o Provide for the safety and welfare of citizens and 

response personnel. 

o Provide for the safety and security of responders as 

well as maximize the protection of public health and 

welfare. 

o Identify safety and risk management factors and 

monitor for compliance for both the public and 

responders. 

o Implement practices that allow for the safety and 

welfare of the passengers and non-essential crew. 

o Conduct Operational Risk Assessment and ensure 

controls are in place to protect responders and the 

public. 

Search and Rescue: 

o Locate and evacuate all passengers and crew. 

o Evacuate victims to medical transfer areas or 

facilities once rescued from immediate peril. 

o Establish medical triage along with transport to 

hospital. 

o Complete triage of injured passengers and crew 

and transport to hospital. 

o Conduct joint agency SAR efforts. 

o Conduct Urban Search and Rescue. 

o Account for and provide temporary shelter for 

displaced passengers and crew. 

o Complete accountability for all passengers and 

crew. 

Fire/Salvage: 

o Commence fire fighting operations and contain, 

extinguish and overhaul fire. 

o Conduct damage/stability assessment; develop and 

implement a salvage plan. 

o Implement the salvage and tow plan. 
AUGUST 2006 

4-4 

KEY DECISIONS/OBJECTIVES KEY DECISIONS/OBJECTIVES 

Port, Waterways, and Coastal Security/Law 

Enforcement: 

o Implement security awareness measures including 

evaluation of changes in incident effects, response 

conditions, and secondary threats, including 

potential targeting of first responders and 

contamination. 

o Implement measures to isolate, contain and 

stabilize the incident, including establishment and 

adjustment of security perimeters. 

o Implement agency and maritime community 

security plans, including Area Maritime Security 

Plans (AMSP), to deter and prevent multiple 

security incidents. 

o Establish incident security plan including 

identification badges and other scene control 

measures. 

o Implement scene integrity and evidence 

preservation procedures. 

o Implement procedures that ensure a coordinated 

effort is in place for investigation, evidence 

collection, storage and disposal. 

o Investigate cause of incident. 

o Identify and implement witness/passenger recovery 

location(s). 

o Establish incident security plan including access 

documentation (e.g. badge control procedures) and 

other access control measures. 

o Establish and continue enforcement of safety/ 

security zones. 

o Establish/conduct shoreline security to coincide with 

incident activities and enhanced prevention 

requirements. 

o Perform maritime law enforcement as required. 

o Request FAA Implement air space closure and 

monitoring for compliance. 
AUGUST 2006 

4-5 

KEY DECISIONS/OBJECTIVES KEY DECISIONS/OBJECTIVES 

Waterways Management: 

o Conduct port assessment and establish priorities for 

facilitating commerce. 

o Develop/implement transit plan to include final 

destination/berth for vessel(s). 

o Identify safe refuge/berth for impacted vessels. 

o Establish and maintain close coordination for 

possible movement of Homeland or National 

Security assets (Navy). 

Oil/HAZMAT Spills: 

o Initiate actions to control the source and minimize 

the volume released. 

o Determine oil/hazmat fate and effect (trajectories) 

identify sensitive areas, develop strategies for 

protection and conduct pre-impact shoreline debris 

removal. 

o Contain and recover spilled material (Oil/Hazmat). 

o Conduct an assessment and initiate shoreline 

cleanup efforts. 

o Remove product from impacted areas. 

o Conduct efforts to effectively contain, clean up, 

recover and dispose of spilled product. 

Environmental: 

o Provide protection of environmental sensitive areas 

including wildlife and historic properties. 

o Identify and maximize the protection of 

environmental sensitive areas. 

o Identify threatened species and prepare to recover 

and rehabilitate injured wildlife. 

o Investigate the potential for and if feasible, utilize 

alternative technologies to support response efforts. 
AUGUST 2006 

4-6 

KEY DECISIONS/OBJECTIVES KEY DECISIONS/OBJECTIVES 

Management: 

o Manage a coordinated interagency response effort 

that reflects the makeup of Unified Command. 

o Establish an appropriate IMT organization that can 

effectively meet the initial and long term challenges 

required to mitigate the incident. 

o Identify all appropriate agency/organization 

mandates, practices, and protocols for inclusion in 

the overall response effort. 

o Identify and minimize social, political and economic 

adverse effects. 

o Implement a coordinated response with law 

enforcement and other responding agencies 

including EOC(s) and the JFO. 

o Evaluate all planned actions to determine potential 

impacts on social, political and economic entities. 

o Identify competing response activities (LE and 

Mitigation) to ensure that they are closely 

coordinated. 

o Identify and establish incident support facilities to 

support interagency response efforts. 

o Keep the public, stakeholders and the media 

informed of response activities. 

o Ensure appropriate financial accounting practices 

are established and adhered to. 

o Establish internal/external resource ordering 

procedures are established and adhered to. 

o Establish an incident documentation system. 

o Establish an appropriate structure to facilitate 

communications with stakeholders and 

agency/organization coordination facilities. 

Example Tasks/Work Assignments: 

Incident Management Team members expect 

Command to assign them specific tasks based on the 

unique characteristics of an incident. Common tasks 
AUGUST 2006 

4-7 

KEY DECISIONS/OBJECTIVES KEY DECISIONS/OBJECTIVES 

that are normally performed by the staff during 

responses should not be addressed as tasks. The 

Operations Section Chief normally receives tasks (work 

assignments) from Command in the form of incident 

objectives. Some examples of common tasks (work 

assignments): 

Safety Officer: 

o Develop a site safety plan, including support 

facilities and monitor for compliance. 

o Report any serious incidents, accidents, or injuries 

immediately to command. 

o Work closely with Logistics to ensure that 

appropriate communications are in place to support 

the response effort. 

Public Information Officer: 

o Develop a media strategy, Review strategy with 

Command prior to implementation. 

o Establish contact with other Public Information 

personnel. 

o Locate and establish a JIC. 

o Provide talking points to Command for press 

briefings, VIP visits and town hall meetings. 

o Keep Command informed of any potential adverse 

political, social, and economic impacts. 

Liaison Officer: 

o Develop an action plan to ensure communication 

and coordination with appropriate stakeholders and 

submit draft of plan to Command for review and 

approval. 

o Keep Command informed of any stakeholder 

adverse feelings/relationships that may develop. 

Intelligence Officer:

o Identify critical intelligence needs and develop 

intelligence flow plan and brief IMT. 
AUGUST 2006 

4-8 

KEY DECISIONS/OBJECTIVES KEY DECISIONS/OBJECTIVES 

o Ensure that all requests for information (RFI’s) are 

sent and the Command is briefed on all Field 

Intelligence Reports (FIR). 

o Be central point of coordination for all interagency 

intelligence organizations: Field Intelligence 

Support Teams, Joint Terrorism Task Forces, 

Intelligence Fusion Centers, etc. 

o Screen intelligence information for OPSEC/Security 

Sensitive Information (SSI) classification. 

Planning: 

o Ensure that all off-site information reporting is 

approved by Command prior to release. 

o Develop a contingency plan for sustaining long-term 

IMT staffing. 

o Brief IMT staff on document control system, 

including handling and storing secure documents. 

o Provide all documents that need review or approval 

by Command at least one hour prior to 

implementation or release. 

Finance/Admin: 

o Provide Command with a summary daily cost 

estimate. 

o Establish a claims system and brief the IMT on the 

process. 

o Advise Command of unusual high cost specialized 

equipment use. 

Logistics: 

o Develop and brief the IMT on the internal/external 

resource ordering process and monitor for 

compliance. 

o Ensure that appropriate security is established at 

each incident support facility. 

o Develop a plan; establish secure communication for 

both internal and external use and brief IMT staff. 
AUGUST 2006 

5-1 

UNIFIED COMMAND UNIFIED COMMAND 

CHAPTER 5 

UNIFIED COMMAND 

Reference: 

(a) Incident Commander Job Aid 

INTRODUCTION 

Unified Command (UC) is an expansion of the ICS 

organization. To be a member of the UC you must 

have authority and jurisdiction. UC members may also 

include agencies, organizations or private industries 

bringing large amounts of tactical and support 

resources to the table. The need for UC is brought 

about when an incident impacts the jurisdictional or 

functional responsibility of more than one agency. As a 

component of ICS, the UC is a structure that brings 

together the “Incident Commanders” of all major 

organizations that have jurisdictional responsibility for 

the incident to coordinate an effective response while 

carrying out their own agencies jurisdictional 

responsibilities. UC links the responding organizations 

to the incident and provides a forum for these agencies 

to make consensus decisions. Under UC, the various 

jurisdictions and/or agencies and non-government 

responders may blend together throughout the 

organization to create an integrated response team. 

The need for UC arises when incidents: 

• Cross geographic boundaries (e.g., two states, 

international boundaries); 

• Involve various governmental levels (e.g., Federal, 

state, local,); 

• Impact functional responsibilities (e.g., Search and 

Rescue, fire, oil spill, EMS); or 

• Some combination of the above. 
AUGUST 2006 

5-2 

UNIFIED COMMAND UNIFIED COMMAND 

UC Make Up: 

Actual UC makeup for a specific incident will be 

determined on a case-by-case basis taking into 

account: 

(1) The specifics of the incident; 

(2) Determinations outlined in existing response 

plans; or 

(3) Decisions reached during the initial meeting of the 

UC. The makeup of the UC may change as an 

incident progresses in order to account for 

changes in the situation. 

UC is a team effort, but to be effective the number of 

personnel should be kept as small as possible. A welldefined process requires the UC to set clear objectives 

to guide the on-scene response resources. 

UC is responsible for overall management of the 

incident. UC directs incident activities, including 

development and implementation of overall objectives 

and strategies, and approves ordering and releasing of 

resources. UC is not a “decision by committee”. The 

principals are there to command the response to an 

incident. Time is of the essence. UC should develop 

synergy based on the significant capabilities that are 

brought by the various representatives. There should 

be personal acknowledgement of each representative’s 

unique capabilities, a shared understanding of the 

situation, and agreement on the common objectives. 

With the different perspectives on UC comes the risk of 

disagreements, most of which can be resolved through 

the understanding of the underlying issues. 

Contentious issues may arise, but the UC framework 

provides a forum and a process to resolve problems 

and find solutions. 
AUGUST 2006 

5-3 

UNIFIED COMMAND UNIFIED COMMAND 

A cooperative attitude and a thorough understanding 

are essential. as is a thorough understanding of the ICS 

Operating Cycle. Nevertheless, situations may arise 

where consensus agreement may not be reachable. In 

such instances, the UC member representing the 

agency with the most jurisdictional responsibility would 

normally be deferred to for the final decision. 

The bottom line is that UC has certain responsibilities 

as noted above. Failure to provide clear incident 

objectives and response direction means that UC has 

failed. While the UC structure is an excellent vehicle 

(and the only nationally recognized vehicle) for 

coordination, cooperation, and communication, the duly 

authorized representatives must make the system work 

successfully. A strong Command – a single IC or UC – 

is essential to an effective response. 

In order to keep the UC small in numbers; and therefore 

efficient, it is recommended that one agency in the 

State or Federal government should be the lead agency 

to coordinate activities and actions within the 

State/Federal agencies involved. Specific 

representatives of various agencies should be 

encouraged to participate on the response team in the 

functions that best suit their expertise. 

The UC may assign Deputy Incident Commander(s) to 

assist in carrying out IC and/or UC responsibilities. UC 

members may also be assigned individual legal and 

administrative support from their own organizations. 
AUGUST 2006 

5-4 

UNIFIED COMMAND UNIFIED COMMAND 

To be considered for inclusion as a UC 

representative, the involved organization: 

1. Must have jurisdictional authority or functional 

responsibility under a law or ordinance for the 

incident; and, 

2. Must have incident or response operations impact 

on your organization’s Area Of Responsibility 

(AOR); and, 

3. Must be specifically charged by law or ordinance 

with commanding, coordinating or managing a 

major aspect of the incident response; and, 

4. Should have the resources to support participation 

in the response organization. 

UC representatives must be able to: 

• Agree on incident objectives and priorities; 

• Have the capability to sustain a 24-hour-7-day-aweek commitment to the incident; 

• Have the authority to commit agency or company 

resources to the incident; 

• Have the authority to spend agency or company 

funds; 

• Agree on constraints/limitations, priorities, 

decisions and procedures; 

• Agree on an incident response organization; 

• Agree on the appropriate Command and General 

Staff position assignments to ensure clear 

direction for on-scene tactical resources; 

• Commit to speak with “one voice” through the PIO 

or JIC, if established; 

• Agree on managing sensitive information and 

operational security issues; 

• Agree on logistical support including resource 

ordering procedures; and 

• Agree on cost-sharing and cost accounting 

procedures, as appropriate. 
AUGUST 2006 

5-5 

UNIFIED COMMAND UNIFIED COMMAND 

It is important to note that participation in UC occurs 

without any agency abdicating authority, responsibility, 

or accountability. 

What if your agency is not represented in UC but is 

involved in the response effort? 

Here is how to ensure your organization’s concerns 

or issues are addressed: 

• Serve as an agency or company representative 

who has direct contact with the Liaison Officer 

(LNO). 

• Provide stakeholder input to the LNO (for 

environmental, economic, social, or political 

issues).

• Serve as a Technical Specialist in the Planning 

Section. 

• Provide input directly to a member of UC. 
AUGUST 2006 

5-6 

UNIFIED COMMAND UNIFIED COMMAND 

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AUGUST 2006 

6-1 

COMMAND STAFF COMMAND STAFF 

CHAPTER 6 

COMMAND STAFF 

ORGANIZATION CHART 

References: 

(a) Incident Commander Job Aid 

(b) Public Information Officer Job Aid 

(c) Joint Information Center Job Aid 

(d) Liaison Officer Job Aid 

(e) Safety Officer Job Aid 

(f) Intelligence Officer Job Aid 

INCIDENT 

COMMANDER 

Intelligence Officer

Agency Representatives

Liaison Officer

Safety Officer

Deputy IC/Chief of Staff

Public Information Officer
AUGUST 2006 

6-2 

COMMAND STAFF COMMAND STAFF 

POSITION CHECKLISTS 

INCIDENT COMMANDER (IC) – The IC‘s responsibility 

is the overall management of the incident. On many 

incidents, the command activity is carried out by a 

single IC. The IC is selected based on qualifications 

and experience. The IC Job Aid (reference (a)) should 

be reviewed regarding the responsibilities and duties of 

the IC. 

The IC may have Deputy IC’s, who may be from the 

same agency or from an assisting agency. The Deputy 

IC must have the same qualifications as the person for 

whom they work, as they must be ready to take over 

that position at any time. When span of control 

becomes an issue for the IC, a Deputy IC/Chief of Staff 

may be assigned to manage the Command Staff. 

The major responsibilities of the IC are: 

a. Review Common Responsibilities in Chapter 2. 

b. Obtain a briefing from the prior IC (201 Briefing). 

c. Determine Incident Objectives and general 

direction for managing the incident. 

d. Establish priorities. 

e. Establish an ICP. 

f. Brief Command Staff and Section Chiefs. 

g. Establish an appropriate organization. 

h. Ensure planning meetings are scheduled as 

required. 

i. Approve and authorize the implementation of an 

IAP. 

j. Ensure that adequate safety 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 
AUGUST 2006 

6-3 

COMMAND STAFF COMMAND STAFF 

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 209-CG) is 

completed and forwarded to appropriate higher 

authority. 

r. Order the demobilization of the incident when 

appropriate. 

s. Maintain Unit Log (ICS 214-CG). 

PUBLIC INFORMATION OFFICER (PIO) – The PIO 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 primary PIO will be assigned for each 

incident, including incidents operating under UC and 

multi-jurisdiction incidents. The PIO may have 

assistants as necessary, and the assistants may also 

represent assisting agencies or jurisdictions. The PIO 

and Joint Information Center (JIC) Job Aids (references 

(b) and (c)) should be reviewed regarding the 

organization and duties of the PIO. 

Agencies have different policies and procedures relative 

to the handling of public information. The following are 

the major responsibilities of the PIO, which would 

generally apply on any incident. 

The major responsibilities of the PIO are: 

a. Review Common Responsibilities in Chapter 2. 

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

information release. 
AUGUST 2006 

6-4 

COMMAND STAFF COMMAND STAFF 

c. Develop material for use in media briefings. 

d. Obtain IC approval of media releases. 

e. Inform media and conduct media briefings. 

f. Arrange for tours and other interviews or briefings 

that may be required. 

g. Manage a Joint Information Center (JIC) if 

established. 

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 the status of the incident to assigned 

personnel. 

j. Ensure that all required agency forms, reports 

and documents are completed prior to 

demobilization. 

k. Brief Command on PIO issues and concerns. 

l. Have debriefing session with the IC prior to 

demobilization. 

m. Maintain Unit Log (ICS 214-CG). 

LIAISON OFFICER (LNO) – Incidents that are multijurisdictional, or have several agencies involved, may 

require the establishment of the LNO position on the 

Command Staff. Only one primary LNO will be 

assigned for each incident, including incidents operating 

under UC and multi-jurisdiction incidents. 

The LNO may have assistants as necessary, and the 

assistants may also represent assisting agencies or 

jurisdictions. The LNO is assigned to the incident to be 

the contact for assisting and/or cooperating Agency 

Representatives. The LNO Job Aid (reference (d)) 

should be reviewed regarding the organization and 

duties of the LNO. 

The major responsibilities of the LNO are: 

a. Review Common Responsibilities in Chapter 2. 
AUGUST 2006 

6-5 

COMMAND STAFF COMMAND STAFF 

b. Be a contact point for Agency Representatives. 

c. Maintain a list of assisting and cooperating 

agencies and Agency Representatives, including 

name and contact information. Monitor check-in 

sheets daily to ensure that all Agency 

Representatives are identified. 

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 

limitations and capability of assisting agency 

resources. 

h. Coordinate response resource needs for Natural 

Resource Damage Assessment and Restoration 

(NRDAR) activities with the OSC during oil and 

HAZMAT responses. 

i. Coordinate response resource needs for incident 

investigation activities with the OSC. 

j. Coordinate activities of visiting dignitaries. 

k. Ensure that all required agency forms, reports 

and documents are completed prior to 

demobilization. 

l. Brief Command on agency issues and concerns. 

m. Have debriefing session with the IC prior to 

demobilization. 

n. Maintain Unit Log (ICS 214-CG). 

AGENCY REPRESENTATIVE (AREP) – In many multijurisdiction incidents, an agency or jurisdiction may 

send an AREP who is not on direct tactical assignment, 

but is there to assist in coordination efforts. 

An AREP is an individual assigned to an incident from 

an assisting or cooperating agency who has been 
AUGUST 2006 

6-6 

COMMAND STAFF COMMAND STAFF 

delegated authority to make decisions on matters 

affecting that agency's participation at the incident. 

AREP’s report to the LNO or to the IC in the absence of 

a LNO. 

The major responsibilities of the AREPs are: 

a. Review Common Responsibilities in Chapter 2. 

b. Ensure that all agency resources are properly 

checked in at the incident. 

c. Obtain briefing from the LNO or IC. 

d. Inform assisting or cooperating agency personnel 

on the incident that the AREP position for that 

agency has been filled. 

e. Attend briefings and planning meetings as 

required. 

f. Provide input on the use of agency resources 

unless resource Technical Specialists (THSP) are 

assigned from the agency. 

g. Cooperate fully with the IC 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 LNO of any special agency needs or 

requirements. 

j. Report to home agency dispatch or headquarters 

on a pre-arranged 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 completed prior to 

demobilization. 

m. Have a debriefing session with the LNO or IC 

before demobilization. 

n. Maintain Unit Log (ICS 214-CG). 

SAFETY OFFICER (SOFR) – The SOFR function is to 

develop and recommend measures for assuring 
AUGUST 2006 

6-7 

COMMAND STAFF COMMAND STAFF 

personnel safety and to assess and/or anticipate 

hazardous and unsafe situations. Only one primary 

SOFR will be assigned for each incident. The SOFR 

Job Aid (reference (e)) should be reviewed regarding 

the organization and duties of the SOFR. 

The SOFR may have assistants, as necessary, and the 

assistants may also represent assisting agencies or 

jurisdictions. Safety assistants may have specific 

responsibilities, such as air operations, hazardous 

materials, etc. 

The major responsibilities of the SOFR are: 

a. Review Common Responsibilities in Chapter 2. 

b. Participate in tactics and planning meetings, and 

other meetings and briefings as required. 

c. Identify hazardous situations associated with the 

incident. 

d. Review the IAP for safety implications. 

e. Provide safety advice in the IAP for assigned 

responders. 

f. Exercise emergency authority to stop and prevent 

unsafe acts. 

g. Investigate accidents that have occurred within 

the incident area. 

h. Assign assistants, as needed. 

i. Review and approve the Medical Plan 

(ICS 206-CG). 

j. Develop the Site Safety Plan and publish Site 

Safety Plan Summary (ICS 208-CG) as required. 

k. Develop the Work Safety Analysis Worksheet 

(ICS-215a-CG) as required. 

l. Ensure that all required agency forms, reports 

and documents are completed prior to 

demobilization. 

m. Brief Command on safety issues and concerns. 

n. Have debriefing session with the IC prior to 

demobilization. 
AUGUST 2006 

6-8 

COMMAND STAFF COMMAND STAFF 

o. Maintain Unit Log (ICS 214-CG). 

INTELLIGENCE OFFICER (INTO) – For the U.S. Coast 

Guard, the intelligence function has been determined to 

best fit as the INTO. For more information on the 

Intelligence function, see Chapter 11. The 

responsibility of the INTO is to provide Command 

intelligence information that can have a direct impact on 

the safety of response personnel and influence the 

disposition of maritime security assets involved in the 

response. 

The major responsibilities of the INTO are: 

a. Review Common Responsibilities in Chapter 2. 

b. Participate in meetings and briefings as required. 

c. Collect and analyze incoming intelligence 

information from all sources. 

d. Determine the applicability, significance, and 

reliability of incoming intelligence information. 

e. As requested, provide intelligence briefings to the 

IC/UC. 

f. Provide intelligence briefings in support of the ICS 

Planning Cycle. 

g. Provide Situation Unit with periodic updates of 

intelligence issues that impact the incident 

response. 

h. Review the IAP for intelligence implications. 

i. Answer intelligence questions and advise 

Command and General Staff as appropriate. 

j. Supervise, coordinate, and participate in the 

collection, analysis, processing, and 

dissemination of intelligence. 

k. Assist in establishing and maintaining systematic, 

cross-referenced intelligence records and files. 

l. Establish liaison with all participating law 

enforcement agencies including the CGIS, 

FBI/JTTF, State and Local police departments. 
AUGUST 2006 

6-9 

COMMAND STAFF COMMAND STAFF 

m. Conduct first order analysis on all incoming 

intelligence and fuse all applicable incoming 

intelligence with current intelligence holdings in 

preparation for briefings. 

n. Prepare all required intelligence reports and 

plans. 

o. As the incident dictates, determine need to 

implant Intelligence Technical Specialists in the 

Planning and Operations Sections. 

p. Ensure that all required agency forms, reports 

and documents are completed prior to 

demobilization. 

q. Have debriefing session with the IC prior to 

demobilization. 

r. Maintain Unit Log (ICS 214-CG). 
AUGUST 2006 

6-10 

COMMAND STAFF COMMAND STAFF 

THIS PAGE INTENTIONALLY LEFT BLANK 
AUGUST 2006 

7-1 

OPERATIONS OPERATIONS 

CHAPTER 7 

OPERATIONS SECTION

ORGANIZATION CHART 

 

Reference: 

(a) Operations Section Chief Job Aid 

Division/Group 

Supervisor 

(up to 25) 

Single 

Resources 

Branch 

Director 

(Up to 5) 

Air 

Operations 

Branch 

Director

Staging Area Manager

OPERATIONS SECTION CHIEF 

Air Support 

Group 

Supervisor 

Strike Teams/ 

Task Forces 

Leader 

Air Tactical 

Group 

Supervisor 
AUGUST 2006 

7-2 

OPERATIONS OPERATIONS 

POSITION CHECKLISTS 

OPERATIONS SECTION CHIEF (OSC) – The OSC, a 

member of the General Staff, is responsible for the 

management of all tactical operations directly applicable 

to the primary mission. The OSC will normally be 

selected from the organization/agency with the most 

jurisdictional responsibility for the incident. 

The OSC activates and supervises organization 

elements in accordance with the IAP and directs its 

execution. The OSC also directs the preparation of 

operational plans; requests or releases resources, 

monitors operational progress and makes expedient 

changes to the IAP, as necessary; and reports such to 

the IC. The OSC Job Aid, Reference (a), should be 

reviewed regarding the organization and duties of the 

OSC. 

The OSC may have Deputy OSC’s, who may be from 

the same agency or from an assisting agency. The 

Deputy OSC must have the same qualifications as the 

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

take over that position at any time. In complex 

incidents, the OSC may assign a Deputy OSC to 

supervise on-scene operations (major responsibilities 

(d) through (k) listed below) while the OSC participates 

in the incident planning process (major responsibilities 

(l) through (w) listed below). 

The major responsibilities of the OSC are: 

a. Review Common Responsibilities in Chapter 2. 

b. Obtain briefing from IC. 

c. Evaluate and request sufficient Section 

supervisory staffing for both operational and 

planning activities. 

d. Supervise Operations Section field personnel. 
AUGUST 2006 

7-3 

OPERATIONS OPERATIONS 

e. Implement the IAP for the Operations Section. 

f. Evaluate on-scene operations and make 

adjustments to organization, strategies, tactics, 

and resources as necessary. 

g. Ensure the Resources Unit is advised of changes 

in the status of resources assigned to the section. 

h. Ensure that Operations Section personnel 

execute work assignments following approved 

safety practices. 

i. Monitor need for and request additional resources 

to support operations as necessary. 

j. Assemble/dissemble task force/strike teams as 

appropriate. 

k. Identify/utilize staging areas. 

l. Evaluate and monitor current situation for use in 

next operational period planning. 

m. Convert operational incident objectives into 

strategic and tactical options. These options may 

be documented on a Work Analysis Matrix (ICS234-CG). 

n. Coordinate and consult with the PSC, SOFR 

technical specialists, modeling scenarios, 

trajectories, etc., on selection of appropriate 

strategies and tactics to accomplish objectives. 

o. Identify kind and number of resources required to 

support selected strategies. 

p. Subdivide work areas into manageable units. 

q. Develop work assignments and allocate tactical 

resources based on strategic requirements (i.e. 

develop the ICS-215-CG). 

r. Coordinate planned activities with the SOFR to 

ensure compliance with safety practices. 

s. Participate in the planning process and the 

development of the tactical portions (ICS 204-CG 

and ICS 220-CG) of the IAP. 

t. Assist with development of long-range strategic, 

contingency, and demobilization plans. 
AUGUST 2006 

7-4 

OPERATIONS OPERATIONS 

u. Develop recommended list of Section resources 

to be demobilized and initiate recommendation for 

release when appropriate. 

v. Receive and implement applicable portions of the 

incident Demobilization Plan. 

w. Participate in operational briefings to IMT 

members as well as briefings to media, and 

visiting dignitaries. 

x. Maintain Unit Log (ICS 214-CG). 

BRANCH DIRECTOR (OPBD) – The OPBD’s when 

activated, are under the direction of the OSC and are 

responsible for the implementation of the portion of the 

IAP appropriate to the Branches. 

The major responsibilities of the OPBD are: 

a. Review Common Responsibilities in Chapter 2. 

b. Obtain briefing from person relieving. 

c. Receive briefing from the OSC. 

d. Identify Divisions, Groups, and resources 

assigned to the Branch. 

e. Ensure that Division and/or Group Supervisors 

(DIVS) have a copy of the IAP. 

f. Implement IAP for the Branch. 

g. Develop with subordinates alternatives for Branch 

control operations. 

h. Review Division/Group Assignment Lists (ICS 

204-CG) for Divisions/Groups within the Branch. 

Modify lists based on effectiveness of current 

operations. 

i. Assign specific work tasks to DIVS. 

j. Supervise Branch operations. 

k. Resolve logistic problems reported by 

subordinates. 

l. Attend planning meetings as requested by the 

OSC. 

m. Ensure through chain of command that 

Resources Unit is advised of changes in the 
AUGUST 2006 

7-5 

OPERATIONS OPERATIONS 

status of resources assigned to the Branch. 

n. Report to OSC when: the IAP is to be modified; 

additional resources are needed; surplus 

resources are available; or hazardous situations 

or significant events occur. 

o. Approve accident and medical reports (home 

agency forms) originating within the Branch. 

p. Consider demobilization well in advance. 

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

each shift. 

r. Maintain Unit Log (ICS 214-CG). 

DIVISION/GROUP SUPERVISOR (DIVS) – The DIVS 

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

DIVS is responsible for the implementation of the 

assigned portion of the IAP, assignment of resources 

within the Division/Group, and reporting on the progress 

of control operations and status of resources within the 

Division/Group. 

The major responsibilities of the DIVS are: 

a. Review Common Responsibilities in Chapter 2. 

b. Obtain briefing from person relieving. 

c. Receive briefing from supervisor. 

d. Identify resources assigned to the Division/ 

Group. 

e. Provide the IAP to subordinates, as needed. 

f. Review Division/Group assigned tasks and 

incident activities with subordinates. 

g. Implement IAP for Division/Group. 

h. Supervise Division/Group resources and make 

changes as appropriate. 

i. Ensure through chain of command that 

Resources Unit is advised of all changes in the 

status of resources assigned to the Division/ 

Group. 

j. Coordinate activities with adjacent Division/ 

Group. 
AUGUST 2006 

7-6 

OPERATIONS OPERATIONS 

k. Determine need for assistance on assigned tasks. 

l. Submit situation and resources status information 

to the Branch Director or the OSC as directed. 

m. Report hazardous situations, special occurrences, 

or significant events, e.g., accidents, sickness, 

discovery of unanticipated sensitive resources, to 

the immediate supervisor. 

n. Maintain Unit Log (ICS 214-CG). 

o. Ensure that assigned personnel and equipment 

get to and from assignments in a timely and 

orderly manner. 

p. Resolve logistics problems within the Division/ 

Group. 

q. Participate in the development of Branch plans for 

the next operational period, as requested. 

r. Consider demobilization well in advance. 

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

t. Maintain Unit Log (ICS 214-CG). 

STRIKE TEAM/TASK FORCE LEADER (STCR/TFLD) 

– The STCR/TFLD reports to an OPBD or DIVS and is 

responsible for performing tactical assignments 

assigned. The Leader reports work progress, 

resources status, and other important information and 

maintains work records on assigned personnel. 

The major responsibilities of the STCR/TFLD are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Common Unit Leader Responsibilities in 

Chapter 2. 

c. Obtain briefing from person you are relieving. 

d. Obtain briefing from supervisor. 

e. Review assignments with subordinates and 

assign tasks. 

f. Monitor work progress and make changes when 

necessary. 

g. Keep supervisor informed of progress and any 

changes. 
AUGUST 2006 

7-7 

OPERATIONS OPERATIONS 

h. Coordinate activities with adjacent Strike Teams, 

Task Forces and single resources. 

i. Travel to and from active assignment area with 

assigned resources. 

j. Retain control of assigned resources while in 

available or out-of-service status. 

k. Submit situation and resource status information 

through chain of command DIVS/OPBD/OSC as 

appropriate. 

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

m. Maintain Unit Log (ICS 214-CG). 

SINGLE RESOURCE – The person in charge of a 

single tactical resource. 

The major responsibilities of the Single Resource 

Leader are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review assignments. 

c. Obtain briefing from person you are relieving. 

d. Obtain necessary equipment and supplies. 

e. Review weather/environmental conditions for 

assignment area. 

f. Brief subordinates on safety measures. 

g. Monitor work progress. 

h. Ensure adequate communications with supervisor 

and subordinates. 

i. Keep supervisor informed of progress and any 

changes. 

j. Inform supervisor of problems with assigned 

resources. 

k. Brief relief personnel, and advise them of any 

change in conditions. 

l. Return equipment and supplies to appropriate 

unit. 

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

personnel and equipment. 

n. Debrief as directed at the end of each shift. 
AUGUST 2006 

7-8 

OPERATIONS OPERATIONS 

o. Maintain Unit Log (ICS 214-CG). 

STAGING AREA MANAGER (STAM) – The STAM is 

under the direction of the OSC and is responsible for 

managing all activities within a Staging Area. 

The major responsibilities of the STAM are: 

a. Review Common Responsibilities in Chapter 2. 

b. Proceed to Staging Area. 

c. Obtain briefing from person you are relieving. 

d. Establish Staging Area layout. 

e. Determine any support needs for equipment, 

feeding, sanitation and security. 

f. Establish check-in function as appropriate. 

g. Ensure security of staged resources. 

h. Post areas for identification and traffic control. 

i. Request maintenance service for equipment at 

Staging Area as appropriate. 

j. Respond to request for resource assignments. 

(Note: This may be direct from the OSC or via the 

Incident Communications Center.) 

k. Obtain and issue receipts for radio equipment and 

other supplies distributed and received at Staging 

Area. 

l. Determine required resource levels from the 

OSC. 

m. Advise the OSC when reserve levels reach 

minimums. 

n. Maintain and provide status to Resource Unit of 

all resources in Staging Area. 

o. Maintain Staging Area in orderly condition. 

p. Demobilize Staging Area in accordance with the 

Incident Demobilization Plan. 

q. Debrief with OSC or as directed at the end of 

each shift. 

r. Maintain Unit Log (ICS 214-CG). 
AUGUST 2006 

7-9 

OPERATIONS OPERATIONS 

AIR OPERATIONS BRANCH DIRECTOR (AOBD) – 

The AOBD is ground-based and is primarily responsible 

for preparing the Air Operations Summary Worksheet 

(ICS 220-CG), the air operations portion of the IAP and 

for providing logistical support to incident aircraft. The 

Air Operations Summary Worksheet (ICS 220-CG) 

serves the same purpose as the Work Assignment (ICS 

204-CG) does for other operational resources, by 

assigning and managing aviation resources on the 

incident. The Air Operations Summary Worksheet 

(ICS-220-CG) may or may not be completed depending 

on the needs of the incident. The AOBD will ensure 

that agency directives, to include Coast Guard Air 

Operations Manual, COMDTINST M3710.1(series), 

flight manuals, unit restrictions, and other agency 

directives will not be violated by incident aircraft, e.g., 

flight hours, hoist limitations, night flying, etc. Individual 

aircrews retain primary responsibility to ensure their 

aircraft are operated in accordance with their own 

agency's restrictions and directives. It is also the 

responsibility of individual aircrews to keep the AOBD 

informed of their agency’s restrictions and directives 

that may affect their ability to execute incident 

assignments. After the IAP is approved, the AOBD is 

responsible for overseeing the tactical and logistical 

assignments of the Air Operations Branch. In 

coordination with the Logistics Section, the AOBD is 

responsible for providing logistical support to aircraft 

operating on the incident. 

The major responsibilities of the AOBD are: 

a. Review Common Responsibilities in Chapter 2. 

b. Organize preliminary air operations. 

c. Coordinate airspace use with the FAA. Request 

declaration (or cancellation) of Temporary Flight 

Restriction (TFR) IAW FAR 91.173 and post 

Notice to Airmen (NOTAM) as required. 

d. Attend the tactics meeting and planning meeting to 
AUGUST 2006 

7-10 

OPERATIONS OPERATIONS 

obtain information for completing the Air 

Operations Summary Worksheet (ICS 220-CG), if 

needed. 

e. Participate in preparation of the IAP through the 

OSC. Insure that the air operations portion of the 

IAP takes into consideration the Air Traffic Control 

requirements of assigned aircraft. 

f. Coordinate with the COML to designate air tactical 

and support frequencies. 

g. Perform operational planning for air operations. 

h. Prepare and provide Air Operations Summary 

Worksheet (ICS 220-CG), if completed, to the Air 

Support Group and Fixed-Wing Bases. 

i. Supervise all air operations activities associated 

with the incident. 

j. Evaluate helibase and helispot locations. 

k. Establish procedures for emergency reassignment 

of aircraft. 

l. Coordinate approved flights of non-incident aircraft 

in the TFR. 

m. Coordinate Coast Guard air assets with the 

appropriate Command Center(s) through normal 

channels on incident air operations activities. 

n. Consider requests for logistical use of incident 

aircraft. 

o. Report to the OSC on air operations activities. 

p. Report special incidents/accidents. 

q. Develop Aviation Site Safety Plan in concert with 

SOFR. 

r. Arrange for an accident investigation team when 

warranted. 

s. Debrief with OSC as directed at the end of each 

shift. 

t. Maintain Unit Log (ICS 214-CG). 

AIR TACTICAL GROUP SUPERVISOR (ATGS) – The 

ATGS is primarily responsible for tactical operations of 
AUGUST 2006 

7-11 

OPERATIONS OPERATIONS 

aircraft and aircrews. This includes: 1) providing fuel 

and other supplies; 2) providing maintenance and repair 

of aircraft; 3) keeping records of aircraft activity, and 4) 

providing enforcement of safety regulations. The ATGS 

reports to the AOBD. 

The major responsibilities of the ATGS are: 

a. Review Common Responsibilities in Chapter 2. 

b. Obtain a copy of the IAP from the AOBD, 

including Air Operations Summary Worksheet 

(ICS 220-CG), if completed. 

c. Participate in AOBD planning activities. 

d. Inform AOBD of group activities. 

e. Identify resources/supplies dispatched for the Air 

Tactical Group. 

f. Request special air tactical items from 

appropriate sources through Logistics Section. 

g. Coordinate activities with AOBD. 

h. Obtain assigned ground-to-air frequency for 

airbase operations from the Communications Unit 

Leader (COML) or Incident Radio 

Communications Plan (ICS 205-CG). 

i. Inform AOBD of capability to provide night flying 

service. 

j. Ensure compliance with each agency's 

operations checklist for day and night operations. 

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

l. Maintain Unit Log (ICS 214-CG). 

AIR SUPPORT GROUP SUPERVISOR (ASGS) – The 

ASGS is primarily responsible for supporting aircraft 

and aircrews. This includes: 1) providing fuel and other 

supplies; 2) providing maintenance and repair of 

aircraft; 3) keeping records of aircraft activity, and 4) 

providing enforcement of safety regulations. The ASGS 

reports to the AOBD. 

The major responsibilities of the ASGS are: 

a. Review Common Responsibilities in Chapter 2. 
AUGUST 2006 

7-12 

OPERATIONS OPERATIONS 

b. Obtain a copy of the IAP from the AOBD, 

including Air Operations Summary Worksheet 

(ICS 220-CG), if completed. 

c. Participate in AOBD planning activities. 

d. Inform AOBD of group activities. 

e. Identify resources/supplies dispatched for the Air 

Support Group. 

f. Request special air support items from 

appropriate sources through Logistics Section. 

g. Determine need for assignment of personnel and 

equipment at each airbase. 

h. Coordinate activities with AOBD. 

i. Obtain assigned ground-to-air frequency for 

airbase operations from the Communications Unit 

Leader (COML) or Incident Radio 

Communications Plan (ICS 205-CG). 

j. Inform AOBD of capability to provide night flying 

service. 

k. Ensure compliance with each agency's operations 

checklist for day and night operations. 

l. Ensure dust abatement procedures are 

implemented at helibases and helispots. 

m. Provide crash-rescue service for helibases and 

helispots. 

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

o. Maintain Unit Log (ICS 214-CG). 

TECHNICAL SPECIALISTS (THSP) – Certain incidents 

or events may require the use of THSP’s who have 

specialized knowledge and expertise. THSP’s may 

function within the Planning Section or be assigned 

wherever their services are required. See chapter 8 

and the THSP Job Aid for more detailed information on 

THSP’s. 
AUGUST 2006 

8-1 

PLANNING PLANNING 

CHAPTER 8 

PLANNING SECTION

ORGANIZATION CHART 

 * May be assigned wherever their services are required.

References: 

(a) Planning Section Chief Job Aid 

(b) Resource Unit Leader Job Aid 

(c) Situation Unit Leader Job Aid 

(d) Documentation Unit Leader Job Aid 

(e) Demobilization Unit Leader Job Aid 

(f) Environmental Unit Leader Job Aid 

(g) Technical Specialist Job Aid 

Resources 

Unit Leader 

Documentation 

Unit Leader 

Situation 

Unit Leader 

PLANNING SECTION CHIEF 

Demobilization 

Unit Leader 

Check-in 

/Status 

Recorders 

Display 

Processors 

Field 

Observers 

Technical 

Specialist*

Environmental 

Unit Leader 
AUGUST 2006 

8-2 

PLANNING PLANNING 

POSITION CHECKLISTS 

PLANNING SECTION CHIEF (PSC) – The PSC, a 

member of the General Staff, is responsible for the 

collection, evaluation, dissemination and use of incident 

information and maintaining status of assigned 

resources. Information is needed to: 

1) Understand the current situation; 

2) Predict the probable course of incident events; 

3) Prepare strategies, plans and alternative 

strategies and plans for the incident; and 

4) Submit required incident status reports. 

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

regarding the organization and duties of the PSC. 

The PSC may have Deputy PSC’s, who may be from 

the same agency or from an assisting agency. The 

Deputy PSC must have the same qualifications as the 

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

take over that position at any time. 

The major duties of the PSC are: 

a. Review Common Responsibilities in Chapter 2. 

b. Collect, process, and display incident information. 

c. Assist OSC in the development of response 

strategies. 

d. Supervise preparation of the IAP. 

e. Facilitate planning meetings and briefings. 

f. Supervise the tracking of incident personnel and 

resources through the Resources Unit. 

g. Assign personnel already on-site to ICS 

organizational positions as appropriate. 

h. Establish information requirements and reporting 

schedules for Planning Section Units (e.g., 

Resources, Situation). 

i. Determine the need for any specialized resources 

in support of the incident. 
AUGUST 2006 

8-3 

PLANNING PLANNING 

j. Establish special information collection activities 

as necessary (e.g., weather, environmental, 

toxics, etc.). 

k. Assemble information on alternative strategies. 

l. Provide periodic predictions on incident potential. 

m. Keep IMT apprised of any significant changes in 

incident status. 

n. Compile and display incident status information. 

o. Oversee preparation and implementation of the 

Incident Demobilization Plan. 

p. Incorporate plans (e.g., Traffic, Medical, 

Communications, and Site Safety) into the IAP. 

q. Develop other incident supporting plans (e.g., 

salvage, transition, security). 

r. Review PSC Job Aid. 

s. Maintain Unit Log (ICS 214-CG). 

RESOURCE UNIT LEADER (RESL) – The RESL is 

responsible for maintaining the status of all assigned 

tactical resources and personnel at an incident. This is 

achieved by overseeing the check-in of all tactical 

resources and personnel, maintaining a status-keeping 

system indicating current location and status of all these 

resources. The RESL Job Aid, Reference (b), should 

be reviewed regarding the organization and duties of 

the RESL. 

The major responsibilities of the RESL are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Establish the check-in function at incident 

locations. 

d. Prepare Organization Assignment List (ICS 203-

CG) and Organization Chart (ICS 207-CG). 

e. Prepare appropriate parts of Division Assignment 

Lists (ICS 204-CG). 

f. Maintain and post the current status and location 

of all tactical resources. 
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PLANNING PLANNING 

g. Maintain master roster of all tactical resources 

checked in at the incident. 

h. Attend meetings and briefings as required by the 

PSC. 

i. Review Resource Unit Leader Job Aid. 

j. Maintain Unit Log (ICS 214-CG). 

CHECK-IN/STATUS RECORDER (SCKN) – SCKN’s 

are needed at each check-in location to ensure that all 

resources assigned to an incident are accounted for. 

The major responsibilities of the SCKN are: 

a. Review Common Responsibilities in Chapter 2. 

b. Obtain required work materials, including Checkin Lists (ICS 211-CG), Resource Status Cards 

(ICS-219) and status display boards or T-card 

racks. 

c. Post signs so that arriving resources can easily 

find incident check-in location(s). 

d. Record check-in information on Check-in Lists 

(ICS 211-CG). 

e. Transmit check-in information to the RESL. 

f. Forward completed ICS 211-CG and Status 

Change Cards (ICS-210) to the RESL. 

g. Receive, record, and maintain resource status 

information on Resource Status Cards (ICS-219) 

for incident-assigned tactical resources, and 

overhead personnel. 

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

i. Maintain Unit Log (ICS 214-CG). 

SITUATION UNIT LEADER (SITL) – The Situation Unit 

Leader is responsible for collecting, processing and 

organizing incident information relating to the growth, 

mitigation or intelligence activities taking place on the 

incident. The SITL may prepare future projections of 

incident growth, maps and intelligence information. The 
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PLANNING PLANNING 

SITL Job Aid, reference (c), should be reviewed 

regarding the organization and duties of the SITL. 

The major responsibilities of the SITL are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Begin collection and analysis of incident data as 

soon as possible. 

d. Prepare, post, or disseminate resource and 

situation status information as required, including 

special requests. 

e. Prepare periodic predictions or as requested by 

the PSC. 

f. Prepare the Incident Status Summary Form (ICS 

209-CG). 

g. Provide photographic services and maps if 

required. 

h. Conduct situation briefings at meetings and 

briefings as required by the PSC. 

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

the incident. 

j. Maintain chart/map of incident in the common 

area of the ICP for all responders to view. 

k. Maintain Unit Log (ICS 214-CG). 

DISPLAY PROCESSOR (DPRO) – The DPRO is 

responsible for the display of incident status information 

obtained from Field Observers (FOBS), resource status 

reports, aerial and other photographs, and infrared 

data. 

The major responsibilities of the DPRO are: 

a. Review Common Responsibilities in Chapter 2. 

b. Determine: 

• Location of work assignment 

• Numbers, types and locations of displays 

required 

• Priorities 
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PLANNING PLANNING 

• Map requirements for the IAP 

• Time limits for completion 

c. Obtain necessary equipment and supplies. 

d. Assist SITL in analyzing and evaluating field 

reports. 

e. Develop required displays in accordance with 

time limits for completion. Examples of displays 

include: 

• GIS information 

• Demographic information 

• Incident projection data 

• Enlargement of ICS forms 

f. Maintain Unit Log (ICS 214-CG). 

 

FIELD OBSERVER (FOBS) – The FOBS is responsible 

for collecting situation information from personal 

observations at the incident and provides this 

information to the SITL. The major responsibilities of 

the FOBS are: 

a. Review Common Responsibilities in Chapter 2. 

b. Determine: 

• Location of assignment 

• Type of information required 

• Priorities 

• Time limits for completion 

• Method of communication 

• Method of transportation 

c. Obtain necessary equipment and supplies. 

d. Perform FOBS responsibilities to include but not 

limited to the following: 

• Perimeters of incident 

• Locations of trouble spots 

• Weather conditions 

• Hazards 

• Progress of operations resources 

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

Helispots, Division and Branch boundaries). 

f. Report information to the SITL by established 

procedure. 

g. Report immediately any condition observed that 

may cause danger and a safety hazard to 

personnel. 

h. Gather intelligence that will lead to accurate 

predictions. 

i. Maintain Unit Log (ICS 214-CG). 

DOCUMENTATION UNIT LEADER (DOCL) – The 

DOCL is responsible for the maintenance of accurate, 

up-to-date incident files. Examples of incident 

documentation include: Incident Action Plan(s), 

incident reports, communication logs, injury claims, 

situation status reports, etc. Thorough documentation 

is critical to post-incident analysis. Some of the 

documents may originate in other sections. The DOCL 

shall ensure each section is maintaining and providing 

appropriate documents. The DOCL will provide 

duplication and copying services for all other sections. 

The Documentation Unit will store incident files for 

legal, analytical, and historical purposes. The DOCL 

Job Aid, reference (d), should be reviewed regarding 

the organization and duties of the DOCL. 

The major responsibilities of the DOCL are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Set up work area; 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. Organize files for submitting final incident 
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PLANNING PLANNING 

documentation package. 

i. Maintain Unit Log (ICS 214-CG). 

DEMOBILIZATION UNIT LEADER (DMOB) – The 

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. The DMOB Job Aid, 

reference (e), should be reviewed regarding the 

organization and duties of the DMOB. 

The major responsibilities of the DMOB are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Review incident resource records to determine 

the likely size and extent of demobilization effort 

and develop a resource matrix. 

d. Coordinate demobilization with Agency 

Representatives. 

e. Monitor the on-going Operations Section resource 

needs. 

f. Identify surplus resources and probable release 

time. 

g. Establish communications with off-incident 

facilities, as necessary. 

h. Develop an Incident Demobilization Plan that 

should include: 

• General information section 

• Responsibilities section 

• Release priorities 

• Release procedures 

• Demobilization Checkout Form (ICS-221-CG) 

• Directory 

i. Prepare appropriate directories (e.g., maps, 

instructions, etc.) for inclusion in the 

demobilization plan. 
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PLANNING PLANNING 

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

k. Provide status reports to appropriate requestors. 

l. Ensure that all Sections/Units understand their 

specific demobilization responsibilities. 

m. Supervise execution of the Incident 

Demobilization Plan. 

n. Brief the PSC on demobilization progress. 

o. Review DMOB Job Aid. 

p. Maintain Unit Log (ICS 214-CG). 

The following are examples of optional Unit Leader 

positions that can be established and used as 

needed during an incident: 

ENVIRONMENTAL UNIT LEADER (ENVL) – The 

ENVL is responsible for environmental matters 

associated with the response, including strategic 

assessment, modeling, surveillance, and environmental 

monitoring and permitting. The ENVL prepares 

environmental data for the Situation Unit. Technical 

Specialists frequently assigned to the Environmental 

Unit may include the Scientific Support Coordinator and 

Sampling, Response Technologies, Trajectory Analysis, 

Weather Forecast, Resources at Risk, Shoreline 

Cleanup Assessment, Historical/ Cultural Resources, 

and Disposal Technical Specialists. The ENVL Job Aid, 

reference (f), should be reviewed regarding the 

organization and duties of the ENVL. 

The major responsibilities of the ENVL are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Obtain a briefing and special instructions from the 

PSC. 

d. Identify sensitive areas and recommend response 

priorities. 

e. Following consultation with natural resource 

trustees, provide input on wildlife protection 
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PLANNING PLANNING 

strategies (e.g., removing oiled carcasses, preemptive capture, hazing, and/or capture and 

treatment). 

f. Determine the extent, fate, and effects of 

contamination. 

g. Acquire, distribute, and provide analysis of 

weather forecasts. 

h. Monitor the environmental consequences of 

response actions. 

i. Develop shoreline cleanup and assessment 

plans. Identify the need for, and prepare any 

special advisories or orders. 

j. Identify the need for, and obtain, permits, 

consultations, and other authorizations, including 

Endangered Species Act (ESA) provisions. 

k. Following consultation with the FOSC’s 

Historical/Cultural Resources Technical Specialist 

identify and develop plans for protection of 

affected historical/cultural resources. 

l. Evaluate the opportunities to use various 

response technologies. 

m. Develop disposal plans. 

n. Develop a plan for collecting, transporting, and 

analyzing samples. 

o. Review ENVL Job Aid. 

p. Maintain Unit Log (ICS 214-CG). 

MARINE TRANSPORTATION SYSTEM RECOVERY 

UNIT LEADER (MTSL) – The MTSL is responsible for 

planning infrastructure recovery for Transportation 

Security Incidents (TSI) (see chapter 16) and other 

incidents that significantly impact the Marine 

Transportation System (MTS). The MTSL will track and 

report on the status of the MTS, understand critical 

recovery pathways, recommend courses of action, and 

provide all MTS stakeholders with an avenue of input to 

the response organization. The MTSL prepares 
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PLANNING PLANNING 

transportation data for the Situation Unit and daily 

situation briefs applying core Essential Elements of 

Information (EEIs). Sample EEIs include Deep draft 

shipping, Aids to Navigation, Bulk liquid facilities, 

Intermodal connections, Bridges, Vessel Salvage, etc. 

The major responsibilities of the MTSL are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Obtain a briefing and special instructions from the 

PSC. 

d. Support Operation Section Staff elements that are 

established for MTS Recovery. 

e. Identify, track and report impacts to the MTS in 

accordance with EEIs. 

f. Coordinate and consult with MTS stakeholders. 

Solicit periodic and standardized feedback from 

impacted industries/stakeholders. 

g. Identify resources, agencies involved, and 

courses of action for the recovery of public 

infrastructure such as ATON, communications 

systems, and federal channels. 

h. Prioritize recovery operations (including ATON, 

dredging, salvage, cleanup, repair, etc), as 

appropriate. 

i. Monitor the economic consequences of recovery 

actions. 

j. Develop traffic management plans. Identify the 

need for, and prepare any special advisories or 

orders (i.e. Safety/Security Zone). 

k. Assess the need for MTS relief measures outside 

the impacted area. Implement measures (i.e. 

redirect cargos, establish alternate transportation 

modes) as necessary. 

l. Liaise with MTS Response Branch Director 

(TRBD) to execute operational objectives. 

m. Maintain Unit Log (ICS 214-CG). 
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PLANNING PLANNING 

INTELLIGENCE UNIT LEADER (IUL) – See Chapter 

11. 

TECHNICAL SPECIALISTS (THSP) – Certain incidents 

or events may require the use of THSP’s who have 

specialized knowledge and expertise. THSP’s may 

function within the Planning Section or be assigned 

wherever their services are required. The THSP Job 

Aid, reference (g), should be reviewed for more detailed 

information. The major responsibilities of the THSP are: 

a. Review Common Responsibilities in Chapter 2. 

b. Provide technical expertise and advice to 

Command and General Staff as needed. 

c. Attend meetings and briefings as appropriate to 

clarify and help to resolve technical issues within 

area of expertise. 

d. Maintain Unit Log (ICS 214-CG). 

Other major responsibilities that might apply to the 

THSP as appropriate: 

e. Provide technical expertise during the 

development of the IAP and other support plans. 

f. Work with the Safety Officer to mitigate unsafe 

practices. 

g. Work closely with Liaison Officer to help facilitate 

understanding among stakeholders and special 

interest groups. 

h. Be available to attend press briefings to clarify 

technical issues. 

i. Research technical issues and provide findings to 

decision makers. 

j. Trouble shoot technical problems and provide 

advice on resolution. 

k. Review specialized plans and clarify meaning. 

The following are examples of Technical Specialists. 

This is not a complete list but examples of the many 
AUGUST 2006 

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PLANNING PLANNING 

kinds of THSP’s that may be used with a possible 

location for the position in the ICS organization. 

However, the IC may assign THSP’s to any location 

within the ICS organization based on incident need. For 

example, the CISM Specialist is normally assigned in 

Logistics under the Medical Unit Leader; however, an 

additional CISM Specialist is often assigned in the 

Command Staff working directly for the IC. Please see 

the THSP job aid for more information on each of the 

positions. 

Command Staff: 

• Auxiliary Liaison Specialist 

• Legal specialist 

• Volunteer Specialist/Coordinator 

Operations: 

• Air Tanker/Fixed Wing Coordinator 

• Helicopter Coordinator 

• Helibase Manager 

• Helispot Manager 

Planning: 

• Documentation Specialist 

• Environmental Specialist 

• Geographic Information System Specialist 

• Historian 

• Public Health Specialist 

• Salvage and Engineering Technical Specialist 

• Situation Report Specialist 

• Training Specialist 

• Weather Observer 

Logistics: 

• Berthing Manager 

• Camp Manager 

• Cashier Manager 

• Communications Restoration Manager 

• Contingency Communications Manager 
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PLANNING PLANNING 

• Chaplain 

• Critical Incident Stress Management (CISM) 

Specialist/Coordinator 

• Damage Assessment Teams 

• Evacuation Teams/Specialists 

• Entitlement Specialist 

• Facility Repair and Reconstruction Manager 

• Facility Maintenance/Repair Teams/Specialists 

• Family Assistance Specialist/Coordinator 

• Food Teams/Specialists 

• Human Resource Specialist 

• Receiving and Distribution Manager 

• Legal Support Teams/Specialists 

• Medical Teams/Specialists 

• Personnel Accountability Manager 

• Personnel Support Teams/Specialists 
AUGUST 2006 

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LOGISTICS LOGISTICS 

CHAPTER 9 

LOGISTICS SECTION 

ORGANIZATION CHART 

Reference: 

(a) Logistics Section Chief Job Aid 

LOGISTICS SECTION CHIEF 

Communications 

Unit Leader 

Supply 

Unit Leader

Medical 

Unit Leader 

Facilities 

Unit Leader

Food 

Unit Leader

Ground Support

Unit Leader 

Vessel Support

Unit Leader

Service 

Branch 

Support 

Branch 

Incident 

Dispatcher 

Responder 

Rehabilitation 

Manager 

Ordering 

Manager 

Receiving and 

Distribution 

Manager 

Security 

Manager 

Base 

Manager 

Equipment 

Manager 
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LOGISTICS LOGISTICS 

POSITION CHECKLISTS 

LOGISTICS SECTION CHIEF (LSC) – The LSC, a 

member of the General Staff, is responsible for 

providing facilities, services, and material in support of 

the incident. The LSC participates in the development 

and implementation of the IAP and activates and 

supervises the Branches and Units within the Logistics 

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

reviewed regarding the organization and duties of the 

LSC. 

The LSC may have Deputy LSC’s, who may be from 

the same agency or from an assisting agency. The 

Deputy LSC must have the same qualifications as the 

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

take over that position at any time. 

The major responsibilities of the LSC are: 

a. Review Common Responsibilities in Chapter 2. 

b. Plan the organization of the Logistics Section. 

c. Assign work locations and preliminary work tasks 

to Section personnel. 

d. Notify the Resources Unit of the Logistics Section 

Units activated, including names and locations of 

assigned personnel. 

e. Assemble and brief Logistics Branch Directors 

and Unit Leaders. 

f. Determine and supply immediate incident 

resource and facility needs. 

g. In conjunction with Command, develop and 

advise all Sections of the IMT resource approval 

and requesting process. 

h. Review proposed tactics for upcoming operational 

period for ability to provide resources and 

logistical support. 

i. Identify long-term service and support 
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LOGISTICS LOGISTICS 

requirements for planned and expected 

operations. 

j. Advise Command and other Section Chiefs on 

resource availability to support incident needs. 

k. Provide input to and review the Communications 

Plan, Medical Plan and Traffic Plan. 

l. Identify resource needs for incident 

contingencies. 

m. Coordinate and process requests for additional 

resources. 

n. Track resource effectiveness and make 

necessary adjustments. 

o. Advise on current service and support 

capabilities. 

p. Request and/or set up expanded ordering 

processes as appropriate to support incident. 

q. Develop recommended list of Section resources 

to be demobed and initiate recommendation for 

release when appropriate. 

r. Receive and implement applicable portions of the 

incident Demobilization Plan. 

s. Ensure the general welfare and safety of Logistics 

Section personnel. 

t. Maintain Unit Log (ICS 214-CG). 

SERVICE BRANCH DIRECTOR (SVBD) – The SVBD, 

when activated, is under the supervision of the LSC and 

is responsible for the management of all service 

activities at the incident. The Branch Director 

supervises the operations of the Communications, 

Medical and Food Units. 

The major responsibilities of the SVBD are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Obtain working materials. 

d. Determine the level of service required to support 

operations. 
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LOGISTICS LOGISTICS 

e. Confirm dispatch of Branch personnel. 

f. Participate in planning meetings of Logistics 

Section personnel. 

g. Review the IAP. 

h. Organize and prepare assignments for Service 

Branch personnel. 

i. Coordinate activities of Branch Units. 

j. Inform the LSC of Branch activities. 

k. Resolve Service Branch problems. 

l. Maintain Unit Log (ICS 214-CG). 

COMMUNICATIONS UNIT LEADER (COML) – The 

COML 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. 

The major responsibilities of the COML are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Determine Unit personnel needs. 

d. Prepare and implement the Incident Radio 

Communications Plan (ICS 205-CG). 

e. Ensure the Incident Communications Center and 

the Message Center is established. 

f. Establish appropriate communications 

distribution/maintenance locations within the 

Base. 

g. Ensure communications systems are installed 

and tested. 

h. Ensure an equipment accountability system is 

established. 

i. Ensure personal portable radio equipment from 

cache is distributed per Incident Radio 

Communications Plan. 
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LOGISTICS LOGISTICS 

j. Provide technical information as required on: 

• Adequacy of communications systems 

currently in operation. 

• Geographic limitation on communications 

systems. 

• Equipment capabilities/limitations. 

• Amount and types of equipment available. 

• Anticipated problems in the use of 

communications equipment. 

k. Supervise Communications Unit activities. 

l. Maintain records on all communications 

equipment as appropriate. 

m. Ensure equipment is tested and repaired. 

n. Recover equipment from Units being demobilized. 

o. Maintain Unit Log (ICS 214-CG). 

INCIDENT DISPATCHER (INCM) – The INCM is 

responsible for receiving and transmitting radio and 

telephone messages among and between personnel 

and to provide dispatch services at the incident. 

The major responsibilities of the INCM are: 

a. Review Common Responsibilities in Chapter 2. 

b. Ensure adequate staffing. 

c. Obtain and review the IAP to determine the 

incident organization and Incident Radio 

Communications Plan. 

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. 

g. Receive and transmit messages within and 

external to the incident. 

h. Maintain files of ICS-210 and General Messages 

(ICS 213-CG). 

i. Maintain a record of unusual incident 
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LOGISTICS LOGISTICS 

occurrences. 

j. Provide a briefing to relief personnel on: 

• Current activities. 

• Equipment status. 

• Any unusual communications situations. 

k. Turn in appropriate documents to the 

Communications Unit Leader. 

l. Demobilize the Communications Center in 

accordance with the Incident Demobilization Plan. 

m. Maintain Unit Log (ICS 214-CG). 

MEDICAL UNIT LEADER (MEDL) – The MEDL, under 

the direction of the Service Branch Director or Logistics 

Section Chief, is primarily responsible for the 

development of the Medical Plan; providing medical 

care and overseeing health aspects of response 

personnel; obtaining medical aid and transportation for 

injured and ill response personnel; coordinating with 

other functions to resolve heath and safety issues; and 

preparation of reports and records. 

The major responsibilities of the MEDL are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Participate in Logistics Section/Service Branch 

planning activities. 

d. Establish the Medical Unit. 

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

f. Provide any relevant medical input into the 

planning process for strategy development. 

g. Coordinate with Safety Officer, Operations, 

hazmat specialists, and others on proper 

personnel protection procedures for incident 

personnel. 

h. Prepare procedures for major medical 

emergency. 

i. Develop transportation routes and methods for 
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LOGISTICS LOGISTICS 

injured incident personnel. 

j. Ensure incident personnel patients are tracked as 

they move from origin, care facility and 

disposition. 

k. Provide continuity of medical care for incident 

personnel. 

l. Declare major medical emergency as appropriate. 

m. Provide or oversee medical and rehab care 

delivered to incident personnel. 

n. Monitor health aspects of incident personnel 

including excessive incident stress. 

o. Respond to requests for medical aid, medical 

transportation and medical supplies. 

p. In conjunction with Finance/Admin Section, 

prepare and submit necessary authorizations, 

reports and administrative documentation related 

to injuries, compensation or death of incident 

personnel. 

q. Coordinate personnel and mortuary affairs for 

incident personnel fatalities. 

r. Provide oversight and liaison as necessary for 

incident victims among emergency medical care, 

medical examiner and hospital care. 

s. Provide for security and proper disposition of 

incident medical records. 

t. Maintain Unit Log (ICS 214-CG). 

RESPONDER REHABILITATION MANAGER (REHB)

– The REHB 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. 

The major responsibilities of the REHB are: 

a. Review Common Responsibilities in Chapter 2. 

b. Designate the responder rehabilitation location 

and have the location announced on the radio 

with radio designation "Rehab". 
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LOGISTICS LOGISTICS 

c. Coordinate with MEDL to request necessary 

medical personnel to evaluate the medical 

condition of personnel being rehabilitated. 

d. Request necessary resources for rehabilitation of 

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

e. Request food through the Food Unit or LSC, as 

necessary, for personnel being rehabilitated. 

f. Release rehabilitated personnel for reassignment. 

g. Maintain appropriate records and documentation. 

h. Maintain Unit Log (ICS 214-CG). 

FOOD UNIT LEADER (FDUL) – The FDUL is 

responsible for supplying the food needs for the entire 

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

Areas, as well as providing food for personnel unable to 

leave tactical field assignments. 

The major responsibilities of the FDUL are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Determine food and water requirements. 

d. Determine the method of feeding to best fit each 

facility or situation. 

e. Obtain necessary equipment and supplies. 

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 Food Unit personnel as appropriate. 

k. Maintain Unit Log (ICS 214-CG). 

SUPPORT BRANCH DIRECTOR (SUBD) – The 

SUBD, when activated, is under the direction of the 

LSC, and is responsible for the development and 

implementation of logistics plans in support of the 
AUGUST 2006 

9-9 

LOGISTICS LOGISTICS 

Incident Action Plan. The SUBD supervises the 

operations of the Supply, Facilities, Ground Support 

and Vessel Support Units. 

The major responsibilities of the SUBD are: 

a. Review Common Responsibilities in Chapter 2 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Obtain work materials. 

d. Identify Support Branch personnel dispatched to 

the incident. 

e. Determine initial support operations in 

coordination with the LSC and SVBD. 

f. Prepare initial organization and assignments for 

support operations. 

g. Assemble and brief Support Branch personnel. 

h. Determine if assigned Branch resources are 

sufficient. 

i. Maintain surveillance of assigned Units work 

progress and inform the LSC of their activities. 

j. Resolve problems associated with requests from 

the Operations Section. 

k. Maintain Unit Log (ICS 214-CG). 

SUPPLY UNIT LEADER (SPUL) – The SPUL is 

primarily responsible for receiving, storing and 

distributing all supplies for the incident; maintaining an 

inventory of supplies; and storing, disbursing and 

servicing non-expendable supplies and equipment. 

The major responsibilities of the SPUL are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Participate in Logistics Section/Support Branch 

planning activities. 

d. Determine the type and amount of supplies 

enroute. 

e. Review the IAP for information on operations of 

the Supply Unit. 

f. Develop and implement safety and security 
AUGUST 2006 

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LOGISTICS LOGISTICS 

requirements. 

g. Order, receive, distribute and store supplies and 

equipment. 

h. Receive and respond to requests for personnel, 

supplies and equipment. 

i. Maintain an inventory of supplies and equipment. 

j. Service reusable equipment. 

k. Submit reports to the SUBD. 

l. Maintain Unit Log (ICS 214-CG). 

ORDERING MANAGER (ORDM) – The ORDM is 

responsible for placing all orders for supplies and 

equipment for the incident. The ORDM reports to the 

SPUL. The major responsibilities of the ORDM are: 

a. Review Common Responsibilities in Chapter 2. 

b. Obtain necessary agency(s) order forms. 

c. Establish ordering procedures. 

d. Establish name and telephone numbers of 

agency(s) personnel receiving orders. 

e. Set up filing system. 

f. Obtain roster of incident personnel who have 

ordering authority. 

g. Obtain list of previously ordered supplies and 

equipment. 

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 RCDM informed of orders placed. 

m. Submit all ordering documents to the 

Documentation Control Unit through the SPUL 

Leader before demobilization. 

n. Maintain Unit Log (ICS 214-CG). 

RECEIVING AND DISTRIBUTION MANAGER (RCDM) 

– The RCDM is responsible for receiving and 
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LOGISTICS LOGISTICS 

distributing all supplies and equipment (other than 

primary resources) and the service and repair of tools 

and equipment. The RCDM reports to the SPUL. 

The major responsibilities of the RCDM are: 

a. Review Common Responsibilities in Chapter 2. 

b. Order required personnel to operate supply area. 

c. Organize the physical layout of the supply area. 

d. Establish procedures for operating the supply 

area. 

e. Set up a filing system for receiving and 

distributing supplies and equipment. 

f. Maintain inventory of supplies and equipment. 

g. Develop security requirement for supply area. 

h. Establish procedures for receiving supplies and 

equipment. 

i. Submit necessary reports to the SPUL. 

j. Notify ORDM of supplies and equipment 

received. 

k. Provide necessary supply records to SPUL. 

Leader. 

l. Maintain Unit Log (ICS 214-CG). 

FACILITIES UNIT LEADER (FACL) – The FACL is 

primarily responsible for the set up, maintenance and 

demobilization of incident facilities, e.g., Base, ICP and 

Staging Areas, as well as security services required to 

support incident operations. The FACL provides 

sleeping and sanitation facilities for incident personnel 

and manages Base operations. Each facility is 

assigned a manager who reports to the FACL and is 

responsible for managing the operation of the facility. 

The FACL reports to the SUBD. 

The major responsibilities of the FACL are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

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

d. Receive and review a copy of the IAP. 
AUGUST 2006 

9-12 

LOGISTICS LOGISTICS 

e. Participate in Logistics Section/Support Branch 

planning activities. 

f. In conjunction with the Finance/Admin Section, 

determine locations suitable for incident support 

facilities and secure permission to use through 

appropriate means. 

g. Inspect facilities prior to occupation and 

document conditions and preexisting damage. 

h. Determine requirements for each facility, 

including the ICP. 

i. Prepare layouts of incident facilities. 

j. Notify Unit Leaders of facility layout. 

k. Activate incident facilities. 

j. Provide Facility Managers and personnel to 

operate facilities. 

k. Provide sleeping facilities. 

l. Provide security services. 

m. Provide food and water service. 

n. Provide sanitation and shower service, as 

needed. 

o. Provide facility maintenance services, e.g., 

sanitation, lighting, clean up, trash removal, etc. 

p. Inspect all facilities for damage and potential 

claims. 

q. Demobilize incident facilities. 

r. Maintain facility records. 

s. Maintain Unit Log (ICS 214-CG). 

SECURITY MANAGER (SECM) – The SECM is 

responsible for providing safeguards needed to protect 

personnel and property from loss or damage. 

The major responsibilities of the SECM are: 

a. Review Common Responsibilities in Chapter 2. 

b. Establish contacts with local law enforcement 

agencies, as required. 

c. Contact the Resource Use Specialist for crews or 

Agency Representatives to discuss any special 
AUGUST 2006 

9-13 

LOGISTICS LOGISTICS 

custodial requirements that may affect operations. 

d. Request required personnel support to 

accomplish work assignments. 

e. Ensure security of classified material and/or 

systems. 

f. Ensure that support personnel are qualified to 

manage security problems. 

g. Develop Security Plan for incident facilities. 

h. Adjust Security Plan for personnel and equipment 

changes and releases. 

i. Coordinate security activities with appropriate 

incident personnel. 

j. Keep the peace, prevent assaults and settle 

disputes through coordination with Agency 

Representatives. 

k. Prevent theft of all government and personal 

property. 

l. Document all complaints and suspicious 

occurrences. 

m. Maintain Unit Log (ICS 214-CG). 

BASE MANAGER (BCMG) – The BCMG is responsible 

for ensuring that appropriate sanitation, security and 

facility management services are conducted at the 

Base. The major responsibilities of the BCMG are: 

a. Review Common Responsibilities in Chapter 2. 

b. Determine personnel support requirements. 

c. Obtain necessary equipment and supplies. 

d. Ensure that all facilities and equipment are set up 

and properly functioning. 

e. Supervise the establishment of 

• Sanitation facilities, including showers, and 

• Sleeping facilities. 

f. Make sleeping area assignments. 

g. Adhere to all applicable safety and health 

standards and regulations. 

h. Ensure that all facility maintenance services are 
AUGUST 2006 

9-14 

LOGISTICS LOGISTICS 

provided. 

i. Maintain Unit Log (ICS 214-CG). 

GROUND SUPPORT UNIT LEADER (GSUL) – The 

GSUL is primarily responsible for ensuring: repair of 

primary tactical equipment, vehicles, mobile ground 

support equipment and fueling services; transportation 

of personnel, supplies, food and equipment in support 

of incident operations; recording all ground equipment 

usage time, including contract equipment assigned to 

the incident; and implementing the Traffic Plan for the 

incident. The major responsibilities of the GSUL are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Participate in Support Branch/Logistics Section 

planning activities. 

d. Develop and implement the Traffic Plan. 

e. Support out-of-service resources. 

f. Notify the Resources Unit of all status changes on 

support and transportation vehicles. 

g. Arrange for and activate fueling, maintenance and 

repair of ground resources. 

h. Maintain Support Vehicle Inventory and 

transportation vehicles (ICS-218). 

i. Provide transportation services IAW requests 

from the LSC or SUBD. 

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 SUBD as directed. 

n. Maintain Unit Log (ICS 214-CG). 

EQUIPMENT MANAGER (EQPM) – The EQPM 

provides service, repair and fuel for all apparatus and 

equipment; provides transportation and support vehicle 

services; and maintains records of equipment use and 
AUGUST 2006 

9-15 

LOGISTICS LOGISTICS 

service provided. 

The major responsibilities of the EQPM are: 

a. Review Common Responsibilities in Chapter 2. 

b. Obtain the IAP to determine locations for 

assigned resources, Staging Area locations and 

fueling and service requirements for all resources. 

c. Obtain necessary equipment and supplies. 

d. Provide maintenance and fueling according to 

schedule. 

e. Prepare schedules to maximize use of available 

transportation. 

f. Provide transportation and support vehicles for 

incident use. 

g. Coordinate with AREP on service and repair 

policies, as required. 

h. Inspect equipment condition and ensure coverage 

by equipment agreement. 

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

parts needed to maintain equipment in an efficient 

operating condition) and place orders with the 

Supply Unit. 

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

k. Maintain equipment rental records. 

l. Maintain equipment service and use records. 

m. Check all service repair areas to ensure that all 

appropriate safety measures are being taken. 

n. Maintain Unit Log (ICS 214-CG). 

VESSEL SUPPORT UNIT LEADER (VESS) – The 

VESS is responsible for implementing the Vessel 

Routing Plan for the incident and coordinating 

transportation on the water and between shore 

resources. Since most vessels will be supported by 

their own infrastructure, the Vessel Support Unit may be 

requested to arrange fueling, dockage, maintenance 

and repair of vessels on a case-by-case basis. 

The major responsibilities of the VESS are: 
AUGUST 2006 

9-16 

LOGISTICS LOGISTICS 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

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

d. Participate in Support Branch/Logistics Section 

planning activities. 

e. Coordinate development of the Vessel Routing 

Plan. 

f. Coordinate vessel transportation assignments 

with the Protection and Recovery Branch or other 

sources of vessel transportation. 

g. Coordinate water-to-land transportation with the 

Ground Support Unit, as necessary. 

h. Maintain a prioritized list of transportation 

requirements that need to be scheduled with the 

transportation source. 

i. Support out-of-service vessel resources, as 

requested. 

j. Arrange for fueling, dockage, maintenance and 

repair of vessel resources, as requested. 

k. Maintain inventory of support and transportation 

vessels. 

l. Maintain Unit Log (ICS 214-CG). 

TECHNICAL SPECIALISTS (THSP) – Certain incidents 

or events may require the use of THSP’s who have 

specialized knowledge and expertise. THSP’s may 

function within the Planning Section or be assigned 

wherever their services are required. See chapter 8 

and the THSP Job Aid for more detailed information on 

THSP’s. 
AUGUST 2006 

10-1 

FINANCE/ADMIN FINANCE/ADMIN 

CHAPTER 10 

FINANCE/ADMINISTRATION SECTION

ORGANIZATION CHART 

Reference: 

(a) Finance/Administration Section Chief Job Aid 

FINANCE/ADMINISTRATION 

SECTION CHIEF

Procurement

Unit Leader

Compensation/ 

Claims Unit Leader

Cost Unit 

Leader 

Personnel 

Time 

Recorder 

Equipment 

Time 

Recorder 

Time Unit 

Leader 

Compensation 

for Injury 

Specialist 

Claims 

Specialist 
AUGUST 2006 

10-2 

FINANCE/ADMIN FINANCE/ADMIN 

POSITION CHECKLISTS 

FINANCE/ADMINISTRATION SECTION CHIEF (FSC) 

- The FSC, a member of the General Staff, is 

responsible for all financial, administrative and cost 

analysis aspects of the incident and for supervising 

members of the Finance/Admin Section. The FSC Job 

Aid (reference (a)) should be reviewed regarding the 

organization and duties of the FSC. 

The FSC may have Deputy FSC’s, who may be from 

the same agency or from an assisting agency. The 

Deputy FSC must have the same qualifications as the 

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

take over that position at any time. 

The major responsibilities of the FSC are: 

a. Review Common Responsibilities in Chapter 2. 

b. Participate in incident planning meetings and 

briefings as required. 

c. Review operational plans and provide 

alternatives where financially appropriate. 

d. Manage all financial aspects of an incident. 

e. Provide financial and cost analysis information as 

requested. 

f. Gather pertinent information from briefings with 

responsible agencies. 

g. Develop an operating plan for the Finance/ Admin 

Section; fill supply and support needs. 

h. Determine the need to set up and operate an 

incident commissary. 

i. Meet with Assisting and Cooperating Agency 

Representatives, as needed. 

j. Maintain daily contact with agency(s) 

administrative headquarters on Finance/Admin 

matters. 

k. Ensure that all personnel time records are 
AUGUST 2006 

10-3 

FINANCE/ADMIN FINANCE/ADMIN 

accurately completed and transmitted to home 

agencies, according to policy. 

l. Provide financial input to demobilization planning. 

m. Ensure that all obligation documents initiated at 

the incident are properly prepared and 

completed. 

n. Brief agency administrative personnel on all 

incident-related financial issues needing attention 

or follow-up prior to leaving incident. 

o. Develop recommended list of Section resources 

to be demobed and initial recommendation for 

release when appropriate. 

p. Receive and implement applicable portions of the 

incident Demobilization Plan. 

q. Maintain Unit Log (ICS 214-CG). 

TIME UNIT LEADER (TIME) - The TIME is responsible 

for equipment and personnel time recording and for 

managing the commissary operations. 

The major responsibilities of the TIME are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Determine incident requirements for time 

recording function. 

d. Determine resource needs. 

e. Contact appropriate agency personnel/ 

representatives. 

f. Ensure that daily personnel time recording 

documents are prepared and in compliance with 

agency(s) policy. 

g. Establish time unit objectives. 

h. Maintain separate logs for overtime hours. 

i. Establish commissary operation on larger or longterm incidents, as needed. 

j. Submit cost estimate data forms to the Cost Unit, 

as required. 

k. Maintain records security. 
AUGUST 2006 

10-4 

FINANCE/ADMIN FINANCE/ADMIN 

l. Ensure that all records are current and complete 

prior to demobilization. 

m. Release time reports from assisting agency 

personnel to the respective Agency 

Representatives prior to demobilization. 

n. Brief the FSC on current problems and 

recommendations, outstanding issues and followup requirements. 

o. Maintain Unit Log (ICS 214-CG). 

EQUIPMENT TIME RECORDER (EQTR) - Under 

supervision of the TIME, the EQTR is responsible for 

overseeing the recording of time for all equipment 

assigned to an incident. 

The major responsibilities of the EQTR are: 

a. Review Common Responsibilities in Chapter 2. 

b. Set up the EQTR function in location designated 

by the Time Unit Leader. 

c. Advise Ground Support Unit, Vessel 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 4 hours 

after the end of each operational period. 

f. Prepare a use and summary invoice for 

equipment, as required, within 12 hours after 

equipment arrival at the incident. 

g. Submit data to TIME for cost effectiveness 

analysis. 

h. Maintain current posting on all charges or credits 

for fuel, parts and services. 

i. Verify all time data and deductions with owner/ 

operator of equipment. 

j. Complete all forms according to agency 

specifications. 
AUGUST 2006 

10-5 

FINANCE/ADMIN FINANCE/ADMIN 

k. Close out forms prior to demobilization. 

l. Distribute copies per agency and incident policy. 

m. Maintain Unit Log (ICS 214-CG). 

PERSONNEL TIME RECORDER (PTRC) - Under 

supervision of the TIME, the PTRC is responsible for 

overseeing the recording of time for all personnel 

assigned to an incident. 

The major responsibilities of the PTRC are: 

a. Review Common Responsibilities in Chapter 2. 

b. Establish and maintain a file for incident 

personnel time reports within the first operational 

period. 

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

applicable personnel assigned to the incident for 

each operational period. 

d. Ensure that all employee identification 

information is verified to be correct on the time 

report. 

e. Post personnel travel and work hours, transfers, 

promotions, specific pay provisions and 

terminations to personnel time documents. 

f. Ensure that time reports are signed. 

g. Close-out time documents prior to personnel 

leaving the incident. 

h. Distribute all time documents according to 

agency policy. 

i. Maintain a log of excessive hours worked and 

give to the TIME daily. 

j. Maintain Unit Log (ICS 214-CG). 

PROCUREMENT UNIT LEADER (PROC) - The PROC 

is responsible for administering all financial matters 

pertaining to vendor contracts, leases and fiscal 

agreements. 

The major responsibilities of the PROC are: 

a. Review Common Responsibilities in Chapter 2. 
AUGUST 2006 

10-6 

FINANCE/ADMIN FINANCE/ADMIN 

b. Review Unit Leader Responsibilities in Chapter 2. 

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 the Incident Procurement Plan. 

f. Prepare and authorize contracts, building and 

land-use agreements. 

g. Draft memoranda of understanding as necessary. 

h. Establish contracts and agreements with supply 

vendors. 

i. Provide for coordination between the ORDM 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 the Compensation/Claims Unit 

for processing claims. 

m. Complete final processing of contracts and send 

documents for payment. 

n. Coordinate cost data in contracts with the COST. 

o. Brief the FSC on current problems and 

recommendations, outstanding issues and followup requirements. 

p. Maintain Unit Log (ICS 214-CG). 

COMPENSATION/CLAIMS UNIT LEADER (COMP) - 

The COMP is responsible for the overall management 

and direction of all administrative matters pertaining to 

compensation for injury and claims related activities 

(other than injury) for an incident. 

The major responsibilities of the COMP are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 
AUGUST 2006 

10-7 

FINANCE/ADMIN FINANCE/ADMIN 

c. Obtain a briefing from the FSC. 

d. Establish contact with the incident MEDL, SOFR 

and LNO (or Agency Representatives if no LNO 

is assigned). 

e. Determine the need for Compensation for Injury 

and Claims Specialists and order personnel as 

needed. 

f. Establish a Compensation for Injury work area 

within or as close as possible to the Medical Unit. 

g. Review Incident Medical Plan(ICS 206-CG) 

h. Ensure that CLMS’s have adequate workspace 

and supplies. 

i. Review and coordinate procedures for handling 

claims with the Procurement Unit. 

j. Brief the CLMS’s on incident activity. 

k. Periodically review logs and forms produced by 

the CLMS’s to ensure that they are complete, 

entries are timely and accurate, and that they are 

in compliance with agency requirements and 

policies. 

l. 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. 

m. Keep the FSC briefed on Unit status and activity. 

n. Demobilize unit in accordance with the Incident 

Demobilization Plan. 

o. Maintain Unit Log (ICS 214-CG). 

COMPENSATION FOR INJURY SPECIALIST (INJR) -

Under the supervision of the COMP, the Compensation 

for Injury Specialist is responsible for administering 

financial matters resulting from serious injuries and 

fatalities occurring on an incident. Close coordination is 

required with the Medical Unit. 

The major responsibilities of the INJR are: 

a. Review Common Responsibilities in Chapter 2. 
AUGUST 2006 

10-8 

FINANCE/ADMIN FINANCE/ADMIN 

b. Collocate Compensation for Injury Specialist with 

the Medical Unit when possible. 

c. Establish procedure with Medical Unit Leader on 

prompt notification of injuries or fatalities. 

d. Obtain a copy of Incident Medical Plan 

(ICS 206-CG). 

e. Provide written authority for persons requiring 

medical treatment. 

f. Ensure that correct agency forms are being used. 

g. Provide correct billing forms for transmittal to 

doctor and/or hospital. 

h. Coordinate with MEDL to keep informed on 

status of injured and/or hospitalized personnel. 

i. Obtain all witness statements from SOFR and/or 

MEDL and review for completeness. 

j. Maintain a log of all injuries occurring at the 

incident. 

k. Coordinate/handle all administrative paperwork 

on serious injuries or fatalities. 

l. Coordinate with appropriate agency(s) to assume 

responsibility for injured personnel in local 

hospitals after demobilization. 

m. Maintain Unit Log (ICS 214-CG). 

CLAIMS SPECIALIST (CLMS) - Under the supervision 

of the COMP, the CLMS is responsible for managing all 

claims-related activities (other than injury) for an 

incident. 

The major responsibilities of the CLMS are: 

a. Review Common Responsibilities in Chapter 2. 

b. Develop and maintain a log of potential claims. 

c. Coordinate a claims prevention plan with 

applicable incident functions. 

d. Initiate an investigation on all claims other than 

personnel injury. 

e. Ensure that site and property involved in an 

investigation are protected. 
AUGUST 2006 

10-9 

FINANCE/ADMIN FINANCE/ADMIN 

f. Coordinate with the investigation team as 

necessary. 

g. Obtain witness statements pertaining to claims 

other than personnel injury. 

h. Document any incomplete investigations. 

i. Document follow-up action needs by the local 

agency. 

j. Keep the COMP advised on the nature and 

status of all existing and potential claims. 

k. Ensure the use of correct agency forms. 

l. Maintain Unit Log (ICS 214-CG). 

COST UNIT LEADER (COST) - The COST is 

responsible for collecting all cost data, performing cost 

effectiveness analyses and providing cost estimates 

and cost saving recommendations for the incident. 

The major responsibilities of the COST are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Unit Leader Responsibilities in Chapter 2. 

c. Obtain a briefing from the FSC. 

d. Coordinate with agency headquarters on cost 

reporting procedures. 

e. Collect and record all cost data. 

f. Develop incident cost summaries. 

g. Prepare resources-use cost estimates for the 

Planning Section. 

h. Make cost-saving recommendations to the FSC. 

i. Ensure all cost documents are accurately 

prepared. 

j. Maintain cumulative incident cost records. 

k. Complete all records prior to demobilization. 

l. Provide reports to the FSC. 

m. Maintain Unit Log (ICS 214-CG). 

TECHNICAL SPECIALISTS (THSP) – Certain 

incidents or events may require the use of THSP’s who 

have specialized knowledge and expertise. THSP’s 
AUGUST 2006 

10-10 

FINANCE/ADMIN FINANCE/ADMIN 

may function within the Planning Section or be 

assigned wherever their services are required. See 

chapter 8 and the THSP Job Aid for more detailed 

information on THSP’s. 
AUGUST 2006 

11-1 

INTELLIGENCE INTELLIGENCE 

CHAPTER 11 

INTELLIGENCE

References: 

(a) National Response Plan (NRP) 

(b) National Incident Management System (NIMS) 

(c) Intelligence Officer Job Aid 

INTRODUCTION 

This is a brief summary of the Intelligence function as 

used in NIMS ICS. The Intelligence Function has been 

described in more detail in references (a) and (b) and a 

Job Aid has been developed to assist Coast Guard 

Intelligence Officers (reference (c)). The analysis and 

sharing of information and intelligence are important 

elements of ICS. In this context, intelligence includes 

not only national security or other types of classified 

information but also other operational information, such 

as risk assessments, medical intelligence (i.e., 

surveillance), weather information, geospatial data, 

structural designs, toxic contaminant levels, and utilities 

and public works data that may come from a variety of 

different sources. Traditionally, information and 

intelligence functions are located in the Situation Unit 

under the Planning Section. However, in exceptional 

situations, the IC/UC may need to assign the 

information and intelligence functions to other parts of 

the ICS organization. In any case, information and 

intelligence must be appropriately analyzed and shared 

with personnel, designated by the IC, who have proper 

clearance and a “need-to-know" to ensure that they 

support decision-making. 

The intelligence and information function may be 

organized in one of the following ways: 
AUGUST 2006 

11-2 

INTELLIGENCE INTELLIGENCE 

a. Within the Command Staff as the Intelligence 

Officer (INTO). This option may be most 

appropriate in incidents in which incident-related 

intelligence is provided through real-time reachback capabilities. 

b. As an Intelligence Unit within the Planning Section. 

This option may be most appropriate in an incident 

with some need for tactical intelligence that can be 

handled by the Planning Section but requires a 

separate unit from the Situation Unit to handle it. 

c. As an Intelligence Branch or Group within the 

Operations Section. This option may be most 

appropriate in incidents with a high need for 

tactical intelligence actions. 

d. As a separate General Staff Intelligence Section. 

This option may be most appropriate when an 

incident is heavily influenced by intelligence factors 

or when there is a need to manage and/or analyze 

a large volume of classified or highly sensitive 

intelligence or information. This option is 

particularly relevant to a terrorism incident, for 

which intelligence plays a crucial role throughout 

the incident life cycle. 

e. As an Intelligence Technical Specialist. This option 

can be used for any situation because a technical 

specialist can be assigned where most needed to in 

the ICS organization but may be most appropriate 

when little intelligence information is required by the 

incident. 

Regardless of how it is organized, the information and 

intelligence function is also responsible for developing, 

conducting, and managing information- related security 

plans and operations as directed by the IC. These can 

include information security and operational security 

activities, as well as the complex task of ensuring that 

sensitive information of all types (e.g., classified 
AUGUST 2006 

11-3 

INTELLIGENCE INTELLIGENCE 

information, sensitive law enforcement information, 

proprietary and personal information, or exportcontrolled information) is handled in a way that not only 

safeguards the information but also ensures that it gets 

to those who need access to it so that they can 

effectively and safely conduct their missions. The 

information and intelligence function also has the 

responsibility for coordinating information-security and 

operational-security matters with public awareness 

activities that fall under the responsibility of the PIO, 

particularly where such public awareness activities may 

affect information or operations security. 

ORGANIZATION CHART 

Locations where Intelligence may be located in the 

ICS Organization 

* May be assigned wherever their services are required. 

For the U.S. Coast Guard, the intelligence function 

often fits best as the Intelligence Officer because of the 

Sector organization and other reasons noted in 

reference (c). See references (a) and (b) for more 

information on intelligence function and Chapter 6 and 

reference (c) for more information on the INTO duties 

and responsibilities. 

INCIDENT 

COMMAND

Intelligence Officer

Operations 

Section 

Planning 

Section 

Intelligence

Section 

Intelligence 

Group 

Intelligence 

Technical 

Specialist* 

Intelligence 

Unit 
AUGUST 2006 

11-4 

INTELLIGENCE INTELLIGENCE 

THIS PAGE INTENTIONALLY LEFT BLANK 
AUGUST 2006 

12-1 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES

CHAPTER 12 

ORGANIZATIONAL GUIDES

INCIDENT COMMAND SYSTEM 

ORGANIZATION CHART

* May be assigned wherever their services are required. 

INCIDENT 

COMMAND

Public Information Officer 

Intelligence Officer 

Operations 

Section 

Planning 

Section 

Logistics 

Section 

Finance/Admin 

Section 

Branches 

Air 

Operations 

Branch 

Staging 

Area(s) 

Air 

Support 

Air 

Tactical 

Divisions 

Groups 

Time 

Unit 

Procurement

Unit 

Comp/ 

Claims 

Unit 

Cost 

Unit 

Service 

Branch 

Support 

Branch 

Resources 

Unit 

Situation 

Unit 

Documentation

Unit 

Demobilization

Unit 

*Technical 

Specialists 

Comms 

Unit 

Supply 

Unit 

Medical 

Unit 

Facilities 

Unit 

Food 

Unit 

Ground 

Support 

Unit 

Environmental

Unit 

Vessel 

Support 

Unit 

Safety Officer 

Liaison Officer 

Deputy IC/Chief of Staff 
AUGUST 2006 

12-2 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES

ICS ORGANIZATION GUIDE 

C 

O 

M 

M 

A 

N 

D 

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

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 IC’s as needed. 

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

5. Command Staff may have assistants as needed. 

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

INCIDENT BASE RECOMMENDED MINIMUM PERSONNEL REQUIREMENTS

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

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

may be modified or additional personnel may be added to support camps.) 

UNIT POSITION SIZE OF INCIDENT (NUMBER OF DIVISIONS/GROUPS)

 2 5 10 15 25 

Operations Section Chief One Per Operational Period 

Deputy Operations Section Chief 1 1 1 2 3 

O Branch Director 2 3 4 6 

P Division/Group Supervisor 2 5 10 15 25 

E Strike Team Leaders As Needed 

R Task Force Leaders As Needed 

A Air Operations Director 1 1 1 1 

T Air Tactical Group Supervisor 1 1 1 1 1 

I Helicopter Coordinator As Needed 

O Air Support Group Supervisor 1 1 1 1 1 

N Helibase Manager One Per Helibase 

S Helispot Manager One Per Helispot 

Staging Area Manager One Per Staging Area 

Planning Section Chief One Per Incident 

Deputy Planning Section Chief 1 1 1 2 3 

Resource Unit Leader 1 1 1 1 1 

Assistant Resource Unit Leader 1 1 2 

Status Recorders 1 2 3 3 4 

Check-In Recorders As Needed 

Technical Specialists As Needed 

P Situation Unit Leader 1 1 1 1 1 

L Assistant Situation Unit Leader 1 1 2 

A Display/Report Processor 1 1 1 2 

N SITREP/OPSUM Processors 1 1 1 2 2 

N Field Observer 1 2 2 4 

I Weather Observer As Needed 

N Aerial/Ortho Photo Analyst As Needed 

G Computer Terminal Operator 1 1 1 1 

Environmental Unit Leader 1 1 1 1 1 

Documentation Unit Leader 1 1 1 1 

Demobilization Unit Leader 1 1 1 

Demob Recorders from Resources As Needed 
AUGUST 2006 

12-3 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES

ICS Organization Guide continued 

UNIT POSITION SIZE OF INCIDENT (NUMBER OF DIVISIONS/GROUPS)

 2 5 10 15 25 

Logistics Section Chief One Per Incident 

Deputy Logistics Section Chief 1 2 

Service Branch Director As Needed 

Communications Unit Leader 1 1 1 1 1 

Assistant Communications Unit Leader 1 1 2 

Incident Communications Manager 1 1 1 1 1 

Incident Dispatcher 1 2 3 3 4 

Message Center Operator 1 1 2 2 

Messenger 1 2 2 2 

Communications Technician 1 2 4 4 

Medical Unit Leader 1 1 1 1 1 

Assistant Medical Unit Leader As Needed 

Food Unit Leader 1 1 1 1 

L Food Unit Assistant (each camp) As Needed 

O Support Branch Director As Needed 

G Supply Unit Leader 1 1 1 1 

I Camp Supply Assistant (each camp) As Needed 

S Ordering Manager 1 1 1 

T Receiving/Distribution Manager 1 1 1 1 

I Recorders 1 1 2 2 

C Supply Unit Staff 2 2 2 2 

S Facility Unit Leader 1 1 1 1 

Base Manager 1 1 1 1 

Camp Manager (each camp) As Needed 

Facility Maintenance Specialist 1 1 1 1 

Security Manager 1 1 1 1 

Facility Unit Staff 6 6 12 12 

Ground Support Unit Leader 1 1 1 1 1 

Equipment Manager 1 1 1 1 

Assistants As Needed 

Equipment Timekeeper 1 1 1 1 

Mechanics 1 1 3 5 7 

Drivers As Needed 

Operators As Needed 

 Vessel Support Unit Leader As Needed 

Finance/Administration Section Chief One Per Incident 

F Deputy Finance/Admin Section Chief 1 

I Time Unit Leader 1 1 1 1 

N Time Recorder, Personnel 1 3 3 5 

- Time Recorder, Equipment 1 2 2 3 

A Procurement Unit Leader 1 1 1 1 

D Compensation/Claims Unit Leader 1 1 1 1 

M Compensation Specialist As Needed 

I Claims Specialist As Needed 

N Cost Unit Leader 1 1 1 1 

Cost Analyst 1 1 1 
AUGUST 2006 

12-4 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES

JOINT-STAFF (J-Staff)/ICS ORGANIZATION 

CORRELATION CHART 

Coast Guard personnel may find themselves working in 

a Joint-Staff (J-Staff) organization in support of DOD 

operations, or DOD personnel may find themselves 

working in support of a Federal or State Agency within 

an ICS organization. The following table is provided to 

enable those trained in an ICS position to identify 

where their ICS skills best fit in a J-Staff Organization. 

Conversely, if J-Staff qualified individuals find 

themselves working in an ICS organization in support of 

a response they can use the table to find where their JStaff training and experience will best fit in the ICS 

organization. 

For example, if an individual is trained as a Resources 

Unit Leader in ICS and they report to a J-Staff 

organization, their skills in ICS would best fit under J-1 

(Manpower and Personnel). 

* It is important to remember that the J-Staff was not 

intended to be an emergency response organization. 
AUGUST 2006 

12-5 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES

J Staff J Staff Responsibilities Proposed ICS Position 

Equivalents 

Commander, 

 Deputy Commander, 

 Chief of Staff

♦ Plan and conduct military 

operations in response, 

including the security of the 

command and protection of 

the United States, its 

possessions and bases 

against attack or hostile 

incursion. 

♦ Maintain the preparedness 

of the command to carry out 

missions assigned to the 

command. 

♦ Carry out assigned missions, 

tasks, and responsibilities. 

Incident Commander – the IC’s 

responsibility is the overall 

management of the incident. On most 

incidents, a single IC carries out the 

command activity. The IC is selected 

by qualifications and experience.

Unified Command – A unified team 

that manages an incident by 

establishing a common set of incident 

objectives and strategies. This is 

accomplished without loss or abdication 

of agency or organizational authority, 

responsibility or accountability.

Special Staff 

♦ Gives technical, 

Administrative & tactical 

advice 

♦ Prepares parts of 

plans, estimates & 

orders 

♦ Coordinates & supervises 

staff active Responsible 

directly to the Commander 

Technical Specialists- Personnel with 

special skills who can be used 

anywhere within the ICS Organization. 

Personal Staff 

♦ Gives technical, 

Administrative & tactical 

advice 

♦ Prepares parts of 

plans, estimates & 

orders 

♦ Coordinates & supervises 

staff active Responsible 

directly to the Commander 

♦ Special Matters over which 

commander chooses to 

exercise close personal 

control 

♦ Usually includes the political 

adviser ties 

Information Officer- is responsible for 

developing and releasing information 

about the incident to the news media, to 

incident personnel, and to other 

appropriate agencies and organizations.

Liaison Officer- is assigned to the 

incident to be the contact for assisting 

and/or cooperating Agency 

Representatives

Safety Officer- to develop and 

recommend measures for assuring 

personnel safety, and to assess and/or 

anticipate hazardous and unsafe 

situations. Only the SOFR will be 

assigned for each incident.

Intelligence Officer- Command Staff 

Officer who Determines Intelligence 

gaps and intelligence Requirements 

during the planning phase, analyzes 

and shares intelligence among ICS 

functions and involved partners, and 

processes classified and unclassified 

request for intelligence. 
AUGUST 2006 

12-6 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES

J Staff J Staff Responsibilities Proposed ICS Position 

Equivalents 

J-1: 

Manpower & Personnel

♦ All matters concerning 

human resources and, 

♦ Unit Personnel strength and 

readiness status 

♦ Monitors and assesses 

elements of personnel 

administration & 

management 

Receives information for 

coordinating, advising, and 

planning to assist the CG 

Commander in 

accomplishing the mission

Resources Unit: Maintains status of all 

assigned resources at an incident (key 

supervisory personnel, primary & 

support resources, etc.). (Planning 

Section) 

Documentation Unit: Maintains 

accurate, up-to-date incident files. 

(Planning Section) 

Time Unit: Accurate recording of daily 

personnel time, compliance with time 

recording policies, and managing 

commissary operations. 

(Finance/Administration Section) 

J-2: 

Intelligence

♦ All matters concerning 

military and contingency 

intelligence. 

♦ Acquires various intelligence 

information and data. 

♦ Analyzes and evaluates 

intelligence and data. 

♦ Provides analyzed 

information and data to CG 

Commander with 

recommendations. 

Intel Officer - Command Staff Officer 

who Determines Intelligence gaps and 

intelligence Requirements during the 

planning phase, analyzes and shares 

intelligence among ICS functions and 

involved partners, and processes 

classified and unclassified request for 

intelligence. The INTO manages 

operational information such as risk 

assessments, affects on public and 

responders, utilities and infrastructure 

affects, and develops strategic 

assessment vs. specific targeted. 

(Command Staff) 

J-3: 

Operations

♦ All matters concerning 

contingency operations, 

tactical plans, tactical 

response organization and 

training 

♦ Maintains current operations 

estimate of situation in 

coordination with other staff 

elements 

♦ Coordinates & develops the 

operations & tactical plans, 

and OPORDERS 

♦ Responsible for all tactical 

activities 

♦ All personnel and unit 

training within Command 

organization 

Operations Section Chief: Manages 

tactical operations, requests resources 

as needed, supervises execution of the 

Incident Action Plan for Operations, 

approves release of resources from 

assigned status. (Operations Section) 

Other Branches, Task Forces, Single 

Resources, Staging Area Manager, Air 

Operations, Air Tactical Group, etc.

Assigned duties, as directed under the 

standard ICS organization. (Operations 

Section)
AUGUST 2006 

12-7 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES

J 

Staff 

J Staff Responsibilities Proposed ICS Position 

Equivalents 

J-4: 

Logistics 

♦ All matters concerning the 

response organization supplies, 

maintenance, transportation, and 

services 

♦ Determines supply requirements 

and coordinates/processes supply 

requests. Ensures supply 

security. 

♦ Supervises collection, staging, 

distribution and transportation 

of supplies

Logistics Section Chief: All 

incident support (exception being 

aviation support). (Logistics Section)

Demobilization Unit: Develops 

Incident demobilization plan. 

(Planning Section) 

Medical Unit: Procedures for 

managing major medical 

emergencies, provide medical aid, 

and assist with processing injuryrelated claims (determine level of 

emergency medical activities prior 

to activation, acquire and manage 

medical support, establish 

procedures for handling serious 

injuries). (Logistics Section) 

Food Unit: Supplies food needs for 

the entire incident (determine food & 

water requirements, obtain 

necessary equipment and supplies, 

order sufficient food and potable 

water, etc.). (Logistics Section) 

Supply Unit: Orders, receives, 

processes, stores all incidentrelated resources. Provides 

supplies to planning, logistics and 

finance/admin sections, determines 

type and amount of supplies en 

route, orders, receives, distributes, 

and stores supplies and equipment, 

maintains inventory of supplies and 

equipment. (Logistics Section)

Facilities Unit: Sets up, maintains 

and demobilizes all incident support 

facilities. Determines requirements 

for each incident facility, activates 

incident facilities, provides security 

services, etc. (Logistics Section) 

Ground Support Unit: 

Maintenance, service, and fueling of 

all mobile equipment & vehicles. 

Ground transportation of personnel, 

supplies and equipment. Support 

services for mobile equipment & 

vehicles, order maintenance & 

repair supplies, etc. (Logistics 

Section)
AUGUST 2006 

12-8 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES J-4: Logistics (continued) 

(continued from previous page)

Procurement Unit: All matters 

pertaining to vendor contracts, 

leases, and fiscal agreements. 

Coordinate with local jurisdiction 

on plans and supply sources, 

draft memoranda of 

understanding, establish contracts 

& agreements with supply 

vendors. (Finance/Administration 

Section) 

J-5: 

Plans & Policy

♦ All matters concerning the long 

range response organization 

planning. 

♦ Prepares mission, concept, and 

overall operations plans for the 

contingency. 

♦ Prepares the recommended 

Course of Action (COA) and 

Commander's Estimates (CE), 

and provides response 

recommendations. 

♦ Coordinates and facilitates all 

planning functions and processes.

Planning Section Chief: 

Evaluates, processes, and 

disseminates information for use 

at the incident. Reassigns out-ofservice personnel already on-site 

to ICS organizational positions, as 

appropriate, establishes 

information requirements, and 

reporting schedules, determines 

need for any specialized 

resources, assembles information 

on alternative strategies, provides 

periodic predictions on incident 

potential, reports any significant 

changes in incident status. 

(Planning Section)

J-6: 

Command, Control 

& Communications

♦ All matters concerning Command, 

Control, and Communications. 

♦ Handles command responsibilities 

for communications. 

♦ Coordinates tactical 

communications planning and 

execution. 

♦ Manages and develops the 

electronics and automatic 

information systems. 

Communications Unit: Develops 

plans for the use of incident 

communications equipment and 

facilities, installs and tests the 

communications equipment, 

supervises the Incident 

Communications Center, 

distributes and maintains 

communications equipment. 

(Communications Section) 

J Staff J Staff Responsibilities Proposed ICS Position 

Equivalents 
AUGUST 2006 

12-9 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES J-7 Operational Plans and Interoperability

♦ Prepares appropriate strategic 

and theater force structure 

recommendations and 

alternatives for use in the 

development of military plans. 

♦ Prepares the appropriate JSPS 

documents to support 

implementation of Joint Staff force 

structure recommendations 

including force apportionment and 

assignment. 

♦ Conducts tradeoff analyses 

between force effectiveness and 

alternative resource distributions. 

♦ Conducts tradeoff analyses of 

joint force capabilities and 

requires, including assessments 

of the projected readiness, 

sustainability, modernization, and 

force structure aspects of current 

and programmed forces. 

Planning Section Chief: 

Evaluates, processes, and 

disseminates information for use 

at the incident. Reassigns out-ofservice personnel already on-site 

to ICS organizational positions, as 

appropriate, establishes 

information requirements, and 

reporting schedules, determines 

need for any specialized 

resources, assembles information 

on alternative strategies, provides 

periodic predictions on incident 

potential, reports any significant 

changes in incident status. 

(Planning Section)
AUGUST 2006 

12-10 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES J-8 Force Structure, Resources and Assessment

♦ Pursues joint force development 

through joint doctrine, training, 

war plans, and assessments 

♦ Through the Joint Training 

System, joint exercise program, 

CJCS Assessment Program, and 

review of conventional war plans, 

assists the combatant 

commands, Joint Staff, Services, 

and OSD to exercise and 

improve the capability of US 

forces and combat support 

agencies to achieve strategic 

goals. 

♦ Facilitates addressing warfighting 

requirements needed in war 

plans, joint education, training, 

and doctrine. 

Finance Section Chief- is 

responsible for all financial, 

administrative, and cost analysis 

aspects of the incident and for 

supervising members of the 

Finance/Administration Section. 

♦ Compensation/Claims: 

Oversees completion of all 

forms required by workers' 

compensation and local 

agencies. Also maintains file of 

injuries and illnesses, 

associated with the incident. 

Close coordination with the 

Medical Unit. Claims are 

responsible for investigating all 

claims involving property 

associated with or involved in 

incident.

(Finance/Administration 

Section) 

♦ Cost Unit: Provides all incident 

cost analysis. Insures proper 

identification of all equipment 

and personnel requiring 

payment, prepares estimates of 

incident costs, and maintains 

accurate records of incident 

costs. (Finance/Administration 

Section) 

♦ Procurement Unit: All matters 

pertaining to vendor contracts, 

leases, and fiscal agreements. 

Coordinate with local jurisdiction 

on plans and supply sources, 

draft memoranda of 

understanding, establish 

contracts 7 agreements with 

supply vendors. 

(Finance/Administration Section
AUGUST 2006 

12-11 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES

JOPES and ICS Interaction 

Anyone who has participated in the Joint Operational 

Planning and Execution System (JOPES) or ICS 

planning processes will understand the value of 

Process. Process is as important as and sometimes 

more important than the plan. The process itself drives 

critical information and communication of that 

information where it needs to go. JOPES consists of 

two planning processes; Crisis Action Planning (CAP) 

and Deliberate Planning. ICS delineates between 

Unplanned Incidents and Planned Events. Although 

ICS has been utilized for large scale Planned Events, 

by design, it is a CAP process. 

The JOPES and ICS Interaction diagram takes the 

linear process for producing JOPES OPLANS and 

Orders and bends it around the ICS Operational 

Planning “P”. This works because the basic functional 

activities are essentially the same for all planning 

processes. The diagram translates between JOPES 

and ICS functions, phases, and tools. Both JOPES and 

ICS practitioners can now see that the processes flow 

in the same sequence; how by implication, portions of a 

JOPES plan or order relate to ICS tools; and that 

continuous improvement of ICS can be incorporated 

into JOPES OPLANS and Orders.

Current Coast Guard doctrine dictates JOPES for some 

of its Deliberate Planning and ICS for most CAP 

responses. The Deliberate OPLANS and Contingency 

Plans prepare units for response and directly feed into 

the development of ICS Incident Action Plans when 

they do. 
AUGUST 2006 

12-12 

ORGANIZATIONAL GUIDES ORGANIZATIONAL GUIDES

JOPES and ICS Interaction 

 

Incident Brief 

ICS-201 

Initial Response 

and Assessment

Notifications

Incident/Event

Initial Response 

Initial UC 

Meeting 

Preparing for 

the Planning 

Meeting 

Preparing 

for the 

Tactics 

Meeting

Execute Plan 

& Assess 

Progress

New Ops 

Period 

 Command & 

 General Staff 

 Meeting 

Planning 

Meeting 

Tactics 

Meeting 

 

 Operations 

 Briefing

IAP Prep & 

Approval 

IC/UC 

Develop/Update 

Objectives 

Meeting 

Course of Action/ 

Commander’s Estimate: 

 Mission 

 Situation/COA’s 

 Analysis of COA’s 

 Comparison of COA’s 

Concept of Operations: 

 Narrative of Proposed Ops 

 Expanded COA/CE 

 Foundation for Future Planning 

Identifies: Tasks, Objectives, 

Resources

Execution 

Planning 

Alert or 

Planning Order 

Staff 

Estimates 

Commander’s 

Intent: 

Purpose 

Method 

Risk Analysis 

Desired End 

State 

Course of 

Action 

Development

Operation 

Order 

Execute 

Order 

Execution 
AUGUST 2006 

13-1 

AREA COMMAND AREA COMMAND

CHAPTER 13 

AREA COMMAND 

1. Contents 13-1 

2. Introduction 13-2 

3. Concept of Operations 13-3 

 Activation Criteria 13-3 

 Activation Guidance 13-3 

 Responsibilities 13-4 

 Staffing 13-4 

4. Reporting Relationships 13-5 

5. Area Command Organization Chart 13-6 

6. Position Checklists 13-7 

7. AC Operating Cycle, Meetings, Briefings 13-20 

and the Operating Guide Process 
AUGUST 2006 

13-2 

AREA COMMAND AREA COMMAND

CHAPTER 13 

AREA COMMAND 

References: 

(a) National Response Plan (NRP) 

(b) National Incident Management System NIMS) 

(c) Area Command Job Aid 

(d) Logistics Section Chief Job Aid 

INTRODUCTION 

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

the management of the incident(s), focusing primarily 

on strategic assistance and direction and resolving 

competition for scarce response resources. An Area 

Command (AC) is activated only if necessary, 

depending on the complexity of the incident and 

incident management span-of-control considerations. 

This organization does not supplant the Incident 

Commanders (IC’s) and Unified Commands (UC’s), but 

supports and provides strategic direction. Execution of 

tactical operations and coordination remains the 

responsibility of the on-scene incident command/unified 

command structure. 

Area Command is an organization activated by the 

Sector, District, or Area Commander to ensure 

coordination for Command, Planning, Logistical and 

Fiscal matters. For example, the need for an AC may 

arise when there are multiple incidents and/or a spill of 

national significance (SONS). The AC will determine 

critical resource allocation. For multiple incidents, AC 

may also establish incident prioritization. 

NOTE: For further details on operating procedures 

refer to the Area Command Job Aid. 
AUGUST 2006 

13-3 

AREA COMMAND AREA COMMAND

AREA COMMAND 

CONCEPT OF OPERATIONS 

AC Activation Criteria 

A District/Area Commander or the Commandant can 

determine when an incident(s) is of such magnitude, 

complexity or operational intensity that it would benefit 

from the activation of an AC. Also, there may be times 

when multiple incidents occur within one Sector 

Commander zone where incidents are competing for 

the same resources. The AC may be designated by 

the Sector Commander or the Sector Commander may 

fulfill the AC role. Factors to consider when deciding to 

activate an AC include but are not limited to: 

1. Complex incident overwhelming local and regional 

Coast Guard assets; 

2. An incident that overlaps Coast Guard districts; 

3. An incident that crosses international borders; 

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

national political and media interest; 

5. Significant threat or impact to the public health and 

welfare, natural environment, property or economy 

over a broad geographic area; or 

6. More than one active incident where incidents are 

competing for the same resources. 

AC Activation Guidance 

When the decision is made to activate an AC, the 

following actions should occur: 

1. An Area Commander is designated by the Sector 

Commander, District Commander, Area 

Commander or the Commandant. 

2. Designated Area Commander and deputy/deputies 

will be delegated clear succession of command 

authority. 

3. If an incident(s) is multi-jurisdictional, the AC shall 

be established using Unified Command (UC) 
AUGUST 2006 

13-4 

AREA COMMAND AREA COMMAND

concepts and principles. When Unified Area 

Command (UAC) is established, representatives 

will typically consist of executives possessing the 

highest level of response authority as possible. 

4. Determine appropriate location for the Area 

Command Post (ACP). 

AC Responsibilities 

AC has the overall responsibility for strategic 

management of the incident(s) and will: 

1. Establish AC strategic objectives. 

2. Establish overall response priorities. 

3. Rank incidents in order of priority. 

4. Identify and allocate critical resources based on 

incident needs. 

5. Ensure that the incident(s) is properly managed; 

6. Ensure that the on-scene incident(s) objectives are 

met. 

7. Minimize conflict with supporting agency’s/ 

stakeholder and public concerns. 

8. Coordinate acquisition of critical or specialized 

resources. 

9. In the event that a Joint field Office (JFO) is 

activated, coordinate acquisition of national assets 

to support the incident(s) between AC and the JFO. 

(See reference (a) or Chapter 14 for detailed 

description of a JFO.) 

AC Staffing 

The AC organization should be kept as small as 

possible. The size of the AC organization will be 

determined by the authorities and support requirements 

of the incident(s) and follows standard ICS principles 

like flexibility and scalability. Under normal 

circumstances, AC staffing will consist of: 

1. Area Commander(s) and Deputy/Deputies 

2. AC Liaison Officer (AC LNO) 
AUGUST 2006 

13-5 

AREA COMMAND AREA COMMAND

3. AC Safety Officer (AC SOFR) 

4. AC Public Information Officer (AC PIO) 

5. AC Intelligence Officer (AC INTO) 

6. AC Logistics Chief (AC LC) 

7. AC Communication Unit Leader (AC COML) 

8. AC Information Technology Specialist (AC ITS) 

9. AC Facility Unit Leader (AC FACL) 

10. AC Planning Chief (AC PC) 

11. AC Documentation Unit Leader (AC DOCL) 

12. AC Critical Resources Unit Leader (AC CRESL) 

13. AC Situation Unit Leader (AC SITL) 

14. AC Finance/Administration Chief (AC FC) 

Optional Staffing 

1. Legal Specialist 

2. Security Specialist 

3. Intel Specialist 

4. Aviation Coordinator 

5. Documentation Specialist/Executive Assistant 

6. Legislative Affairs Officer 

The Area Command organization does not, in any 

way, replace the on-scene incident organization(s) 

or functions. The above positions, if established, are 

strictly related to supporting the AC functional 

responsibilities. Tactical operations continue to be 

directed at the on-scene IC/UC command Ievel. 

In addition, Expanded Ordering may be set up outside 

of the local incident(s) and outside of Area Command to 

assist with non-critical resource ordering. See more 

about expanded ordering process in reference (d), the 

Logistics Section Chief Job Aid. 
AUGUST 2006 

13-6 

AREA COMMAND AREA COMMAND

AC REPORTING RELATIONSHIPS 

It is envisioned that the role of Area Commander for 

Incidents of National Significance (INS) will be filled by 

a Flag Officer (or their designee) with the ability to set 

priorities and objectives on behalf of the entire Coast 

Guard. When established, the Area Commander 

reports through normal Coast Guard reporting channels 

to the Commandant. If a JFO or other Multiagency 

Coordination Centers (MACS) are established, the AC 

will need to determine the appropriate level of 

coordination and liaison required to support the 

incident(s). 
AUGUST 2006 

13-7 

AREA COMMAND AREA COMMAND

AREA COMMAND ORGANIZATION 

Note: NIIMS Area Command includes an Aviation Coordinator position. This 

position was intentionally left out for Coast Guard AC. The AC can add the 

position anytime they determine a need for special aviation coordination. 

Unified Area Command (UAC)

Coast Guard (AC) 

State or other Agency (AC) 

Facility/Vessel Owner (AC) 

On-Scene Incident 

Commander 

Operations Planning Logistics Finance/Admin 

AC Public Information 

AC Safety Officer 

AC Planning AC Logistics AC Finance/Admin

AC Resources 

AC Situation 

AC IT Specialist 

AC Facilities Unit

AC Comms 

AC Documentation 

AC Intelligence Officer 

Deputy AC/Chief of Staff 

AC Liaison Officer 

On-Scene Incident 

Commander 

Operations Planning Logistics Finance/Admin 

NRT/RRT 
AUGUST 2006 

13-8 

AREA COMMAND AREA COMMAND

AREA COMMAND 

POSITION CHECKLISTS 

AREA COMMANDER (AC) 

The Area Commander is responsible for providing the 

overall direction to the on-scene IC(s). This 

responsibility includes ensuring that conflicts are 

resolved, incident objectives are established and 

strategies are selected to meet AC priorities and 

strategic objectives. 

The Area Commander responsibilities are as follows: 

1. Review Common Responsibilities in Chapter 2. 

2. Obtain authorities and policy guidance from agency 

executive(s). 

3. Provide briefings to the next level of command 

through normal reporting channels. 

4. If operating within a UAC, develop a working 

agreement with all UAC participants to ensure that 

jurisdictional authorities are not compromised or 

neglected. 

5. In coordination with on-scene IC’s/UC’s determine 

level of effort AC will need to support. 

6. Based on the scope of the job, ensure the AC 

organization is capable of meeting their functional 

responsibility. 

7. Identify location and establish an appropriate Area 

Command Post. 

8. Establish authorities and policy guidance and 

communicate to AC team members. 

9. Develop overall direction, priorities, and strategic 

objectives and convey to on-scene IC’s/UC’s. 

10. Ensure that the incident response strategies 

address the direction set by the AC. 

11. Establish priorities for assignment and 

demobilization of critical resources. 

12. Coordinate demobilization of critical resources. 
AUGUST 2006 

13-9 

AREA COMMAND AREA COMMAND

13. Establish a media strategy (plan) for release of 

information to the media, the public, etc. 

14. Serve as public spokesperson for the overall 

response. 

15. Manage the AC organization to ensure the onscene IC’s/UC’s are appropriately supported. 

16. Maintain AC log of strategic decisions. 

17. Monitor and evaluate AC Incident management 

Team (AC IMT) performance. 

18. Anticipate and analyze long term big picture 

potential consequences and develop strategic 

response alternatives. 

DEPUTY AREA COMMANDER (DAC) 

The AC may have Deputy AC’s, who may be from the 

same agency or from an assisting agency. The Deputy 

AC must have the same qualifications as the person for 

whom they work, as they must be ready to take over 

that position at any time. When span of control 

becomes an issue for the AC, a Deputy AC/Chief of 

Staff may be assigned to manage the AC Command 

Staff. 

The major responsibilities of the DAC are: 

1. Review Common Responsibilities in Chapter 2. 

2. Assist the AC in executing their responsibilities. 

3. Perform Area Commander Duties in the absence of 

the designated Area Commander. 

4. Oversee and facilitate the overall operation of the 

AC Staff and General Staff functions on behalf of 

the Area Commander. 

5. Administer special projects as assigned. 

AC LIAISON OFFICER (AC LNO) 

Establish liaison, as needed, with representatives of 

assisting and cooperating agencies. This will often be 

with the same agencies represented at the IC level, but 
AUGUST 2006 

13-10 

AREA COMMAND AREA COMMAND

will typically be a link to a more senior organizational 

level than that represented on-scene. 

The major responsibilities of the AC LNO are: 

1. Review Common Responsibilities in Chapter 2. 

2. Review the LNO Job Aid. 

3. Establish liaison, as needed, with stakeholders, 

such as environmental, economic, and political 

groups. It is expected, however, that the majority of 

stakeholder service and support will be handled at 

the on-scene command level. 

4. Support on-scene LNO(s) efforts to establish strong 

ties with assisting/cooperating agencies and 

stakeholders. 

5. When appropriate coordinate with the National 

Response Team (NRT)/Regional Response Team 

(RRT) to identify and resolve issues and concerns. 

6. Maintain communications with stakeholders and 

assisting and cooperating agencies and keep AC 

advised of their issues and concerns. 

7. Liaise with all investigating agencies, to minimize 

impact on incident response operations. 

8. Coordinate AC site visits with on-scene command. 

AC PUBLIC INFORMATION OFFICER (AC PIO) 

The AC PIO is responsible for developing and releasing 

information about the incident to the news media, to 

incident personnel, and to other appropriate agencies 

and organizations. Normally, detailed information 

regarding response specifics will be referred to and 

handled by the appropriate on-scene PIO. The AC PIO 

will generally provide information on overall progress 

and status of the response from a regional or national 

perspective. 

The major responsibilities of the AC PIO are: 

1. Review Common Responsibilities in Chapter 2. 

2. Review the PIO and JIC Job Aids. 
AUGUST 2006 

13-11 

AREA COMMAND AREA COMMAND

3. Provide information on the incident(s) to the media 

and other interested parties. 

4. Identify and communicate to AC organization and 

on-scene IMT, the Area Command’s policy and 

procedures for release of information. 

5. As directed, establish and manage the AC Joint 

Information Center (AC JIC). 

6. Coordinate with the on-scene PIO(s) to obtain 

information and to ensure consistency in release of 

information. 

7. Closely coordinate with on-scene PIO’s to develop 

and establish an effective public information 

strategy. 

8. Evaluate public and media perception of the 

response effectiveness and keep AC and on-scene 

command informed. 

9. Keep the AC and AC staff informed of news 

releases, press conferences, town meetings, etc., 

to be conducted at the AC level. 

10. Prepare briefing materials and coordinate the 

conduct of press conferences, town meetings, etc. 

11. Provide speaker preparation and coaching to 

members of the AC staff. 

12. Carry out the protocol function for visiting 

dignitaries, including coordination and conduct of 

briefs and site visits. As much as possible, AC will 

coordinate VIP site visits in an effort to minimize the 

impact on the on-scene IMT’s. 

AC SAFETY OFFICER (AC SOFR) 

The SOFR function is to develop and recommend 

measures for assuring personnel safety and to assess 

and/or anticipate hazardous and unsafe situations. 

Normally, detailed information regarding response 

specifics will be referred to and handled by the 

appropriate on-scene SOFR. The AC SOFR will 

generally provide information on overall safety issues 
AUGUST 2006 

13-12 

AREA COMMAND AREA COMMAND

and progress/status of the response from a regional or 

national perspective. 

The major responsibilities of the AC SOFR are: 

1. Review Common Responsibilities in Chapter 2. 

2. Review the SOFR Job Aid. 

3. Develop AC Facility Safety Plan and monitor for 

compliance. 

4. Evaluate thoroughness of the on-scene Site Safety 

Plan(s). 

5. As requested, provide assistance to on-scene 

SOFR and on-scene IMT’s in investigating 

accidents, injuries, fatalities, etc. 

6. Review on-scene Incident Action Plans (IAP’s) for 

safety implications. 

AC INTELLIGENCE OFFICER (AC INTO) 

For the U.S. Coast Guard, the intelligence function has 

been determined to best fit as the INTO. For more 

information on the Intelligence function, see Chapter 

11. The responsibility of the AC INTO is to provide 

Command intelligence information for the AC that can 

have a direct impact on the response personnel and 

influence the disposition of maritime security assets 

involved in the response. Normally, detailed information 

regarding incident intelligence specifics will be referred 

to and handled by the appropriate on-scene INTO. The 

AC INTO will generally provide information on overall 

intelligence issues and progress/status of the response 

from a regional or national perspective. 

The major responsibilities of the AC INTO are: 

1. Review Common Responsibilities in Chapter 2. 

2. Review the INTO Job Aid. 

3. Working with AC, determine the level and 

complexity of Intelligence needed to support their 

efforts. 
AUGUST 2006 

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AREA COMMAND AREA COMMAND

4. Reach agreement with AC on where the 

intelligence position will be located within the AC 

organization. 

5. Determine Intelligence gaps and Intelligence 

requirements needed to support AC’s decision 

making process and the development of the 

Operating Guide. 

6. Analyze and share intelligence among AC 

organization, involved partners and the on-scene 

IMT(s). 

7. Manage and process classified and unclassified 

requests for intelligence. 

8. Ensure that intelligence is properly used and filed. 

9. Coordinate intelligence gathering activities with 

other external agencies and organizations (i.e. FBI, 

State and local law enforcement, etc). 

AC PLANNING CHIEF (AC PC) 

The AC Planning Chief is responsible for collecting, 

evaluating, managing, and disseminating information at 

the AC level. The responsibility of the AC PC is to 

provide AC planning information for the AC that can 

have a direct impact on the response personnel and 

influence the disposition of maritime security assets 

involved in the response. Normally, detailed information 

regarding incident planning specifics will be referred to 

and handled by the appropriate on-scene PSC. The 

AC PC will generally provide information on overall 

planning issues and progress/status of the response 

from a regional or national perspective. 

The major responsibilities of the AC PC are: 

1. Review Common Responsibilities in Chapter 2. 

2. Review the PSC Job Aid. 

3. Review on-scene incident action plans for purposes 

of assessing potential conflicts with AC direction. 

4. Oversee the preparation and dissemination of the 

AC Operating Guide (OG). 
AUGUST 2006 

13-14 

AREA COMMAND AREA COMMAND

5. Facilitate/conduct AC meetings and briefings. 

6. Prepare material and conduct special situation 

briefings for AC. 

7. Assure appropriate displays are developed, 

maintained and posted. 

8. Ensure all off-site reporting requirements are met, 

i.e., ICS 209-CG. 

9. Ensure a documentation process is in place for 

collecting, duplicating and filing information, 

including intelligence. 

10. Brief Operating Guide to AC staff, Agency 

Executives, on-scene commanders and VIP’s. 

11. Ensure that the on-scene commander(s) are 

adequately anticipating and developing 

contingencies for addressing future response 

needs. 

12. Assist AC in the development of strategies, 

objectives, priorities, operating procedures and 

protocols. 

13. Coordinate with Logistics on the identification of, 

ordering, assignment and demobilization of critical 

resources. 

14. Ensure accurate status of critical resources. 

15. Prepare and distribute the AC policies, procedures 

and decisions to the AC staff and the on-scene 

IC’s/UC’s. 

16. Ensure a check-in process is in place to ensure 

accountability of visitors and command post 

personnel. 

17. Develop recommendation for standing down the AC 

organization (demobilization). 

AC SITUATION UNIT LEADER (AC SITL) 

The AC SITL is responsible for collecting, processing 

and organizing incident information relating to the 

growth, mitigation or intelligence activities taking place 

on the incident. The SITL may prepare future 
AUGUST 2006 

13-15 

AREA COMMAND AREA COMMAND

projections of incident growth, maps and intelligence 

information. The responsibility of the AC SITL is to 

provide situational information for the AC that can have 

a direct impact on the response personnel and 

influence the disposition of maritime security assets 

involved in the response. The AC SITL will generally 

provide information on overall issues and 

progress/status of the response from a regional or 

national perspective. 

The major responsibilities of the AC PC are: 

1. Review Common Responsibilities in Chapter 2. 

2. Review the SITL Job Aid. 

3. Develop and implement procedures for collecting 

and displaying the current operational picture that 

reflects AC overall response emphasis. 

4. Collect and analyze intelligence gathered from onscene command, external entities, AC staff, and 

brief AC on the potential implications. 

5. Maintain current situation status displays. 

6. Prepare incident situation information for support 

of, and use in, meetings, briefings and reporting 

documents. 

7. Prepare for and conduct situation briefings. 

8. Establish and maintain a task/action tracking 

process (ICS-234-CG). 

9. Develop and maintain ICS 209AC-CG, Incident 

Status Summary. 

10. As scheduled, provide frequent/timely incident 

status updates (ICS 209AC-CG) to Coast Guard 

Headquarters, the parent Coast Guard District, and 

other agencies and entities. 

11. Be prepared to respond to real-time critical 

information requests. 

12. As required, provide incident status updates to 

stakeholders or other external organizations on an 

unscheduled basis. 
AUGUST 2006 

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AREA COMMAND AREA COMMAND

13. Develop and post a briefing and meeting schedule 

ICS 230AC-CG. 

14. Develop a list of critical information elements. 

AC CRITICAL RESOURCES UNIT LEADER (AC 

CRESL) 

The AC CRESL is responsible for maintaining the 

status of all critical tactical resources and personnel. 

The AC CRESL will generally provide information on 

critical resources issues and progress/status of the 

response from a regional or national perspective. 

The major responsibilities of the AC CRESL are: 

1. Review Common Responsibilities in Chapter 2. 

2. Review RESL Job Aid. 

3. Maintain resource status for all critical resources. 

4. Maintain resource status on all AC organization. 

5. Establish and maintain a check-in process to 

ensure accountability of visitors and command post 

personnel. 

6. Develop and post an AC organization chart ICS 

AC207-CG. 

7. Assist Planning Chief in the development and 

assembling of the AC Operating Guide. 

8. Support/assist the AC Planning Chief in assigning 

and demobilizing critical resources. 

9. Develop 24 hr watch schedule. 

10. Working with the on-scene commanders, submit 

critical resource needs to the AC Logistics Chief. 

11. Coordinate with the AC Finance/Administration 

Chief to track response costs for AC. 

12. Develop and maintain the Resource Allocation and 

Prioritization worksheet ICS AC215-CG. 

13. Set-up meeting and briefing area using the meeting 

room layout (Refer to Area Command job aid for 

room layout). 
AUGUST 2006 

13-17 

AREA COMMAND AREA COMMAND

AC DOCUMENTATION UNIT LEADER (AC DOCL) 

The DOCL is responsible for the maintenance of 

accurate, up-to-date incident files. 

The major responsibilities of the AC DOCL are: 

1. Review Common Responsibilities in Chapter 2. 

2. Review the DOCL Job Aid. 

3. Establish a process for collecting, analyzing and 

storing AC documentation both non-secure and 

secure information. 

4. Establish duplication service and respond to 

requests. 

5. File all official memos, forms and reports. 

6. Enforce confidentiality policies on release of 

documents. 

7. Monitor accuracy of completeness of records 

submitted for filing. 

8. Provide duplicates of forms and reports to 

authorized requesters. 

9. Obtain approval for release of any documents or 

reports. 

10. Prepare final files for hand-off to appropriate official 

for future use. 

AC LOGISTICS CHIEF (AC LC) 

The responsibility of the AC LC is responsible to 

provide facilities, services, and material in support of 

the AC. 

The major responsibilities of the AC LC are: 

1. Review Common Responsibilities in Chapter 2. 

2. Review the LSC Job Aid. 

3. Establish and maintain an appropriate ACP for the 

AC organization. 

4. Provide services, and support for the AC 

organization, including billeting, transportation, 

feeding, etc. 

5. Respond to requests to meet AC organization 

staffing requirements. 
AUGUST 2006 

13-18 

AREA COMMAND AREA COMMAND

6. Establish and maintain a resource ordering process 

for the AC organization. 

7. Work with on-scene IMT’s to identify and respond 

to critical resource needs. 

8. Identify list of potential critical/specialized resource 

suppliers. 

9. Source, order and track critical and specialized 

resources from point of departure to incident checkin. 

10. Support/assist the Planning Chief, in developing 

recommendations for establishing priorities to 

govern the assignment and demobilization of 

critical resources. 

11. Plan for, and establish secure and non-secure 

voice and data communication for internal and 

external needs of the AC organization. 

12. As appropriate, provide security services for the 

ACP. 

13. When directed by AC, take charge of the expanded 

supply network to support the on-scene 

commanders. 

14. Develop AC Communication Plan, ICS AC205-CG. 

15. Establish and maintain an accountable-property 

tracking system. 

16. Coordinate directly with the Finance/Administration 

Chief, for procurement and accounting purposes. 

AC FACILITIES UNIT LEADER (AC FACL) 

The AC FACL is primarily responsible for the set up, 

maintenance and demobilization of AC facilities. 

The major responsibilities of the AC FACL are: 

1. Review Common Responsibilities in Chapter 2. 

2. Determine space requirements for ACP. 

3. Prepare ACP footprint and assist AC staff in setting 

up individual work areas. 

4. Coordinate with Safety Officer in conducting Site 

Safety Inspection of ACP. 
AUGUST 2006 

13-19 

AREA COMMAND AREA COMMAND

5. If required, provide for billeting and feeding of AC 

personnel. 

6. Provide for facility maintenance (e.g. sanitation, 

janitorial services, lighting, etc.). 

7. Ensure facility is maintained in a safe condition. 

8. Restore facility to its pre-occupancy condition. 

9. If required, develop Facility Security Plan and 

manage security activities including staff parking 

area. 

10. Ensure that all facility equipment is acquired, setup 

and properly functioning (i.e. furniture, display 

boards, copy machines, faxes, etc). 

11. Establish property accountability system for issued 

equipment. 

AC COMMUNICATIONS UNIT LEADER (AC COML) 

The AC COML is responsible for developing plans for 

the effective use of AC communications equipment and 

facilities; installing and testing of communications 

equipment; supervision of the AC Communications 

Center. 

The major responsibilities of the AC COML are: 

1. Review Common Responsibilities in Chapter 2. 

2. Review COML Job Aid. 

3. Prepare and implement AC Communications Plan 

for both internal and external needs. 

4. Provide input into the AC Operating guide as it 

relates to communications, ICS AC205-CG. 

5. Ensure communications systems are installed and 

tested and maintained including ACP internal 

telephone system. 

6. Coordinate with on-scene communication Unit 

Leaders and assist with acquisition of specialized 

equipment and frequency management issues. 

7. Provide technical information to both the ACP staff 

and incident(s). 
AUGUST 2006 

13-20 

AREA COMMAND AREA COMMAND

8. Establish accountability system for issued 

communications equipment. 

9. If required, install secure communication network. 

AC INFORMATION TECHNOLOGY SPECIALIST (AC 

ITS) 

The major responsibilities of the AC ITS are: 

1. Review Common Responsibilities in Chapter 2. 

2. Analyze the requirements for data processing to 

support the ACP for both internal and external data 

transmission needs (for both secure and nonsecure). 

3. Install and maintain ACP LAN and stand alone 

system including laptops, printers and plotters. 

4. Brief user group on system operations. 

5. Based on requirements, determine need for 

specialized expertise to operate and maintain 

systems. 

AC FINANCE CHIEF (AC FC) 

The AC FC is responsible for all financial, 

administrative and cost analysis aspects of the AC and 

for supervising members of the AC Finance/Admin 

Section. 

The major responsibilities of the AC FC are: 

1. Review Common Responsibilities in Chapter 2. 

2. Review the FSC Job Aid. 

3. Determine Area Command requirements for cost 

accounting. 

4. Coordinate with on-scene Finance/Admin Section 

Chief(s) to determine methodology for reporting 

cost information. 

5. Collect, analyze and summarize cost data. 

6. Keep AC briefed on response costs. 

7. Ensure that response costs are managed within the 

established financial ceilings and guidelines. 
AUGUST 2006 

13-21 

AREA COMMAND AREA COMMAND

8. Coordinate and advise AC on ceiling adjustments 

when necessary. 

9. For oil and hazardous materials incidents: keep the 

AC advised as to the impact on the Oil Spill Liability 

Trust Fund (OSLTF) or CERCLA Fund and 

potential/projected time for reaching liability limits of 

the Facility/Vessel owner . 

10. Establish a Pollution Removal Funding 

Authorization (PRFA) or other interagency 

agreements and ensure compliance with all cost 

documentation requirements of interagency fiscal 

agreements. 

11. For oil spills: Coordinate the overall processing of 

claims with the Facility/Vessel owner and on-scene 

Finance/Admin Section Chiefs. 

12. Coordinate with JFO for Stafford Act funding 

sources. 

13. If required, develop cost sharing agreements with 

member of AC. 

14. Monitor use of high cost specialized equipment and 

keep AC advised. 

15. If required, coordinate processing of claims 

resulting from response actions. 

OPTIONAL POSITIONS/TECHNICAL SPECIALISTS 

LAW SPECIALIST 

1. Review Common Responsibilities in Chapter 2. 

2. Review Technical Specialist Job Aid. 

3. Advise the AC on legal issues. 

4. Establish links with the Facility/Vessel owner, state, 

and other applicable legal representatives. This is 

primarily a responsibility during Spills of National 

Significance (SONS). 

5. Review documents developed by AC or AC staff to 

ensure they meet the legal requirements of 

participating agencies and organizations. 
AUGUST 2006 

13-22 

AREA COMMAND AREA COMMAND

6. Ensure AC documentation control system is 

appropriate. 

7. Identify what documents and/or information can or 

cannot be released during the response. 

8. Monitor compliance of agreements being used 

during the response (i.e. MEXUS, etc.). 

SECURITY SPECIALIST 

1. Review Common Responsibilities in Chapter 2. 

2. Review Technical Specialist Job Aid. 

3. Determine security requirements of the Area 

Command Post (ACP). 

4. Develop and implement ACP Security Plan. 

5. Obtain assets to monitor and enforce security. 

6. If required, determine need for ACP identification 

badge system and provide this service. 

7. Evaluate and recommend to AC the need for 

secure communications for both voice and data. 

8. Coordinate with on-scene security specialist(s) as 

needed to ensure security requirements are met. 

9. If needed, establish a list of ACP personnel levels 

of security clearance. 

AVIATION COORDINATOR 

1. Review Common Responsibilities in Chapter 2. 

2. Determine where in the AC organization this 

function will be assigned. 

3. Determine AC requirements for use of aviation 

assets. 

4. If aviation assets are determined to be a critical 

resource, coordinate with the Planning and 

Logistics Chief on ordering, assigning and 

demobilizing these assets. 

5. Schedule the use of aviation assets assigned to 

support AC and their staff. 

6. Coordinate with the On-scene Air Operations 

Director for multi- incident utilization of air assets. 
AUGUST 2006 

13-23 

AREA COMMAND AREA COMMAND

7. Provide technical expertise on the use of 

specialized air assets to both AC and on-scene 

IMT(s). 

8. If needed, develop an ICS 220-CG, Air Operations 

Summary Work Sheet. 

DOCUMENTATION SPECIALIST/EXECUTIVE 

ASSISTANT 

1. Review Common Responsibilities in Chapter 2. 

2. Review Technical Specialist and DOCL Job Aids. 

3. Determine AC requirements for documenting 

meeting and briefing. 

4. Prepare Decision Memos for AC and primary staff 

review and approval. 

5. Ensure AC meeting notes accurately reflect what 

was said. 

6. Ensure that AC meeting notes, memos and reports 

are provided to the Documentation Unit Leader. 

7. Develop and maintain chronological Log of AC 

decisions, direction and actions. 

8. Perform other administractive duties as may be 

assigned (i.e. runner, expeditor, etc.). 
AUGUST 2006 

13-24 

AREA COMMAND AREA COMMAND

AREA COMMAND OPERATING CYCLE 

MEETINGS, BRIEFINGS, AND THE OPERATING 

GUIDE PROCESS 

The period of initial activation of the AC organization is 

when a determination is made to establish an AC 

organization to support on-scene IMT’s. Senior Agency 

Representatives/Agency Executive(s) determine and 

designate who will represent the Coast Guard and 

other appropriate organizations within the AC structure. 

 

Activate AC 

Organization

Executive 

Briefing

Initial Activities 

Develop 

Operating 

Guide 

Meeting 

with IC’s/UC’s 

AC/UC 

Meeting 

Monitor 

Mission 

Progress 

Check-in, AC 

Briefing & 

Establish 

ACP 

New Ops 

Cycle 

Begins 

AC 

Approve 

Operating 

Guide 

AC Staff 

Meeting 

Brief 

Operating 

Guide 
AUGUST 2006 

13-25 

AREA COMMAND AREA COMMAND

EXECUTIVE BRIEFING – This is the first activity where 

the representatives in Area Command are briefed by 

senior agency executives on the overall situation which 

includes: 

• Establish authorities. 

• Receive policy guidance. 

• Reach agreement on the scope of the job. 

• Identify Area Command Post location. 

When: Selected Area Commander(s) gather for 

the first time 

Facilitator: Senior Agency Executive or designee 

Attendees: Selected Area Commanders and 

deputies 

EXECUTIVE BRIEFING AGENDA

1. Brief on the need and requirements for AC 

organization. 

2. Discuss prior communications between executives 

and IC’s/UC’s. 

3. Brief on current situation. 

4. Brief on AC authorities, duties and responsibilities. 

General Tasks

Senior Agency Executives

 Provide situation briefing. 

 Establish authorities. 

 Review agency policies. 

 Discuss scope of effort. 

 Convey reporting requirements 

and relationships. 

 Reach agreement on Command 

Post location. 

Area Commanders

 Obtain briefing. 

 Clarify scope of effort and issues. 

 Agree on critical information 

reporting. 

 Define any social, political, 

environmental and economic 

issues. 

 Identify any cost constraints. 

 Identify on-scene commanders 

Activate AC 

Organization

Executive 

Briefing

Initial Activities 

Develop 

Operating 

Guide 

Meeting 

with IC’s/UC’s 

AC/UC 

Meeting 

Monitor 

Mission 

Progress 

Check-in, 

AC Briefing 

& Establish 

ACP 

New Ops 

Cycle

Begins

AC 

Approve 

Operating 

Guide 

AC Staff 

Meeting 

Brief 

Operating 

Guide 
AUGUST 2006 

13-26 

AREA COMMAND AREA COMMAND

5. Discuss overarching political, social, economic and 

environmental issues affecting the mission. 

6. Clarify reporting and briefing requirements and 

lines of authority. 

7. Discuss and reach agreement on overall AC 

staffing and Area Command Post (ACP) location. 

8. Discuss plans and agreements that may be in 

place. 

9. Close out meeting with concurrence from Area 

Commanders that their concerns have been 

addressed. 

ACTIVATE AC ORGANIZATION/INITIAL AC 

MEETING – Provides Area Commander(s) the 

opportunity to determine the size of the Area Command 

organization based on the scope of effort and 

agreements reached at the Executive Briefing. This 

time block could also be used to evaluate the suitability 

of the proposed ACP location to meet AC 

organizational needs. Area Commander(s) come to 

agreement on AC staffing. 

When: Shortly after the Executive Briefing 

Facilitator: AC Member or AC PC (if available) 

Attendees: Area Commanders 

Activate AC

General Tasks

Area Commanders

 Identify and agree on AC staffing 

requirements. 

 Agree on who will fill key AC 

positions. 

 Agree on support needs (i.e. 

computers, printers, 

communications systems, etc.). 

 Develop initial operating 

procedures. 

Activate AC 

Organization

Executive 

Briefing

Initial Activities 

Develop 

Operating 

Guide 

Meeting 

with IC’s/UC’s 

AC/UC 

Meeting 

Monitor 

Mission 

Progress 

Check-in, 

AC Briefing 

& Establish 

ACP 

New Ops 

Cycle

Begins

AC 

Approve 

Operating 

Guide 

AC Staff 

Meeting 

Brief 

Operating 

Guide 
AUGUST 2006 

13-27 

AREA COMMAND AREA COMMAND

ACTIVATE AC ORGANIZATION/INITIAL AC 

MEETING AGENDA:

1. Facilitator brings meeting to order, covers ground 

rules and reviews agenda. 

2. Validate makeup of newly formed UAC, based on 

Chapter 5 criteria. 

3. Clarify UAC Roles and Responsibilities. 

4. Review agency policies. 

5. Establish and document response Priorities, 

Limitations and Constraints. 

6. Define and document the UAC jurisdictional 

boundaries and focus (Area of Responsibility 

(AOR)). 

7. Determine location of Area Command Post (ACP). 

8. Determine AC period length/start time and work 

shift hours. 

9. Designate lead organization for AC Planning Chief, 

Information, Safety, Intelligence and Liaison 

Officers as needed. 

10. Designate other AC key staff assignments as 

needed. 

11. Discuss and agree on managing sensitive 

information, resource ordering, cost sharing, cost 

accounting, and operational security issues. 

12. Summarize and document key decisions, 

procedures and guidance. 

CHECK-IN, AC STAFF BRIEFING & ESTABLISH 

ACP – Area Commanders will conduct initial briefing 

with AC personnel. Briefing will include expectations 

from Area Commanders and any limitations or issues 

the AC will be expected to address. Establishment of 

the ACP may also be addressed at this time. 

When: At the time AC staff begins to arrive and 

ACP is being established 
AUGUST 2006 

13-28 

AREA COMMAND AREA COMMAND

Facilitator: AC PC or Area Commander(s) with 

participation from Planning and Logistics 

Chiefs 

Attendees: All AC personnel 

AC STAFF MEETING AGENDA:

1. AC PC brings meeting to order, conducts roll call, 

covers ground rules and reviews agenda. 

2. AC SITL conducts situation status briefing. 

3. AC provides initial comments, expectations, initial 

assignments, and closing comments. 

MEETING WITH ON-SCENE INCIDENT 

COMMANDERS/UNIFIED COMMANDS – Provides 

Area Commander(s) the opportunity to dialogue with 

on-scene IC’s/UC’s and receive on-scene IC’s/UC’s 

current situation, strategies and issues confronting 

them. 

When: As soon as possible after AC becomes 

operational 

Facilitator: AC PC 

Check-In and AC Brief

General Tasks

Area Commanders

 Provide guidance to AC staff on scope 

of assignment. 

 Convey agency executives’ 

expectations, policy guidance, 

authorities, etc. 

 Convey Area Command decisions on 

staffing and support needs of AC. 

 Assign tasks, if necessary (i.e., 

preparing for the on-scene IC 

meeting). 

AC Planning Chief

 Facilitate briefing. 

 Document open actions.

AC Staff

 Clarify individual roles and 

responsibilities. 

Activate AC 

Organization

Executive 

Briefing

Initial Activities 

Develop 

Operating 

Guide 

Meeting 

with IC’s/UC’s 

AC/UC 

Meeting 

Monitor 

Mission 

Progress 

Check-in, 

AC Briefing 

& Establish 

ACP 

New Ops 

Cycle

Begins

AC 

Approve 

Operating 

Guide 

AC Staff 

Meeting 

Brief 

Operating 

Guide 
AUGUST 2006 

13-29 

AREA COMMAND AREA COMMAND

Attendees: Area Commanders, Planning, Logistics 

and Finance/Admin Chiefs, On-scene 

IC’s/UC’s and their Planning Section 

Chiefs 

Meeting with IC/UCs

General Tasks

Area Commanders

 Clarify AC roles and expectations. 

 Provide policy and direction. 

 Cover AC operating procedures. 

 Provide ground rules or procedures for 

on-scene IC’s/UC’s to follow. 

 Area Commanders and on-scene 

IC’s/UC’s reach agreement on division 

of responsibility (i.e., media relations, 

stakeholder meetings, etc.). 

AC Planning Chief

 Provide reporting requirements, formats 

and time frames. 

 Collect incident IAP’s and/or 201’s. 

AC Logistics Chief

 Provide procedures for ordering 

specialized or critical resources. 

 Explain process for sharing or reassigning specialized and critical 

resources. 

 Explain demobilization of specialized 

and critical resources. 

AC Finance/Admin Chief

 Explain process for cost tracking. 

 Explain notification procedures for 

responder illnesses, injuries or 

accidents. 

On-scene Incident Commanders/UC’s

 Provide overall situation report for their 

individual incident. 

 Identify resources at risk. 

 Specify current incident objectives. 

 Provide response priorities. 

 Provide long-term projections and 

existing and anticipated problems. 

 Provide list of resource requirements 

and shortfalls.

 Identify probability of success if 

resource needs are met. 

 Identify consequences if resource 

requirements are not met. 

 Identify for Area Commanders, areas 

that AC can provide assistance to them 

Activate AC 

Organization

Executive 

Briefing

Initial Activities 

Develop 

Operating 

Guide 

Meeting 

with IC’s/UC’s 

AC/UC 

Meeting 

Monitor 

Mission 

Progress 

Check-in, 

AC Briefing 

& Establish 

ACP 

New Ops 

Cycle

Begins

AC 

Approve 

Operating 

Guide 

AC Staff 

Meeting 

Brief 

Operating 

Guide 
AUGUST 2006 

13-30 

AREA COMMAND AREA COMMAND

AC IC/UC MEETING AGENDA

1. AC PC brings meeting to order, conducts role call, 

And reviews agenda. 

2. AC’s provide opening remarks along with providing 

policy direction, Executives’ expectations, AC 

interim operating procedures, expectations and 

ground rules. 

3. AC PC provides guidance on information reporting 

to include timeframes, units of measure and 

formats along with critical information reporting. 

4. AC LC provides guidance on ordering and sharing 

of specialized and critical resources, including 

demobilization of these resources. 

5. AC FC provides guidance on cost accounting and 

reporting of injuries and accidents. 

6. IC’s/UC’s report on their individual situation to 

include resources at risk, incident objectives, 

incident priorities, resource requirements and 

consequences if resource requirements are not 

met. 

7. Resolve oustanding issues or concerns. 

8. AC PC solicits final comments and adjourns the 

meeting. 

AREA COMMANDERS MEETING – During this 1-hour 

meeting, the AC(s) will use the information derived from 

the IC meeting and develop overall strategies, 

objectives, priorities and identify any critical resource 

needs or issues AC will have to deal with. As needed, 

AC’s will prioritize among incidents. AC(s) will also 

finalize the AC operating procedures. 

When: As soon as possible after adjournment of 

IC/UC meeting 

Facilitator: AC Planning Chief 

Attendees: Area Commanders, AC Planning Chief, 

other staff upon AC request 
AUGUST 2006 

13-31 

AREA COMMAND AREA COMMAND

AREA COMMANDERS MEETING AGENDA

1. AC PC brings meeting to order. 

2. AC addresses any policies, limitations and 

constraints. 

3. AC reaches agreement on criteria for identifying 

critical resources. 

4. AC discusses and prioritizes incidents. 

5. AC PC facilitates discussion and develops overall 

response priorities. 

6. AC PC leads discussion on development of 

strategic objectives. 

7. AC will also finalize the AC operating procedures, 

i.e., core hours of operation, night watch, staffing 

requirements, meeting schedules, reporting 

timeframes, etc. 

8. AC identifies any specific tasks for AC staff.

9. AC addresses any critical issues derived from the 

IC/UC Meeting or Agency Executive Briefing. 

AC STAFF MEETING/BRIEFING – During this 1-hour 

meeting, the AC(s) will present their decisions and 

management direction to the AC staff. This meeting 

should clarify and help to insure understanding among 

AC/UC Meeting

General Tasks

Area Commanders

 Reach agreement on what are critical 

resources. 

 Discuss limitations and constraints. 

 Prioritize incidents. 

 Develop overall priorities, objectives 

and strategies. 

 AC will also finalize the AC operating 

procedures, i.e., core hours of 

operation, night watch, staffing 

requirements, meeting schedules, 

reporting timeframes, etc. 

 Identify any specific tasks for AC staff. 

AC Planning Chief

 Set up meeting room using meeting 

room layout. 

 Facilitate meeting. 

Activate AC 

Organization

Executive 

Briefing

Initial Activities 

Develop 

Operating 

Guide 

Meeting 

with IC’s/UC’s 

AC/UC 

Meeting 

Monitor 

Mission 

Progress 

Check-in, 

AC Briefing 

& Establish 

ACP 

New Ops 

Cycle

Begins

AC 

Approve 

Operating 

Guide 

AC Staff 

Meeting 

Brief 

Operating 

Guide 
AUGUST 2006 

13-32 

AREA COMMAND AREA COMMAND

the core AC staff as to decisions, objectives, priorities, 

procedures and functional assignments (tasks) that the 

AC has discussed and reached agreement. 

When: Following AC meeting 

Facilitator: AC Planning Chief 

Attendees: Area Commanders and AC staff to include 

Unit Leaders and Technical Specialists, if 

needed 

AC STAFF MEETING/BRIEFING AGENDA

1. AC PC brings meeting to order, conducts role call, 

covers ground rules and reviews agenda. 

2. AC SITL conducts situation status briefing. 

3. AC provides comments. 

4. AC presents 

a. Decisions, directions, and priorities. 

b. Operating procedures. 

c. Overall response emphasis, including 

limitations and constraints. 

d. Functional work assignments (tasks) to staff 

members. 

5. AC PC facilitates a short discussion on issues and 

concerns and adjourns meeting. 

AC Staff Meeting

General Tasks

Area Commanders

 Present AC decisions, directions, and 

priorities. 

 Present AC operating procedures. 

 Discuss overall response emphasis 

including any limitations and 

constraints. 

 Present functional work assignments 

(tasks).

AC Planning Chief 

 Set-up meeting/briefing area. 

 Facilitates and documents meeting. 

AC Situation Unit Leader

 Provide updates on the overall current 

situation and projections if available. 

AC Staff

 Review and clarify functional work 

assignments (tasks). 

Activate AC 

Organization

Executive 

Briefing

Initial Activities 

Develop 

Operating 

Guide 

Meeting 

with IC’s/UC’s 

AC/UC 

Meeting 

Monitor 

Mission 

Progress 

Check-in, 

AC Briefing 

& Establish 

ACP 

New Ops 

Cycle

Begins

AC 

Approve 

Operating 

Guide 

AC Staff 

Meeting 

Brief 

Operating 

Guide 
AUGUST 2006 

13-33 

AREA COMMAND AREA COMMAND

DEVELOP OPERATING GUIDE – During this block of 

time, AC staff develops components that are to be 

included in the Operating Guide. These components 

must meet the deadlines set by the PC so Planning can 

assemble the Operating Guide. Deadline must be early 

enough to permit timely AC review, approval and 

duplication. 

When: Following AC staff meeting 

Facilitator: Planning Chief facilitates process 

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

of time. 

Activate AC 

Organization

Executive 

Briefing

Initial Activities 

Develop 

Operating 

Guide 

Meeting 

with IC’s/UC’s 

AC/UC 

Meeting 

Monitor 

Mission 

Progress 

Check-in, 

AC Briefing 

& Establish 

ACP 

New Ops 

Cycle

Begins

AC 

Approve 

Operating 

Guide 

AC Staff 

Meeting 

Brief 

Operating 

Guide 

Develop Op Guide

General Tasks

AC Staff

 Develop components of the 

Operating Guide. 
AUGUST 2006 

13-34 

AREA COMMAND AREA COMMAND

PRIMARY 

OP GUIDE COMPONENTS RESPONSIBILITY

1. AC Priorities & Objectives 

(ICS AC202-CG) 

AC CRESL

2. AC Organization List/Chart 

(ICS AC207-CG) 

AC CRESL

3. Critical Resource Summary 

(ICS AC215-CG) 

AC CRESL

4. AC Meeting & Briefing 

Schedule (ICS AC230-CG) 

AC SITL

5. AC Communication Plan 

(ICS AC205-CG) 

AC COML

6. Information Management Plan AC PIO

7. Critical Information Reporting AC SITL

8. AC Staffing Schedule AC CRESL

9. AC Policies, Procedures & 

Decisions 

AC PC

OPTIONAL COMPONENTS (Use as Pertinent)

1. Air Operations Summary 

(ICS 220-CG) 

AC AVSP 

2. AC Demobilization Plan AC PC 

3. AC Facility Safety Plan AC SOFR 

4. AC Security Plan AC SCSP 

5. Other AC Plans or documents 

as required 

AC Staff 
AUGUST 2006 

13-35 

AREA COMMAND AREA COMMAND

AC APPROVE OPERATING GUIDE – During this 

block of time, AC PC assembles Operating Guide, 

reviews content, makes adjustments if necessary, and 

provides to AC for review and approval. Following 

approval duplicates required copies for distribution. 

When: Following Operating Guide Development 

Facilitator: PC and AC facilitates process 

Attendees: None. This is a block of time 

BRIEF OPERATING GUIDE – This 30-minute or less 

briefing presents the Operating Guide to the AC staff 

and on-scene IC’s/UC’s. Briefing to on-scene IC’s/UC’s 

may be accomplished by video conferencing or some 

other medium. Copies are either faxed or sent 

electronically to on-scene IC’s/UC’s and Agency 

Executives. 

Approve Op Guide 

General Tasks

Area Commanders

 Review and approve Operating Guide. 

Planning Chief 

 Assemble Operating Guide. 

Activate AC 

Organization

Executive 

Briefing

Initial Activities 

Develop 

Operating 

Guide 

Meeting 

with IC’s/UC’s 

AC/UC 

Meeting 

Monitor 

Mission 

Progress 

Check-in, 

AC Briefing 

& Establish 

ACP 

New Ops 

Cycle

Begins

AC 

Approve 

Operating 

Guide 

AC Staff 

Meeting 

Brief 

Operating 

Guide 
AUGUST 2006 

13-36 

AREA COMMAND AREA COMMAND

When: At or as close as possible to AC shift 

change 

Facilitator: AC Planning Chief 

Attendees: All AC staff and if possible On-scene 

IC’s/UC’s, and Agency Executives 

OPERATING GUIDE BRIEFING AGENDA

1. AC PC opens meeting, conducts role call and 

reviews agenda. 

2. AC SITL conducts situation status briefing and 

provides projections as needed. 

3. AC provides opening remarks. 

4. AC PC presents Operating Guide. 

5. AC LC presents status of specialized and critical 

resources. 

6. AC FC presents status of cost tracking and other 

cost accounting issues. 

7. AC PC conducts round robin to clarify and resolve 

open issues with participants. 

8. AC PC adjourns briefing. 

Brief Op Guide 

General Tasks

Area Commanders

 Provide leadership presence and 

motivational remarks. 

 Provide guidance/clarification. 

AC Planning Chief 

 Set up briefing area 

 Prepares briefing materials 

 Facilitates Briefing 

 Provide status on critical resources 

AC Situation Unit Leader

 Provides Situation Briefing 

 Review status of open actions/tasks 

AC Logistics Chief

 Address logistical support/service 

issues 

AC Finance/Admin Chief

 Address finance/admin issues 

Activate AC 

Organization

Executive 

Briefing

Initial Activities 

Develop 

Operating 

Guide 

Meeting 

with IC’s/UC’s 

AC/UC 

Meeting 

Monitor 

Mission 

Progress 

Check-in, 

AC Briefing 

& Establish 

ACP 

New Ops 

Cycle

Begins

AC 

Approve 

Operating 

Guide 

AC Staff 

Meeting 

Brief 

Operating 

Guide 
AUGUST 2006 

13-37 

AREA COMMAND AREA COMMAND

General Tasks

Area Commanders

 Keeps superiors informed of progress and 

issues. 

 Evaluates overall AC effectiveness. 

 Resolves problems as they occur. 

 Follows up on staff work assignments / 

open actions. 

 Communicates with IC’s/UC’s and assists 

as needed. 

 Attends planned meetings and briefings. 

 Evaluates staff effectiveness and orders 

additional resources as needed. 

 Provides leadership presence and 

motivational remarks. 

 Provides guidance/clarification. 

AC Planning Chief 

 Evaluates Planning Section effectiveness. 

 Evaluates staffing requirements for next 

operational period. 

 Prepares briefing materials. 

 Conducts a Planning Section meeting. 

 Ensures that document control system is 

functioning properly. 

 Provides status on critical resources. 

AC Logistics Chief

 Addresses ongoing logistical 

support/service issues. 

 Ensure appropriate communications is in 

place. 

 Evaluate space requirements and make 

adjustments as needed. 

 Monitor Command Post security. 

 Source critical and specialized resources. 

 Evaluate logistics staffing needs and 

order as needed. 

AC Finance/Admin Chief

 Continue to address finance/admin 

issues. 

 Investigate any unusual claims and briefs 

Command. 

 Develop cost sharing agreements as 

needed. 

 Monitor AC procurement procedures. 

 Briefing Command on any unusual high 

cost items being requested. 

MONITOR MISSION PROGRESS – Assessment is an 

on-going continuous process to help determine needed 

adjustments to the operating guide and assist in 

planning future support to the on-scene operations. 

Following the AC Operating Guide briefing, and shift 

change, all AC staff will review mission progress and 

make recommendations to the AC(s). This 

feedback/information is continuously gathered from 

various sources. 

Activate AC 

Organization

Executive 

Briefing

Initial Activities 

Develop 

Operating 

Guide 

Meeting 

with IC’s/UC’s 

AC/UC 

Meeting 

Monitor 

Mission 

Progress 

Check-in, 

AC Briefing 

& Establish 

ACP 

New Ops 

Cycle

Begins

AC 

Approve 

Operating 

Guide 

AC Staff 

Meeting 

Brief 

Operating 

Guide 
AUGUST 2006 

13-38 

AREA COMMAND AREA COMMAND

THIS PAGE INTENTIONALLY LEFT BLANK 
AUGUST 2006 

14-1 

JOINT FIELD OFFICE JOINT FIELD OFFICE

CHAPTER 14 

JOINT FIELD OFFICE 

AND 

INCIDENTS OF NATIONAL SIGNIFICANCE 

References: 

(a) National Response Plan (NRP) 

(b) National Incident Management System (NIMS) 

(c) Joint Field Office Standard Operating Guide (SOP) 

(d) Alignment with the National Incident Management 

System and National Response Plan, 

COMDTINST 16000.27 (series) 

NOTE: This chapter provides a very brief overview of 

the National Response Plan (NRP), Incidents of National 

Significance (INS), and activation of the Joint Field 

Office (JFO). For more information and more detailed 

guidance, please see references (a) through (d). 

INTRODUCTION 

For a potential or actual Incident of National Significance 

(INS), DHS may establish a Joint Field Office (JFO). 

The purpose of a JFO is to provide support to local 

Incident Command structures and coordinate efforts to 

address broader regional impacts of the incident. As 

part of the Multi-agency Coordination System (MACS), 

the JFO does not supplant the on-scene Incident 

Command(s)/Area Command(s), but supports and 

provides broader coordination of incident-related 

activities. Execution of tactical operations and 

coordination remains the responsibility of the 

IC(s)/AC(s). 
AUGUST 2006 

14-2 

JOINT FIELD OFFICE JOINT FIELD OFFICE

Activation of a Joint Field Office 

When DHS determines that a JFO is necessary, DHS 

will identify agencies with primary responsibility for 

incident management to serve a part of the JFO 

Coordination Group. The JFO Coordination Group will 

coordinate (usually by teleconference) to define 

situationally appropriate requirements for a JFO. DHS 

tasks Emergency Support Function (ESF) #5 (led by 

FEMA) to stand up a JFO and provide core staffing. 

Other agencies provide additional staffing of the JFO 

based on the nature of the incident, typically through the 

activation of various ESF’s. The Principal Federal 

Official (PFO), PFO Support Staff, and other Senior 

Federal Officials (SFO's) may operate from an Interim 

Operating Facility (IOF) until a fully functional JFO is 

established. 

Responsibilities of the JFO Coordination Group 

The JFO Coordination Group is comprised of the PFO, 

who serves as the Secretary of Homeland Security’s 

local representative and agencies with primary 

responsibility for incident management, such as FEMA’s 

Federal Coordinating Officer (FCO). For incidents that 

fall largely in Coast Guard jurisdiction, the Coast Guard 

will participate in the JFO Coordination Group as a SFO. 

The JFO Coordination Group is responsible for: 

a. Overall coordination of Federal incident 

management and assistance activities across the 

spectrum of prevention, preparedness, response, 

and recovery. 

b. Ensuring the seamless integration of Federal 

activities in support of and in coordination with 

State, local, and tribal organizations. 

c. Providing needed resources as requested by the 

Incident Command and/or relevant EOC's. 

d. Providing strategic guidance to Federal entities. 
AUGUST 2006 

14-3 

JOINT FIELD OFFICE JOINT FIELD OFFICE

e. Facilitating interagency conflict resolution as 

necessary. 

f. Serving as a primary, although not exclusive, point 

of contact for Federal interface with State, local, 

and tribal senior elected/appointed officials, the 

media, and the private sector. 

g. Providing real-time incident information to the 

Secretary of Homeland Security through the 

HSOC and the IIMG. 

h. Coordinating response resource needs between 

multiple incidents as necessary. 

i. Coordinating the overall Federal public 

communications strategy locally to ensure 

consistency of Federal interagency 

communications to the public. 

j. Ensuring that adequate connectivity is maintained 

between the Incident Command structures; JFO; 

HSOC; local, county, State, and regional EOC’s; 

nongovernmental EOC’s; and relevant elements of 

the private sector. 

Organization of the Joint Field Office 

Although the JFO is not an Incident Command structure, 

it uses an Incident Management Team (IMT) 

organization to facilitate the integration of multi-agency 

staffing, provide a robust structure and process for 

coordinating its activities, and provide a planning cycle 

for the development of a Coordination Plan. The JFO 

organization adapts to the magnitude, complexity and 

nature of the incident. The following diagram is an 

example JFO organization for natural disasters. For 

terrorist incidents, the FBI’s Joint Operations Center 

(JOC) is incorporated as a branch within the Operations 

Section. Likewise, for National Special Security Events 

(NSSE's), the US Secret Service Multi-agency 

Command Center (MACC) is also incorporated as a 
AUGUST 2006 

14-4 

JOINT FIELD OFFICE JOINT FIELD OFFICE

branch within Operations. See chapter 23 for more info 

about NSSE’s. 

Example JFO Organization for Natural Disasters 

Note: Depending on the magnitude of the disaster, a PFO may 

not always be designated, in which case the FCO will provide 

the Federal lead. 

The SCO represents the State, and in some instances, the 

JFO Coordination Group may include local and/or tribal 

representatives as well as NGO and private-sector 

representatives, as appropriate. 

JFO 

Sections 

Operations 

Section 

Logistics 

Section 

Planning 

Section 

Finance/Admin 

Section 

Human 

Services 

Branch 

Infrastructure 

Support 

Branch 

Time Unit 

Procurement 

Unit 

Cost Unit 

Situation Unit 

Resource Unit 

Documentation 

Technical 

Specialists 

Community 

Recovery and 

Mitigation 

Branch 

Federal 

Coordinating 

Officer (FCO)

State 

Coordinating 

Officer (SCO)

JFO 

Coordination 

Group

JFO 

Coordination 

Staff 

Emergency 

Services 

Branch 

Chief of Staff External Affairs 

----------------------- 

Safety Coordinator 

Liaison Officer(s)

Infrastructure 

Liaison 

Others as needed 

Senior Federal 

Officials 

(SFO’s)

Coordination 

& Planning 

Branch 

Supply 

Branch 

Information 

Services 

Branch 

Resource 

Management 

Branch

Defense Coordinating 

Officer (DCO)

Office of Inspector 

General

Demobilization 

Unit 

Principal Federal Official 

(PFO)

Compensation 

Claims Unit 
AUGUST 2006 

14-5 

JOINT FIELD OFFICE JOINT FIELD OFFICE

Coordination between the Incident Command and 

Joint Field Office 

In a response where there is no federal presence in the 

Unified Command, the JFO primarily works with the 

involved State EOC’s to provide federal assistance. In 

situations where there is a federal presence in the 

Unified Command (such as terrorist incidents and 

oil/hazmat releases), the JFO will coordinate directly with 

the Unified Command/Area Command. For an effective 

response, the JFO and the on-scene Incident Command 

must work together in a cooperative environment. 

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

between the Unified Command and JFO Coordination 

Group) and at the staff levels (e.g., between ICP 

Planning Section and the JFO Planning Section, Safety 

Officer and Safety Coordinator, etc.). Based on the 

incident objectives and Incident Action Plan established 

by the Unified Command, the JFO establishes broader 

objectives and creates a Coordination Plan. While 

developing the broader objectives and Coordination 

Plan, the JFO Coordination Group must also consider 

the national strategy and concerns of the Interagency 

Incident Management Group (IIMG). The Coordination 

Plan includes objectives established by the JFO 

Coordination Group, synopsis of agency and Incident 

Command actions, assigned coordination activities, 

information-sharing procedures, and a safety plan. 
AUGUST 2006 

14-6 

JOINT FIELD OFFICE JOINT FIELD OFFICE

Facilitation Between the JFO and Unified Command 

To facilitate cooperation, the on-scene Unified 

Command should provide to the JFO: 

a. Incident Priorities. 

b. Copy of Incident Action Plan (IAP) per operational 

period. 

c. Progress updates with identified hindrances. 

d. Critical needs/Critical resource shortfalls (and 

impact of not receiving required resources). 

e. Political, social, economic, and environmental 

impacts. 

f. Long term projections. 

g. Contact directory. 

h. Meeting schedules. 

In turn, the JFO: 

a. Provides requested resources. 

b. Coordinates broader objectives with those 

established by the UC. 

c. Addresses resource and policy issues raised by 

the UC. 

d. Synchronizes planning cycle with UC planning 

cycle, as appropriate. 

e. Distributes an overall contact directory. 

f. Provides copy of the Coordination Plan. 
AUGUST 2006 

15-1 

TERRORISM TERRORISM

CHAPTER 15 

TERRORISM 

1. Table of Contents 15-1 

2. Introduction 15-2 

3. Terrorism Incident Specific NIMS ICS 15-5 

Positions and Task Descriptions 

4. Terrorism Incident Technical Teams 15-14 
AUGUST 2006 

15-2 

TERRORISM TERRORISM

CHAPTER 15 

TERRORISM 

References: 

(a) National Response Plan (NRP) 

(b) National Incident Management System (NIMS) 

(c) Coast Guard Hazmat Response Special Teams 

and Capabilities Contact Handbook 

(d) U.S. Coast Guard Maritime Law Enforcement 

Manual (MLEM), COMDTINST 16247.1 (series) 

INTRODUCTION 

A nuclear, biological, or chemical Weapon of Mass 

Destruction (WMD) type terrorist incident is inherently a 

hazardous substance incident. As such it should be 

responded to under the National Response System 

(NRS). As applicable, consult Chapter 20 Hazardous 

Substance (Chemical, Biological, Radiological and 

Nuclear) and Chapter 22 (Multi-Casualty) of this 

Incident Management Handbook (IMH) regarding 

establishment and use of the Incident Command 

System when a terrorist incident precipitates a 

hazardous materials release and/or mass casualty. 

The UC responding to an incident where terrorism is 

involved have to be acutely aware of the unique nature 

of the Federal Government’s response mechanism for 

these types of incidents. All agencies must use the 

National Plan (NRP) structures and the National 

Incident Management System (NIMS) to coordinate all 

Federal assistance to State and local governments for 

response activities to Incidents of National Significance 

(INS). During a terrorism incident, the UC may work for 

the Federal Bureau of Investigation (FBI) and/or FEMA 

and will be guided by the NRP 
AUGUST 2006 

15-3 

TERRORISM TERRORISM

If an incident occurs without warning that produces 

major consequences and appears to be caused by an 

act of terrorism, then FEMA and the FBI will initiate 

response actions concurrently. FBI will have the lead in 

this incident because of the possible terrorism link and 

all agencies will be guided by the NRP. 

With the exception of the U.S. Coast Guard National 

Strike Force (NSF), upon notification of WMD/Terrorism 

incident, USCG policy is to stay clear of the 

contaminated area and to provide command, control 

and support only. NSF Strike Teams are the only units 

within the Coast Guard who are currently trained and 

have a mission to respond to chemical incidents for 

either Coast Guard or the U.S. Environmental 

Protection Agency (USEPA) Federal On-Scene 

Coordinators. For personnel responding to 

WMD/Terrorism events, certain guidelines should be 

followed: 

• Hesitate – don’t rush in and ask questions later! 

Take time to decide what to do. 

• Evaluate the situation – size up the situation - think 

about what’s happening and what you should do. 

• Isolate – after evaluating where the hot zone is, 

don’t let anyone other than a responder enter the 

hot zone, and don’t let other responders enter the 

hot zone without proper equipment. Set up a 

barrier line, even if you have only simple yellow 

emergency tape. 

• Evacuate – get people out of the hot zone without 

risking your own life. Don’t go into the hot zone 

without proper equipment. Keep victims and others 

who might have been exposed from getting too far 

away – medical and police will want to talk to them. 
AUGUST 2006 

15-4 

TERRORISM TERRORISM

• Decontaminate – but only if you can do it without 

endangering yourself. Use a fire hose if possible 

so you won’t have to get close to the victims; in 

some cases a victim can self decontaminate. 

• Cooperate – when other responders arrive, follow 

standard organizational principles. But above all 

cooperate; there’ll be time later to argue who’s 

boss; right now try to save lives. 

• Communicate – let other emergency and medical 

authorities know what your situation is and what 

you’re doing. But if you think there might be a 

flammable vapor around, don’t use your radios (or 

any other electrical equipment) near the incident. 

Retreat to a vapor free area to use that radio. 

• Investigate – actually, the first responder won’t do 

any real criminal investigation, but you must 

remember this is a crime scene and responders 

and others shouldn’t disturb crime scenes. 

Preserve the crime scene (for all terrorism is a 

crime as well as an act of war); observe, 

remember, and report to police. 

• Be aware of possible secondary devices, including 

explosive, radiological, chemical and biological. Be 

cognizant of surroundings, especially of containers, 

or packages that appear misplaced. A tactic 

terrorist’s use involves setting off a device designed 

to draw in first responders and then setting off a 

secondary device to maximize casualties. 

• Ask qualified authorities, typically the FBI, if the 

area has been cleared of secondary devices. 

• Again, be aware that in a WMD incident terrorists 

generally have a singular purpose and that is to 

cause fear, death and destruction. A defensive 

stance should always be maintained for a WMD 

incident. 
AUGUST 2006 

15-5 

TERRORISM TERRORISM

TERRORISM INCIDENT SPECIFIC NIMS ICS

POSITIONS AND TASK DESCRIPTIONS 

Only those ICS positions and tasks specific and unique 

to Terrorist Incident missions will be described in this 

section. Persons assigned the common positions 

consistent with the NIMS organization should refer to 

position job aids and Chapters 5 through 11 of this 

Manual for their position/task descriptions and 

checklists. 

INCIDENT COMMANDER - Tasks specific to a 

Terrorist Incident are to: 

a. Review Incident Commander responsibilities in 

Chapter 6. 

b. Assesses the need for additional resources and 

assist in obtaining their assistance. Some of 

these resources are listed in the Terrorism 

Special Teams section of this chapter. 

c. Ensure that the following have been established: 

• HAZMAT Group – which is responsible for 

deploying a reconnaissance team, produce 

sampling/identification, assisting with victim 

rescue, setting up decontamination for 

responders and developing a plan of action 

for containment and control of hazardous 

agents. 

• Medical Group – which is responsible for 

initiating victim rescue, patient 

decontamination, and emergency medical 

care for NBC victims. 

• Hospital Coordination – which establishes 

communication links with area hospitals, 

provides them with situation reports, and 

information on agent identification, and 

determines pharmacology needs. 
AUGUST 2006 

15-6 

TERRORISM TERRORISM

• Medical Information & Research – which 

begins to research agent characteristics 

based upon victim signs and symptoms, 

victims’ descriptions of agent, sample 

characteristics, and other information as it 

becomes available. Establishes 

communication with Poison Control Centers 

(ATSDR and CDC). 

• Law Enforcement Group – which coordinates 

law enforcement agencies to establish 

incident security, establishes evidence 

collection and control, and obtains 

intelligence information. 

d. Work to identify and address strategic and 

tactical issues. 

e. Work with city and county mental health 

resources to assure that Critical Incident Stress 

Management services are provided to victims, 

their families, first responders, and the general 

public. 

f. Coordinate with the County Medical 

Examiner/Coroner to establish appropriate 

forensic and mortuary services for deceased 

victims. 

g. Assist the Safety Officer in establishing a site 

safety plan; implementing an accountability 

system; and establishing hot, warm, and cold 

zones if not already established. 

PUBLIC INFORMATION OFFICER - Tasks specific to 

a terrorist incident are: 

a. Review Public Information Officer Responsibilities 

in Chapter 6. 

b. Establish safe media conference areas distant 

from the Incident Command Post. 

c. During the Event: 

1. Determine what information is appropriate to 
AUGUST 2006 

15-7 

TERRORISM TERRORISM

release to avoid panic. 

2. Promote optimum community response. 

3. Develop information releases that support 

response activities: 

• Medical treatment sites that the victims can 

report to. 

• Transportation avenues and other areas 

that are closed off. 

• Immediate first aid measures that can be 

taken. 

• Location of shelter facilities where 

evacuated personnel have been moved to. 

d. After the Event: 

1. Release non-sensitive information. 

2. Provide basic information regarding the 

event: 

• Where, what, why, how. 

• Units responding. 

• Number of casualties. 

3. Examples of types of information that should 

not be released: 

• Names of fatalities. 

• Specific type/name of agent involved 

(until after incident is terminated). 

• Dispersal method(s) used. 

• Specific law enforcement activities. 

• Condition of victims. 

EVENT SITE BRANCH DIRECTOR - Tasks specific to 

terrorist incidents are: 

a. Review Branch Director Responsibilities 

 in Chapter 7. 

b. Coordinate for site control around the vicinity 

where the event occurred. 

c. Determine hazards presented by the event 

(monitoring/detection). 
AUGUST 2006 

15-8 

TERRORISM TERRORISM

d. Establish a safe refuge and a casualty collection 

area. 

e. Establish emergency decontamination capability. 

f. Coordinate with Medical Unit for medical 

treatment and transport capability, including 

requesting county transit buses. 

g. Coordinate with Safety Officer for a site safety 

and control plan. 

h. Determine containment and control procedures to 

be used. 

i. Coordinate with other agencies (investigative/ 

evidence gathering). 

COMMUNITY IMPACT BRANCH DIRECTOR - Tasks 

specific to terrorist incidents are: 

a. Review Branch Director Responsibilities 

 in Chapter 7. 

b. Coordinate for perimeter security and traffic 

control. 

c. Determine hazards presented to the community 

through detection/monitoring. 

d. Determine best protective actions to use: 

• Rescue 

• Shelter-in-place (SIP) 

• Evacuation 

• Establish shelters 

e. Establish emergency decontamination capability 

for off site personnel and public. 

f. Establish a medical treatment and transport 

capability for off-site personnel and the public. 

g. Coordinate with Safety Officer for site safety and 

control plan. 

h. Coordinate with Information Officer to develop 

emergency broadcast messages to alert and 

update the community. 

i. Determine re-entry procedures to be used 
AUGUST 2006 

15-9 

TERRORISM TERRORISM

j. Coordination with other agencies and notify the 

County Health Officer. 

HAZARDOUS SUBSTANCE/MATERIALS GROUP - 

Tasks specific to terrorist incidents are: 

a. Review the Division/Group Supervisor 

Responsibilities in Chapter 7. 

b. Review the Chemical tasks in Chapter 19 of this 

document. 

c. Ensure the implementation of defensive 

mitigation practices when indicated. 

d. Ensure that information regarding the agent(s) 

and patient symptoms is passed to the Medical 

Group. 

e. Ensure patients are properly decontaminated. 

MEDICAL GROUP - Tasks specific to terrorist incidents 

are: 

a. Review Common Responsibilities in Chapter 2. 

b. Direct medical care delivery to response 

personnel and incident victims. 

HOSPITAL COORDINATION UNIT - The Medical 

Group usually performs these responsibilities and 

duties, but this unique unit is established to assist at 

terrorist incident responses. Their tasks are: 

a. Review Unit Leader Responsibilities in Chapter 2. 

b. Serve as liaison for local medical facilities 

receiving patients. 

c. Ensure vital incident management information is 

communicated to each receiving hospital. 

d. Provide the medical communities with the needed 

patient care information for the agent(s) involved, 

in cooperation with the Technical SpecialistMedical Information & Research. 

e. Implement a system of patient tracking in concert 

with the on-scene EMS personnel and facilities 
AUGUST 2006 

15-10 

TERRORISM TERRORISM

receiving patients. 

f. When requested, serve as clinical consultants to 

the medical staff at each medical facility-receiving 

patients by providing advice on patient care, 

personnel safety, or facility protection, in 

cooperation with the Technical Specialist-Medical 

Information & Research. 

TECHNICAL SPECIALIST-MEDICAL INFORMATION 

& RESEARCH - The Medical Group performs these 

responsibilities in collaboration with National Response 

Center (NRC), an emergency communication 

infrastructure designed to assist Federal responses to 

incidents. 

a. Identify needed research materials that will 

assure optimum access to the most current, 

complete, and accurate information available on 

nuclear, biological, or chemical (NBC) agents. 

b. Perform the research needed to identify the 

agent(s) involved, physical characteristics, 

appropriate PPE, and information about possible 

signs and symptoms to be observed, treatments 

to be initiated, antidotes to be utilized, and 

possible long-term effects. This activity will be 

completed by assimilating information from 

several sources including: 

• Technical Specialist-Reference & Resources 

in the Hazardous Substance Group. 

• Regional Poison Control Center. 

• CHEMTREC. 

• Various special teams listed on page 15-14. 

c. Communicate vital mitigation and clinical 

management information to the Medical Group 

including: 

• Needed patient care information for the 

agent(s) involved. 
AUGUST 2006 

15-11 

TERRORISM TERRORISM

• Antidote needs of each facility and assist 

them in obtaining the needed items from the 

regional cache, government agencies, or 

vendors. Serve as clinical consultants to the 

medical staff at each facility receiving 

patients, by providing advice on patient care, 

personnel safety, or facility protection. 

LAW ENFORCEMENT GROUP - Tasks specific to 

terrorist incidents are: 

a. Review Division/Group Supervisor 

Responsibilities in Chapter 7. 

b. Review Law Enforcement Group Tasks in 

Chapter 17 of this Manual. 

c. Review Appendix J of reference (d). 

d. Obtain pertinent law enforcement information in 

order to coordinate the operational response from 

the following: 

• FBI field office. 

• Local law enforcement agencies. 

• State law enforcement/traffic agencies. 

• Local fire and rescue agencies, including 

HAZMAT teams. 

• Local Emergency Operations Centers. 

• Pertinent NBC information discussed at 

intelligence sharing forums. 

• Current national and international events 

involving terrorist group activities. 

• Intelligence from all sources. 

e. Advise the IC of law enforcement related issues 

and latest intelligence information. 

f. Be familiar with local law enforcement resources 

available (Bomb Squads, etc.). 

g. Assist in obtaining needed resources from law 

enforcement operations. 

h. Assure incident security issues are identified and 
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TERRORISM TERRORISM

addressed. 

i. Verify the incident. Determine if a terrorist act 

has occurred. 

j. Respond to the scene with sufficient personnel to 

address the incident. 

k. Initiate appropriate callback of additional 

personnel as needed. 

l. Establish inner and outer perimeters, based on 

the nature of the incident. 

m. Provide security for the Command Post. 

n. Verify the identification of the responding 

personnel. 

o. Coordinate incident site evacuation. 

p. Coordinate evacuation of surrounding areas as 

needed. 

q. Coordinate traffic flow, especially ingress and 

egress of emergency/rescue 

r. Provide evidence identification, collection and 

control, including: 

• Establish control and protection of the crime 

scene. 

• Coordinate the collection/preservation of 

evidence with the FBI. 

• Mapping/photographing of all evidence 

locations. 

• Collection of non-contaminated evidence. 

• Coordination of collection, chain of custody, 

and safe storage of contaminated evidence 

with the Hazardous Substance/HAZMAT 

Group. 

• Provide secure, safe storage for collected 

evidence. 

s. Affect the arrest and transportation of the 

perpetrators when possible. 
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TERRORISM TERRORISM

MEDICAL TECHNICAL SPECIALIST (Planning 

Section) - The Medical Group usually performs these 

responsibilities and duties, but this unique position is 

established to assist at terrorist incident responses in 

the planning section. This position (preferably filled by 

a physician) is responsible for: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Medical Group tasks in Chapter 19 of this 

manual. 

c. Serve as medical advisor to the Incident 

Commander and Operations Section Chief. 

d. Develop and implement the medical action plan 

in conjunction with the Medical and Hazardous 

Substance/HAZMAT Groups. 

e. Assure effective liaison with local EMS agencies 

and medical facilities. 

f. Perform additional tasks and duties as assigned 

during an incident. 

MENTAL HEALTH COORDINATION - First responders 

will receive Critical Incident Stress Management 

services through departmental resources. Victims, their 

families, and the general community will receive Critical 

Incident Stress Management services through 

established sources, including the Airport Chaplains, 

American Red Cross Disaster Mental Health Services 

and County Mental Health Services. 

CORONER COORDINATION - The City/County 

Medical Examiner/Coroner staff, according to the Mass 

Casualty Incident Plan, will process deceased victims 

once the FBI has released the scene. The City/County 

Examiner/Coroner will assist the law enforcement 

branch with collecting evidence from deceased victims 

upon request. Federal mortuary resources are also 

available, if requested. 
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TERRORISM TERRORISM

TERRORISM INCIDENT TECHNICAL TEAMS 

Resources for a WMD/Terrorism incident response are 

similar to that of a chemical incident response. The 

NIMS ICS should be followed and the State and local 

responders who normally respond to a chemical 

incident will also respond to a WMD incident. However, 

the FBI should be notified during a WMD event, and 

due to the extreme nature of a WMD incident, DOD 

resources may also be needed. 

The FBI is the lead agency for a WMD incident. If upon 

arriving on scene and USCG personnel suspect the 

incident to be WMD related, the FBI and NRC should 

be contacted through proper channels. FEMA is also a 

lead agency under the NRP to support the incident 

response. 

There are several Special Teams that have response 

capabilities for WMD/Terrorism incidents and are listed 

in more detail in reference (c), Coast Guard Hazmat 

Response Special Teams and Capabilities Contact 

Handbook which can be found at the following website: 

http://homeport.uscg.mil/ and are listed here: 

• Agency for Toxic Substances and Disease 

Registry (ATSDR) Emergency Response Teams 

• U.S. Marine Corps Chemical Biological Incident 

Response Force (CBIRF) 

• Department of Energy Nuclear Emergency 

Support Team (DOE NEST) 

• USEPA Environmental Response Team (EPA 

ERT) 

• USEPA Office of Enforcement, Compliance, and 

Assurance (OECA), National Counter-terrorism 

Evidence Response Team (NCERT) 
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TERRORISM TERRORISM

• USEPA Radiological Emergency Response 

Team (EPA RERT) 

• Federal Bureau of Investigation, Laboratory 

Division, Hazardous Materials Response Unit 

(FBI HMRU) 

• National Oceanic and Atmospheric Administration 

Office of Response and Restoration (NOAA 

OR&R) Hazardous Materials Response Division 

(HAZMAT) 

• USCG National Pollution Funds Center (USCG 

NPFC) 

• USCG National Strike Force (USCG NSF) 

• Occupational Safety and Health Administration 

Health Response Team (OSHA HRT) 

• United States Navy (USN) Supervisor of Salvage 

and Diving (SUPSALV) 

• United States Army Corps of Engineers Rapid 

Response Program (USACE RR) 

• Department of Defense (DOD) Joint Director of 

Military Support (JDOMS) 

• Department of Homeland Security (DHS), 

Federal Emergency Management Agency, 

Metropolitan Medical Response System (MMRS) 

• USEPA Diving Program 

• USEPA Emergency Communications and 

Outreach Team (ECOT) 

• USEPA Emergency Response Peer Support and 

Critical Incident Stress Management (Peer 

Support/CISM) Team 

• USEPA Ocean Survey Vessel, Peter W. 

Anderson 

• United States National Guard Civil Support 

Teams (USNG CST) 
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TERRORISM TERRORISM

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MARITIME SECURITY MARITIME SECURITY

CHAPTER 16 

Maritime Security/Antiterrorism 

1. Table of Contents 16-1 

2. Introduction 16-2 

3. Area Maritime Security 16-4 

 

4. Maritime Security Incident Specific NIMS 16-9 

 ICS Positions and Task Descriptions 
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MARITIME SECURITY MARITIME SECURITY

CHAPTER 16 

MARITIME SECURITY/ANTITERRORISM 

References: 

(a) Maritime Security/Antiterrorism Job Aid 

(b) National Response Plan (NRP) 

(c) National Strategy for Maritime Security (NSMS) 

(d) National Maritime Transportation Security Plan 

(NMTSP) 

(e) Maritime Transportation Security Act of 2002 

(MTSA) 

(f) Coast Guard Strategic Plan for Combating 

Terrorism – Maritime Sentinel 

(g) National Response Options Matrix (NROM) 

(h) 33 CFR Subchapter H – Maritime Security 

(i) Navigation and Vessel Inspection Circular (NVIC) 

9-02 

(j) Public Law (PL) 106-390/42 U.S.C. 5121, et seq. 

The Robert T. Stafford Disaster Assistance and 

Emergency Relief Act 

(k) Reimbursement from the Federal Emergency 

Management Agency (FEMA), COMDTINST 

7300.8 (series) 

(l) Maritime Infrastructure Recovery Plan (MIRP) 

(m) Critical Incident Communications, COMDTINST 

3100.8 (series) 

INTRODUCTION 

Maritime Security. Maritime security, as used in this 

Chapter, refers to Area Maritime Security (AMS) 

antiterrorism measures (i.e., prevention and defensiveoriented protection) that are used to reduce the 

vulnerability of the Marine Transportation System 

(MTS), individuals and property to terrorist acts, to 

include limited response and containment by local 
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MARITIME SECURITY MARITIME SECURITY

forces. Maritime security/antiterrorism also includes 

immediate measures for initial MTS support response 

and thereafter to facilitate recovery required to 

reestablish MTS functions, and cargo flow in particular. 

Maritime security antiterrorism activities for the MTS and 

its components are continuously conducted from preincident through incident response and through 

immediate recovery actions to completion of recovery 

operations in order to deter or prevent multiple 

incidents, to protect critical maritime infrastructure, and 

to support MTS recovery. Law enforcement (LE) and 

counterterrorism aspects of maritime security are 

addressed in Chapters 15 and 17. Where LE or 

counterterrorism response is required during incident 

management, AMS antiterrorism measures are a 

supporting activity. 

Please see the Maritime Security/Antiterrorism Job Aid, 

reference (a), for more information. 

Continuing Antiterrorism Requirement During 

Incident Management. Antiterrorism security 

requirements are a continuing responsibility during 

incident management in support of references (b) 

through (f), and must be effectively represented, 

coordinated, and conducted regardless of the initiating 

hazard or cause of an incident. An incident that occurs 

which is or threatens to become a Transportation 

Security Incident (TSI) triggers prearranged enhanced 

antiterrorism security measures within the affected area 

to protect the MTS, with emphasis on critical maritime 

infrastructure. Such an event would likely also result in 

the Commandant, U.S. Coast Guard, implementing 

additional security measures, as well as changes in 

maritime security (MARSEC) and force protection levels 

within the MTS but outside of the area that is 

immediately impacted by the incident. This action would 
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MARITIME SECURITY MARITIME SECURITY

be guided by reference (g) and the known elements of 

the incident. 

An incident that begins as other than a security event 

may nevertheless require enhanced antiterrorism 

security measures to protect the MTS. These measures 

are in addition to force protection measures. During 

incident management, enhanced local antiterrorism 

security measures may also be mandated from the 

national level in response to another incident in another 

location or through proactive changes in MARSEC 

levels. The maritime security component of 

antiterrorism, as discussed below, must be incorporated 

into the operations and planning sections of the incident 

command structure. 

Maritime Security Activities. A maritime security 

framework with antiterrorism measures that respond to 

mandated requirements and a risk-based management 

strategy has been established for each port area within 

that area’s Maritime Transportation Security Act 

(MTSA)-mandated Area Maritime Security Plan (AMSP) 

per references (e), (h) and (i). 

Maritime Security (MARSEC) Levels. Maritime 

security emphasis is governed by MARSEC levels that 

are set by the Commandant, U.S. Coast Guard, in 

coordination with the Department of Homeland Security. 

The Commandant sets the MARSEC level consistent 

with the Homeland Security Advisory System (HSAS) 

and that Threat Condition's scope of application. The 

Commandant retains the discretion to adust the 

MARSEC level when necessary to address particular 

security concerns or circumstances related to the 

marine transportation system. The lowest MARSEC 

level, MARSEC 1, is generally comparable with the level 

of risk associated with HSAS Threat Levels LOW 
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MARITIME SECURITY MARITIME SECURITY

through ELEVATED (GREEN/BLUE/YELLOW) , thereby 

accommodating the continually higher baseline level of 

risk associated with marine operations. This correlation 

reflects the continually higher baseline level of risk 

associated with marine operations. The Coast Guard 

Sector Commander, serving as Coast Guard Captain of 

the Port (COTP), has been delegated authority to 

unilaterally increase the local MARSEC level under 

exceptional circumstances according to criteria 

contained in reference (k). 

AREA MARITIME SECURITY 

Area Maritime Security (AMS). AMS under MTSA, 

reference (e), and implementing regulations, reference 

(h), and covers the full preparedness continuum of 

prevention, protection, response, and recovery and 

develops details, measures, procedures and strategies 

for preventing and responding to a TSI, and facilitating 

recovery of the MTS after a TSI. AMS activities are 

coordinated locally by the Coast Guard Captain of the 

Port (COTP) as the Federal Maritime Security 

Coordinator (FMSC). Actual operations and responses

are conducted under applicable organization, 

community-based and incident-specific operating, 

contingency and response plans, as available. 

AMS During Incident Management. AMS provides an 

existing local maritime security foundation, including 

coordination and communications arrangements with 

the port community for initiating incident management 

by a unified command for a large-scale local 

transportation emergency, Transportation Security 

Incident (TSI), or Incident of National Significance. An 

incident in any of these categories could originate from 

or involve one or a combination of hazards including 

terrorism, natural disaster, civil disturbance, or 
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MARITIME SECURITY MARITIME SECURITY

oil/hazardous material spill. Consequently, it is 

essential to correlate and coordinate the continuing and 

enhanced AMS activities across ICS groups (e.g., 

Maritime Security, Law Enforcement (LE), Oil and 

Hazardous Materials, Search and Rescue (SAR), and 

MTS Response and Recovery) and maritime-related 

support of Emergency Support Functions (ESF). 

AMS activities at MARSEC 1 provide a framework and 

pre-established coordination and communications 

arrangements for providing prevention and protection of 

maritime resources during an incident, initiating incident 

management for local marine transportation security 

emergencies, and supporting prevention and protection 

for effects of other emergencies. Facility and vesselspecific security plans also provide critical information to 

support response to an incident involving one or more of 

these assets. Maritime security and marine safety 

activities also provide some of the core and supporting 

resources in varying degrees of capability for 

responding to any category of hazard affecting the MTS, 

and within the immediate area around ports and 

waterways. Immediate MTS recovery activities within 

the impacted area also provide essential elements of 

information (EEI) needed by the Coast Guard, Customs 

and Border Patrol (CBP), Transportation Security 

Administration (TSA), and Department of Transportation 

(DOT) to facilitate recovery and restoration of cargo flow 

outside of the impacted areas per reference (l). 

Area Maritime Security Committee (AMSC). 

Preparedness is co-developed with port stakeholders. 

Preparedness activities include formation and 

coordination of Area Maritime Security Committees 

selected per criteria in reference (i); identification of 

critical port infrastructure and operations; identification 

of risks (threats, vulnerabilities, and consequences) 
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MARITIME SECURITY MARITIME SECURITY

through risk-based assessments; determination of 

mitigation strategies and implementation methods; 

development and description of the process by which to 

continually evaluate overall port security; preparation of 

AMS plans including details of additional security 

measures for increases in MARSEC levels, incident 

unified command, response and recovery structure, 

responsibilities and capabilities, procedures for security 

response and for facilitating MTS recovery. The AMSC 

provides planning and coordination support; it is not 

considered a response entity for the purposes of crisis 

management.. 

Area Maritime Security Plans (AMSP). Antiterrorism 

measures are enumerated in AMSPs, which are 

supported by facility-specific and vessel-specific security 

and response plans. These plans are designated as 

Sensitive Security Information (SSI) and are restricted 

from public access. The AMSPs are supporting plans to 

references (a), (c), (e), (h) and (j). Plan content is 

specified by reference (i). An AMSP is not a first 

responder plan, but an awareness, preparedness and 

prevention plan as well as a supporting plan for 

response and MTS recovery. AMSP development 

considers possible roles, responsibilities, and resources 

very broadly and is generally limited to determining who 

will respond, what their roles will be, what resources 

they can provide, and procedures that they will use. 

The AMSP provides a framework for communication 

and coordination amongst port stakeholders and law 

enforcement and public officials to: 

• Identify and reduce vulnerabilities to security 

threats in and near the MTS. 

• Implement special procedures to ensure marine 

safety, and the safety and readiness of personnel, 

installations, and equipment, 
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MARITIME SECURITY MARITIME SECURITY

• Coordinate implementation of prevention and 

protection procedures during response, and 

• Facilitate and support coordinated MTS recovery 

and restoration activities. 

AMS planning is supported or supplemented on a portby-port, case-by-case basis by local plans and other 

materials (e.g. underwater port security plans, maritime 

counterterrorism plans, response and recovery job 

aids). AMSPs and Area Contingency Plans (ACP) for 

oil and hazardous materials typically involve many of 

the same stakeholders, and may be implemented 

concurrently based on the prevailing circumstances. 

MTS Recovery This section addresses measures that 

are needed within the area impacted by a TSI to provide 

initial recovery and to provide the basis to facilitate longterm recovery and mitigation activities as characterized 

below: 

• Initial Recovery – MTS infrastructure has been 

returned to service and is capable of operations at 

some level. Activities, policies or mitigation 

strategies aimed at recovery are considered to be 

achievable in 90 days or less. 

• Long-term recovery – MTS infrastructure has 

been returned to pre-incident condition or has the 

capacity to operating at pre-incident levels. 

Activities, policies or mitigation strategies aimed 

at long-term recovery may take longer than 90 

days. Generally parallels long-term recovery 

measures associated with Emergency Support 

Function (ESF) #14. 

The Coast Guard is responsible for recovery of agency 

infrastructure and for MTS infrastructure that it directly 

administers (e.g. aids to navigation). Sector 
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MARITIME SECURITY MARITIME SECURITY

Commanders, as Captains of the Port (COTP) and 

FMSC, are responsible for developing coordinated initial 

recovery activities in consultation with AMSCs for MTS 

infrastructure that is subject to references (d) and (g). 

MTS recovery should also be coordinated with 

mitigation measures covered by ACPs that are related 

to the MTS. 
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MARITIME SECURITY MARITIME SECURITY

MARITIME SECURITY-ANTITERRORISM SPECIFIC 

NIMS ICS POSITIONS AND TASK DESCRIPTIONS 

Only those ICS positions and tasks specific and unique 

to Maritime Security antiterrorism responsibilities will be 

described in this section. Persons assigned the 

common positions consistent with the NIMS 

organization should refer to position job aids and 

Chapters 5 through 11 of this Manual for their 

position/task descriptions and checklists. 

Area Maritime Security includes immediate operational 

measures as well as planning for security and recovery 

operations. Area maritime security antiterrorism is 

addressed in the Operations Section. MTS security and 

recovery activities are planned in the Planning Section 

and conducted through the Operations Section. 

INCIDENT COMMANDER - Tasks specific to an 

Incident are to: 

a. Review Incident Commander (IC) responsibilities. 

b. Review Maritime Security responsibilities as 

delineated in AMSPs. 

c. Determine HSAS threat level and MARSEC level 

and required maritime security measures. 

d. Determine if unilateral local-area increase in 

MARSEC level is necessitated by the incident. 

e. Comply with critical incident communications 

requirements in reference (m) 

f. Ensure that the following have been established: 

• Maritime Security Group in Operations 

Section – which coordinates implementation 

of MARSEC measures, coordinates maritime 

security activities with the law enforcement 

(LE), oil and hazardous materials, search and 

rescue (SAR), and MTS recovery groups. 

g. Implement supporting plans as applicable. 
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MARITIME SECURITY MARITIME SECURITY

h. Work to identify and address tactical and strategic 

issues. 

i. Assist the Coast Guard component commander in 

coordinated maritime security and MTS response 

and recovery operations and activities consistent 

with the AMSP, site safety plan, law enforcement, 

oil and hazardous materials, and search and 

rescue operations. 

j. Determine antiterrorism support required for 

military outloads in or through the affected area. 

AREA MARITIME SECURITY GROUP - Tasks specific 

to security incidents are: 

a. Review the Division/Group Supervisor 

Responsibilities in Chapter 7. 

b. Coordinate implementation of MARSEC levels 

changes. 

c. Monitor and report attainment of MARSEC 

measures and deficiencies, ensuring the 

implementation of MARSEC requirements. 

d. Assist the Incident Commander in meeting critical 

incident communications requirements of 

reference (m). 

e. Implement AMSP contingency arrangements and 

procedures. 

f. Coordinate AMS oversight and support with 

AMSC. 

g. Coordinate AMS support for LE, oil and 

hazardous materials, SAR and MTS recovery 

activities. 

h. Coordinate implementation of supporting plans 

(e.g. underwater port security). 

i. Arrange for, document and report MTS damage 

assessments. 

j. Coordinate AMS support for MTS Recovery. 

k. Coordinate AMS support for ESF activities. 

l. Coordinate AMS support for military outload 
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MARITIME SECURITY MARITIME SECURITY

operations in or through the affected area. 

MTS RECOVERY UNIT - Tasks specific to recovery of 

the MTS are: 

a. Review MTS Unit Leader responsibilities in 

Chapter 8. 

b. Activate MTS recovery unit assist team (where 

available). 

c. Be familiar with the AMSC and AMSP and 

associated recovery procedures and priorities. 

d. Identify and implement supporting MTS recovery 

plans, where available. 

e. Incorporate MTS security and recovery into ICS 

planning cycle. 

f. Advise the IC and PSC of maritime security 

issues associated with MTS recovery and latest 

EEI from port community stakeholders in 

coordination with the Maritime Security, LE, oil 

and hazardous materials and SAR Groups. 

g. As needed, assist IC, PSC and OSC in 

prioritization of critical infrastructure needed to be 

brought to operational status. 

h. Determine and advise the IC and PSC of relevant 

pre-scripted FEMA mission assignments under 

the Stafford Act, reference (j), related to or 

required for MTS recovery. 

i. Coordinate with IC, PSC, FEMA and pertinent 

ESFs for FEMA/Stafford Act mission assignments 

through the Joint Field Office (JFO) in support of 

MTS response to reestablish a basic capability for 

long-term recovery. 

j. Assess and advise IC and PSC of unified 

command capability to perform any FEMA 

mission assignment requests received through 

the JFO. 

k. Coordinate with the LE Group to determine the 

relationship of evidence protection requirements 
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MARITIME SECURITY MARITIME SECURITY

to recovery operations. 

l. Identify short and long term issues affecting or 

potentially affecting the MTS with supporting 

materials. 

m. Identify supporting requirements. 

n. Review and apply as applicable reference (k) 

recommendations for MTS Recovery. 

o. For incidents impacting more than one Coast 

Guard Sector, provide information to support 

management of regional issues, including local 

area impacts that will be felt outside of the 

immediate response area, such as export delays. 

p. Make recommendations to the IC and PSC on 

short term (impact felt within 90 days) recovery 

priorities and actions. 
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MARITIME SECURITY MARITIME SECURITY

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17-1 

LAW ENFORCEMENT LAW ENFORCEMENT

CHAPTER 17 

LAW ENFORCEMENT

1. Contents 17-1 

2. Introduction 17-2 

3. Law Enforcement Activity Scenario 17-3 

 and Modular Organization Development 

4. Law Enforcement Activity Specific 17-10 

 ICS Positions and Task Descriptions 
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LAW ENFORCEMENT LAW ENFORCEMENT

CHAPTER 17 

LAW ENFORCEMENT 

References: 

(a) U.S. Coast Guard Maritime Law Enforcement 

Manual (MLEM), COMDTINST 16247.1 (series) 

(b) Maritime Counter Drug and Alien Migrant 

Interdiction Operations Manual, COMDTINST 

M16247.4 (series) 

(c) National Response Plan (NRP) 

(d) National Incident Management System (NIMS) 

INTRODUCTION 

The organization for a major Law Enforcement 

Operation (Counter Drug or Alien Migrant Interdiction) is 

designed to show an organizational structure that could 

provide supervision and control for the essential 

functions required during such an operation. 

It must be emphasized that this guide is not a substitute 

for law enforcement planning as outlined in the 

references (a) and (b). The Commandant and Area 

manuals, operation orders and policies that could 

include plans for such major multi-agency/multi-nation 

that would lead major Counter Drug or Alien Migrant 

Interdiction Operations should identify the organizations, 

resources, and command and control structure that 

would be utilized in the operation. Exercising these 

plans will develop and fine-tune national and agency 

roles in the IC/UC and ICS. 

The normal law enforcement action for Coast Guard 

units will be single unit activities. Reference (b) 

identifies the structure for these normal single unit 

operations and dictates in detail how the operation is to 
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LAW ENFORCEMENT LAW ENFORCEMENT

be carried out. Since NIMS ICS is the primary system 

used by most Federal, State, and Local government 

agencies, and is required by references (c) and (d) to be 

used in response to incidents, it is advantageous to use 

and understand the ICS process in a large multi-agency 

and multi-national operation where the incident brings 

numerous agencies together with overlapping 

jurisdictions, responsibilities, and capabilities. In these 

situations, Coast Guard Law Enforcement personnel 

may be expected to fill Command and General Staff 

positions, with other agencies in the role of IC an/or 

within an UC. In this IMH, the goal is to build upon the 

structure identified in reference (b), and demonstrate 

how the IC/UC and ICS organization may be used when 

a Law Enforcement Operation grows from a single unit 

operation to a Multi-Agency/Multi-National Operation. 

For example, an alien migrant interdiction operation 

such as the Mariel Boat Lift can generate a huge 

multiple-agency response with a limited command and 

control structure. Because the Coast Guard is usually 

the first unit on-scene and because of its mission 

responsibilities and capabilities, it will be instrumental in 

building the final overall command and control team. 

Although there are many types of law enforcement 

activities, a major multi-agency Alien Migrant Interdiction 

Operation was selected to demonstrate how the 

expanding modular ICS organization might be used to 

manage a Law Enforcement Operation. Commandant 

and Area instructions, manuals and operation orders 

include references, plans and policies that dictate 

overall U.S. Coast Guard Law Enforcement operations 

policy. For example, OPLAN VIGILANT SENTRY 

provides the overall Department of Homeland Security 

response to a mass migration in the Caribbean. 
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LAW ENFORCEMENT LAW ENFORCEMENT

LAW ENFORCEMENT ACTIVITY SCENARIO AND 

MODULAR ORGANIZATION DEVELOPMENT 

MODULAR DEVELOPMENT - A series of examples of 

modular development are included to illustrate one 

method of expanding the ICS organization. 

INITIAL RESPONSE ORGANIZATION - A U.S. Coast 

Guard cutter is on normal patrol when it intercepts a 

small boat fitting the profile of an undocumented migrant 

vessel. The Coast Guard cutter carries out the standard 

boarding operation procedures for the vessel. See 

Page 17-7 for an example of the Initial Response 

Organization. 

REINFORCED RESPONSE ORGANIZATION - Upon 

boarding the profiled vessel, the boarding party 

discovers a large number of undocumented migrants. 

During the boarding party’s search and investigation, 

the interpreter overhears one of the undocumented 

migrants express his concern for relatives aboard 

another vessel. The Commanding Officer of the cutter 

relays this information to the U.S. Coast Guard District 

with operational control over his mission, and a Coast 

Guard aircraft is deployed to search for the other vessel. 

The District Commander assumes the role of lead 

agency and IC for the interdiction operation, and 

requests the appropriate U.S. Coast Guard Area 

Commander to direct an additional cutter to his 

operational control to assist in the search for other 

possible undocumented migrant vessels. The District 

Commander also notifies local DOD units that there is a 

possibility of additional undocumented migrant vessels 

in the operational area. The second cutter has 

additional Law Enforcement Detachments (LEDETs) 

assigned before sailing. See Page 17-8 for an example 

of the Reinforced Response Organization. 
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LAW ENFORCEMENT LAW ENFORCEMENT

MULTI-DIVISION/GROUP ORGANIZATION - Within a 

day of searching, the Coast Guard aircraft and JIATF 

resources have identified numerous vessels of all sizes 

that fit the undocumented migrant vessel profile. This 

information is relayed to the District, who in turn notifies 

the Area Commander and Coast Guard Headquarters. 

Coast Guard Headquarters notifies the Immigration and 

Customs Enforcement (ICE) and other federal law 

enforcement agencies. Upon notification to these 

agencies by Coast Guard Headquarters, the 

Commandant will normally give authorization for direct 

communication to the District Commander. The Area 

Commander orders all available cutters (WHEC, 

WMEC) to the area for interdiction operations under the 

operational control of the District Commander. DOD 

lends its resources to assist in the search for 

undocumented migrant vessels. See Page 17-9 for an 

example of the Multi-Division/Group Organization. 

The Department of Homeland Security assigns a 

representative to assist and coordinate its activities with 

the District Commander. The District Commander’s 

Staff and Agency Representatives are tasked with 

developing the resource requirements for the extended 

interdiction operation, and determining the resources 

that will have to be obtained from outside the District. 

The District Chief of Operations is assigned as the OSC. 

The operational area is divided into geographical 

divisions and a Coast Guard cutter is assigned to each 

division for patrol and boarding operations. A Navy 

vessel is directed to the scene to serve as an 

undocumented migrant holding area. ICE provides 

aircraft for additional search patrols. 
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LAW ENFORCEMENT LAW ENFORCEMENT

Since many of the vessels being used to carry 

undocumented migrants are sailing under the flag of 

other nations, the U.S. Coast Guard has requested 

through the Department of State that representatives of 

those governments be assigned as ship riders to Coast 

Guard vessels, allowing them to carry out boardings on 

the applicable nations vessels in international waters. 

The IC/UC establishes a JIC to handle the intense 

media interest that is developing over the operation. 

MULTI-BRANCH ORGANIZATION - As the situation 

develops, the number of undocumented migrants 

discovered and detained by the Coast Guard has grown 

beyond the capability of vessels to safely and humanly 

hold them offshore. The IC/UC has determined that 

holding facilities must be prepared on shore. The IC/UC 

identify Federal, State and Local resources to assist in 

planning and implementing the shoreside facilities. See 

Page 17-10 for an example of the Multi-Branch 

Organization. 
AUGUST 2006 

17-7 

LAW ENFORCEMENT LAW ENFORCEMENT Incident Commander CO USCG CUTTER Cutter’s Boarding Party Initial Organization Single Division Organization. Major Law Enforcement Operation 
AUGUST 2006 

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LAW ENFORCEMENT LAW ENFORCEMENT

Incident Commander 

Commander Coast Guard District 

Liaison Officer DOD

Operations 

Section 

CGD(R) 

Interdiction Group 

CG CUTTER 

Interdiction 

Group 

CG CUTTER 

Vessel Disposition 

Group 

Logistics Section 

LEDET 

LEDET 

LEDET 

LEDET 

U.S. Marshal Service 

USCG Marine Safety 

Office CG Aircraft 

DOD Aircraft 

Reinforced Organization 

Major Law Enforcement Operation 

AMIO Restraint Kit 
AUGUST 2006 

17-9 

LAW ENFORCEMENT LAW ENFORCEMENT Unified Command Commander Coast Guard District DOD Liaison Officer Information Officer JIATF/Federal Agencies Joint Information Center Operations Section CGD(R) Planning Section Finance Section Staging Area(s) Division A (Offshore) Division B (Offshore) Migrant Holding Group Air Operations Branch Logistics Section Interdiction Group CG CUTTER Interdiction Group CG CUTTER Interdiction Group CG CUTTER Interdiction Group, USN VESSEL USN VESSEL (Afloat) Migrant Transport Team INS Asylum Screening Team Security (Marines) Team Air Support Group Tactical Air Group Helibase Fixed Wing Coordinator Helicopter Coordinator Multi-Division/Group Organization Major Law Enforcement Operation Division C (Onshore) CG Group State Police County Sheriff City Police Vessel Disposition Group Vessel Evaluation Team Vessel Storage Team Vessel Disposal Team Situation Unit 
AUGUST 2006 

17-10 

LAW ENFORCEMENT LAW ENFORCEMENT Unified Command Commander Coast Guard District Safety Officer DOJ DOD State Governors Office Liaison Officer Information Officer Assistant Safety Officers Agency Representatives Joint Information Center Operations Section (CGD(R) Planning Section Finance Section Staging Area(s) Water Interdiction Branch Holding Area Branch Vessel Disposition Branch Air Operations Branch Logistics Section Division A Division B Division C Security Group On Water Group On Shore Group Medical Group Transportation Group Vessel Evaluation Group Vessel Storage Team Vessel Disposal/Sales Group INS Asylum Screening Group Tactical Air Group Helibase Fixed Wing Coordinator Helicopter Coordinator Multi Branch Organization Major Law Enforcement Operation Staging Area(s) land Technical Specialty Unit Situation Unit Resources Unit Documentation Unit 
AUGUST 2006 

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LAW ENFORCEMENT LAW ENFORCEMENT

LAW ENFORCEMENT ACTIVITY SPECIFIC ICS 

POSITIONS AND TASK DESCRIPTIONS 

Only those ICS positions and tasks specific and unique 

to Law Enforcement missions will be described in this 

section. Persons assigned the common positions 

consistent with the NIMS ICS organization should refer 

to position job aids and Chapters 5 through 11 of this 

IMH for their position/task descriptions and checklists. 

ASYLUM PRESCREENING OFFICER (APSO) - The 

APSO is responsible for conducting initial screenings of 

individuals who have made asylum claims or come from 

a nation with a history of political persecution, human 

rights violations, or torture. APSOs are full time asylum 

officers deployed to the field. The APSO will normally 

be assigned to the LO as an Agency Representative or 

directly to the Command Staff. 

These prescreening interviews determine if an individual 

has a credible fear of persecution upon return to his/her 

home nation. APSO interviews are transmitted to CIS 

Headquarters in Washington, D.C., for review by asylum 

specialists. If it is determined that an individual has a 

credible fear of persecution, the person is taken to 

another location for more extensive interviews. While 

the APSO may be assigned in various locations within 

the ICS, he/she needs to have direct access to 

communications with Washington, D.C. The contents of 

APSO interviews may be confidential and not available 

for intelligence or general use. Additional duties 

include: 

a. Review the Agency Representative 

Responsibilities in Chapter 6. 

b. Advise the IC/UC on the procedures for asylum 

interviews, specific support required, and the 

separation of those claiming asylum. 
AUGUST 2006 

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LAW ENFORCEMENT LAW ENFORCEMENT

c. Liaise with CIS Headquarters on asylum issues. 

d. Conduct additional interviews as necessary. 

e. Advise the IC on trends in asylum claims and 

indicators that those within the IC/UC may need to 

be aware of. 

VESSEL DISPOSITION GROUP SUPERVISOR - The 

Vessel Disposition Group Supervisor is responsible for 

the disposal of vessels seized in the course of Law 

Enforcement Operations. In some cases this will 

involve warning the return of the vessel to the flag state, 

but in many situations the vessel will be seized for 

forfeiture (either because it is stateless or because it 

was used in the commission of a crime). In drug 

interdiction missions, this task is usually performed by 

Immigration and Customs Enforcement (ICE). In all 

other cases, the U.S. Marshal Service performs this 

function. 

If an asset is seized for forfeiture, all hazardous 

materials must be removed and all safety violations 

must be corrected before the vessel can be disposed of. 

The lead agency will contract out for removal and 

disposal of hazardous materials from the vessel using 

private contractors. U.S. Coast Guard Sectors may be 

asked to assist the lead agency in assessing the 

condition of the vessel, the applicable environmental 

laws that may apply to the vessels condition, and steps 

needed to correct the assessed violations. Addition 

duties included: 

a. Review the Division/Group Supervisor 

Responsibilities in Chapter 7. 
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LAW ENFORCEMENT LAW ENFORCEMENT

LAW ENFORCEMENT DETACHMENT TEAM 

LEADER - Law Enforcement Detachment Team 

(LEDET) Leaders are responsible for separate teams of 

individuals trained in boarding vessels for conducting 

law enforcement operations. LEDETs typically deploy 

to U.S. Navy and foreign naval vessels to provide them 

with law enforcement capability. They can also be used 

in various situations to augment Coast Guard Cutter 

Boarding Teams, and in these cases should not be 

confused with the Cutter’s Boarding Team, which is 

made up of individuals permanently assigned to the 

Cutter’s crew. Addition duties included: 

a. Review the Strike Team Leader/Task Force 

Responsibilities in Chapter 7. 

MARITIME SAFETY AND SECURITY TEAMS - 

Maritime Safety and Security Teams (MSSTs) were 

created under the Maritime Transportation Security Act 

(MTSA) 2002, in direct response to the terrorist attacks 

on Sept. 11, 2001, and are a part of the Department of 

Homeland Security's layered strategy directed at 

protecting our seaports and waterways. MSSTs provide 

waterborne and a modest level of shoreside 

antiterrorism force protection for strategic shipping, high 

interest vessels and critical infrastructure. MSSTs are a 

quick response force capable of rapid, nationwide 

deployment via air, ground or sea transportation in 

response to changing threat conditions and evolving 

Maritime Homeland Security (MHS) mission 

requirements. Multi-mission capability facilitates 

augmentation for other selected Coast Guard missions. 
AUGUST 2006 

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LAW ENFORCEMENT LAW ENFORCEMENT

THIS PAGE INTENTIONALLY LEFT BLANK 
AUGUST 2006 

18-1 

SEARCH & RESCUE SEARCH & RESCUE

CHAPTER 18 

SEARCH AND RESCUE 

TABLE OF CONTENTS 

1. Contents 18-1 

2. Introduction 18-2 

3. Search and Rescue Best Response 18-4 

4. Search and Rescue Incident Scenario 18-5 

 and Modular Organization Development 

5. Search and Rescue Specific ICS 18-13 

 Positions and Task Descriptions 
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SEARCH & RESCUE SEARCH & RESCUE

CHAPTER 18 

SEARCH AND RESCUE 

References: 

(a) IMO/ICAO International Aeronautical and 

Maritime Search and Rescue Manual, Vols. I & II 

(b) U.S. National Search and Rescue Supplement 

(NSS) to the International Aeronautical and 

Maritime Search and Rescue Manual (IMSAR) 

(c) National Search and Rescue Plan, 1999 

(d) U.S. Coast Guard Addendum to the National 

Search and Rescue Supplement (NSS) to the 

International Aeronautical and Maritime Search 

and Rescue Manual (IMSAR), COMDTINST 

16130.2 (series) 

(e) National Response Plan (NRP) 

(f) National Incident Management System (NIMS) 

INTRODUCTION 

Search and Rescue (SAR) efforts primarily focus on 

finding and assisting persons in actual or apparent 

distress and are carried out within a well-defined SAR 

response system as per references (a) – (d). These 

references have their basis in international law that U.S. 

SAR services are obligated to follow, and they have 

practical benefits that are intended to maximize the 

effectiveness of SAR operations, particularly when 

working with other military services, SAR authorities of 

other nations, and with ships or aircraft at sea. When an 

emergency warrants responses in addition to SAR, the 

NIMS ICS organizational structure shall be used for 

overall response management in accordance with 

reference (e) and (f). Examples of other activities that are 

not SAR, but are often closely associated with a SAR 

incident, include search and recovery, salvage, 
AUGUST 2006 

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SEARCH & RESCUE SEARCH & RESCUE

investigation, fire-fighting, pollution response, etc. This 

chapter describes an example ICS organizational 

structure that will provide supervision and control of 

essential functions during a SAR incident that includes, or 

will include, non-SAR response activities. 

For incidents that actually or potentially involve both SAR 

and non-SAR response activities, the SAR Mission 

Coordinator (SMC), who is designated by the SAR 

response system, will initiate action and coordinate the 

overall SAR response in accordance with references (a) 

through (d). When the Incident Commander (IC) is 

designated, the SMC function will be placed under the 

umbrella of the ICS organizational structure, typically as 

the SAR Branch Director or SAR Group Supervisor in the 

Operations Section. Simply put, the SAR response 

system “plugs into” the ICS organizational structure, 

where the SMC (or someone designated by the SMC to 

carry out this function) serves as the “plug” or link. The 

SAR response may also include a SAR On-Scene 

Coordinator (SAR OSC) and an Aircraft Coordinator 

(ACO). In some cases the person serving as the Incident 

Commander (IC) or Operations Section Chief (OSC) may 

also be designated as the SMC, but the terms “Incident 

Commander” or “Operations Section Chief” are not 

interchangeable with titles associated with SAR response 

functions. For the majority of incidents, the SAR 

response will be completed/suspended by the time the 

ICS structure is fully in place. As the SAR mission winds 

down and other missions take precedence (i.e., search 

and recovery), the IC may designate the SMC or SAR 

OSC in the SAR response system to continue as a 

Branch Director or Group Supervisor in the ICS structure 

to manage on-scene operations other than SAR. 

Likewise, Search and Rescue Units (SRUs) may also be 

reassigned to other groups in the ICS structure once the 

SAR mission is concluded. In general, Coast Guard 
AUGUST 2006 

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SEARCH & RESCUE SEARCH & RESCUE

personnel with SAR responsibilities should receive 

sufficient ICS training to enable them to carry out their 

respective duties in ICS response organizations. 

SEARCH AND RESCUE BEST RESPONSE 

KEY AREAS TO A SUCCESSFUL SAR RESPONSE 

Success of response operations can often be found in 

how well the management team focused on key 

response areas. ICs and their Command and General 

Staff should consider, if applicable, the following key 

response areas during ICS activation in conjunction with 

or following a search and rescue operation. 

OPERATIONAL SUPPORT/COORDINATION

Search Planning & Operations Safety 

Rescue Planning & Operations Stress Management 

Medical/Triage Liaison with Victim’s Families 

Fire Fighting Security 

Shoreline Search & Recovery Investigations 

On-Water Search & Recovery Resources 

 Political

 Assisting & Cooperating Agencies 

 Public Information 

 Command Post Needs 

IC’s and their Command and General Staff need to 

closely monitor how well the incident objectives, 

strategies, and tactics are addressing the key response 

areas identified above and adjust, as necessary, to 

ensure the maximum potential for the best possible 

response.
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SEARCH & RESCUE SEARCH & RESCUE

SEARCH AND RESCUE INCIDENT SCENARIO 

 AND MODULAR ORGANIZATION DEVELOPMENT 

MODULAR DEVELOPMENT - A series of examples of 

modular development are included to illustrate one 

method of expanding the major airline crash incident 

organization. 

INITIAL RESPONSE ORGANIZATION (MAJOR 

AIRLINE CRASH) - The SAR Mission Coordinator 

(SMC), initiates emergency response actions and 

designates the best-qualified and most capable unit onscene as SAR OSC. The SMC may also designate an 

ACO to manage air assets on-scene if there are too 

many for the SAR OSC to effectively manage or 

communications between surface and air assets prove 

challenging. The first to arrive on scene would likely be 

USCG vessels and aircraft, police/fire boats, fishing 

vessels, and hosts of recreational boats. The FAA will 

be requested to establish air space restrictions and issue 

the appropriate Notice to Airmen (NOTAMs). The 

cognizant Sector Commander or District Commander 

may be designated the IC, at which time the SMC 

function is placed under the umbrella of the ICS 

organizational structure. Rescue and emergency 

medical treatment will take priority during this phase. 

Recovery and identification of the deceased, accident 

investigation, and cleanup will take priority later in the 

incident. Initial responders will be heavily involved in the 

rescue, triage, and transportation of survivors. A PIO is 

immediately assigned to provide initial information to the 

media and establish a JIC. CERT and/or CISM support 

should be considered early. See Page 18-9 for an 

example of the initial response organization. 

REINFORCED RESPONSE ORGANIZATION (MAJOR 

AIRLINE CRASH) - An ICP is established and initially 
AUGUST 2006 

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SEARCH & RESCUE SEARCH & RESCUE

staffed with personnel from the Coast Guard; local, 

state, and federal law enforcement and emergency 

response/management agencies; and local medical 

institutions/organizations. The JIC should be staffed for 

24-hour operations, if need be. A LNO is also 

designated to coordinate the large numbers of 

responding and interested government agencies and 

public organizations. The SOFR is assigned to assess 

the safety hazards/situation and develop a Site Safety 

Plan (ICS-208). The NTSB and the FBI may be added 

to the UC upon their representative’s physical arrival onscene. See Page 18-10 for an example of the reinforced 

response organization. 

The Operations Section Chief (OSC) is designated to 

manage the growing number of operational activities 

(e.g., SAR, medical care, security, and evidence 

collection). This may be the Sector Commander if the 

District Commander assumes the role of IC. The 

following Groups are established to organize the 

operational activities: 

• The SAR Group continues to carry out the SAR 

response under the function of the SMC. 

Additional surface and air assets have arrived 

from different jurisdictions. Tactical control of 

some or all of the response assets may be shifted 

to the SAR Group for tasking by the SAR OSC or 

ACO. 

• The Medical Group, supported heavily by local 

EMS and hospital personnel and resources, 

coordinates triage and treatment areas, as well as 

transporting survivors. A Patient Transportation 

Unit may be established to efficiently move 

survivors from the staging/triage areas to medical 

facilities. 

• The Law Enforcement Group begins the task of 
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SEARCH & RESCUE SEARCH & RESCUE

securing the scene; providing shore-side security 

for staging areas and the ICP, establishing 

evidence collection and control; and conducting 

the investigation. If criminal activity is not 

suspected, the NTSB may have primary 

investigative responsibilities. If terrorism is 

suspected, the FBI will take the lead. NTSB and 

FBI representatives will participate in the UC and 

brief the UC concerning their needs regarding 

investigation and recovery operations. A Traffic 

Control Unit may be needed to keep tremendous 

number of shore-side curiosity seekers from 

impairing the access of EMS/rescue personnel to 

critical Staging Areas. 

• An Air Tactical Group Supervisor may be 

designated to coordinate assignments and air 

assets and manage air tactical activities. 

• Consideration should be given to establishing a 

Demobilization Unit. 

MULTI-DIVISION/GROUP ORGANIZATION (MAJOR 

AIRLINE CRASH) - The UC and Command Staff are 

functional and fully staffed. The District may be 

designated as the Coast Guard IC to be on the same 

level as the NTSB and FBI representative(s). The 

Sector Commander may assume the role of OSC, if he 

or she has not already done so. Deputies from the fire, 

law enforcement, and emergency medical service 

agencies could assist the OSC. The Rescue, Medical, 

and Law Enforcement Groups are fully developed. The 

rescue is nearly complete, if not already completed, and 

the operation is shifting to search and recovery of 

bodies and aircraft debris. Surface and air assets are 

shifted to other groups, such as the Search and 

Recovery and Law Enforcement Groups. See page 18-

11 for an example of the Multi-Division/Group 

Organization. 
AUGUST 2006 

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SEARCH & RESCUE SEARCH & RESCUE

The focus of the UC’s efforts is shifting to the NTSB and 

law enforcement agencies, including city/county/state 

coroner. A Body Recovery Team has been added and 

is working closely with the coroner who has jurisdiction. 

An Underwater Recovery Group has been initiated and 

may be led by the Navy or other qualified agencies. 

The FBI, NTSB and local/state law enforcement 

agencies are coordinating the investigation and 

recovery of wreckage. 

The JIC continues to be fully staffed. Additional assets 

may be needed to accommodate the political dignitaries 

and next of kin that would want to view the accident site 

or have direct briefings from the Command Staff. 

MULTI-BRANCH ORGANIZATION (MAJOR AIRLINE 

CRASH) - The UC is fully functional and staffed. UC 

efforts are focused on NTSB and FBI concerns. The 

Coast Guard is now primarily assisting with search and 

recovery activities, as well as providing host/landlord 

support. The appropriate deputies and assistants have 

been designated to ensure an integrated and 

coordinated operation at the Section, Branch, Division, 

and Group levels. See Page 18-12 for an example of 

the Multi-Branch Organization. 

The recovery operation has been divided into three 

branches (i.e., Surface, Underwater, and Shore-side). 

Geographic divisions have been created to divide the 

search and recovery into manageable areas. 

Although not shown on the organization chart, a 

Demobilization Unit may be established in the Planning 

Section to develop an Incident Demobilization Plan. 

This plan should include the Chaplain and/or CISM. 
AUGUST 2006 

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SEARCH & RESCUE SEARCH & RESCUE

Incident Commander 

Information Officer 

SAR Mission 

Coordinator 

 (SMC) 

City Police Boat 

Recreational 

Boater 

County Police 

Boat 

CG Vessel 

 (OSC) 

CG Helicopter 

 (ACO) 

CG Boat 

County Police 

Boat 

CG 

Helicopter 

Air National 

Guard 

Initial Response Organization 

Search and Rescue Event 

City Police 

Helicopter 
AUGUST 2006 

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SEARCH & RESCUE SEARCH & RESCUE

Unified Command 

U.S. Coast Guard 

Safety Officer 

Other State Agencies 

Other Federal Agencies 

Liaison Officer 

Information Officer Joint Information Center 

Operations 

Section Chief 

Planning Section Finance/Admin 

Section 

SAR Group 

(SMC) 

Medical Group Law Enforcement 

Group 

Logistics Section 

CG WMEC 

(OSC) 

CG 110’ 

WPB 

CG 41’ 

UTB 

Task Force 

City Police 

Boat Task 

Force 

Treatment 

Team 

Triage Team 

Transportation 

Team 

Evidence 

Team 

Scene 

Security 

Team 

Investigation 

Team 

Traffic 

 Control 

 Team 

Air Tactical 

Group 

FBI 

Helicopter 

USCG 

Helicopter 

CG Helicopter 

Reinforced Organization 

Search and Rescue Event 

Other Local Agencies 

NTSB/FBI 

National 

Guard C-130 

City Police 

Helicopter 

County 

Sheriff 

Helicopter 

Sheriff 

Boat Task 

Force 

CG 

Auxiliary 

Task Force 

Situation Unit 

USCG 

C-130 

(ACO) 
AUGUST 2006 

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SEARCH & RESCUE SEARCH & RESCUE

Unified Command 

NTSB/FBI. 

Safety Officer 

U.S. Coast Guard 

Other Federal Agencies. 

Other State Agencies 

Liaison Officer 

Deputy Medical 

Assistant Safety Officers 

Agency Representatives 

Joint Information Center 

Operations Section Planning Section Finance/Admin 

Section 

Staging Area(s) 

Search and 

Recovery Group 

Underwater Recovery 

Group 

Medical Group Air Operations Branch 

Logistics Section 

USCG 

WMEC 

USCG 

110’ 

WPB 

City Fireboat City/County 

Police Boat 

NOAA Vessel 

Navy Vessel 

Sheriff Dive Teams 

Triage Team 

Treatment 

Team 

Patient 

Transportation 

Team 

Body 

Transportation 

Team 

Air Support Group Air Tactical Group 

Helicopter 

Coordinator 

Fixed Wing 

Coordinator 

Multi-Group Organization 

Search and Rescue Event 

Other Local Agencies 

Deputy Fire 

Deputy Law Enforcement 

Information Officer 

Body 

Recovery 

Team 

City/County 

Coroner 

Law Enforcement 

Group 

Evidence 

Collection 

Team 

Investigation 

Team 

Site Security 

Team 

Traffic 

Control Team 

Situation Unit 

Resources Unit 

USCG 

WLB 
AUGUST 2006 

18-12 

SEARCH & RESCUE SEARCH & RESCUE Unified Command NTSB/FBI Safety Officer U.S. Coast Guard City/County/Regional Fire Auth. City/County/State Law Enforcement Liaison Officer Information Officer Assistant Safety Officers Agency Representatives Joint Information Center Operations Section Planning Section Finance Section Staging Area(s) Water Water Recovery Branch Land Recovery Branch Underwater Recovery Branch Air Operations Branch Logistics Section Division A Division B Division C Decon Group Division D Division E Division F Decon Group Division G (Navy) Division H (NOAA) Air Support Group Air Tactical Group Heliport Supervisor Heliport Supervisor Helicopter Coordinator Fixed Wing Coordinator Multi-Branch Organization Search and Rescue Event Cit/County/State Emergency Mgmt. City/County/State Medical Agencies Staging Area(s) Land Deputy Fire Deputy Law Enforcement Deputy Medical Medical Branch Medical Group Body Transport Group Body Identification Group Law Enforcement Branch Evidence Collection Group Investigation Group Site Security Group Traffic Control Group Situation Unit Resources Unit Documentation Unit Technical Specialist Unit 
AUGUST 2006 

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SEARCH & RESCUE SEARCH & RESCUE

 SEARCH AND RESCUE SPECIFIC ICS 

POSITIONS AND TASK DESCRIPTIONS 

Only those ICS positions and tasks specific and unique 

to Search and Rescue (SAR) missions will be described 

in this section. A general description of SAR Response 

System Specific functions is also included. Persons 

assigned the common positions consistent with the 

NIMS ICS organization should refer to the position job 

aids and Chapters 5-13 of this IMH for their position/task 

descriptions and checklists. 

INCIDENT COMMANDER (IC) - In addition to the 

responsibilities outlined in Chapter 2, the IC (and the 

OSC if one is designated) of an incident that includes a 

SAR mission must recognize that the SAR Mission 

Coordinator (SMC) is obligated to carry out the SAR 

mission in accordance with references (a) – (d). The 

SMC (or someone designated by the SMC for this 

function) serves as the link between the SAR Response 

System and the ICS organization and is best placed at 

the Branch Director or Group Supervisor level (for 

further description and duties of the SMC, see SAR 

System Specific Functions below). The IC may also be 

designated as the SMC; however, separate individuals 

should carry out the IC and SMC functions if the 

operational tempo and/or span of control warrant it or 

the IC is not thoroughly familiar with all SAR system 

processes. For SAR incidents that actually or 

potentially include other non-SAR activities (i.e. search 

and recovery, salvage, investigation, pollution response, 

fire-fighting, etc.), carry out the following tasks as 

appropriate: 

a. Establish a suitable ICP, preferably at a site 

separate from the OPCEN, and stand-up ICS 

organization apart from initial response 

operations. 
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SEARCH & RESCUE SEARCH & RESCUE

• Assign personnel to establish the ICP and 

stand-up ICS organization that are not 

responsible for initial response actions (i.e., 

personnel not coordinating or prosecuting the 

SAR case). 

• Establish an ICP, and accommodate to the 

best extent possible and as necessary the 

following four components: (1) at-sea 

command and control; (2) reconstruction, 

investigation and human remains transfer 

(primarily involving mass casualties); (3) 

family briefings; and (4) media briefings and 

access. 

• Activate/request Incident Management Assist 

Team (IMAT) augmentation. 

• If it is not operationally feasible for the SMC to 

be physically located at the ICP, the SMC 

should assign a liaison to the ICP to represent 

the SMC. 

b. Mobilize additional appropriate resources as soon 

as possible to stabilize the situation or assist in 

the recovery, salvage, pollution response, 

firefighting, etc. (i.e., tugs, fireboats, charter boats, 

salvage vessels, etc.). 

c. Have the District Command Center contact the 

FAA to establish a Temporary Flight Restriction 

(TFR) for the airspace over the area of 

incident/operations. 

d. Ensure the following Groups are established, if 

necessary: 

• Medical Group to coordinate emergency 

medical care, including transportation to 

medical facilities, for Person On Board (POB) 

of a distressed vessel or craft (descriptions of 

these functions are found in Chapter 19). 
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SEARCH & RESCUE SEARCH & RESCUE

• Law Enforcement Group to coordinate law 

enforcement agencies to provide shore-side 

security of Staging Areas and the ICP, 

establish evidence collection and control, and 

assist with enforcement of safety and/or 

security zones (descriptions of these functions 

are found in Chapter 14). 

e. Immediately assign or request a PIO to provide 

initial information to the media and establish a JIC 

to provide timely information and updates on 

progress of SAR efforts and outline of future 

actions. 

• Ensure that the JIC is staffed for 24-hour 

operations, if necessary, to meet the 

demands for information by the media, 

community groups, and public in general. 

• Be available, as the IC, to provide press 

briefings. If the SAR response is on-going, 

ensure the SMC is aware of all press briefing 

plans 

f. Coordinate with the SMC to notify Next of Kin 

(NOK) as soon as possible and maintain daily 

contact with them to provide progress of SAR 

efforts and outline future actions. The IC shall 

ensure the greatest possible sensitivity in 

interacting with family and friends of the victims. 

Note: For cases involving airline crashes, the 

airlines are responsible for making NOK 

notifications. 

• For SAR incidents involving large numbers of 

victims, especially in cases of mass casualties 

or prolonged searches, ensure that lodging is 

centrally located and/or easily accessible for 

those NOK who arrive in the area. This will 

facilitate daily briefings. 
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SEARCH & RESCUE SEARCH & RESCUE

• Establish an area where families of victims 

can receive daily mission briefings. For 

incidents involving large numbers of POB, this 

should be at the place where NOK are 

centrally lodged. 

• If the operational tempo does not allow the IC 

to provide the NOK briefings personally, 

assign a senior officer who is disengaged 

operationally from the SAR incident to provide 

this as a primary task. 

• Provide information on mission progress and 

future actions to the NOK before releasing it 

to the media. 

• Notify NOK of a decision to suspend SAR 

efforts prior to suspending search for missing 

POB. 

g. The SMC or SAR Coordinator may continue the 

SAR mission beyond the time when a case would 

normally be suspended due to humanitarian 

considerations, large number of people involved, 

or forecast of greatly improved search conditions. 

However, when the potential for saving life is minimal, 

Search and Rescue Units (SRUs) will not be put at 

unnecessary risk. Nor should they continue searching in 

that situation when their use may preclude their 

availability for other missions.

NOTE: Only those agencies designated as U.S. SAR 

Coordinators (i.e., the USCG for maritime 

regions) have the authority to suspend a 

SAR case. 

h. When scheduling surface and air SRUs, utilize 

fatigue standards found in Appendix K of 

reference (d) and applicable policies of the 
AUGUST 2006 

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SEARCH & RESCUE SEARCH & RESCUE

operational commander. 

i. For incidents involving firefighting, establish a 

Firefighting Group to coordinate local authorities 

responsible for fighting fires on vessels or at 

waterfront facilities. Note: This should be 

coordinated prior to an incident. During marine 

firefighting situations, CG units shall adopt a 

conservative response posture and focus actions 

on those traditional Coast Guard activities not 

requiring CG personnel to enter into a hazardous 

environment. 

• The CG Captain of the Port (COTP) is the 

USCG entity responsible for coordinating 

firefighting activities. 

• As per reference (d), CG personnel shall not 

actively engage in firefighting (other than fires 

on CG vessels) except in support of a regular 

firefighting agency under the supervision of a 

qualified fire officer. CG assistance is 

available only to the degree of training level 

and adequacy of equipment. 

• CG personnel shall not engage in 

independent firefighting, except to save a life 

or in the early stages of a fire to avert a 

significant threat without undue risk. 

OPERATIONS SECTION CHIEF (OSC) – In addition to 

the responsibilities outlined in Chapter 7, the OSC of an 

incident must recognize that the SMC is obligated to 

carry out the SAR mission in accordance with 

references (a) – (d). The OSC may also be designated, 

and perform the function of the SMC, if operational 

tempo and/or span of control allow it, and the person is 

thoroughly familiar with all SAR system processes (for 

further description and duties of the SMC see SAR 

Response System Specific Functions below).
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SEARCH & RESCUE SEARCH & RESCUE

SAR SYSTEM SPECIFIC FUNCTIONS 

(Note: These functions are provided for information of 

the IC. SMC’s and SAR OSCs are to use established 

guides and procedures set forth in references (a) - (d) 

and in standard operating procedures. 

SAR MISSION COORDINATOR (SMC) - The SMC is 

designated (usually pre-designated) by the SAR 

Response System for each specific SAR mission and 

coordinates the overall response to a SAR incident in 

accordance with references (a) – (d). In the U.S. Coast 

Guard, the SMC designation is done by a responsible 

Command Center that serves as a Rescue Coordination 

Center (RCC) or Rescue Sub-Center (RSC). SMC 

responsibilities typically include: 

a. Gathering detailed information relating to the 

distress situation. 

b. Issuing an Urgent marine Information Braodcast 

(UMIB) to inform mariners in the area of the 

distress situation and to instruct them to either 

keep clear of the area or to request their 

assistance. 

c. Conduct SAR operations in accordance with 

standard SAR procedures and standards as set 

forth in references (a) – (c). 

d. Assign a SAR On-Scene Coordinator (SAR OSC) 

as appropriate to improve on-scene coordination. 

e. Use search planning tools to develop search 

plans that optimally use available resources. 

f. Ensure all documentation from the SAR mission, 

to include copies of SITREP’s, logs, SAR Action 

Plans, photo/video film, etc., are provided to the 

Documentation Unit Leader. 

SAR On-Scene Coordinator (SAR OSC) - The SAR 

OSC coordinates the SAR mission on-scene using the 

resources made available by SMC and should safely
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SEARCH & RESCUE SEARCH & RESCUE

carry out the SAR Action Plan in accordance with 

references (a) - (d). The SAR OSC may serve as a 

Branch Director or Group Supervisor to manage onscene operations after the SAR mission is concluded 

and other missions continue, such as search and 

recovery. SAR OSC responsibilities typically include: 

a. Establish and maintain communications with the 

SMC. 

b. Assume operational control and coordination of all 

SRUs assigned until relieved or mission is 

completed. 

• Establish and maintain communications with 

all SRUs using assigned on-scene channels. 

• Require all aircraft to make “operations 

normal” reports to the SAR OSC. 

• Establish a common altimeter setting for all on 

scene aircraft. 

• Obtain necessary information from arriving 

SRU’s, provide initial briefing and search 

instructions, and provide advisory air traffic 

service to aid pilots in maintaining separation 

from one another. 

c. Carry out SAR action plans. 

• Receive and evaluate all sighting reports, and 

divert SRUs to investigate sightings. 

• Obtain search results from departing SRUs. 

d. Submit sequentially numbered situation reports 

(SITREPs) to the SMC at regular intervals. 

TECHNICAL SPECIALISTS/EQUIPMENT 

PARARESCUEMAN (PJ) TECHNICAL SPECIALIST - 

These members of the USAF are specialists in the 

rescue, stabilization, and recovery of personnel from 

remote areas, often under extremely hazardous 
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SEARCH & RESCUE SEARCH & RESCUE

conditions, including combat. PJs provide emergency 

medical treatment (at the paramedic level) necessary to 

stabilize and evacuate injured personnel. 

a. PJ’s often provide worldwide search, rescue and 

recovery assistance associated with aircraft 

accidents, disaster relief, humanitarian 

evacuation, and contingency landing support for 

NASA missions. 

b. If deployed from fixed-wing assets, they jump with 

a Rigged Alternate Method Zodiac (RAMZ), 

providing them with a small boat to help facilitate 

rescues. 

FLIGHT SURGEON - The flight surgeon is a physician 

that has attended a special course that has prepared 

them to provide medical support in the aviation 

community. They are qualified to fly or provide medical 

consultation. 

COAST GUARD RESCUE SWIMMER – All Coast 

Guard Air Stations with helicopters have highly trained 

helicopter rescue swimmers who are EMT qualified. 

They are trained to deploy from the helicopter to recover 

an incapacitated victim from the water, day or night. 

SELF-LOCATING DATUM MARKER BUOYS 

(SLDMB’s) – All Coast Guard Air Stations and many 

Coast Guard surface units and small boat stations are 

equipped with self-locating datum marker buoys 

(SLDMB) which can provide high quality, extended 

duration current information. SLDMB’s provide frequent, 

high-resolution (GPS-based) position information 

independent of any on-scene unit. Section 4.11 of Ref 

(d) provides detailed information on SLDMB’s. 
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OIL SPILL OIL SPILL

CHAPTER 19 

OIL SPILL 

TABLE OF CONTENTS 

1. Contents 19-1 

2. Introduction 19-2 

3. Oil Spill Best Response 19-3 

4. Oil Spill Activity Scenario and Modular 19-5 

 Organization Development 

5. Oil Spill Specific ICS Positions and Task 19-12 

 Descriptions 
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OIL SPILL OIL SPILL

CHAPTER 19 

OIL SPILL 

References: 

(a) National Response Plan (NRP) 

(b) National Incident Management System (NIMS) 

(c) National Contingency Plan (NCP) 

(d) NPFC User Reference Guide 

(e) FOSC Field Finance & Resource Management 

(FFARM) Guide 

(f) Technical Specialist Job Aid 

INTRODUCTION

The Coast Guard is a regulatory agency for industries 

involved in the transport of oil, routinely supports other 

agencies in their response to oil spills, and may become 

involved in oil spills when responding or supporting 

responses to other incidents such as terrorist actions, 

hazardous materials releases from chemical carriers, 

accidents at non-transportation related facilities that 

may be located within a COTP Zone, etc. It is 

impossible to address the possible ICS organizations 

that may result from the above scenarios. It is important 

to note that the majority of oil spills are small events that 

will not and should not result in a response beyond that 

of an initial or reinforced response organization. It 

should also be noted that the capabilities in various 

COTP zones throughout the country vary greatly. The 

COTP must have knowledge of the local government 

response capability and be familiar with the local and 

state ICs as this will affect the degree of leadership and 

control that the Coast Guard will be expected to take in 

oil spill response. In areas where the state and local 

government have a strong oil spill response program, 
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OIL SPILL OIL SPILL

the Coast Guard may be primarily in a support role 

during the emergency phases. In areas where there is 

no oil spill response capability, the Coast Guard may be 

expected to take a much stronger leadership role. 

In this regard, there may also be reasons to expand the 

UC beyond the FOSC, SOSC, and Responsible Party 

IC (RPIC) participation that has become the standard for 

oil spill response. The organizations reflect that under 

OPA 90 regulations, the responsible party (RP) who has 

had the oil spill is mandated to follow an approved 

Facility Response Plan (FRP) or Vessel Response Plan 

(VRP), to provide a spill management team for 

managing the oil spill, and to become a member of the 

UC. For a full description of a specific ICS position 

assignment or task, the reader should refer to the 

appropriate task assignment provided in Chapters 5 -11. 

OIL SPILL BEST RESPONSE 

DELIVERING “BEST RESPONSE” 

IC’s and their Command and General Staffs need to 

closely monitor how well the incident objectives, 

strategies, and tactics are addressing “Best Response” 

and key response functions, and to make appropriate 

adjustments where necessary to ensure the maximum 

potential for success. 

The term “Best Response” means that a response 

organization will effectively, efficiently, and safely 

respond to oil spills, minimizing the consequences of 

pollution incidents and to protect our national 

environmental and economic interests. 

“Best Response” equals a successful response based 

on achievement of certain key success factors (i.e. the 
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OIL SPILL OIL SPILL

things that a response must accomplish to be 

considered successful) as follows: 

• Human Health

 No public injuries 

 No worker injuries 

• Natural Environment

 Source of discharge 

minimized 

 Source contained 

 Sensitive areas protected 

 Resource damage minimized 

• Economy

 Economic impact minimized 

• Public Communication

 Positive media coverage 

 Positive public perception 

• Stakeholders Support

 Minimize stakeholder impact

 Stakeholders well informed 

 Positive meetings 

 Prompt Handling of claims

• Organization

 Standard Response Mgmt 

Syst 

 Sufficient/Efficient resources

When conducting an oil spill response, ICs and their 

Command and General Staffs should always consider 

the “Best Response” concept while managing 

operational and support/coordination functions. 

OPERATIONAL SUPPORT/COORDINATION

Search and Rescue Public Information 

Fire Fighting Assisting and Cooperating Agencies 

Salvage and Lightering Environmental 

Protection Economic 

Shoreline recovery Political 

On-Water recovery Claims 

Dispersants Natural Resource Damage 

Assessment Investigations 

In-Situ Burning Safety 

Wildlife Command Post Needs 

Disposal 

Hazardous Substance 
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OIL SPILL OIL SPILL

OIL SPILL ACTIVITY SCENARIO AND 

MODULAR ORGANIZATION DEVELOPMENT 

MODULAR DEVELOPMENT 

A series of examples of Modular Development are 

included to illustrate one method of expanding the 

Incident Organization at an oil spill incident. The 

examples shown are not meant to be restrictive, nor 

imply that these are the only ways to build an ICS 

organizational structure from an initial response to a 

multi-branch organization. 

INITIAL RESPONSE ORGANIZATION - Initial 

Response resources are managed by the IC who will 

handle all Command and General Staff responsibilities. 

A UC is established. See Page 19-6 for an example of 

an oil spill initial response organization. 

REINFORCED RESPONSE ORGANIZATION - The UC 

has established a Protection Group and a Recovery 

Group to manage on-water activities and a shoreline 

division to manage land-based resources. An SOFR 

and IO have been assigned. See Page 19-7 for an 

example of a reinforced response. 

MULTI-DIVISION/GROUP ORGANIZATION - The UC 

has assigned all Command Staff positions and 

established a number of Divisions and Groups as well 

as an OSC and PSC. Some Logistic Units are 

established. See Page 19-8 for an example of a multidivision/group organization. 

MULTI-BRANCH ORGANIZATION - The IC has 

established all Command and General Staff positions 

and has established four branches. See Page 19-9 for 

an example of an oil spill multi-branch organization. 
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19-6 

OIL SPILL OIL SPILL USCG Vessel USCG Vessel RP Vessel RP Vessel Recovery Group Division A (Shoreline) F&G Vehicle F&G Vehicle Safety Officer (SO) Information Officer (IO) Initial Response Organization FOSC 
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19-7 

OIL SPILL OIL SPILL Protection Group USCG Vessel USCG Vessel RP Vessel RP Vessel Recovery Group Division A (Shoreline) F&G Vehicle F&G Vehicle Safety Officer (SO) Information Officer (IO) Reinforced Response Organization 

UNIFIED COMMAND 

FOSC 

State 

IC 
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19-8 

OIL SPILL OIL SPILL Tug Dump Truck Storage

Barge

Support

Unit USFW

Vessel

Safety Officer

(SO)

Liaison Officer

(LO)

Information Officer

(IO)

Agency Representative 

Investigation Representative 

NRDAR Representative

Operations

Section

Planning

Section

Staging Area

USCG

 Skimmer

Lightering 

Vessel

Skimmer

Work

Crew

F&G

Vehicle

F&G

Vessel

Protection 

 Group

Recovery

Group

Division A

(Shoreline) 

Wildlife 

Recovery Supply

Unit

Ground

Support

Unit

USCG

 Vessel

Boom

 Vessel

BoomVessel

Situation

Unit

Resource

Unit

Technical

Specialist Vessel

HAZMAT 

Group 

Helibase

Manager

Air

Tactical

Work

Front

Loader

Crew

USFW

Vehicle

Multi Division/Group 

Organization 

UNIFIED COMMAND 

FOSC 

State 

RP 
AUGUST 2006 

19-9 

OIL SPILL OIL SPILLDisposal Specialist* Check-In\Status Recorder FINANCE/ADMIN SECTION Compensation/ Claims Unit Time Unit Procurement Unit Shoreline Cleanup Assessment Specialist* Sampling Specialist* Response Technologies Specialist* Trajectory Analysis Specialist.* Volunteer Coordinator Display Processor Field Observer GIS Specialist* LOGISTICS SECTION PLANNING SECTION Service Branch Food Unit Medical Unit Communications Unit Technical Specialists Legal Specialist Documentation Unit Environmental Unit Scientific Support C Coordinator Demobilization Unit Supply Unit Facilities Unit Vessel Support Unit Ground Support Unit Ordering Mgr. Receiving & Distribution Mgr. Security Mgr. 

* Recommended Possible Assignment of Technical Specialists 

Emergency 

Response Branch 

Air Operations 

Branch 

Wildlife 

Branch

 Staging Area 

Air Tactical 

Group 

Recovery Group 

Wildlife 

Rehab Center 

Manager 

Helo Coord Fixed-Wing Coord.

Air Support Group 

SAR Group 

Law 

Enforcement 

Group 

Salvage/Source 

Control Group 

Fire Suppression 

Group 

Hazmat Group 

EMS Group 

Protection 

Group 

Dispersants / ISB 

Operations Group

On-Water 

Recovery Group 

Shoreside 

Recovery Group 

Disposal Group 

Decon Group 

Recovery and 

Protection Branch 

OPERATIONS 

SECTION

GIS Specialist* 

Human Resources Specialist 

Time Cost Unit 

Situation Unit 

Resources Unit 

Indicates initial contact point

Information OfficerSafety OfficerLiaison Officer

COMMAND STAFF 

Investigators Agency Reps. NRDAR Reps. 

Weather Forecast Specialist.* 

Support Branch 

Resources at Risk Specialist** 

Historical/Cultural Resources Specialist* 

Equipment Time Recorder Personal Time Recorder

UNIFIED COMMAND 

FOSC 

SOSC 

RPIC 

Multi Branch 

Organization 
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OIL SPILL OIL SPILL

OIL SPILL SPECIFIC ICS POSITIONS AND TASK 

DESCRIPTIONS 

INCIDENT COMMANDER – The IC for oil discharges 

will, whenever possible and practical, be organized 

under the UC Structure that includes, but is not limited 

to: 

• The pre-designated FOSC 

• The pre-designated State On-Scene Incident 

Commander (SOSC) 

• The representative of the RP IC 

The UC is responsible for the overall management of 

the incident. The UC directs incident activities including 

the development and implementation of strategic 

decisions and approves the ordering and releasing of 

resources. The UC may assign a Deputy IC to assist in 

carrying out IC responsibilities. IC tasks specific to oil 

spill events are: 

a. Review IC Responsibilities in Chapter 6. 

b. Review IC Job Aid. 

c. Be cognizant of the primary objectives for oil spill 

response activities. 

• Ensure the safety of citizens and response 

personnel. 

• Control the source of the spill. 

• Manage a coordinated response effort. 

• Maximize protection of environmentally 

sensitive areas. 

• Contain and recover spilled material. 

• Recover and rehabilitate injured wildlife. 

• Remove oil from impacted areas. 

• Minimize economic impacts. 

• Keep stakeholders informed of response 

activities. 

• Keep the public informed of response 
AUGUST 2006 

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OIL SPILL OIL SPILL

activities. 

• Ensure that the source of a discharge is 

designated and that the RP advertises 

procedures by which claims may be 

presented or that the National Pollution Fund 

Center (NPFC) assumes this role. 

• Inform the NPFC regarding the source of the 

discharge. NPFC will issue the required 

Notice of Designation. 

• Refer all removal and damage claims to the 

RP or, if no identifiable RP, to the NPFC 

Claims Adjudication division. 

FINANCE/ADMINISTRATION SECTION CHIEF – Refer 

to Page 10-2 for the Finance/Administration Section 

Chief position responsibilities. In addition, consult the 

References (d) and (e) for guidance on oil spill financial 

issues. 

NRDAR REPRESENTATIVE - The Natural Resource 

Damage Assessment and Restoration (NRDAR) 

Representatives are responsible for coordinating 

NRDAR needs and activities of the trustee team. 

NRDAR activities generally do not occur within the 

structure, processes, and control of the ICS. However, 

particularly in the early phases of a spill response, many 

NRDAR activities overlap with the environmental 

assessment performed for the sake of spill response. 

Therefore, NRDAR Representatives should remain 

coordinated with the spill response organization through 

the LO, and they may need to work directly with the UC, 

Planning Section, Operations Section, and the NOAA 

SSC to resolve any problems or address areas of 

overlap. This includes close coordination with the LO 

for obtaining timely information on the spill and injuries 

to natural resources. 
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OIL SPILL OIL SPILL

While NRDAR resource requirements and costs may fall 

outside the responsibility of the Logistics and 

Finance/Administrative Sections, coordination is 

important. The NRDAR Representative will coordinate 

NRDAR or injury determination activities. 

a. Review Common Responsibilities in Chapter 2. 

b. Review Agency Representative Responsibilities in 

Chapter 6. 

c. Attend appropriate meetings to facilitate 

communication between NRDAR Team and 

IC/UC. 

d. Provide status reports. 

e. Coordinate with the LO, or the UC in the absence 

of an LO, to assure that NRDAR field activities do 

not conflict with response activities and to request 

logistical support for NRDAR field activities. 

f. Seek the FOSC’s cooperation in acquiring 

response-related samples or results of sample 

analysis applicable to NRDAR; (e.g., spilled 

petroleum product from source and/or oil from 

contaminated wildlife). 

g. Support the UCs information needs through the 

IO. 

h. Interact with appropriate units to collect 

information requested by the NRDAR Team. 

i. Obtain necessary safety clearances for access to 

sampling sites. 

j. Coordinate with other organizations to identify 

personnel available for NRDAR. 

AIR TACTICAL GROUP SUPERVISOR - Air Tactical 

Group Supervisor tasks specific to oil spill events are: 

The coordination and scheduling of aircraft operations 

intended to locate, observe, track, surveil, support 

dispersant applications, or to be used for other 

deliverable response application techniques, or report 
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OIL SPILL OIL SPILL

on the incident situation when fixed and/or rotary-wing 

aircraft are airborne at an incident. These coordination 

activities are normally performed by the Air Tactical 

Group Supervisor while airborne. 

a. Review Air Tactical Group Supervisor 

Responsibilities in Chapter 7. 

b. Obtain a briefing from the Air Operations Branch 

Director or the OPS. 

c. Coordinate dispersant, in-situ burning, and 

bioremediation application through the Air 

Operations Branch Director. 

d. Coordinate air surveillance mission scheduling 

and observer assignments with the SUL. 

e. Identify remote sensing technology that may 

enhance surveillance capabilities. 

f. Coordinate air surveillance observations and 

provide reports by the most direct methods 

available. 

g. Report on air surveillance and operations 

activities to the Air Operations Branch Director. 

h. Coordinate application-monitoring requirements 

with the Helicopter and Fixed-Wing Coordinators 

and the Situation Unit. 

i. Report on air application activities to the Air 

Operation Branch Director. 

HELICOPTER COORDINATOR - Helicopter 

Coordinator tasks specific to oil spill events are: 

The coordination and scheduling of helicopter 

operations intended to locate, observe, track, surveil, or 

report on the incident situation. The Helicopter 

Coordinator coordinates the application of dispersants, 

in-situ burning agents and bioremediation agents. 

AIR TANKER/FIXED-WING COORDINATOR – The Air 

Tanker/Fixed-Wing Coordinator tasks specific to oil spill 

events are: The scheduling of fixed wing operations 
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OIL SPILL OIL SPILL

intended to locate, observe. track, surveil, or report on 

the incident situation. The Air Tanker/Fixed-Wing 

Coordinator coordinates the aerial application of 

dispersants, in-situ burning agents and bioremediation 

agents. 

RECOVERY AND PROTECTION BRANCH 

DIRECTOR - The Recovery and Protection Branch 

Director is responsible for overseeing and implementing 

the protection, containment and cleanup activities 

established in the IAP. 

a. Review Branch Director responsibilities 

in Chapter 7. 

PROTECTION GROUP SUPERVISOR - The Protection 

Group Supervisor is responsible for the deployment of 

containment, diversion, and adsorbent/absorbent 

materials in designated locations. Depending on the 

size of the incident, the Protection Group may be further 

divided into Teams, Task Forces and Single Resources. 

a. Review Division/Group Supervisor responsibilities 

in Chapter 7. 

b. Implement Protection Strategies in the IAP. 

c. Direct, coordinate, and assess the effectiveness 

of protective actions. 

d. Modify protective actions, as needed. 

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

ON WATER RECOVERY GROUP SUPERVISOR - The 

On Water Recovery Group Supervisor is responsible for 

managing on water recovery operations in compliance 

with the IAP. The Group may be further divided into 

Teams, Task Forces and Single Resources. 

a. Review Division/Group Supervisor responsibilities 

in Chapter 7. 

b. Implement Recovery Strategies in the IAP. 

c. Direct, coordinate, and assess the effectiveness 
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OIL SPILL OIL SPILL

of on water recovery actions. 

d. Modify recovery actions as needed. 

e. Maintain Unit Log (ICS 214-CG). 

DISPERSANT OPERATIONS GROUP SUPERVISOR -

The Dispersants Operations Group Supervisor is 

responsible for coordinating all aspects of a dispersant 

operation. For aerial applications, the Group works 

closely with the Air Tactical Group Supervisor. 

a. Review Division/Group Supervisor responsibilities 

in Chapter 7. 

b. Determine resource needs. 

c. Assist the Planning Section in the development of 

dispersant operations and monitoring plans. 

d. Implement approved dispersant operations and 

monitoring plans. 

e. Manage dedicated dispersant resources and 

coordinate required monitoring. 

f. Coordinate required monitoring. 

g. Maintain Unit (ICS 214-CG). 

IN-SITU BURN OPERATIONS GROUP SUPERVISOR

The In-Situ Burn Operations Group Supervisor is 

responsible for coordinating all aspects of an in-situ 

burn operation. For aerial ignition, the Group works 

closely with the Air Tactical Group Supervisor. 

a. Review Division/Group Supervisor responsibilities 

in Chapter 7. 

b. Determine resource needs. 

c. Assist the Planning Section in the development of 

in-situ burn operations and monitoring plans. 

d. Implement approved in-situ burn operations and 

monitoring plans. 

e. Manage dedicated in-situ burning resources. 

f. Coordinate required monitoring. 

g. Maintain Unit Log (ICS 214-CG). 
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OIL SPILL OIL SPILL

SHORESIDE RECOVERY GROUP SUPERVISOR - 

The Shoreside Recovery Group Supervisor is 

responsible for managing shoreside cleanup operations 

in compliance with the IAP. The Group may be further 

divided into Strike Teams, Task Forces, and Single 

Resources. 

a. Review Division/Group Supervisor responsibilities 

in Chapter 7. 

b. Implement Recovery Strategies in the IAP. 

c. Direct, coordinate, and assess effectiveness of 

shoreside recovery actions. 

d. Modify protective actions, as needed. 

e. Maintain Unit Log (ICS 214-CG). 

DISPOSAL GROUP SUPERVISOR - The Disposal 

Group Supervisor is responsible for coordinating the onsite activities of personnel engaged in collecting, 

storing, transporting, and disposing of waste materials. 

Depending on the size and location of the spill, the 

Disposal Group may be further divided into Teams, 

Task Forces, and Single Resources. 

a. Review Division/Group Supervisor responsibilities 

in Chapter 7. 

b. Implement the Disposal Portion of the IAP. 

c. Ensure compliance with all hazardous waste laws 

and regulations. 

d. Maintain accurate records of recovered material. 

e. Maintain Unit Log (ICS 214-CG). 

DECONTAMINATION GROUP SUPERVISOR - The 

Decontamination Group Supervisor is responsible for 

decontamination of personnel and response equipment 

in compliance with approved statutes. 

a. Review Division/Group Supervisor responsibilities 

in Chapter 7. 

b. Implement Decontamination Plan. 

c. Determine resource needs. 
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OIL SPILL OIL SPILL

d. Direct and coordinate decontamination activities. 

e. Brief Site SOFR on conditions. 

f. Maintain Unit Log (ICS 214-CG). 

EMERGENCY RESPONSE BRANCH DIRECTOR - 

The Emergency Response Branch Director is primarily 

responsible for overseeing and implementing 

emergency measures to protect life, mitigate further 

damage to the environment, and stabilize the situation. 

a. Review Branch Director responsibilities 

in Chapter 7. 

SALVAGE/SOURCE CONTROL GROUP 

SUPERVISOR - Under the direction of the Emergency 

Response Branch Director, the Salvage/Source Control 

Group Supervisor is responsible for coordinating and 

directing all salvage/source control activities related to 

the incident. 

a. Review Division/Group Supervisor responsibilities 

in Chapter 7. 

b. Coordinate the development of Salvage/Source 

Control Plan. 

c. Determine Salvage/Source Control resource 

needs. 

d. Direct and coordinate implementation of the 

Salvage/Source Control Plan. 

e. Manage dedicated salvage/Source Control 

resources. 

f. Maintain Unit Log (ICS 214-CG). 

WILDLIFE BRANCH DIRECTOR - The Wildlife Branch 

Director is responsible for minimizing wildlife injuries 

during spill responses; coordinating early aerial and 

ground reconnaissance of the wildlife at the spill site 

and reporting results to the SUL; advising on wildlife 

protection strategies, including diversionary booming 

placements, in-situ burning, and chemical 
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OIL SPILL OIL SPILL

countermeasures; removing of oiled carcasses, 

employing wildlife hazing measures as authorized in the 

IAP; and recovering and rehabilitating impacted wildlife. 

A central Wildlife Processing Center should be identified 

and maintained for, evidence tagging, transportation, 

veterinary services, treatment and rehabilitation storage, 

and other support needs. The activities of private 

wildlife care groups, including those employed by the 

RP, will be overseen and coordinated by the Wildlife 

Branch Director. 

a. Review Branch Director responsibilities 

in Chapter 7. 

b. Develop the Wildlife Branch portion of the IAP. 

c. Supervise Wildlife Branch operations. 

d. Determine resource needs. 

e. Review the suggested list of resources to be 

released and initiate recommendation for release 

of resources. 

f. Assemble and disassemble teams/task forces 

assigned to the Wildlife Branch. 

g. Report information about special activities, 

events, and occurrences to the OPS. 

h. Assist the Volunteer Coordinator in determining 

training needs of wildlife recovery volunteers. 

i. Maintain Unit Log (ICS 214-CG) 

WILDLIFE RECOVERY GROUP SUPERVISOR - The 

Wildlife Recovery Group Supervisor is responsible for 

coordinating the search for collection and field tagging 

of dead and live impacted wildlife and transporting them 

to the processing center(s). This group should 

coordinate with the Planning Situation Unit in 

conducting aerial and group surveys of wildlife 

population in the vicinity of the spill. They should also 

deploy acoustic and visual wildlife hazing equipment, as 

needed.

a. Review Division/Group Supervisor responsibilities 
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OIL SPILL OIL SPILL

in Chapter 7. 

b. Determine resource needs. 

c. Establish and implement protocols for collection 

and logging of impacted wildlife. 

d. Coordinate transportation of wildlife to processing 

stations(s). 

e. Maintain Unit Log (ICS 214-CG). 

WILDLIFE REHABILITATION CENTER MANAGER - 

The Wildlife Rehabilitation Center Manager is 

responsible for the oversight of facility operations, 

including: receiving oiled wildlife at the processing 

center, recording essential information, collecting 

necessary samples, and conducting triage, stabilization, 

treatment, transport and rehabilitation of oiled wildlife. 

The Wildlife Rehabilitation Center Manager is 

responsible for assuring appropriate transportation to 

appropriate treatment centers for oiled animals requiring 

extended care and treatment. 

a. Review Common Responsibilities in Chapter 2. 

b. Determine resource needs and establish a 

processing station for impacted wildlife. 

c. Process impacted wildlife and maintain logs. 

d. Collect numbers/types/status of impacted wildlife 

and brief the Wildlife Branch Operations Director. 

e. Coordinate the transport of wildlife to other 

facilities. 

f. Coordinate release of recovered wildlife. 

g. Implement Incident Demobilization Plan. 

h. Maintain Unit Log (ICS 214-CG). 

SCIENTIFIC SUPPORT COORDINATOR - The 

Scientific Support Coordinator (SSC) is a technical 

specialist and is defined in the NCP as the principal 

advisor to the FOSC for scientific issues. The SSC is 

responsible for providing expertise on chemical 

hazards, field observations, trajectory analysis, 
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OIL SPILL OIL SPILL

resources at risk, environmental tradeoffs of 

countermeasures and cleanup methods, and 

information management. The SSC is also charged 

with gaining consensus on scientific issues affecting the 

response, but also ensuring that differing opinions within 

the scientific community are communicated to the 

incident command. Additionally, the SSC is responsible 

for providing data on weather, tides, currents, and other 

applicable environmental conditions. The SSC can 

serve as the Environmental Unit Leader. 

a. Review Common Responsibilities in Chapter 2. 

b. Review Technical Specialist Job Aid. 

c. Attend planning meetings. 

d. Determine resource needs. 

e. Provide overflight maps and trajectory analysis, 

including the actual location of oil, to the Situation 

Unit. 

f. Provide weather, tidal and current information. 

g. Obtain consensus on scientific issues affecting 

the response. 

h. In conjunction with Natural Resource Trustee 

Representatives and the FOSC’s 

Historical/Cultural Resources Specialist, develop 

a prioritized list of resources at risk, including 

threatened and endangered species. 

i. Provide information on chemical hazards. 

j. Evaluate environmental tradeoffs of 

countermeasures and cleanup methods, and 

response endpoints. 

k. Maintain Unit Log (ICS 214-CG) 

SAMPLING TECHNICIAL SPECIALIST - The Sampling 

Technical Specialist is responsible for providing a 

sampling plan for the coordinated collection, 

documentation, storage, transportation, and submittal to 

appropriate laboratories for analysis or storage. 

a. Review Common Responsibilities in Chapter 2. 
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OIL SPILL OIL SPILL

b. Review Technical Specialist Job Aid. 

c. Determine resource needs. 

d. Participate in planning meetings as required. 

e. Identify and alert appropriate laboratories. 

f. Meet with team to develop an initial sampling plan 

and strategy, and review sampling and labeling 

procedures. 

g. Set up site map to monitor the location of samples 

collected and coordinate with GIS staff. 

Coordinate sampling activities with the NRDAR 

Representative, Investigation Team, and legal 

advisors. 

h. Provide status reports to appropriate requesters. 

i. Maintain Unit Log (ICS 214-CG). 

RESPONSE TECHNOLOGIES SPECIALIST - The 

Response Technologies Specialist is responsible for 

evaluating the opportunities to use various response 

technologies, including mechanical containment and 

recovery, dispersant or other chemical 

countermeasures, in-situ burning, and bioremediation. 

The specialist will conduct the consultation and planning 

required by deploying a specific response technology, 

and by articulating the environmental tradeoffs of using 

or not using a specific response technique. 

a. Review Common Responsibilities in Chapter 2. 

b. Review Technical Specialist Job Aid. 

c. Participate in planning meetings, as required. 

d. Determine resource needs. 

e. Gather data pertaining to the spill, including spill 

location, type and amount of petroleum spilled, 

physical and chemical properties, weather and 

sea conditions, and resources at risk. 

f. Identify the available response technologies (RT) 

that may be effective on the specific spilled 

petroleum. 

g. Make initial notification to all agencies that have 
AUGUST 2006 

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OIL SPILL OIL SPILL

authority over the use of RT. 

h. Keep the PSC advised of RT issues. 

i. Provide status reports to appropriate requesters. 

j. Establish communications with the RRT to 

coordinate RT activities. 

k. Maintain Unit Log (ICS 214-CG). 

TRAJECTORY ANALYSIS TECHNICAL SPECIALIST - 

The Trajectory Analysis Technical Specialist is 

responsible for providing to the UC, projections and 

estimates of the movement and behavior of the spill. 

The specialist will combine visual observations, remote 

sensing information, and computer modeling, as well as 

observed and predicted tidal, current, and weather data 

to form these analyses. 

Additionally, the specialist is responsible for interfacing 

with local experts (weather service, academia, 

researchers, etc.) in formulating these analyses. 

Trajectory maps, over-flight maps, tides and current 

data, and weather forecasts will be supplied by the 

specialist to the Situation Unit for dissemination 

throughout the ICP. 

a. Review Common Responsibilities in Chapter 2. 

b. Review Technical Specialist Job Aid. 

c. Schedule and conduct spill observations/overflights, as needed. 

d. Gather pertinent information on tides, currents 

and weather from all available sources. 

e. Provide a trajectory and over-flight maps, weather 

forecasts, and tidal and current information. 

f. Provide briefing on observations and analyses to 

the proper personnel. 

g. Demobilize in accordance with the Incident 

Demobilization Plan. 

h. Maintain Unit Log (ICS 214-CG). 
AUGUST 2006 

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OIL SPILL OIL SPILL

WEATHER FORECAST TECHNICAL SPECIALIST -

The Weather Forecast Technical Specialist is 

responsible for acquiring and reporting incident-specific 

weather forecasts. The specialist will interpret and 

analyze data from NOAA’s National Weather Service 

and other sources. This person will be available to 

answer specific weather related response questions and 

coordinate with the Scientific Support Coordinator and 

Trajectory Analysis Specialist as needed. The specialist 

will provide weather forecasts to the Situation Unit for 

dissemination throughout the ICP. 

a. Review Common Responsibilities in Chapter 2. 

b. Gather pertinent weather information from all 

appropriate sources. 

c. Provide incident-specific weather forecasts on an 

assigned schedule. 

d. Provide briefings on weather observations and 

forecasts to the proper personnel. 

e. Maintain Unit Log (ICS 214-CG). 

RESOURCES AT RISK (RAR) TECHNICAL 

SPECIALIST - The Resources at Risk (RAR) Technical 

Specialist is responsible for the identification of 

resources thought to be at risk from exposure to the 

spilled oil through the analysis of known and anticipated 

oil movement, and the location of natural, economic 

resources, and historic properties. The RAR Technical 

Specialist considers the relative importance of the 

resources and the relative risk to develop a priority list 

for protection. 

a. Review Common Responsibilities in Chapter 2. 

b. Review Technical Specialist Job Aid. 

c. Participate in planning meetings as required. 

d. Determine resource needs. 

e. Obtain current and forecasted status information 

from the Situation Unit. 
AUGUST 2006 

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OIL SPILL OIL SPILL

f. Following consultation with Natural Resource 

Trustee Representatives, identify natural RAR, 

including threatened and endangered species, 

and their critical habitat. 

g. Following consultation with the FOSC’s 

Historical/Cultural Resources Specialist, identify 

historic properties at risk. 

h. Identify socio-economic resources at risk. 

i. In consultation with Natural Resource Trustee 

Representatives, Land Management Agency 

Representatives, and the FOSC’s 

Historical/Cultural Resources Specialist, develop 

a prioritized list of the resources at risk for use by 

the Planning Section. 

j. Provide status reports to appropriate requesters. 

k. Maintain Unit Log (ICS 214-CG). 

SHORELINE CLEANUP ASSESSMENT TECHNICAL 

SPECIALIST The Shoreline Cleanup Assessment 

Technical Specialist is responsible for providing 

appropriate cleanup recommendations as to the types 

of the various shorelines and the degree to which they 

have been impacted. This technical specialist will 

recommend the need for, and the numbers of, Shoreline 

Cleanup Assessment Teams (SCATs) and will be 

responsible for making cleanup recommendations to the 

Environmental Unit Leader. Additionally, this specialist 

will recommend cleanup endpoints that address the 

question of “How clean is clean?” 

a. Review Common Responsibilities in Chapter 2. 

b. Review Technical Specialist Job Aid. 

c. Obtain a briefing and special instructions from the 

Environmental Unit Leader. 

d. Participate in Planning Section meetings. 

e. Recommend the need for and number of SCATs. 

f. Describe shoreline types and oiling conditions. 

g. Identify sensitive resources (ecological, 
AUGUST 2006 

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OIL SPILL OIL SPILL

recreational, historical properties, economic). 

h. Recommend the need for cleanup. In 

consultation with Natural Resource Trustee 

Representatives, Land Management Agency 

Representatives, and the FOSC’s 

Historical/Cultural Resources Specialist. 

i. Recommend cleanup priorities. In consultation 

with Natural Resource Trustee Representatives, 

Land Management Agency Representatives, and 

the FOSC’s Historical/Cultural Resources 

Specialist. 

j. Monitor cleanup effectiveness. 

k. Recommend shoreline cleanup methods and 

endpoints 

l. Maintain Unit Log (ICS 214-CG). 

HISTORICAL/CULTURAL RESOURCES TECHNICAL 

SPECIALIST - The Historical/Cultural Resources 

Technical Specialist is responsible for identifying and 

resolving issues related to any historical or cultural sites 

that are threatened or impacted during an incident. The 

Specialist must understand and be able to implement a 

“Programmatic Agreement on Protection of Historic 

Properties” (Consult NRT’s document “Programmatic 

Agreement on the Protection of Historic Properties 

During Emergency Response under the NCP” for 

guidance) as well as consulting with State Historic 

Preservation Officers (SHPO), land management 

agencies, appropriate native tribes and organizations, 

and other concerned parties. The technical specialist 

must identify historical/cultural sites and develop 

strategies for protection and cleanup of those sites in 

order to minimize damage. 

a. Review Common Responsibilities in Chapter 2. 

b. Review Agency Representative Responsibilities in 

Chapter 6. 

c. Review Technical Specialist Job Aid. 
AUGUST 2006 

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OIL SPILL OIL SPILL

d. Implement the Programmatic Agreement (PA) for 

the FOSC. 

e. If a PA is not used, coordinate Section 106 

consultations with the SHPO. 

f. Consult and reach consensus with the concerned 

parties on affected historical/cultural sites. 

g. Identify and prioritize threatened or impacted 

historical/cultural sites. 

h. Develop response strategies to protect 

historical/cultural sites. 

i. Participate in the testing and evaluation of 

cleanup techniques used on historical/cultural 

sites. 

j. Ensure compliance with applicable Federal/State 

regulations. 

k. Maintain Unit Log (ICS 214-CG). 

DISPOSAL (WASTE MANAGEMENT) TECHNICAL 

SPECIALIST - The Disposal (Waste Management) 

Technical Specialist is responsible for providing the 

OSC with a Disposal Plan that details the collection, 

sampling, monitoring, temporary storage, transportation, 

recycling, and disposal of all anticipated response 

wastes. 

a. Review Common Responsibilities in Chapter 2. 

b. Review Technical Specialist Job Aid. 

c. Determine resource needs. 

d. Participate in planning meetings as required. 

e. Develop a Pre-Cleanup Plan and monitor precleanup operations, if appropriate. 

f. Develop a detailed Waste Management Plan. 

g. Calculate and verify the volume of petroleum 

recovered, including petroleum collected with 

sediment/sand, etc. 

h. Provide status reports to appropriate requesters. 

i. Maintain Unit Log (ICS 214-CG). 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

CHAPTER 20 

HAZARDOUS SUBSTANCE 

(Chemical, Biological, Radiological, and Nuclear) 

1. Contents 20-1 

2. Introduction 20-2 

3. Hazardous Substance Incident Scenario 20-8 

 and Modular Organization Development 

 a. Land Based Incident 20-8 

 b. Marine Based Incident 20-13 

4. Specific Hazardous Substance Incident 20-18 

ICS Positions and Task Descriptions 
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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

CHAPTER 20 

HAZARDOUS SUBSTANCE 

(Chemical, Biological, Radiological, and Nuclear) 

References: 

(a) National Response Plan (NRP) 

(b) National Incident Management System (NIMS) 

(c) National Contingency Plan (NCP) 

(d) Technical Specialist Job Aid 

INTRODUCTION 

There are numerous scenarios that provide an 

opportunity for the Coast Guard to become involved in 

Hazardous Substance/Material (CBRN- Chemical, 

Biological, Radiological, Nuclear) releases. The Coast 

Guard is a regulatory agency for industries involved in 

the transport of hazardous substances, routinely 

supports other agencies in their response to hazardous 

substance releases, and may become involved in 

hazardous substance releases when responding or 

supporting responses to other incidents such as terrorist 

actions, oil spills from refrigerated cargo ships, 

accidents at non-transportation related facilities that 

may be located within a COTP Zone, etc. It is 

impossible to address all possible ICS organizations 

that may result from the above scenarios. Therefore, 

this chapter will review two possible scenarios involving 

hazardous substances/materials. One will be a land 

based facility type event, and the second a will be 

marine type incident in an offshore area. Both will show 

the modular development of the ICS organization. 

It is important to note that the majority of hazardous 

substance releases, like oil spills, are small events that 

will not and should not result in a response beyond that 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

of an initial or reinforced response organization. It 

should also be noted that the capabilities in various 

COTP zones throughout the country vary greatly. The 

COTP must have knowledge of the local government 

response capability and be familiar with their ICs as this 

will affect the degree of leadership and control that the 

Coast Guard will be expected to take in hazardous 

substance/material events. In areas where the state 

and local government have a strong hazardous 

substance/materials response program, the Coast 

Guard may be primarily in a support role during the 

emergency phases. In areas where there is no 

hazardous substance capability, the Coast Guard may 

be expected to take a much stronger leadership role. 

In this regard, there may also be reasons to expand the 

UC beyond the FOSC, SOSC, and Responsible Party 

IC (RPIC) participation that has become the standard for 

oil spill response. The UC represented in this chapter 

reflects the possible levels of participation that may be 

seen in some locations and situations for hazardous 

substance incidents. Annual pre-incident planning 

meetings of all possible stakeholders are essential and 

highly recommended for determining the response 

capabilities and personalities that may be involved in 

the real event for a specific local area or region. These 

annual meetings will assist the FOSC in determining 

what level of UC participation will be required for his/her 

area. 

There are different definitions used for hazardous 

response throughout the transportation, response and 

regulatory communities. Hazardous substances are 

referred to as hazardous materials, noxious substances, 

chemicals, biological, radiological, nuclear, CBRN, and 

other names. In this section, you will find “hazardous 

substances” referred to as hazardous 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

substance/material. 

This is in consideration of the fact that in laws that are 

the basis for Coast Guard response authority (OPA-90, 

CERCLA, RCRA) the term hazardous substance is 

used, however, fire and police departments nationwide 

refer to chemical response activity as hazardous 

materials response. Since most hazardous substance 

responses will include City, County, Regional, and State 

Fire and Law Enforcement Agencies, the ICS 

organizations in this section will include both terms. 

The organizations have been modified in this section to 

reflect that under OPA 90 regulations, the responsible 

party (RP) who has had the release is mandated to 

follow an approved Facility Response Plan (FRP) or 

Vessel Response Plan (VRP), to provide a spill 

management team for managing the release, and to 

become a member of the UC. 

Response to a biological incident in the coastal zone 

can range from the illegal disposal of medical waste to 

the intentional release of a disease-causing organism. 

Initial response actions to a biological incident will 

depend on the type of incident and the cause/or 

suspected cause of the incident (i.e. terrorist act). 

The Coast Guard Incident Commander’s response to 

biological incidents most likely will involve the use of 

both the Captain of the Port and Federal On-scene 

Coordinator (FOSC) authorities. The FOSC role is 

limited to disease causing agents that exist outside a 

host for a period of time and which can be physically 

removed from the environment. 

If the biological incident is suspected or confirmed to be 

the result of a terrorist act, response to the incident 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

should be initiated using this Chapter, the Terrorism 

Chapter, the National Response Plan, and the Area 

Maritime Security Plan. 

A radiological incident involves the release or potential 

release of radioactive material that poses an actual or 

perceived hazard to public safety, national security 

and/or the environment. 

The U.S. Coast Guard’s jurisdiction as the Coordinating 

Agency for a radiological incident is limited in both 

geographic area and authority. In radiological incidents 

where the Coast Guard has jurisdiction and there is no 

involvement of terrorism the Coast Guard Incident 

Commander responds under the NCP. For any 

radiological incidents where terrorism is involved, the 

Department of Energy is the Coordinating Agency 

responding under the NRP and the Coast Guard is a 

cooperating agency. The National Response Plan limits 

the Coast Guard’s Coordinating Agency role for 

radiological incidents to “certain areas of the coastal 

zone.” In addition to geographic limitations, the scope 

of the Coast Guard’s jurisdiction as the Coordinating 

Agency is limited to those radiological incidents that do 

not involve a terrorist act. 

The role of Coordinating Agency for radiological 

incidents in the maritime environment can reside with 

several different federal agencies depending on 

geographic location, accountability for the radiological 

source, and the suspected or actual involvement of 

terrorism. 

For any terrorist event involving non-Department of 

Defense or non-Nuclear Regulatory Committee (NRC) 

radioactive material, the Department of Energy (DOE) 

will assume the role of Coordinating Agency to address 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

the radiological aspects of the response. Please see 

the NRP for more information. 

The Hazardous Substance/Materials organization 

module is designed to provide an organization structure 

that will provide necessary supervision and control for 

the essential functions required at virtually all 

Hazardous Substance/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 Substance/Materials 

Group Supervisor will direct the primary functions, and 

all resources that have a direct involvement with 

hazardous materials will be supervised by one of the 

functional leaders, the Hazardous Substances/Materials 

Group Supervisor, or when activated the Hazardous 

Substances/Materials Branch Director. 

Since the Logistics Section and Finance Sections, if 

formed during a hazardous substance response, will 

reflect the same functional requirements as in the 

generic ICS organization, they have not been included 

in the organizational charts for this chapter. 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

UNIFIED COMMAND 

A hazardous substances/materials release may bring 

together a greater number and a wider variety of 

agencies than any other single incident the Coast Guard 

may face. It is assumed that all hazardous materials 

incidents will be managed under UC principles because 

in virtually all cases, fire, law enforcement, and public 

health agencies will have some statutory functional 

responsibility for IC and Control and mitigation. 

Depending on incident factors, several other agencies 

will respond to a hazardous materials incident. The 

best method of ensuring effective information flow and 

coordination between the responding agencies at the 

scene of a multi-agency incident is to establish an ICP 

and the use of a UC. Each key response agency 

should provide a representative to remain at the ICP 

who will have authority to speak for and commit agency 

resources. The Assisting Agencies Section of this 

document lists some of the typical functional 

responsibilities of law enforcement and health agencies. 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

HAZARDOUS SUBSTANCE SCENARIO AND 

MODULAR ORGANIZATION DEVELOPEMENT 

MODULAR DEVELOPMENT FOR A LAND BASED 

TYPE EVENT - A series of examples of modular 

development are included to illustrate one method of 

expanding the incident organization. 

INITIAL RESPONSE ORGANIZATION (LAND BASED 

TYPE EVENT) - The ICs will handle all Command and 

General Staff responsibilities and manage initial 

response resources. See Page 20-9 for an example of 

an Initial Response Organization. 

REINFORCED RESPONSE ORGANIZATION (LAND 

BASED TYPE EVENT) - The two IC’s have met and have 

established a UC. They have established a Hazardous 

Materials Group to manage all activities around the 

Control Zones and have organized Law Enforcement 

Units into a Task Force to isolate the Operational Area. 

The IC’s have decided to establish a Planning Section, a 

Staging Area and a SO. See Page 20-10 for an example 

of a Reinforced Response Organization. 

MULTI-DIVISION/GROUP ORGANIZATION (LAND 

BASED TYPE EVENT) - The UC has activated most 

Command and General Staff positions and has 

established a combination of Divisions and Groups. 

See Page 20-11 for an example of a MultiDivision/Group Organization 

MULTI BRANCH ORGANIZATION FOR A LAND 

BASED TYPE EVENT - The UC has activated all 

Command and General Staff positions and has 

established four branches in the OPS. See Page 20-12 

for an example of a Multi-Branch Organization.
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

Incident Command 

Fire Initial Response 

Hazardous Substance/Materials 

Land Based Event 

Site Access 

Control 
AUGUST 2006 

20-10 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE Unified Command Fire Reinforced Response Hazardous Substance Land Based Event Safety Law Enforcement Assistant Safety Officer Staging Area(s) Hazardous Substance Group Entry Site Access Control Safe Refuge Area Law Enforcement Task Force 
AUGUST 2006 

20-11 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE FOSC/SOSC/RP Multi-Division Organization Hazardous Substance Land Based Event Safety Officer Other Federal Agencies Other State Agencies Other Local Agencies Liaison Officer Information Officer Asst. Safety Officers Agency Representatives Joint Information Center Operations Section Planning Section Finance Section Staging Area(s) Hazardous Substances Group Division Division Technical Specialists Unit Medical Unit Logistics Section Entry Team Site Access Control Team Safe Refuge Area Decon Team Helibase Manager Helicopter Coordinator Technical Specialists Unified Command Law Enforcement Group 
AUGUST 2006 

20-12 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE Unified Command FOSC/SOSC/RP Multi-Branch Organization Hazardous Substance Land Based Event Safety Officer Other Federal Agencies Other State Agencies Other Local Agencies Liaison Officer Information Officer Asst. Safety Officers Agency Representatives Joint Information Center Operations Section Planning Section Logistics Section Finance Section Staging Area(s) Hazardous Substance Branch Medical Branch Law Enforcement Group Air Operations Branch Situation Unit Resources Unit Documentation Unit Medical Unit Entry Group Site Access Group Decontamination Group Technical Specialists Medical Group Transportation Group Helibase Manager Helicopter Coordinator Technical Specialist Unit Toxicologist Chemical Engineer Human Health Assessment Sample Documentation Sample Tracking Analysis Dissemination Sampling Protocol 

Cleanup 

Technical 

Disposal Industrial 

Hygiene 

Sampling Group 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

MODULAR DEVELOPMENT (MARINE TYPE EVENT) 

INITIAL RESPONSE ORGANIZATION (MARINE TYPE 

EVENT) - A vessel offshore suffers a casualty that 

releases a hazardous substance. The initial IC will be 

the vessel’s master, and the ship’s crew will carry out 

initial response activities. The Coast Guard will be 

involved from a notification perspective and will begin 

assessment of the situation based on information from 

the master. See Page 20-14 for an example of an Initial 

Response Organization. 

REINFORCED RESPONSE ORGANIZATION 

(MARINE TYPE EVENT) - The FOSC and the vessel’s 

QI/owner representative have met and have established 

a UC. They have established two Hazardous Materials 

Groups to fully assess the situation and plan a 

response. See Page 20-15 for an example of a 

Reinforced Response Organization. 

MULTI-DIVISION/GROUP ORGANIZATION (MARINE 

TYPE EVENT) - The UC has activated most Command 

and General Staff positions and has molded the RP and 

government resources into a combination of Groups 

tasked with assessing and responding to the incident. 

See Page 20-16 for an example of a MultiDivision/Group Organization. 

MULTI BRANCH ORGANIZATION (MARINE TYPE 

EVENT) - The UC has activated all Command and 

General Staff positions and has established four 

branches within the OPS. Since the event may require 

action to bring the vessel into port for offloading, 

firefighting, or salvage and repair, the UC includes state 

and city representation. See Page 20-17 for an 

example of a Multi-Branch Organization. 
AUGUST 2006 

20-14 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE Site Access Control Vessel Crew Incident Commander Master of Vessel U.S. Coast Guard Initial Response Organization Hazardous Substance/Material Release Marine Event 
AUGUST 2006 

20-15 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE Unified Command U.S. Coast Guard FOSC. Safety Officer RP Rep or QI Hazardous Substance Group Hazardous Substance Group Waterway Management Group Vessel Crew Technical Specialists Product Expert. Industrial Hygienist U.S. Coast Guard Vessel MSO Personnel USCG Strike Team NOAA SSC USCG Helicopter Reinforced Response Organization Hazardous Substance/Material Release Marine Event Toxicologist Fire Fighting Salvage Chemical 

Engineer 
AUGUST 2006 

20-16 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE Unified Command USCG FOSC Safety Officer Vessel RP Rep or QI Liaison Officer Information Officer Assistant Safety Officer State Authorities Joint Information Center Operations Section Planning Section Finance Section Staging Area (s) Transportation Management Group Medical Group Source Control Group Logistic Section Vessel Traffic Management Site Access Control Evacuation Team Transportation Team Salvage & Repair Team Entry Team Decon Team Technical Specialist 

Team 

Helicopter 

Coordinator 

Helibase 

Manager 

USCG 

Helicopter 

Private 

Helicopter 

Multi-Group/Division Organization 

Hazardous Substance/Material Release 

Marine Event 

Medical Unit Technical 

Specialists 
AUGUST 2006 

20-17 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE Unified Command FOSC/SOSC/RP Multi-Branch Organization Hazardous Substance/Material Release Marine Event Safety Officer Other Federal Agencies Other State Agencies Other Local Agencies Liaison Officer Information Officer Asst. Safety Officers Agency Representatives Joint Information Center Operations Section Planning Section Logistics Section Finance Section Staging Area(s) Hazardous Substance Branch Medical Branch Law Enforcement Group Air Operations Branch Situation Unit Resources Unit Documentation Unit Medical Unit Entry Group Site Access Group Decontamination Group Technical Specialists Medical Group Transportation Group Helibase Manager Helicopter Coordinator Technical Specialist Unit Toxicologist Chemical Engineer Human Health Assessment Sample Documentation Sample Tracking Analysis Dissemination Sampling Protocol 

Cleanup 

Technical 

Disposal Industrial 

Hygiene 

Sampling Group 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

HAZARDOUS SUBSTANCE/HAZMAT 

RELEASE SPECIFIC ICS POSITIONS 

AND TASK DESCRIPTIONS 

Only those positions and tasks specific and unique to 

Hazardous Substance/Material Release response 

missions will be described in this section. Persons 

assigned to positions common and consistent with the 

NIIMS organization should refer to the position job aids 

and Chapter 5-11 of this IMH for their position/task 

description checklists. 

INCIDENT COMMANDER and SAFETY OFFICER - In 

addition to the specific tasks assigned to the IC and 

SOFR on Page 6-2 and Page 6-6, respectively, the IC 

and SOFR for a hazardous substance incident will use 

the following guidance when preparing the Site Safety 

Plan: 

a. Assign site safety responsibility. 

b. Establish perimeter and restrict access. 

c. Characterize site hazards: 

• Identity pollutant. 

• Obtain Material Safety Data Sheets. 

• Conduct air monitoring. 

• Identify physical and biological hazards i.e.: 

slips, trips, falls, confined spaces, noise, 

weather conditions, poisonous insects, 

reptiles, plants and biological waste. 

d. Establish control zones: 

• Exclusion zone. 

• Contamination reduction zone. 

• Support zone. 

e. Assess training requirements: 

• Check HAZWOPER cards. 

• Insure safety briefings. 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

f. Select personal protective equipment (PPE): 

• Level A, B, C, or D. 

g. Establish decontamination stations. 

h. Establish Emergency Medical Plan: 

• Locate and list: hospital, EMT(S) and first-aid 

stations. 

• List emergency numbers: fire, police, and 

ambulance. 

ASSISTANT SAFETY OFFICER – HAZARDOUS 

MATERIALS - The Assistant Safety Officer coordinates 

with the Hazardous Substance/Material Group 

Supervisor (or Hazardous Materials Branch Director, (if 

activated). The Assistant Safety Officer Hazardous 

Substance/Material coordinates safety related activities 

directly relating to the Hazardous Substance/Material 

Group operations as mandated by 29 CFR Part 

1910.120 and applicable State and local laws. The 

person in this position advises the Hazardous 

Substance/Material Group Supervisor (or Hazardous 

Substance/Material Branch Director) on all aspects of 

health and safety and has the authority to stop or 

prevent unsafe acts. In a multi-activity incident the 

Assistant Safety Officer Hazardous Substance/Material 

does not act as the Safety Officer for the overall 

incident. Assistant Site Safety Officer-Hazardous 

Substance/Material tasks include: 

a. Review SOFR Responsibilities in Chapter 6. 

b. Obtain a briefing from the Hazardous 

Substance/Material Group Supervisor. 

c. Participate in the preparation and implementation 

of a Site Safety and Control Plan. 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

d. Advise the Hazardous Substance/Material Group 

Supervisor (or Hazardous Substance/Material 

Branch Director) of deviations from the Site Safety 

and Control Plan (ICS Form 208-HM) or any 

dangerous situations. 

e. Alter, suspend, or terminate any activity that is 

judged to be unsafe. 

f. Ensure the protection of the Hazardous 

Substance/Material 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 Substance/Material Group personnel 

are maintained. 

i. Maintain Unit Log (ICS 214-CG). 

FINANCE/ADMINISTRATION SECTION CHIEF - Refer 

to Page 10-2 for the Finance/Administration Section 

Chief position responsibilities. In addition, consult the 

NPFC user reference Guides (TOPS) and the FFARM 

Field Guide for guidance on hazardous material 

financial issues. 

HAZARDOUS SUBSTANCE/MATERIAL GROUP 

SUPERVISOR - The Hazardous Substance/Material 

Group Supervisor is responsible for the implementation 

of the phases of the IAP dealing with the Hazardous 

Material Group operations. The Hazardous 

Substance/Material Group Supervisor is responsible for 

the assignment of resources within the Hazardous 

Substance/Material Group, reporting on the progress of 

control operations and the status of resources within the 

Group. The Hazardous Substance/Material Group 

Supervisor directs the overall operations of the 
AUGUST 2006 

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HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

Hazardous Substance/Materials Group; Additional tasks 

include: 

a. Review Division/Group Supervisor 

Responsibilities in Chapter 7. 

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 OSC 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-HM) is developed and implemented. 

g. Conduct safety meetings with the Hazardous 

Substance/Material Group. 

h. Participate, when requested, in the development 

of the IAP. 

i. Ensure that recommended safe operational 

procedures are followed. 

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

ENTRY LEADER - Reports to the Hazardous 

Substance/Material Group Supervisor. The Entry 

Leader is responsible for the overall entry operations of 

assigned personnel within the Exclusion Zone; 

Additional tasks include: 

a. Review Unit Leader Responsibilities in Chapter 2. 

b. Supervise entry operations. 

c. Recommend actions to mitigate the situation 

within the Exclusion Zone. 
AUGUST 2006 

20-22 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

d. Carry out actions, as directed by the Hazardous 

Substance/Material Group Supervisor. 

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 the Technical Specialist 

Hazardous Substance/Material Reference. 

h. Maintain control of the movement of people and 

equipment within the Exclusion Zone, including 

contaminated victims. 

i. Direct rescue operations, as needed, in the 

Exclusion Zone. 

j. Maintain Unit Log (ICS 214-CG). 

DECONTAMINATION GROUP SUPERVISOR - The 

Decontamination Group Supervisor is responsible for 

the operations of the decontamination element and for 

providing decontamination, as required by the ICP; 

Additional tasks include:. 

a. Review Division/Group Supervisor 

Responsibilities in Chapter 7. 

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. Maintain control of 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 
AUGUST 2006 

20-23 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

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. Maintain Unit Log (ICS 214-CG). 

SITE ACCESS CONTROL LEADER - The Site Access 

Control Leader 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 Unit Leader Responsibilities in Chapter 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. 

c. Ensure that appropriate action is taken to prevent 

the spread of contamination. 

d. Establish the Safe Refuge Area within the 

Contamination Reduction Zone. Appoint a Safe 

Refuge Area Manager (as needed). 

e. Ensure that injured or exposed individuals are 

decontaminated prior to departure from the 

hazard site. 

f. Track the movement of persons passing through 

the Contamination Control Line to ensure that 

long-term observations are provided. 

g. Coordinate with the Medical Group for proper 

separation and tracking of potentially 

contaminated individuals needing medical 

attention. 

h. Maintain observations of any changes in climatic 

conditions or other circumstances external to the 
AUGUST 2006 

20-24 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

hazard site. 

i. Maintain communications and coordinate 

operations with the Entry Leader. 

j. Maintain communications and coordinate 

operations with the Decontamination Leader. 

k. Maintain Unit Log (ICS 214-CG). 

SAFE REFUGE AREA MANAGER - The Safe Refuge 

Area Manager 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 victims for 

treatment, collecting information from the victims, and 

preventing the spread of contamination by these 

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 PPE shall be worn. 

a. Maintain Common Responsibilities in Chapter 2. 

b. Establish the Safe Refuge Area within the 

Contamination Reduction Zone adjacent to the 

Contamination Reduction Corridor and the 

Exclusion Control Line. 

c. Monitor the hazardous substance/materials 

release to ensure that the Safe 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 Safe Refuge Area for the holding and 

evaluation of victims who may have information 

about the incident, or if they are suspected of 

having contamination. 

f. Maintain communications 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 communications with the 
AUGUST 2006 

20-25 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

Decontamination Leader to coordinate the 

movement of victims from the Safe Refuge Area 

into the Contamination Reduction Corridor, if 

needed. 

h. Maintain Unit Log (ICS 214-CG). 

SAMPLING GROUP SUPERVISOR - The Sampling 

Group is assigned to the Operations Section because of 

the immediate communication and coordination they 

must have with the other field groups. The Field 

Sampling Group will normally include an Air Monitoring 

Team, Water Sampling Team, and a Soil Sampling 

Team. They will normally be responsible for perimeter 

monitoring and sampling, and will either coordinate 

sampling within the hot zone and warm zones with the 

Entry Group, or if properly trained and outfitted with 

PPE, they may take samples within the hot/warm zones 

themselves. They will be responsible for: 

a. Conducting all sampling required for immediate 

operation activity and communicating sampling 

data, such as results of routine air monitoring to 

on-site operational and safety personnel. 

b. Conducting air, water, and soil sampling as 

directed by the regulatory agencies and other 

interested parties through the Sampling Protocol 

Team. 

c. Ensuring that all samples are obtained following 

appropriate sample protocol and other special 

instructions they may obtain. 

d. Ensuring that all samples taken are properly 

documented and following the chain of custody 

procedures. 

e. Ensuring that the samples are properly 

transferred to the Sample Documentation and 

Tracking Teams for proper documentation, 

analysis, and final dissemination. 
AUGUST 2006 

20-26 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

SCIENTIFIC SUPPORT COORDINATOR SPECIALIST 

- The Scientific Support Coordinator (SSC) is a technical 

specialist and is defined in the NCP as the principal 

advisor to the FOSC for scientific issues. The SSC is 

responsible for providing expertise on chemical 

hazards, field observations, trajectory analysis, 

resources at risk, environmental trade-offs of 

countermeasures and cleanup methods, and 

information management. The SSC is also charged 

with gaining consensus on scientific issues affecting the 

response and ensuring that differing opinions within the 

scientific community are communicated to the IC/UC. 

Additionally, the SSC is responsible for providing data 

on weather, tides, and currents, and other applicable 

environmental conditions. The SSC can serve as the 

Environmental Unit Leader. 

a. Review Common Responsibilities in Chapter 2. 

b. Attend planning meetings. 

c. Determine resource needs. 

d. Provide overflight maps and trajectory analysis to 

the Situation Unit. 

e. Provide weather, tidal and current information. 

f. Obtain consensus on scientific issues affecting 

the response. 

g. Develop a prioritized list of the resources at risk. 

h. Provide information on chemical hazards. 

i. Evaluate environmental tradeoffs of 

countermeasures and cleanup methods, and 

response endpoints. 

j. Maintain Unit Log (ICS 214-CG). 

TECHNICAL SPECIALIST GROUP SUPERVISOR - 

There are a number of specialist positions that will be 

required for hazardous substance response operations. 

Because of their field locations and requirement for 

close coordination with the Operations Section Field 

Personnel, they are assigned to the Technical Group. 
AUGUST 2006 

20-27 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

The Technical Specialist Group Supervisor is 

responsible for coordinating the activities of these 

various specialists and ensuring that their services and 

information are made available to the appropriate field 

and command post activities. The Technical Group 

Supervisor will: 

a. Review the Division/Group Supervisor 

responsibilities in Chapter 7. 

b. Will oversee the activities of the following 

identified specialists. 

TECHNICAL SPECIALIST-HAZARDOUS 

SUBSTANCE/MATERIALS REFERENCE - This 

position provides technical information and assistance 

to the Hazardous Substances/Material Group using 

various reference sources such as computer databases, 

technical journals, CHEMTREC, and phone contact with 

facility representatives. The Technical Specialist 

Hazardous Substances/Materials Reference may 

provide product identification using hazardous 

categorization tests and/or any other means of 

identifying unknown materials. 

a. Review Common Responsibilities in Chapter 2. 

b. Obtain a briefing from the PSC. 

c. Provide technical support to the Hazardous 

Substance/Materials Group Supervisor. 

d. Maintain communications and coordinate 

operations with the Entry Leader. 

e. Provide and interpret environmental monitoring 

information. 

f. Provide analysis of hazardous material samples. 

Determine PPE compatibility to hazardous 

material. 

g. Provide technical information of the incident for 

documentation. 

h. Provide technical information management with 

public and private agencies (i.e.; Poison Control 
AUGUST 2006 

20-28 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

Center, Toxicology Center, CHEMTREC, State 

Department of Food and Agriculture, National 

Response Team). 

i. Assist the Planning Section with projecting the 

potential environmental effects of the release. 

j. Maintain Unit Log (ICS 214-CG). 

TOXICOLOGIST – The Toxicologist Specialist is a 

trained, certified professional that can determine the 

toxic effects of the released hazardous substance on 

responders, the public, and the environment. This 

position is required by regulation for Coast Guard 

approved FRP and VRP and will be on-scene on behalf 

of the RP. 

INDUSTRIAL HYGIENIST – An Industrial Hygienist 

Specialist is a trained and certified professional that can 

assist the SOFR in determining appropriate protective 

measures to be taken by responders in complex 

hazardous substances responses to ensure the workers 

health and safety. 

CHEMICAL ENGINEER – A Chemical Engineer is a 

trained and licensed professional that is knowledgeable 

in the development and application of manufacturing 

processes in which materials undergo changes in 

properties and that deals especially with the design and 

operation of plants and equipment to perform such 

work. 

PRODUCT EXPERT – The Product Expert is a trained 

professional that is knowledgeable about the specific 

hazardous substance product that is released, and in 

particular the chemical changes that may occur when it 

is released into the environment, such as water, air, etc. 

MARINE CHEMIST – A Marine Chemist Specialist is a 
AUGUST 2006 

20-29 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

trained professional, usually a chemist or industrial 

hygienist certified for declaring confined spaces as gas 

free for entry. 

ASSISTING AGENCIES 

LAW ENFORCEMENT – The local law enforcement 

agency will respond to most Hazardous 

Substance/Material incidents. Depending on incident 

factors, law enforcement may be a partner in UC 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. 

ENVIRONMENTAL HEALTH AGENCIES – In most 

cases the local or State environmental health agency 

will be at the scene as a partner in UC. Some functional 

responsibilities that may be handled by environmental 

health agencies are: 

a. Determine the identity and nature of the 

Hazardous Substances/Materials. 

b. Establish the criteria for clean up and disposal of 

the Hazardous Substances/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. 
AUGUST 2006 

20-30 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

i. Provide technical advice. 

j. Approve funding for the clean up, if required. 

TECHNICAL SPECIALISTS 

SAMPLING PROTOCOL TEAM - During a significant 

hazardous substance/Material release incident, there 

will be numerous requirements for sampling under the 

ICS UC umbrella. Unless control is taken immediately, 

there is the possibility for each entity with regulatory or 

legal interest to begin a sampling regimen independent 

of each other. The Sampling Protocol team under the 

Planning Section would be responsible for: 

a. Determining the overall sampling protocol for the 

incident. 

b. Coordinating within the interested parties what 

analysis is required for overall samples. 

c. Coordinating procedures for split samples 

between all parties. 

d. Providing special instructions to the field sampling 

teams operating under the OPS. 

e. Coordinate with appropriate agencies and the RP, 

and determine independent laboratories to be 

used for analysis, and coordinating the 

contracting of their services with the Logistics 

Section and Finance Section. 

f. Providing specific special instructions to the 

laboratories for analytical work. 

SAMPLE TRACKING TEAM – As indicated above for 

sample documentation, there is the possibility of 

thousands of samples to be taken for analysis during a 

significant hazardous substance release incident. The 

Sample Tracking Team will be responsible for: 

a. Ensuring that all samples are collected from Field 

Sampling Teams. 

b. Coordinate preferred turn around times for 
AUGUST 2006 

20-31 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

specific samples being analyzed. 

c. Ensuring that proper chain of custody documents 

are prepared and logged for all samples. 

d. Assign control numbers to all samples. 

e. Ensure samples are properly transferred to the 

appropriate laboratory, and documented. 

f. Track samples to ensure that sample analysis are 

completed according to requested schedule, and 

determine reasons for delays. 

SAMPLE DISSEMINATION TEAM – During a 

significant Hazardous Substance release there are 

many occasions when several parties will need the 

information obtained from a sample analysis. It will be 

the responsibility of this team to ensure that all parties 

with a legitimate need for a copy of an analysis obtain it 

as soon as the information is available. They will 

coordinate this activity with the Sample Documentation 

Team and the Sample Tracking Team to ensure that the 

original analysis document is retained in the 

Documentation Section for the historical event file. 

HUMAN HEALTH ASSESSMENT TEAM – The effects 

of the release on human health will be a primary 

concern during the incident. The Human Health 

Assessment Team will be responsible for: 

a. Coordinating activities involving the release to 

determine the risk to humans, including acute and 

chronic public health threats, and to advise the 

UC on their findings. 

b. They will coordinate and provide advice to 

city/county and state health agencies having 

responsibility for human and public health. 

CLEANUP TECHNICAL TEAM – During the emergency 

phase of the release incident, the primary goal for the 

operation will be to secure the source of the release, 
AUGUST 2006 

20-32 

HAZARDOUS SUBSTANCE HAZARDOUS SUBSTANCE

and to minimize effects of the release on the public and 

environment. These efforts will usually involve 

firefighting, plugging and patching tanks, evacuation of 

threatened persons, search and rescue, etc. However, 

it is important that while these efforts are in progress, 

work begins on determining appropriate cleanup 

methods for the effected areas. This team will: 

a. Research the state of the art approaches for 

mitigating the hazardous substance product 

released. 

b. Determine the most reasonable and economical 

approach for remediating the effects of the 

release. 

c. Determine the most qualified and reasonable 

contractor(s) for accomplishing the remediation 

work and coordinate obtaining their services with 

the Logistics and Finance Sections. 

d. Develop a Remediation Plan for approval by the 

UC. 

e. Review information obtained throughout the 

emergency phase, and modify the remediation 

plan as required so it is up to date at the time of 

implementation. 
AUGUST 2006 

21-1 

MARINE FIRE MARINE FIRE 

CHAPTER 21 

MARINE FIRE 

1. Contents 21-1 

2. Introduction 21-2 

3. Marine Fire Scenario and Modular 21-3 

 Organization Development 

4. Specific Marine Fire ICS Positions 21-9 

and Task Descriptions 

5. Situations Requiring Special Attention 21-12 
AUGUST 2006 

21-2 

MARINE FIRE MARINE FIRE 

CHAPTER 21 

MARINE FIRE 

References: 

(a) National Response Plan (NRP) 

(b) National Incident Management System (NIMS) 

INTRODUCTION 

The marine fire chapter is designed to provide an 

organization structure that will provide supervision and 

control for the essential functions required at marine fire 

incidents. The response and organizational structure to 

a marine fire can vary widely depending on the location 

of the vessel and proximity to fire fighting resources, 

capabilities of the municipal and industrial fire 

departments, type of vessel, and nature of the cargo 

and source of the fire. 

UNIFIED COMMAND 

A marine fire can bring together a variety of entities 

depending on the variables discussed above. Although 

the Coast Guard does not directly conduct fire fighting, it 

does have a major role in coordination and support. For 

this reason, a vessel fire would most likely be managed 

under UC. A marine fire could bring to the scene fire 

departments, law enforcement, public health, technical 

cargo experts, industrial fire departments, and private 

fire fighting and salvage experts. If pollution and 

hazardous materials were involved, the agencies and 

complexity would escalate dramatically. 
AUGUST 2006 

21-3 

MARINE FIRE MARINE FIRE 

MARINE FIRE SCENARIO AND MODULAR 

ORGANIZATION DEVELOPMENT 

MODULAR DEVELOPMENT - A series of examples of 

modular development are included to illustrate methods 

of expanding the incident organization. 

INITIAL RESPONSE ORGANIZATION - The first to 

arrive Fire Department Company Officer will assume 

command of the incident as the IC. The IC will assume 

all Command and General Staff functions and 

responsibilities and manages initial response resources. 

See Page 21-4 for an example of the Initial Response 

Organization. 

TRANSITIONED RESPONSE ORGANIZATION - The 

Coast Guard and Fire Department IC have met and 

established a UC. They have established Fire and 

Medical Groups. Waterborne resources have arrived 

and a SOFR has been assigned. See Page 21-5 for an 

example of the Transitioned Response Organization. 

MULTI-DIVISION/GROUP ORGANIZATION - The UC 

has activated most Command and General Staff 

positions and has established a combination of divisions 

and groups. A water division and land staging area 

have been established. See Page 21-6 for an example 

of the Multi-Division/Group Organization. 

MULTI-ALARM ORGANIZATION - The UC has 

activated all Command and General Staff positions and 

has established multiple divisions. Branches would be 

created if span of control issues warranted. Water 

staging and stability/salvage groups were implemented. 

A Coast Guard Officer may serve as Deputy OSC. See 

Page 21-7 for an example of a Multi-Alarm 

Organization. 
AUGUST 2006 

21-4 

MARINE FIRE MARINE FIRE U.S. Coast Guard 

Fire Boat 

Ladder 

Company 

Rescue 

Company 

Unified Command 

City/County/Regional Fire Auth. 

Liaison 

Operations 

Medical Fire Suppression/ 

Size-up 

RIT/ FAST HAZMAT 

Engine 

Company 

Engine 

Company 

Engine 

Company 

Foam Engine 

Company 

Rescue Boat 

Egress 

Company 

RIT /FAST 

Team 

USCG Boat 

HAZMAT 

Team 

USCG MER 

Team 

Initial 

Marine Firefighting Response 

Search Team 

Accountability 

Team 
AUGUST 2006 

21-5 

MARINE FIRE MARINE FIRE 

Fire Boat 

Ladder 

Company 

Rescue 

Company 

Unified Command 

City/County/Regional Fire Auth. 

U.S. Coast Guard 

Liaison Officer 

Operations 

Medical Fire Suppression/ 

Size-up 

RIT/ FAST HAZMAT 

Engine 

Company 

Engine 

Company 

Engine 

Company 

Foam Engine 

Company 

Rescue Boat 

Egress Team 

RIT /FAST 

Team 

USCG Boat 

HAZMAT 

Team 

USCG MER 

Team 

Transitioned 

Marine Firefighting Response 

Search Team 

Accountability 

Team 
AUGUST 2006 

21-6 

MARINE FIRE MARINE FIRE Staging Officer Fire Boat Ladder Company Rescue Company 

Unified Command 

City/County/Regional Fire Auth. 

Safety Officer 

U.S. Coast Guard 

Vessel/Owner Rep. 

Liaison 

Public Information Officer 

Operations 

Medical Fire Suppression/ 

Size-up 

RIT/ FAST HAZMAT 

Triage 

Treatment 

Engine 

Company 

Engine 

Company 

Engine 

Company 

Foam Engine 

Company 

Rescue Boat 

Egress Ladder 

Company 

RIT /FAST 

Team 

USCG Boat 

HAZMAT 

Team 

USCG MER 

Team 

Multi-Division/Group 

 Marine Firefighting Response 

Search Team 

Transport 

Accountability 

Team 

Water Supply 

Company 
AUGUST 2006 

21-7 

MARINE FIRE MARINE FIRE Joint Information Center Safety Officer Liaison Officer Key Technical Advisors Accountability Team Foam Unit Water Supply Exposure Protection Shoreside Group Above Deck Fire Sector Below Deck Fire Sector Exposure Prot. Sector Vessel Group Fireboat Waterside Group Ventilation Group Staging Officer Fire Suppression Branch Shoreside Group Vessel Group Rescue Boat USCG

Boat

Waterside

Group

RIT/FAST

Branch

HAZMAT

UNIT

Vessel 

Booming

OSRO 

Environmental

Branch 

Shoreside

Vessel

Waterside

Security/LE

Branch

Dewatering

Team

Salvage

Team

Overhaul

Team

Reflash

Watch

Salvage/

Dewatering Branch

Staging

Medical 

Monitoring

Triage 

Treatment

Transport 

Medical 

Branch 

Operations

Section

Planning

Section

Finance

Section

Water Supply 

Rehab

Logistics

Section

Unified Command 

City/County/Regional Fire Auth. 

U.S. Coast Guard 

Vessel/Owner Rep. 

Multi-Alarm 

Marine Firefighting Response 
AUGUST 2006 

21-8 

MARINE FIRE MARINE FIRE 

MARINE FIRE SPECIFIC ICS POSITIONS AND TASK 

DESCRIPTIONS 

Only those ICS positions and tasks specific and unique 

to Marine Firefighting missions will be described in this 

section. Persons assigned the common positions 

consistent with the NIMS organization should refer to 

the position job aids and Chapters 5 through 11 of this 

Manual for their position/task descriptions and 

checklists. 

ACCOUNTABILITY TEAM – The Accountability Team 

is responsible for signing in and out all personnel that 

board a vessel. There must be team members at each 

entry point to log the entry and exit of all personnel that 

board the vessel during an incident. Accountability for 

all resources is the responsibility of the IC/UC and is 

typically delegated to the Planning Section. 

FIRE SUPPRESSION BRANCH - The Fire Suppression 

Branch Director, when activated, is under the direction 

of the OSC. The Fire Department’s initial Operations 

Section Chief at a maritime fire is often re-designated 

the Fire Suppression Branch Director under a UC. The 

Director is responsible for the assigned portion of the 

IAP that deals with fire suppression activities, 

assignment of resources within the branch, and 

reporting progress of control activities, and status of 

resources within the branch. 

SHORESIDE DIVISION - The Shoreside Division 

Supervisor is responsible for all shoreside fire 

suppression activities under the Fire Suppression 

Branch. The supervisor is responsible for the assigned 

portion of the IAP that deals with fire suppression 

activities and exposure protection on shore, assignment 

of resources within the division, and reporting progress 
AUGUST 2006 

21-9 

MARINE FIRE MARINE FIRE 

of control of activities, and status of resources within the 

division. 

VESSEL DIVISION - The Vessel Division Supervisor is 

responsible for all vessel fire suppression activities 

under the Fire Suppression Branch. The supervisor is 

responsible for the assigned portion of the IAP that 

deals with fire suppression activities and exposure 

protection on a vessel, assignment of resources within 

the division, and reporting progress of control of 

activities, and status of resources within the division. 

WATERSIDE DIVISION - The Waterside Division 

Supervisor is responsible for all waterside fire 

suppression activities under the Fire Suppression 

Branch. The supervisor is responsible for the assigned 

portion of the IAP that deals with fire suppression 

activities and exposure protection on the water, 

assignment of resources within the division, and/or 

group, and reporting progress of control of activities and 

status of resources within the division and/or group. 

This includes all fireboat activities. 

VENTILATION GROUP - The Ventilation Group 

Supervisor is responsible for coordination of vessel CO2

suppression systems, coordinating the securing of 

ventilation, use of positive and/or negative pressure 

ventilation strategies in coordination with the vessel’s 

crew, as required by the Fire Suppression Branch 

Director reference in the IAP. 

RAPID INTERVENTION TEAM - The Rapid Intervention 

Team (RIT) is contingency team responsible for 

performing search and rescue of trapped or injured fire 

fighters. A RIT will normally be assigned in each area 

the fire activities are taking place, including Shoreside, 

Vessel and Waterside Branches. On a vessel, a RIT 
AUGUST 2006 

21-10 

MARINE FIRE MARINE FIRE 

will be assigned at each separate entry point where 

below deck activities are being conducted. The RIT 

leader is responsible for the assigned portion of the IAP 

that deals with fire fighter rescue activities. 

RIT TEAM LEADER – The RIT Team Leader is 

responsible for development and implementation of 

rescue strategies pertaining to each assigned area. 

SALVAGE/DEWATERING BRANCH - The 

Salvage/Dewatering Branch Director, when activated, is 

under the supervision of the OSC. This branch is 

responsible for development of a plan to stabilize the 

vessel, identify equipment/resources needed, and 

remove water that is being used in suppression 

activities. The Salvage/Dewatering Branch should be 

established as soon as firefighting activities are initiated 

to ensure control of vessel stability. The 

Salvage/Dewatering Branch Director is responsible for 

the assigned portion of the IAP that deals with salvage 

and dewatering activities, the status of assigned 

resources within the Branch, and reporting progress to 

the OSC. 

DEWATERING TASK FORCE - The Dewatering Task 

Force is responsible for implementing the dewatering 

plan developed for the incident. This may include 

pumping water using portable pumps, draining of water 

through scuppers made in the vessel, or transferring 

water to other areas of the vessel. 
AUGUST 2006 

21-11 

MARINE FIRE MARINE FIRE 

SITUATIONS REQUIRING SPECIAL ATTENTION 

There will be times where special situations develop that 

will require actions at either a reduced or more elevated 

level than the previously addressed conditions. In order 

to facilitate understanding of these situations brief 

descriptions are provided without organizational 

structure charts. The descriptions in this section will 

address several of the situations that have been 

identified. 

MARITIME INCIDENT RESPONSE TEAM – ADVANCE 

MFF RESPONSE TEAM: 

There will be incidents where the Coast Guard will be 

notified of a fire that may or may not have been 

contained by the crew on board a vessel enroute to a 

local port. This will provide the Coast Guard and Fire 

Department the opportunity to plan for the response. It 

is often advantageous to send an Advance MFF 

Response Team to the vessel as soon as possible, and 

PRIOR to it entering port. This will permit the UC to 

collect the information needed to make informed 

decisions, to mitigate the impact of incident, and have 

adequate appropriate resources available prior to the 

vessel entering port. The nature of the incident will 

determine the specific makeup of the team and 

equipment needed for evaluation. 

MULTI-JURSIDICTIONAL RESPONSE – UNIFIED 

COMMAND: 

There may be incidents that, due to the magnitude of 

the fire or outside influences (e.g. flood, earthquake, 

hurricane), extend the fire incident outside the original 

jurisdiction. This will require the rapid establishment of 

a UC and organization that includes all affected states, 

counties, jurisdictions, agencies, and organizations. 

While this organization will be very similar to the Oil Spill 
AUGUST 2006 

21-12 

MARINE FIRE MARINE FIRE 

response organizations listed in Chapter 19, the rapid 

spread of fire into other jurisdictions requires an 

organization that can manage often limited and scarce 

specialized resources, within a region, and/or in a timely 

fashion. Establishment of appropriate divisions, groups, 

and branches will be required to coordinate activities 

over a large area. 
AUGUST 2006 

22-1 

MULTI-CASUALTY MULTI-CASUALTY

CHAPTER 22 

MULTI-CASUALTY 

TABLE OF CONTENTS 

1. Contents 22-1 

2. Introduction 22-2 

3. Multi-Casualty Scenario and 22-3 

 Modular Organization Development 

4. Multi-Casualty Specific ICS Positions 22-10 

 and Task Descriptions 
AUGUST 2006 

22-2 

MULTI-CASUALTY MULTI-CASUALTY

CHAPTER 22 

MULTI-CASUALTY 

References: 

(a) National Response Plan (NRP) 

(b) National Incident Management System (NIMS) 

(c) IMO/ICAO International Aeronautical and 

Maritime Search & Rescue Manual, Vols. I & II 

(d) U.S. National Search and Rescue Supplement 

to the International Aeronautical and Maritime 

Search & Rescue Manual 

(e) National Search and Rescue Plan, 1999 

(f) Addendum to the National Search and 

Research Manual, COMDTINST 16130.2 

(series) 

INTRODUCTION 

The Coast Guard may become involved in various 

incidents where the casualty may result in the need to 

handle numerous medical patients or victims. This 

situation may apply to any of the incidents covered in 

the previous chapters. The Multi-Casualty Branch 

Structure is designed to provide the Incident 

Commander with a basic expandable system for 

handling any number of patients in a multi-casualty 

incident. 

One or more additional Medical Group/Divisions may be 

established under the Multi-Casualty Branch Director, if 

geographical or incident conditions warrant. The 

degree of implementation will depend upon the 

complexity of the incident. 
AUGUST 2006 

22-3 

MULTI-CASUALTY MULTI-CASUALTY

MULTI-CASUALTY SCENARIO AND MODULAR 

ORGANIZATION DEVELOPMENT 

MODULAR DEVELOPMENT 

A series of examples of modular development are 

included to illustrate one possible method of expanding 

the incident organization to deal with multi-casualty, 

mass patient and victim incidents. 

INITIAL RESPONSE ORGANIZATION 

Initial response resources are managed by the IC who 

will handle all Command and General Staff 

responsibilities. The first arriving resource with the 

appropriate communications capability should establish 

communications with the appropriate hospital or other 

coordinating facility and become the Medical 

Communications Coordinator. Other first arriving 

resources would become triage personnel. See Page 

22-5 for an example of the Initial Response 

Organization. 

REINFORCED RESPONSE ORGANIZATION 

In addition to the initial response, the IC designates a 

Triage Supervisor, a Treatment Supervisor, Treatment 

Teams and a Ground Ambulance Coordinator. See 

Page 22-6 for an example of the Reinforced Response 

Organization. 

MULTI-LEADER RESPONSE ORGANIZATION 

The IC has now established an OSC who has in turn 

established a Medical Supply Coordinator, a Manager 

for each treatment category and a Patient 

Transportation Group Supervisor. The Patient 

Transportation Group Supervisor was needed in order 

for the OSC to maintain a manageable span of control, 

based on the assumption that other operations are 

concurrently happening in the Operations Section. See 
AUGUST 2006 

22-4 

MULTI-CASUALTY MULTI-CASUALTY

Page 22-7 for an example of the Multi-Leader Response 

Organization. 

MULTI-GROUP RESPONSE ORGANIZATION 

All positions within the Medical Group and Patient 

Transportation Group are now filled. The Air Operations 

Branch is shown to illustrate the coordination between 

the Air Ambulance Coordinator and the Air Operations 

Branch. An Extrication Group is freeing trapped victims. 

See Page 22-8 for an example of the Multi-Group 

Response Organization. 

COMPLETE INCIDENT RESPONSE ORGANIZATION 

The complete incident response organization shows the 

Multi-Casualty Branch and other Branches with which 

there may be interaction. The Multi-Casualty Branch 

now has three (3) Medical Divisions (geographically 

separate), 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. See Page 22-9 for 

an example of the Complete Incident Response 

Organization. 
AUGUST 2006 

22-5 

MULTI-CASUALTY MULTI-CASUALTY Initial Response Multi-Casualty Event Incident Commander Medical Communications Director Triage Personnel 
AUGUST 2006 

22-6 

MULTI-CASUALTY MULTI-CASUALTY Reinforced Response Multi-Casualty Event Incident Commander Triage Unit Leader Treatment Unit Leader Medical Communications Director Ground Ambulance Coordinator Triage Personnel Treatment Teams
AUGUST 2006 

22-7 

MULTI-CASUALTY MULTI-CASUALTY Multi-Unit Response Multi-Casualty Event Incident Commander Patient Transportation Group Supervisor Triage Unit Leader Treatment Unit Leader Medical Communications Director Ground Ambulance Coordinator Triage Personnel Treatment Teams 
AUGUST 2006 

22-8 

MULTI-CASUALTY MULTI-CASUALTY Multi-Leader Response Multi-Casualty Event Incident Commander Patient Transportation Group Supervisor Triage Unit Leader Treatment Unit Leader Medical Communications Director Ground Ambulance Coordinator Triage Personnel Treatment Teams 
AUGUST 2006 

22-9 

MULTI-CASUALTY MULTI-CASUALTY Multi-Branch Organization Multi-Casualty Event UNIFIED COMMANDERS Medical Division Planning Section Staging Area(s) Finance/Admin Section Fire Suppression Branch Rescue Division Multi-Casualty Branch Rescue Branch Medical Division Patient Transportation Group Rescue Division Medical Division Rescue Division Logistic Section Operations Section Family Assistance Branch 
AUGUST 2006 

22-10 

MULTI-CASUALTY MULTI-CASUALTY

MULTI-CASUALTY SPECIFIC ICS POSITIONS AND 

TASK DESCRIPTIONS 

Only those ICS positions and tasks specific and unique 

to multi-casualty missions will be described in this 

section. Persons assigned the common positions 

consistent with the NIMS organization should refer to 

the position job aids and Chapters 5 through 11 of this 

Manual for their position/task descriptions and 

checklists. 

MULTI-CASUALTY BRANCH DIRECTOR - The MultiCasualty Branch Director is responsible for the 

implementation of the IAP within the Branch. This 

includes the direction and execution of branch planning 

for the assignment of resources within the Branch. 

a. Review Branch Director Responsibilities 

in Chapter 7. 

b. Review Group/Division Assignments for 

effectiveness of current operations and modify as 

needed. 

c. Provide input to OSC for the IAP. 

d. Supervise Branch Activities. 

e. Maintain Unit Log (ICS 214-CG). 

MEDICAL GROUP/DIVISION SUPERVISOR - The 

Medical Group/Division Supervisor supervises the 

Triage Team Leader, Treatment Team Leader and 

Medical Supply Coordinator. The Medical 

Group/Division Supervisor establishes command and 

controls the activities within a Medical Group/Division, in 

order to assure the best possible emergency medical 

care to patients during a multi-casualty incident. 

a. Review Division Group responsibilities 

in Chapter 7. 

b. Participate in Multi-Casualty Branch/Operations 

Section Planning Activities. 
AUGUST 2006 

22-11 

MULTI-CASUALTY MULTI-CASUALTY

c. Establish Medical Group/Division with assigned 

personnel. Request additional personnel and 

resources sufficient to handle the magnitude of 

the incident. 

d. Designate Treatment Team Leaders and 

treatment area locations as appropriate. 

e. Isolate Morgue and Minor Treatment Area from 

Immediate and Delayed Treatment Areas. 

f. Request law enforcement/coroner involvement as 

needed. 

g. Determine amount and types of additional medical 

resources and supplies needed to handle the 

magnitude of the incident (medical caches, 

backboards, litters, cots). 

h. Establish communications and coordination with 

the Patient Transportation Group Supervisor. 

i. Ensure activation of hospital alert system, local 

EMS/health agencies. 

j. Direct and/or supervise on-scene personnel from 

agencies such as Coroner’s Office, Red Cross, 

law enforcement, ambulance companies, county 

health agencies, and hospital volunteers. 

k. Ensure proper security, traffic control, and access 

for the Medical Group/Division area. 

l. Direct medically trained personnel to the 

appropriate team leader. 

m. Maintain Unit Log. (ICS 214-CG). 

TRIAGE TEAM LEADER - The Triage Team Leader 

supervises Triage Personnel/Litter Bearers and the 

Morgue Manager. The Triage Team Leader assumes 

responsibility for providing triage management and 

movement of patients from the triage area. When triage 

has been completed, the Triage Team Leader may be 

reassigned as needed. 

a. Review Common Responsibilities in Chapter 2. 
AUGUST 2006 

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MULTI-CASUALTY MULTI-CASUALTY

b. Develop organization sufficient to handle 

assignment. 

c. Inform Medical Group/Division Supervisor of 

resource needs. 

d. Implement triage process. 

e. Coordinate movement of patients from the Triage 

Area to the appropriate Treatment Area. 

f. Give periodic status reports to the Medical 

Group/Division Supervisor. 

g. Maintain security and control of the Triage Area. 

h. Establish Morgue. 

TRIAGE PERSONNEL - Triage Personnel appropriately 

treat patients on-scene and assign them to treatment 

areas. 

a. Review Common Responsibilities in Chapter 2. 

b. Report to designated on-scene triage location. 

c. Triage and tag injured patients. Classify patients 

while noting injuries and vital signs if taken. 

d. Direct movement of patients to proper Treatment 

Areas. 

e. Provide appropriate medical treatment (ABC’s) to 

patients prior to movement as incident conditions 

dictate. 

TREATMENT TEAM LEADER - The Treatment Team 

Leader supervises the Treatment Managers and the 

Treatment Dispatch Manager. The Treatment Team 

Leader assumes responsibility for treatment, 

preparation for transport, and coordination of patient 

treatment in the Treatment Areas and directs movement 

of patients to loading location(s). 

a. Review Common Responsibilities in Chapter 2. 

b. Develop organization sufficient to handle 

assignment. 

c. Direct and supervise Treatment Dispatch, 

Immediate Delayed, and Minor Treatment Areas. 
AUGUST 2006 

22-13 

MULTI-CASUALTY MULTI-CASUALTY

d. Coordinate movement of patients from Triage 

Area to Treatment Areas with Triage Team 

Leader. 

e. Request sufficient medical caches and supplies 

as necessary. 

f. Establish communications and coordination with 

Patient Transportation Group. 

g. Ensure continual triage of patients throughout 

Treatment Areas. 

h. Direct movement of patients to ambulances 

loading area(s). 

i. Give periodic status reports to Medical 

Group/Division Supervisor. 

TREATMENT DISPATCH MANAGER - The Treatment 

Dispatch Manager is responsible for coordinating with 

Patient Transportation Group, the transportation of 

patients out of the Treatment Area. 

a. Review Common Responsibilities in Chapter 2. 

b. Establish communications with the Immediate, 

Delayed, and Minor Treatment Managers. 

c. Establish communications with Patient 

Transportation Group. 

d. Verify that patients are prioritized for 

transportation. 

e. Advise Medical Communications Coordinator of 

patient readiness and priority for dispatch. 

f. Coordinate transportation of patients with the 

Medical Communications Coordinator. 

g. Assure that appropriate patient tracking 

information is recorded. 

h. Coordinate ambulance loading with Treatment 

Manager and ambulance personnel. 

IMMEDIATE TREATMENT MANAGER - The 

Immediate Treatment Manager is responsible for 
AUGUST 2006 

22-14 

MULTI-CASUALTY MULTI-CASUALTY

treatment and re-triage of patients assigned to 

Immediate Treatment Area. 

a. Review Common Responsibilities in Chapter 2. 

b. Request or establish Medical Teams as 

necessary. 

c. Assign treatment personnel to patients received in 

the Immediate Treatment Area. 

d. Ensure treatment of patients triaged to the 

Immediate Treatment Area. 

e. Assure that patients are prioritized for 

transportation. 

f. Coordinate transportation of patients with 

Treatment Dispatch Manager. 

g. Notify Treatment Dispatch Manager of patient 

readiness and priority for transportation. 

h. Assure that appropriate patient information is 

recorded. 

DELAYED TREATMENT MANAGER - The Delayed 

Treatment Manager is responsible for treatment and retriage of patients assigned to the Delayed Treatment 

Area. 

a. Review Common Responsibilities in Chapter 2. 

b. Request or establish Medical Teams as 

necessary. 

c. Assign treatment personnel to patients received in 

the Delayed Treatment Area. 

d. Assure that patients are prioritized for 

transportation. 

e. Coordinate transportation of patients with 

Treatment Dispatch Manager. 

f. Notify Treatment Dispatch Manager of patient 

readiness and priority for transportation. 

g. Assure that appropriate patient information is 

recorded. 
AUGUST 2006 

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MULTI-CASUALTY MULTI-CASUALTY

MINOR TREATMENT MANAGER - The Minor 

Treatment Manager is responsible for treatment and retriage of patients assigned to the Minor Treatment Area. 

a. Review Common Responsibilities in Chapter 2. 

b. Request or establish Medical Teams as 

necessary. 

c. Assign treatment personnel to patients received in 

the Minor Treatment Area. 

d. Assure that patients are prioritized for 

transportation. 

e. Coordinate transportation of patients with 

Treatment Dispatch Manager. 

f. Notify Treatment Dispatch Manager of patient 

readiness and priority for transportation. 

g. Assure that appropriate patient information is 

recorded. 

h. Coordinate volunteer personnel/organizations 

through Agency Representatives and Treatment 

Team Leader. 

PATIENT TRANSPORTATION GROUP SUPERVISOR

The Patient Transportation Group Supervisor 

supervises the Medical Communications Coordinator 

and the Air and Ground Ambulance Coordinators. The 

Patient Transportation Group Supervisor is responsible 

for the coordination of patient transportation and 

maintenance of records relating to patient identification, 

injuries, mode of off-incident transportation and 

destination. 

a. Review Common Responsibilities in Chapter 2. 

b. Review Division Group Supervisor responsibilities 

in Chapter 7. 

c. Establish communications with hospital(s). 

d. Designate ambulance staging area(s). 

e. Direct the transportation of patients as determined 

by Treatment Team Leaders. 
AUGUST 2006 

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MULTI-CASUALTY MULTI-CASUALTY

f. Assure that patient information and destination is 

recorded. 

g. Establish communications with Ambulance 

Coordinator(s). 

h. Request additional ambulances, as required. 

i. Notify Ambulance Coordinator(s) of ambulance 

requests. 

j. Coordinate requests for air ambulance 

transportation through the Air Operations Director. 

k. Establish Air Ambulance Helispot with the MultiCasualty Branch Director and Air Operation 

Director. 

l. Maintain Unit Log (ICS 214-CG). 

MEDICAL COMMUNICATION COORDINATOR - The 

Medical Communications Coordinator supervises the 

Transportation Recorder and maintains communications 

with the hospital alert system and/or other medical 

facilities to assure proper patient transportation and 

destination. The Medical Communication Coordinator 

coordinates information through the Patient 

Transportation Group Supervisor and the Transportation 

Recorder. 

a. Review Common Responsibilities in Chapter 2. 

b. Establish communications with hospital alert 

system. 

c. Determine and maintain current status of 

hospital/medical facility availability and capability. 

d. Receive basic patient information and injury 

status from Treatment Dispatch Manager. 

e. Communicate hospital availability to Treatment 

Dispatch Manager. 

f. Coordinate patient off-incident destination with the 

hospital alert system. 

g. Communicate patient transportation needs to the 

Ambulance Coordinators based upon requests 

from Treatment Dispatch Manager. 
AUGUST 2006 

22-17 

MULTI-CASUALTY MULTI-CASUALTY

h. Maintain appropriate records. 

AIR/GROUND AMBULANCE COORDINATOR - The 

Air/Ground Ambulance Coordinators are responsible for 

managing the Air/Ground Ambulance Staging Areas, 

and for dispatching ambulances as requested. 

a. Review Common Responsibilities in Chapter 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 

Air Operations Branch Director. 

e. Establish and maintain communications with the 

Medical Communications Coordinator and the 

Treatment Dispatch Manager. Provide 

ambulances upon request from the Medical 

Communications Coordinator. 

f. Maintain records as required. 

g. Assure that necessary equipment is available in 

the ambulance for patient needs during 

transportation. 

h. Establish immediate contact with ambulance 

agencies at the scene. 

i. Request additional transportation resources as 

appropriate. 

j. Provide an inventory of medical supplies at the 

ambulance staging area for use at the scene. 

FAMILY ASSISTANCE BRANCH – The Family 

Assistance Branch provides services to the victims’ 

family members; coordinates activities, lodging, food, 

spiritual and emotional needs, and transportation to 

special events (press conferences, memorial services to 

the scene of the incident when authorized, etc.), and 

any special needs that arise during the incident that 

may assist the victims’ family members. NOTE: The 
AUGUST 2006 

22-18 

MULTI-CASUALTY MULTI-CASUALTY

National Transportation Safety Board (NTSB) typically 

provides this assistance for major transportation 

disasters. 

The major responsibilities of the Family Assistance 

Branch are: 

a. Review Common Responsibilities in Chapter 2. 

b. Review Branch Director responsibilities 

in Chapter 7. 

c. Coordinate with local and state authorities, to 

include the medical examiner, local law 

enforcement, emergency management, hospitals, 

and other emergency support personnel. 

d. Conduct daily coordination meetings with the local 

and Federal government representatives to 

review daily activities, resolve problem areas, and 

synchronize future family support operations and 

activities. 

e. Coordinate and provide briefings to families at the 

site and those who decide not to be at the site. 

f. Ensure adequate number of Family Assistance 

Team members present at all times to allow for 

rest, exercise and proper rotation. 

g. Establish and maintain working relationship with 

the CERT and CISM teams to cross-reference 

needs of the victims’ families. 

h. Attend all staff briefings and planning meetings as 

required. 

i. Request necessary equipment and supplies 

through LSC. 

j. Ensure adequate lodging and/or sleeping 

arrangements. 

k. Ensure that security needs for the victims’ family 

members are addressed. 

l. Ensure that all communications are centrally 

coordinated. 

m. Ensure that all transportation scheduling is 

centrally coordinated. 
AUGUST 2006 

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MULTI-CASUALTY MULTI-CASUALTY

n. Maintain Unit Log (ICS 214-CG). 

o. The following agencies provide similar assistance 

during emergencies and may be of assistance: 

• American Red Cross (ARC) 

• Department of Health and Human Services 

(DHHS) 

• Federal Emergency Management Agency 

(FEMA) 

• NTSB 

MEDICAL SUPPLY COORDINATOR - The Medical 

Supply Coordinator is responsible for acquiring and 

maintaining control of appropriate medical equipment 

and supplies from units assigned to the Medical Group. 

a. Review Common Responsibilities in Chapter 2. 

b. Acquire, distribute and maintain status of medical 

equipment and supplies within the Medical 

Group/Division. 

c. Request additional medical supplies (medical 

caches). If the Logistics Section is established, 

the Medical Supply Coordinator will coordinate 

needs with the Supply Unit Leader. 

d. Distribute medical supplies to Treatment and 

Triage Teams. 

e. Maintain Unit Log (ICS 214-CG). 

MORGUE MANAGER - The Morgue Manager is 

responsible for Morgue Area activities until relieved of 

that responsibility by the Office of the Coroner. 

a. Review Common Responsibilities in Chapter 2. 

b. Assess resource/supply needs and order as 

needed. 

c. Coordinate all Morgue Area activities. 

d. Keep area off limits to all but authorized 

personnel. 
AUGUST 2006 

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MULTI-CASUALTY MULTI-CASUALTY

e. Coordinate with law enforcement and assist the 

Coroners Office as necessary. 

f. Keep identity of deceased persons confidential. 

g. Maintain appropriate records. 

h. Maintain Unit Log (ICS 214-CG). 

HOSPITAL EMERGENCY RESPONSE TEAM (HERT)

A Hospital Emergency Response Team is 

recommended to consist of a minimum of three (3) 

medical personnel, optimum of five (5) medical 

personnel, which includes a team leader and any 

combination of physicians, nurses or physicians’ 

assistants. HERT Teams will be requested through the 

Incident Commander. HERT Teams report to the 

Treatment Team Leader and assume responsibility for 

patient assessment and treatment as assigned. 

a. Review Common Responsibilities in Chapter 2. 

b. Report to the Incident Command Post for 

assignment. 

c. Perform medical treatment and other duties as 

assigned. 

d. Remain at assigned Treatment Area unless 

otherwise reassigned. 

e. Respond to scene with appropriate emergency 

medical equipment. 

f. Maintain Unit Log (ICS 214-CG). 
AUGUST 2006 

23-1 

EVENT MANAGEMENT EVENT MANAGEMENT

CHAPTER 23 

EVENT MANAGEMENT 

AND 

NATIONAL SPECIAL SECURITY EVENTS (NSSEs) 

TABLE OF CONTENTS 

1. Contents 23-1 

2. Introduction 23-2 

3. Multi-Casualty Specific ICS Positions 23-5 

 and Task Descriptions 
AUGUST 2006 

23-2 

EVENT MANAGEMENT EVENT MANAGEMENT

EVENT MANAGEMENT 

AND 

NATIONAL SPECIAL SECURITY EVENTS (NSSEs) 

References: 

(a) Presidential Decision Directive 62 (PDD-62), May 

1998 

(b) Homeland Security Presidential Directive 5 

(HSPD – 5) 

(c) Homeland Security Presidential Directive 7 

(HSPD – 7) 

(d) National Response Plan (NRP) 

(e) National Incident Management System (NIMS) 

(f) Event Management Job Aid 

NOTE: This chapter provides a very brief overview of 

Natiional Special Security Event (NSSE) and Event 

Management. For more information, please see 

references (a) through (c). 

INTRODUCTION 

Event Management is becoming more significant in daily 

operations. Planned Events can vary from a local 

Opsail to large scale National Special Security Events 

(NSSE’s) as described in reference (a). Events while in 

they may require a significant organization to run; the 

possible contingencies associated with events must 

also be planned for (such as protests and terrorist 

actions). Because of the flexibility and structure of 

NIMS ICS, planning and executing Events using NIMS 

ICS can make the event run smoother and make 

contingency execution simpler. 

Presidential Decision Directive 62 (PDD – 62) 

established NSSE’s as a designated event that by virtue 

of its political, economic, social, or religious significance 
AUGUST 2006 

23-3 

EVENT MANAGEMENT EVENT MANAGEMENT

may be the target of terrorism or criminal activity. 

Homeland Security Presidential Directive 5 (HSPD – 5) 

directs DHS responsibility for domestic incident 

management and coordination of the Federal 

Government’s operational response resources in 

preparing for and responding to terrorist attacks. Under 

Homeland Security Presidential Directive 7 (HSPD-7), 

the Secretary of DHS will make the final determination 

to designate an event as an NSSE in consultation with 

the Homeland Security Council. 

The NSSE designation process is initiated by a formal 

request from the governor of the state hosting the event 

to the Secretary of the Department of Homeland 

Security (DHS). In situations where the event is 

federally sponsored (e.g., State of the Union Address), 

an appropriate federal official will make the request. 

Additionally, Secretary DHS retains full authority to 

directly designate NSSE events. 

Formal requests are reviewed by the NSSE Working 

Group, comprised of representatives from the US Secret 

Service (USSS), Federal Bureau of Investigation (FBI), 

DHS Emergency Preparedness and Response (EP&R), 

Federal Emergency Management Agency (FEMA), 

Department of Defense (DOD) and other DHS agencies 

with USCG members from COMDT (G-RPC). The 

NSSE Working Group provides a consensus 

recommendation to the Secretary DHS regarding NSSE 

designation. Factors typically considered: 

• Federal participation. 

• Anticipated attendance by dignitaries. 

• Size, significance, and duration of the event. 

• Location and recurring nature of the event. 

• Anticipated media coverage. 
AUGUST 2006 

23-4 

EVENT MANAGEMENT EVENT MANAGEMENT

• State and local resources available to support the 

event. 

• Multiplicity of jurisdictions. 

• Adequacy of security absent NSSE designation. 

• Available threat assessments. 

Once NSSE designation has been made, the USSS 

contacts the relevant federal, state, and local officials to 

begin planning, coordinating, and implementing a 

comprehensive security plan for the event. Events that 

fail to meet required criteria for NSSE designation are 

considered Special Event Homeland Security (SEHS) 

under categorized levels I thru IV. The SEHS Working 

Group is comprised of all DHS agencies including 

USCG members from COMDT (G-RPC). The SEHS 

process is similar to NSSE designation for determining 

the level and thereby the appropriate support given to 

an event. 

NSSE and SEHS working groups provide lists of 

designated events to their membership identified on the 

Prioritized Special Event List compiled by DHS. When 

COMDT (G-RPC) receives the list of events, the list is 

then forwarded to the Areas for review and action to 

continue support as required. A designated Federal 

Coordinator (FC) directs jointly conducted detailed 

planning and coordination of all assets and resources 

allocated from participating organizations throughout 

event execution until conclusion, by way of submitting a 

consolidated final report to DHS. 

When activated to support an NSSE or other security 

coordination function, the DHS/U.S. Secret Service 

(USSS) Multi-agency Command Center (MACC) and 

the FBI JOC are collocated at the JFO when possible. 
AUGUST 2006 

23-5 

EVENT MANAGEMENT EVENT MANAGEMENT

These agencies work together using the principles of 

Unified Command, with a pre-designated PFO 

facilitating interagency incident management 

coordination during NSSE planning and execution. For 

these situations, the JFO combines the functions of the 

DHS/USSS MACC, the FBI JOC, and the Response 

and Recovery Operations Branch. 
AUGUST 2006 

23-6 

EVENT MANAGEMENT EVENT MANAGEMENT

EVENT MANAGEMENT AND 

NATIONAL SPECIAL SECURITY EVENT (NSSE) 

SPECIFIC ICS POSITIONS AND TASK 

DESCRIPTIONS 

Figure 9 of the NRP (reference (a)) shows the structure 

for an NSSE. 

For NSSE’s, a third branch, the Security Operations 

Branch, may be added to coordinate protection and 

security efforts. 

Security Operations Branch: The Security Operations 

Branch coordinates protection and site security efforts, 

and incorporates the functions of the DHS/USSS MACC 

during NSSE’s. 

Multi-agency Command Center (MACC). An 

interagency coordination center established by 

DHS/USSS during NSSE’s as a component of the JFO. 

The MACC serves as the focal point for interagency 

security planning and coordination, including the 

coordination of all NSSE-related information from other 

intra-agency centers (e.g., police command posts, 

Secret Service security rooms) and other interagency 

centers (e.g., intelligence operations centers, joint 

information centers). 

Operational supplements typically are detailed plans 

relating to specific incidents or events. Operational 

supplements routinely are developed to support 

NSSE’s. 

NOTE: For more information on Event Management, 

please see references (a) through (c). 
AUGUST 2006 

24-1 

ICS FORMS LIST ICS FORMS LIST

CHAPTER 24 

COAST GUARD NIMS ICS FORMS LIST 

For Incident Management Team and Area Command 

Note: Forms noted with * have NIIMS equivalent forms 

Incident Management Team Forms 

ICS Form # Form Title Prepared By 

ICS 201-CG* Incident Briefing Initial Incident 

Commander 

ICS 202-CG* Incident Objectives Planning Section 

Chief 

ICS 203-CG* Organization 

Assignment List 

Resources Unit 

Leader 

ICS 204-CG* Assignment List Resources Unit 

Leader & Operations 

Section Chief 

ICS 204a-CG Assignment List 

Attachments 

Operations & 

Planning Sections 

Staff 

ICS 205-CG* Incident Radio 

Communications 

Plan 

Communications Unit 

Leader 

ICS 205a-CG Communications 

List 

Communications Unit 

Leader 

ICS 206-CG* Medical Plan Medical Unit Leader 

ICS 207-CG* Incident 

Organization Chart 

Resources Unit 

Leader 

ICS-208-CG Site Safety Plan Safety Officer 

ICS 209-CG Incident Status 

Summary 

Situation Unit Leader

ICS-210 Status Change 

Card 

On-scene Incident 

Dispatcher 
AUGUST 2006 

24-2 

ICS FORMS LIST ICS FORMS LIST

ICS Form # Form Title Prepared By 

ICS 211-CG* Check-In List Resources Unit/ 

Check-in Recorder 

ICS 213 General Message Any message 

originator 

ICS-213 RR CG Resource Request 

Message 

Any Resource 

Requester 

ICS 214-CG* Unit Log All Sections and 

Units 

ICS 215-CG* Operational 

Planning 

Worksheet 

Operations Section 

Chief 

ICS 215a-CG Hazard/Risk 

Analysis Worksheet

Safety Officer 

ICS 218 Support 

Vehicle/Vessel 

Inventory 

Ground/Vessel 

Support Unit Leaders

ICS-219 Resource Status 

Card 

Resources Unit 

Leader 

ICS 220-CG* Air Operations 

Summary 

Worksheet 

Operations Section 

Chief or Air Branch 

Director 

ICS 221-CG* Demobilization 

Checkout 

Demobilization Unit 

Leader 

ICS 230-CG Daily Meeting 

Schedule 

Situation Unit Leader

ICS 232-CG Resources at Risk 

Summary 

Environmental Unit 

Leader 

ICS 233-CG Open Action 

Tracking 

Situation Unit Leader

ICS 234-CG Work Analysis 

Matrix 

Operations & 

Planning Section 

Chiefs 
AUGUST 2006 

24-3 

ICS FORMS LIST ICS FORMS LIST

Area Command Team Forms

ICS Form # Form Title Prepared By 

ICS AC202-CG Area Command 

Objectives/Priorities 

Planning Section 

Chief 

ICS AC205-CG Area Command 

Communications List

Communications 

Unit Leader 

ICS AC207-CG Area Command 

Organization Chart 

Resource Unit 

Leader 

ICS AC209-CG Area Command 

Status Summary 

Situation Unit 

Leader 

ICS 211-CG* Check-in List Resource Unit 

Leader 

ICS 214-CG* Unit Log All Sections and 

Units 

ICS AC215-CG Resource Allocation 

& Prioritization 

Worksheet 

Command & 

Planning Section 

Chief 

ICS AC230-CG Area Command 

Daily Meeting 

Schedule 

Situation Unit 

Leader 

ICS 233-CG Open Action 

Tracking 

Situation Unit 

Leader 

ICS AC235-CG Area Command Log 

Of significant Events

Planning Section 

Chief 
AUGUST 2006 

24-4 

ICS FORMS LIST ICS FORMS LIST

THIS PAGE INTENTIONALLY LEFT BLANK 
AUGUST 2006 

25-1 

GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

CHAPTER 25 

GLOSSARY AND ACRONYMS 

ACCESS CONTROL POINT – The point of entry and 

exit from control zones at a Hazardous Substance 

Incident. This physical location is controlled by 

response personnel limiting access to and from work 

areas. 

AGENCY – A division of government with a specific 

function, or a non-governmental organization. 

AGENCY REPRESENTATIVE (AREP) – Individual 

assigned to an incident from an assisting or cooperating 

agency that has been delegated full authority to make 

decisions on all matters affecting their agency's 

participation at the incident. Agency Representatives 

report to the incident LNO. 

ALL RISK – Any incident or event, natural or human 

caused, that warrants action to protect life, property, 

environment, public health or safety to minimize 

disruption of government, social, or economic activities. 

ALL-HAZARD – Any incident or event, natural or 

human caused, that requires an organized response by 

a public, private, and/or governmental entity in order to 

protect life, public health and safety, values to be 

protected, and to minimize any disruption of 

governmental, social, and economic services. 

ALTERNATIVE RESPONSE TECHNOLOGIES (ART) –

Response methods or techniques other than 

mechanical containment or recovery. ART may include 

use of chemical dispersants, in-situ burning, 
AUGUST 2006 

25-2 

GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

bioremediation, or other alternatives. Application of 

ART must be authorized and directed by the OSC. 

AREA COMMAND – An organization established to: (1) 

oversee the management of multiple incidents that are 

each being handled by an ICS Incident Management 

Teams (IMT) organization or (2) oversee the 

management of large or multiple incidents to which 

several IMTs have been assigned. Area Command has 

the responsibility to set overall strategy and priorities, 

allocate critical resources according to priorities, ensure 

that incidents are properly managed, and ensure that 

objectives are met and strategies followed. (See also: 

Unified Area Command). 

ASSIGNED RESOURCES – Resources checked-in and 

assigned work tasks on an incident. 

ASSIGNMENTS – Tasks given to resources to perform 

within a given operational period, based upon tactical 

objectives in the IAP. 

ASSISTANT – Title for subordinates of the Command 

Staff positions assigned to assist the Command Staff 

person manage their workload. In some cases, 

assistants are also assigned to unit leader positions in 

the planning, logistics, and finance/administration 

sections. 

ASSISTING AGENCY – Is an agency directly 

contributing or providing tactical or service resources to 

another agency. 

AVAILABLE RESOURCES – Incident-based resources 

that are immediately available for assignment. 
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BASE – That location at which the primary logistics 

functions are coordinated and administered. (Incident 

name or other designator will be added to the term 

"Base.") The ICP may be collocated with the Base. 

There is only one Base per incident. 

BRANCH – The organizational level having functional 

and/or geographic responsibility for major incident 

operations. The Branch level is organizationally 

between Section and Division/Group in the Operations 

Section and between Section and Units in the Logistics 

Section. Branches are identified by roman numerals or 

by functional name (e.g. service, support). 

BUYING TEAM – A team that supports incident 

procurement and is authorized to procure a wide range 

of services, supplies, and equipment rentals. 

CACHE – A pre-determined complement of tools, 

equipment, and/or supplies stored in a designated 

location, and available for incident use. 

CAMP – Geographical site(s) within the general incident 

area, separate from the incident base, equipped and 

staffed to provide sleeping, food, water, and sanitary 

services to incident personnel. 

CHECK-IN – Process whereby resources first report to 

incident response. Check-in locations include: Incident 

Command Post (Resources Unit), Incident Base, 

Camps, Staging Areas, Helibases, Helispots, or 

Division/Group Supervisors (for direct tactical 

assignments). 

CHIEF – The ICS title for individuals responsible for the 

command of functional Sections: Operations, Planning, 

Logistics, and Finance/Administration. 
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CLEAR TEXT – The use of plain English in radio 

communications transmission. Neither 10 Codes nor 

agency-specific codes are used when using Clear Text. 

COMMAND – The act of directing, ordering, and/or 

controlling resources by virtue of explicit legal, agency, 

or delegated authority. May also refer to an IC or to the 

UC. 

COMMAND POST – See Incident Command Post. 

COMMAND STAFF – The Command Staff consists of 

the PIO, SOFR, and LNO, who report directly to an IC. 

May also include Intelligence Officer. They may have 

an assistant or assistants, as needed. 

COMMON OPERATING PICTURE – Is a broad view of 

the overall situation as reflected by situation reports, 

aerial photography and other information and 

intelligence. 

COMPLEX – Two or more individual incidents located in 

the same general proximity, which are assigned to a 

single IC or UC to facilitate management. 

CONTAMINANT – See Pollutant. 

CONTAMINATION CONTROL LINE (CCL) – The 

established line around the Contamination Reduction 

Zone that separates the Contamination Reduction Zone 

from the Support Zone. 

CONTAMINATION REDUCTION CORRIDOR (CRC) – 

A CRC is that area within the Contamination Reduction 

Zone where the actual decontamination is to take place. 

Exit from the Exclusion Zone is through the 
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Contamination Reduction Corridor (CRC). The CRC will 

become contaminated as people and equipment pass 

through to the decontamination stations. 

CONTAMINATION REDUCTION ZONE (CRZ) – That 

area between the Exclusion Zone and the Support 

Zone. This zone contains the Personnel 

Decontamination Station. This zone may require a 

lesser degree of personnel protection than the 

Exclusion Zone. This area separates the contaminated 

area from the clean area and acts as a buffer to reduce 

contamination of the clean area. 

CONTINGENCY PLAN – The portion of an IAP or other 

plan that identifies possible but unlikely events and the 

contingency resources needed to mitigate those events. 

CONTROL ZONES – The geographical areas within the 

control lines set up at a hazardous substance incident. 

The three zones most commonly used are the Exclusion 

Zone, Contamination Reduction Zone, and Support 

Zone. 

COOPERATING AGENCY – An agency supplying 

assistance other than direct tactical or support functions 

or resources to the incident control effort (e.g., Red 

Cross, law enforcement agency, telephone company, 

etc.). 

COORDINATION CENTER – Term used to describe 

any facility that is used for the coordination of agency or 

jurisdictional resources in support of one or more 

incidents. 

COST SHARING AGREEMENTS – Agreements 

between agencies or jurisdictions to share designated 

costs related to incidents. Cost sharing agreements are 
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normally written but may also be verbal between an 

authorized agency or jurisdictional representatives at 

the incident. 

CRITICAL INFRASTRUCTURES – Systems and 

assets, whether physical or virtual, so vital to the United 

States that the incapacity or destruction of such systems 

and assets would have a debilitating impact on security, 

national economic security, national public health or 

safety, or any combination of those matters. 

DEMOBILIZATION – Release of resources from an 

incident in strict accordance with a detailed plan 

approved by the IC/UC.

DEPUTY – A fully qualified individual who, in the 

absence of a superior, could be delegated the authority 

to manage a functional operation or perform a specific 

task. In some cases, a Deputy could act as relief for a 

superior and, therefore, must be fully qualified in the 

position. Deputies can be assigned to the Incident 

Commander, General Staff, and Branch Directors. 

DIRECTOR – ICS title for individuals responsible for 

supervision of a Branch. 

DIVISION – Organization level used to divide an 

incident into geographical areas of operation. The 

Division level is established when the number of 

resources exceeds the span-of-control of the OSC and 

is organizationally between the Task Force/Team and 

the Branch. (See also: Group.) 

EMERGENCY OPERATIONS CENTER (EOC) – The 

pre-designated facility established by an agency or 

jurisdiction to coordinate the overall agency or 

jurisdictional response and support to an emergency. 
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The EOC coordinates information and resources to 

support domestic incident management activities. 

EMERGENCY SUPPORT FUNCTION (ESF) – The 

National Response Plan (NRP) details 15 ESFs in place 

to coordinate operations during Federal involvement in 

an incident including transportation, communications, 

public works, engineering, firefighting, information and 

planning, mass care, resource support, health and 

medical services, urban search and rescue, hazardous 

materials, food, and energy. 

EVENT – A planned, non-emergency activity. ICS can 

be used as the management system for a wide range of 

events, e.g. NSSES, Opsail, parades, concerts, or 

sporting activities. The event IAP usually includes 

contingency plans for possible incidents that might 

occur during the event. 

EXCLUSION ZONE – The area immediately around a 

spill or release where contamination does or could 

occur. The innermost of the three zones of a hazardous 

substance/material incident. Special protection is 

required for all personnel while in this zone. 

EXPANDED ORDERING – An organization that is 

authorized to set up outside of the ICP to assist the 

Logistics Section with ordering supplies, services and 

resources to support the incident. The expanded 

ordering does not decide allocation of critical resources 

because they are dealt with by Area Command. 

FACILITY OWNER (FO) – FO is the owner/operator of 

the facility or source which precipitated an incident. 

FEDERAL COORDINATING OFFICER (FCO) – The 

Federal officer who is appointed to manage Federal 
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resource support activities related to Stafford Act 

disasters and emergencies. The FCO is responsible for 

coordinating the timely delivery of Federal disaster 

assistance resources and programs to the affected 

State and local governments, individual victims, and the 

private sector. 

FEDERAL ON-SCENE COORDINATOR (FOSC) – The 

Federal official pre-designated by the EPA or the USCG 

to coordinate responses under subpart D of the NCP 

(40 CFR 300) or the government official designated to 

coordinate and direct removal actions under subpart E 

of the NCP. A FOSC can also be designated as the 

Incident Commander. 

FEDERAL RESOURCE COORDINATOR (FRC) – The 

Federal official appointed to manage Federal resource 

support activities related to non-Stafford Act incidents. 

The FRC is responsible for coordinating support from 

other Federal departments and agencies using 

interagency agreements and MOU’s. 

FEDERAL INCIDENT RESPONSE SUPPORT TEAM 

(FIRST) – A forward component of the ERT-A that 

provides on-scene support to the local Incident 

Command or Area Command structure. 

FINANCE/ADMINISTRATION SECTION – The section 

responsible for all administrative and financial 

considerations on an incident. 

GENERAL STAFF – The group of incident 

management personnel reporting to the IC and are 

comprised of: OSC, PSC, LSC, and FSC. They may 

each have a deputy/deputies. 
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GEOGRAPHIC INFORMATION SYSTEM (GIS) – A 

GIS is an electronic information system, which provides 

a geo-referenced database to support management 

decision-making. 

GROUP – An organizational level established to divide 

the incident into functional areas of operation. Groups 

are composed of resources assembled to perform a 

special function not necessarily within a single 

geographic division. A Group is located between 

Branches (when activated) and Resources in the 

Operations Section. (See also: Division) 

HAND CREW – A number of individuals that have been 

organized and trained and are supervised principally for 

operational assignments on an incident. 

HAZARDOUS CATEGORIZATION TEST (HAZ CAT) – 

A field analysis to determine the hazardous 

characteristics of an unknown substance. 

HAZARDOUS MATERIAL – For the purposes of 

ESF #1, hazardous material is a substance or material, 

including a hazardous substance, that has been 

determined by the Secretary of Transportation to be 

capable of posing an unreasonable risk to health, 

safety, and property when transported in commerce, 

and which has been so designated (see 49 CFR 171.8). 

For the purposes of ESF #10 and the Oil and 

Hazardous Materials Incident Annex, the term is 

intended to mean hazardous substances, pollutants, 

and contaminants as defined by the NCP. 

HAZARDOUS SUBSTANCE – As defined by the NCP, 

any substance designated pursuant to section 

311(b)(2)(A) of the Clean Water Act; any element, 

compound, mixture, solution, or substance designated 
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pursuant to section 102 of the Comprehensive 

Environmental Response, Compensation, and Liability 

Act (CERCLA); any hazardous waste having the 

characteristics identified under or listed pursuant to 

section 3001 of the Solid Waste Disposal Act (but not 

including any waste the regulation of which under the 

Solid Waste Disposal Act (42 U.S.C. § 6901 et seq.) has 

been suspended by act of Congress); any toxic pollutant 

listed under section 307(a) of the Clean Water Act; any 

hazardous air pollutant listed under section 112 of the 

Clean Air Act (42 U.S.C. § 7521 et seq.); and any 

imminently hazardous chemical substance or mixture 

with respect to which the EPA Administrator has taken 

action pursuant to section 7 of the Toxic Substances 

Control Act (15 U.S.C. § 2601 et seq.). 

HELIBASE – A location within the general incident area 

for parking, fueling, maintenance, and loading of 

helicopters. 

HELISPOT – A location where a helicopter can take off 

and land. Some helispots may be used for temporary 

loading. 

INCIDENT– An occurrence either human-caused or 

natural phenomenon, that requires action or support by 

emergency service personnel to prevent or minimize 

loss of life or damage to property and/or natural 

resources. 

INCIDENT ACTION PLAN (IAP) – An oral or written 

plan containing general objectives reflecting the overall 

strategy for managing an incident. It may include the 

identification of operational resources and assignments. 

It may also include attachments that provide direction 

and important information for management of the 

incident during one or more operational periods. 
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INCIDENT BASE – Location at the incident where the 

primary logistics functions are coordinated and 

administered. The ICP may be collocated with the 

base. There is only one base per incident. 

INCIDENT COMMANDER (IC) – The individual 

responsible for all incident activities, including the 

development of strategies and tactics and the ordering 

and release of resources. The IC has overall authority 

and responsibility for conducting incident operations and 

is responsible for the management of all incident 

operations at the incident site. (See also: Unified 

Command). 

INCIDENT COMMAND POST (ICP) – The field location 

at which the primary tactical-level, on-scene incident 

command functions are performed. The ICP may be 

collocated with the incident base or other incident 

facilities. 

INCIDENT COMMAND SYSTEM (ICS) – A 

standardized on-scene emergency management 

concept specifically designed to allow its user(s) to 

adopt an integrated organizational structure equal to the 

complexity and demands of single or multiple incidents, 

without being hindered by jurisdictional boundaries. 

INCIDENT MANAGEMENT TEAM (IMT) – The Incident 

Commander and appropriate Command and General 

Staff personnel assigned to an incident. 

INCIDENT OF NATIONAL SIGNIFICANCE (INS) – An 

actual or potential high-impact event that requires a 

coordinated and effective response by an appropriate 

combination of Federal, State, local, tribal, nongovernmental, and/or private-sector entities in order to 
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save lives and minimize damage and provide the basis 

for long-term community recovery and mitigation 

activities. 

INCIDENT OBJECTIVES – Statements of guidance and 

direction necessary for the selection of appropriate 

strategies, and the tactical direction of resources. 

Tactical incident objectives address the tactical 

response issues while management incident objectives 

address the incident management issues. Tactical 

incident objectives are based on realistic expectations 

of what can be accomplished when all allocated 

resources have been effectively deployed. Incident 

objectives must be achievable and measurable, yet 

flexible enough to allow for strategic and tactical 

alternatives. 

INCIDENT OVERHEAD – All supervisory positions 

described in the Incident Command System. 

INCIDENT SUPPORT ORGANIZATION – Includes any 

off-incident support provided to an incident. Examples 

would be EOCs, airports, expanded ordering, etc. 

INCIDENT SITUATION DISPLAY – The Situation Unit 

is responsible for maintaining a display of status boards, 

which communicate critical incident information vital to 

establishing an effective command and control 

environment. 

INITIAL ACTION – The actions taken by the first 

resources to arrive at the incident. Initial actions may be 

to size up, patrol, monitor, withhold from any action, or 

take aggressive initial measures. 

INITIAL RESPONSE – Resources initially committed to 

an incident. 
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INLAND ZONE – As defined in the NCP, the 

environment inland of the coastal zone excluding the 

Great Lakes and specified ports and harbors on the 

inland rivers. The term “coastal zone” delineates an 

area of Federal responsibility for response action. 

Precise boundaries are determined by EPA/USCG 

agreements and identified in Regional Contingency 

Plan’s (RCPs). 

INTELLIGENCE AND INFORMATION – National 

security, classified information, or other operational 

information necessary for incident decision making. 

Traditionally located in the Planning Section but may be 

moved to other parts of the ICS organization based on 

Command needs. 

JOINT FIELD OFFICE (JFO) – A temporary Federal 

facility established locally to provide a central point for 

Federal, State, local, and tribal executives with 

responsibility for incident oversight, direction, and/or 

assistance to effectively coordinate protection, 

prevention, preparedness, response, and recovery 

actions. The JFO will combine the traditional functions 

of the JOC, the FEMA DFO, and the JIC within a single 

Federal facility. 

JOINT INFORMATION CENTER (JIC) – A facility 

established within or near the ICP where the PIO and 

staff can coordinate and provide information on the 

incident to the public, media, and other agencies. The 

JIC is normally staffed with representation from the 

FOSC, SOSC, and FO. 

JOINT INFORMATION SYSTEM (JIS) – Integrates 

incident information and public affairs into a cohesive 

organization designed to provide consistent, 
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coordinated, timely information during a crisis or incident 

operations. 

JOINT OPERATIONS CENTER (JOC) – The JOC is 

the focal point for all Federal investigative law 

enforcement activities during a terrorist or potential 

terrorist incident or any other significant criminal 

incident, and is managed by the SFLEO. The JOC 

becomes a component of the JFO when the NRP is 

activated. 

JURISDICTION – The range or sphere of authority. 

Public agencies have jurisdiction at an incident related 

to their legal responsibilities and authority for incident 

mitigation. Jurisdictional authority at an incident can be 

political/geographical (e.g., city, county, state or federal 

boundary lines) or functional (e.g., police department, 

health department, etc.). (See also: Multi-jurisdiction 

Incident.) 

LEADER – The ICS title for an individual responsible for 

a Task Force/Strike Team or functional unit. 

LOGISTICS SECTION – The Logistics Section is 

responsible for providing facilities, services, and 

materials in support of the incident. 

MAJOR DISASTER – As defined by the Stafford Act, 

any natural catastrophe (including any hurricane, 

tornado, storm, high water, wind-driven water, tidal 

wave, tsunami, earthquake, volcanic eruption, landslide, 

mudslide, snowstorm, or drought) or, regardless of 

cause, any fire, flood, or explosion, in any part of the 

United States, which in the determination of the 

President causes damage of sufficient severity and 

magnitude to warrant major disaster assistance under 

this act to supplement the efforts and available 
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resources of States, local governments, and disaster 

relief organizations in alleviating the damage, loss, 

hardship, or suffering caused thereby. 

MANAGEMENT BY OBJECTIVES – In ICS, this is a 

top-down management activity which involves the 

following steps to achieve the incident goal: (1) 

establishing incident objectives, (2) selection of 

appropriate strategy(s) to achieve the objectives, and 

(3) the tactical direction associated with the selected 

strategy. 

MANAGERS – Individuals within ICS organizational 

units that are assigned specific managerial 

responsibilities (e.g., Staging Area Manager). 

MESSAGE CENTER – The Message Center is part of 

the Communications Center and collocated with or 

adjacent to it. It receives, records, and routes 

information about resources reporting to the incident, 

resource status, and handles administration, and 

tactical traffic. 

MISSION ASSIGNMENT – The vehicle used by 

DHS/EPR/FEMA to support Federal operations in a 

Stafford Act major disaster or emergency declaration. It 

orders immediate, short-term emergency response 

assistance when an applicable State or local 

government is overwhelmed by the event and lacks the 

capability to perform, or contract for, the necessary 

work. 

MITIGATE – Any action to contain, reduce, or eliminate 

the harmful effects of a spill or release of a hazardous 

substance/material. 
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MOBILIZATION CENTER – An off-incident location at 

which emergency service personnel and equipment are 

temporarily located pending assignment, release, or 

reassignment. 

MORGUE (Temporary On-Incident) – Is an area 

designated for temporary placement of the dead. The 

Morgue is the responsibility of the Coroner’s Office 

when a Coroner’s Representative is on-scene. 

MULTI-AGENCY COORDINATION (MAC) – A 

generalized term which describes the functions and 

activities of representatives of involved agencies and/or 

jurisdictions who come together to make decisions 

regarding the prioritizing of incidents, and the sharing 

and use of critical resources. The MAC organization is 

not a part of the on-scene ICS and is not involved in 

developing incident strategy or tactics. 

MULTI-AGENCY INCIDENT – Is an incident where one 

or more agencies assist a jurisdictional agency or 

agencies. May be single or Unified Command. 

MULTIJURISDICTIONAL INCIDENT – Is an incident 

requiring action from multiple agencies that each have 

jurisdiction to manage certain aspects of an incident. In 

ICS, these incidents will be managed under Unified 

Command. 

NATIONAL INFRASTRUCTURE COORDINATING 

CENTER (NICC) – Managed by the DHS Information 

Analysis and Infrastructure Protection Directorate, the 

NICC monitors the Nation’s critical infrastructure and 

key resources on an ongoing basis. In the event of an 

incident, the NICC provides a coordinating vehicle to 

share information with critical infrastructure and key 

resources information-sharing entities. 
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NATIONAL RESPONSE CENTER (NRC) – A national 

communications center for activities related to oil and 

hazardous substance response actions. The NRC, 

located at DHS/USCG Headquarters in Washington, 

DC, receives and relays notices of oil and hazardous 

substances releases to the appropriate Federal OSC. 

NATIONAL RESPONSE PLAN (NRP) – A document 

that describes the structure and processes comprising a 

national approach to domestic incident management 

designed to integrate the efforts and resources of 

Federal, State, local, tribal, private-sector, and 

nongovernmental organizations. 

NATIONAL RESPONSE SYSTEM (NRS) – Pursuant to 

the NCP, the NRS is a mechanism for coordinating 

response actions by all levels of government 

(40 CFR § 300.21) for oil and hazardous substances 

spills and releases. 

NATIONAL RESPONSE TEAM (NRT) – The NRT, 

comprised of the 16 Federal agencies with major 

environmental and public health responsibilities, is the 

primary vehicle for coordinating Federal agency 

activities under the NCP. The NRT carries out national 

planning and response coordination and is the head of a 

highly organized Federal oil and hazardous substance 

emergency response network. EPA serves as the NRT 

Chair, and DHS/USCG serves as Vice Chair. 

NATIONAL SPECIAL SECURITY EVENT (NSSE) – A 

designated event that, by virtue of its political, 

economic, social, or religious significance, may be the 

target of terrorism or other criminal activity. 
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NATIONAL STRIKE FORCE (NSF) – The NSF consists 

of three strike teams established by DHS/USCG on the 

Pacific, Atlantic, and Gulf coasts. The strike teams can 

provide advice and technical assistance for oil and 

hazardous substances removal, communications 

support, special equipment, and services. 

NOAA WEATHER STATION – A mobile weather data 

collection and forecasting facility (including personnel) 

provided by the National Oceanic and Atmospheric 

Administration (NOAA), which can be utilized within the 

incident area. 

NONGOVERNMENTAL ORGANIZATION (NGO) – A 

nonprofit entity that is based on interests of its 

members, individuals, or institutions and that is not 

created by a government, but may work cooperatively 

with government to serve a public purpose, i.e., faithbased charity organizations, American Red Cross. 

NUCLEAR INCIDENT RESPONSE TEAM (NIRT) – 

Created by the Homeland Security Act to provide DHS 

with a nuclear/radiological response capability. When 

activated, the NIRT consists of specialized Federal 

response teams drawn from DOE and/or EPA. 

OFFICER – The ICS title for personnel responsible for 

the Command Staff positions of Safety, Liaison, and 

Public Information. 

OPERATIONAL PERIOD – The period of time 

scheduled for execution of a given set of operation 

actions as specified in the IAP. Operational Periods can 

be various lengths, usually not over 24 hours. The 

Operational Period coincides with the completion of one 

planning “P” cycle (see Chapter 3 planning cycle). 
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OPERATIONS COORDINATION CENTER (OCC) – 

The primary facility of the Multi-Agency Coordination 

System. It houses staff and equipment necessary to 

perform MAC functions. 

OPERATIONS SECTION – The Section responsible for 

all operations directly applicable to the primary mission. 

Directs the preparation of Branch, Division, and/or Unit 

operational plans, requests or releases resources, 

makes expedient changes to the IAP as necessary and 

reports such to the IC. 

OUT-OF-SERVICE RESOURCES – Resources 

assigned to an incident, but they are unable to respond 

for mechanical, rest, or personnel reasons. 

OVERHEAD PERSONNEL – Personnel who are 

assigned to supervisory positions that includes: Incident 

Commander, Command Staff, General Staff, Directors, 

Supervisors, and Unit Leaders. 

PERSONAL PROTECTIVE EQUIPMENT (PPE) – That 

equipment and clothing required to shield or isolate 

personnel from the chemical, physical, and biological 

hazards that may be encountered at a hazardous 

substance/material incident. 33 CFR 154.1026, 33 CFR 

155.1026 

PLANNING SECTION – The section that is responsible 

for the collection, evaluation, and dissemination of 

tactical information related to the incident, and for the 

preparation and documentation of incident action plans. 

The section also maintains information on the current 

and forecasted situation, and on the status of resources 

assigned to the incident. 
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POLLUTANT OR CONTAMINANT – As defined in the 

NCP, includes, but is not limited to, any element, 

substance, compound, or mixture, including diseasecausing agents, which after release into the 

environment and upon exposure, ingestion, inhalation, 

or assimilation into any organism, either directly from 

the environment or indirectly by ingestion through food 

chains, will or may reasonably be anticipated to cause 

death, disease, behavioral abnormalities, cancer, 

genetic mutation, physiological malfunctions, or physical 

deformations in such organisms or their offspring. 

PRINCIPAL FEDERAL OFFICIAL (PFO) – The Federal 

official designated by the Secretary of Homeland 

Security to act as his/her representative locally to 

oversee, coordinate, and execute the Secretary’s 

incident management responsibilities under HSPD-5 for 

Incidents of National Significance. 

QUALIFIED INDIVIDUAL (QI) – The person authorized 

by the responsible party to act on their behalf, authorize 

expenditures, and obligate resources.

RADIOLOGICAL EMERGENCY RESPONSE TEAMS 

(RERT’s) – Teams provided by EPA’s Office of 

Radiation and Indoor Air to support and respond to 

incidents or sites containing radiological hazards. These 

teams provide expertise in radiation monitoring, 

radionuclide analyses, radiation health physics, and risk 

assessment. 

REGIONAL RESPONSE TEAMS (RRT’s) – Regional 

counterparts to the National Response Team, the RRT’s 

comprise regional representatives of the Federal 

agencies on the NRT and representatives of each State 

within the region. The RRT’s serve as planning and 

preparedness bodies before a response, and provide 
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coordination and advice to the Federal OSC during 

response actions. 

REGIONAL RESPONSE COORDINATION CENTERS 

(RRCC) – A standing facility operated by 

DHS/EPR/FEMA that is activated to coordinate regional 

response efforts, establish Federal priorities, and 

implement local Federal program support until a JFO is 

established in the field and/or the PFO, FCO or FRC 

can assume their NRP coordination responsibilities. 

REPORTING LOCATION – Any one of six 

facilities/locations where incident assigned resources 

may check-in. The locations are: Incident Command 

Post-Resources Unit, Base, Staging Area, Helibase, or 

Division/Group Supervisors (for direct line assignments). 

Check-in occurs at one location only. 

RESOURCES – All personnel and major items of 

equipment available, or potentially available, for 

assignment to incident tasks on which status is 

maintained. 

RESPONDER REHABILITATION – Also known as 

"rehab", a treatment of incident personnel who are 

suffering from the effects of strenuous work and/or 

extreme conditions. 

SAR ON-SCENE COORDINATOR (SAR OSC) – The 

SAR OSC coordinates the SAR mission on-scene using 

the resources made available by SMC and should 

safely carry out the SAR Action Plan. The SAR OSC 

may serve as a Branch Director or Group Supervisor to 

manage on-scene operations after the SAR mission is 

concluded and other missions continue, such as search 

and recovery. 
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SECTION – That organization level having functional 

responsibility for primary segments of an incident such 

as: Operations, Planning, Logistics and Finance. The 

Section level is organizationally between Branch and 

Incident Commander. 

SENIOR FEDERAL OFFICIAL (SFO) – A SFO is an 

individual representing a Federal department or agency 

with primary statutory responsibility for incident 

management. 

SINGLE RESOURCE – Is an individual, a piece of 

equipment and its personnel complement, or a crew or 

team of individuals with an identified work supervisor 

that can be used on an incident. 

SITE SAFETY AND HEALTH PLAN (SSHP) – Sitespecific document required by state and Federal OSHA 

regulations and specified in the Area Contingency Plan. 

The SSHP, at minimum, addresses, includes, or 

contains the following elements: health and safety 

hazard analysis for each site task or operation, 

comprehensive operations work plan, personnel training 

requirements, PPE selection criteria, site-specific 

occupational medical monitoring requirements, air 

monitoring plan, site control measures, confined space 

entry procedures (if needed), pre-entry briefings 

(tailgate meetings, initial and as needed), preoperations commencement health and safety briefing 

for all incident participants, and quality assurance of 

SSHP effectiveness. 

SITUATION ASSESSMENT – The evaluation and 

interpretation of information gathered from a variety of 

sources (including weather information and forecasts, 

computerized models, GIS data mapping, remote 

sensing sources, ground surveys, etc.) that, when 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

communicated to emergency managers and decision 

makers, can provide a basis for incident management 

decision making. 

SPAN OF CONTROL – A Command and Control term 

that means how many organizational elements may be 

directly managed by one person. Span of Control may 

vary from one to seven, and a ratio of five reporting 

elements is optimum. 

STAGING AREA – That location where incident 

personnel and equipment are assigned awaiting tactical 

assignment. Staging Areas are managed by the OSC. 

STAKEHOLDERS – Any person, group, or organization 

affected by and having a vested interest in the incident 

and/or the response operation. 

STRATEGIC GOALS – Strategic goals are broad, 

general statements of intent. 

STRATEGY – The general plan or direction selected to 

accomplish incident objectives. 

STRATEGIC PLAN – Is a plan that addresses longterm issues such as impact of weather forecasts, time–

phased resource requirements, and problems such as 

permanent housing for displaced disaster victims, 

environmental pollution, and infrastructure restoration. 

STRIKE TEAM – Are specified combinations of the 

same kind and type of resources with common 

communications and a leader. 

SUPERVISOR – ICS title for individuals responsible for 

command of a Division or Group. 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

SUPPORT ZONE – In a hazardous substance 

response, the clean area outside of the Contamination 

Control Line is a support zone. Equipment and 

personnel are not expected to become contaminated in 

this area. Special protective clothing is not required. 

This is the area where resources are assembled to 

support the hazardous substances/materials release 

operation.

SUPERVISOR OF SALVAGE AND DIVING 

(SUPSALV) – A salvage, search, and recovery 

operation established by the Department of Navy with 

experience to support response activities, including 

specialized salvage, firefighting, and petroleum, oil, and 

lubricants offloading. 

TACTICAL DIRECTION – Directions given by the OSC 

that includes: the tactics appropriate for the selected 

strategy, the selection and assignment of resources, 

tactics implementation, and performance monitoring for 

each operational period. 

TACTICS – Deploying and directing resources during 

an incident to accomplish the objectives designated by 

strategy. 

TASK FORCE – A group of resources with common 

communications and a leader assembled for a specific 

mission. 

T-CARD – Cards filled out with essential information for 

each resource they represent. The cards are colorcoded to represent different types of resources. 

TECHNICAL SPECIALISTS (THSP) – Personnel with 

special skills who can be used anywhere within the ICS 

organization. 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

TEMPORARY FLIGHT RESTRICTIONS (TFR) –TFRs 

are established by the Federal Aviation Administration 

(FAA) to ensure aircraft safety in the vicinity of the 

incident which restricts the operation of non-essential 

aircraft in the airspace around that incident. 

TERRORISM – Any activity that: (1) involves an act that 

(a) is dangerous to human life or potentially destructive 

of critical infrastructure or key resources and (b) is a 

violation of the criminal laws of the United States or of 

any State or other subdivision of the United States; and 

(2) appears to be intended (a) to intimidate or coerce a 

civilian population, (b) to influence the policy of a 

government by intimidation or coercion, or (c) to affect 

the conduct of a government by mass destruction, 

assassination, or kidnapping. 

UNACCEPTABLE RISK – Level of risk as determined 

by the risk management process which cannot be 

mitigated to an acceptable safe level. 

UNIFIED COMMAND (UC) – An application of ICS used 

when there is more than one agency with incident 

jurisdiction or when incidents cross political jurisdictions. 

Agencies work together through the designated 

members of the Unified Command to establish their 

designated Incident Commanders at a single ICP and to 

establish a common set of objectives and strategies and 

a single Incident Action Plan. This is accomplished 

without losing or abdicating authority, responsibility, or 

accountability. 

UNIFIED AREA COMMAND (UAC) – A unified area 

command is established when incidents under an area 

command are multi-jurisdictional. 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

UNIT – That organizational element having functional 

responsibility for a specific incident planning, logistics, 

or finance/administration activity. 

VESSEL OWNER (VO) – VO is the owner/operator of 

the vessel or source which precipitated the incident. 

VOLUNTEER – Any individual accepted to perform 

services by an agency that has authority to accept 

volunteer services when the individual performs 

services without promise, expectation, or receipt of 

compensation for services performed. 

WATERSHED REHABILITATION – Is also known as 

"rehab"; restoration of watershed to as-near-as-possible 

its pre-incident condition, or to a condition where it can 

recover on its own. 

WEAPON OF MASS DESTRUCTION (WMD) – As 

defined in Title 18, U.S.C. § 2332a: (1) any explosive, 

incendiary, or poison gas, bomb, grenade, rocket having 

a propellant charge of more than 4 ounces, or missile 

having an explosive or incendiary charge of more than 

one-quarter ounce, or mine or similar device; (2) any 

weapon that is designed or intended to cause death or 

serious bodily injury through the release, dissemination, 

or impact of toxic or poisonous chemicals or their 

precursors; (3) any weapon involving a disease 

organism; or (4) any weapon that is designed to release 

radiation or radioactivity at a level dangerous to human 

life. 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

ACRONYMS 

AC Area Command

A/C Aircraft 

ACO Aircraft or Fixed-Wind Coordinator 

ACP Area Contingency Plan 

ADCON Administrative Control 

AMS Area Maritime Security 

AMSC Area Maritime Security Committee 

AMSP Area Maritime Security Plan 

AMIO Alien Migrant Interdiction Operations 

AMVER Automated Mutual-Assistance Vessel 

Rescue 

AOBD Air Operations Branch Director 

AOIC Assistant Officer In Charge 

APSO Asylum Pre-Screening Officer (INS) 

ARC American Red Cross 

AREP Agency Representative 

ART Alternate Response Technologies 

ASGS Air Support Group Supervisor 

ATMWU Air Transportable Mobile Weather Unit 

ATOI Air Target of Interest 

ATC Air Traffic Control 

ATGS Air Tactical Group Supervisor 

BCMG Base Manager 

BO Boarding Officer 

BTM Boarding Team Member 

C2 Command and Control 

C3 Command, Control, and Communications 

CANUS Canadian United States Joint Marine 

Pollution Contingency Plan 

CAP Civil Air Patrol 

CASP Computer-Assisted Search Planning 

CASPER C-130 Airborne Surveillance with Palletized 

Electronic Reconnaissance 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

CBDR Constant Bearing, Decreasing Range 

CBP U.S. Customs and Border Protection 

CC Contributing Command 

CCL Contamination Control Line 

CD Counter Drug 

CHET Customs High Endurance Tracker 

(Cheyenne III aircraft) 

CIC Combat Information Center 

CJCS Chairman of the Joint Chiefs of Staff 

CLMS Claims Specialist 

CO Commanding Officer 

COML Communication Unit Leader 

COMP Compensation /Claims Unit Leader 

COST Cost Unit Leader 

COTP Captain of the Port 

CRA Coordinating Review Authority 

CRC Contamination Reduction Corridor 

CRWD Crew Boss/Crew Supervisor 

CRZ Contamination Reduction Zone 

CSC Combat Support Center 

CTF Commander Task Force 

CTU Commander Task Unit 

D&M Detention and Monitoring 

DAN Divers Alert Network 

DCM Dangerous Cargo Manifest 

DEA Drug Enforcement Administration 

DFM Diesel Fuel Marine 

DHHS Department of Health & Human Services 

DHS Department of Homeland Security 

DIVS Division/Group Supervisor 

DMB Datum Marker Buoy 

DMOB Demobilization Unit Leader 

DOCL Documentation Unit Leader 

DOD Department of Defense 

DOT Department of Transportation 

DOSC Deputy Operations Section Chief 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

DPIC Deputy Incident Commander 

DPRO Display Processor 

EEI Essential Elements of Information 

EEZ Exclusive Economic Zone 

ELT Emergency Locator Transmitter 

EMCON Emission Control 

EMS Emergency Medical Services 

EMT Emergency Medical Technician 

ENSP Environmental Specialist 

EOC Emergency Operations Center 

EOP Emergency Operations Plan 

EPA Environmental Protection Agency, US 

EPIC El Paso Intelligence Center 

EPIRB Emergency Position Indicating Radio 

Beacon 

EQPM Equipment Manager 

EQTR Equipment Time Recorder 

ERT Emergency Response Team 

ES Electronic Surveillance 

ESF Emergency Support Functions 

EUL Environmental Unit Leader 

EXCOM Extended Communication Search 

FAA Federal Aviation Administration 

FACL Facilities Unit Leader 

FC Federal Coordinator 

FDUL Food Unit Leader 

FEMA Federal Emergency Management Agency 

FLIR Forward-Looking Infrared 

FMSC Federal Maritime Security Coordinator 

FO Facility Owner 

FOB Field Observer 

FOD Foreign Object Damage 

FOG Field Operations Guide 

FOSC Federal On-Scene Coordinator 

FSC Finance/Administration Section Chief 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

F/V Fishing Vessel 

GIS Geographic Information System 

GMDSS Global Maritime Distress and Safety 

System 

GSUL Ground Support Unit Leader 

H/C Historic/Cultural 

HAZ CAT Hazardous Categorization Test 

HAZMAT Hazardous Materials 

HAZSUB Hazardous Substances 

HCO Helicopter Coordinator 

HF High Frequency 

HLSA Homeland Security Act 

HSAS Homeland Security Advisory System 

HSPD-5 Homeland Security Presidential Directive 

No. 5 

HSPD-7 Homeland Security Presidential Directive 

No. 7 

HSPD-8 Homeland Security Presidential Directive 

No. 8 

IAP Incident Action Plan 

IC Incident Commander 

ICE U.S. Immigration and Customs 

Enforcement 

ICP Incident Command Post 

ICS Incident Command System 

IECO Immigration Emergency Coordinating 

Officer 

IG Immune Globulin 

IMAT Incident Management Assist Team 

INCM Incident Dispatcher 

INJR Compensation for Injury Specialist 

INS Incident of National Significance 

IR Infrared 

ISB In-situ Burn 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

JFO Joint Field Office 

JIC Joint Information Center 

JIS Joint Information System 

JRCC Joint (aeronautical and maritime) Rescue 

Coordination Center 

JRSC Joint Rescue Sub-center 

KIAS Knots Indicated Air Speed 

KT Knot(s) 

LCPL Landing Craft Personnel, Large 

LCU Landing Craft, Utility 

LE Law Enforcement 

LEA Law Enforcement Agency 

LEDET Law Enforcement Detachment (USCG) 

LEL Lower Explosive Limit 

LEU Law Enforcement Unit 

LKP Last Known Position 

LLLTV Low Light Level Television 

LNO Liaison Officer 

LPOC Last Port of Call 

LSC Logistics Section Chief 

M/V Motor Vessel 

MAC Multi-agency Coordination 

MARSEC Maritime Security 

MEDEVAC Medical Evacuation 

MEDICO Medical Advice, Usually By Radio 

MEDL Medical Unit Leader 

MEXUS Mexican United States Joint Marine 

Pollution Contingency Plan 

MINIRAD Minimum Radiation 

MLB Motor Lifeboat 

MLE Maritime Law Enforcement 

MOA Memorandum of Agreement 

MOOTW Military Operations Other Than War 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

MOU Memorandum of Understanding 

MPA Maritime Patrol Craft 

MRCC Maritime Rescue Coordination Center 

MSST Maritime Safety and Security Team 

MTS Marine Transportation System 

MTSL Marine Transportation System Recovery 

Unit 

NCP National Oil and Hazardous Substances 

Pollution Contingency Plan (40 CFR 300) 

NDP Naval Doctrine Publication 

NIC NIMS Integration Center 

NIIMS National Interagency Incident Management 

System 

NIMS National Incident Management System 

NM Nautical Mile 

NMMSS Naval Mast Mounted Sight System 

NOAA National Oceanic and Atmospheric 

Administration 

NOTAM Notice to Airmen 

NPFC National Pollution Funds Center 

NPOC Next Port of Call 

NRC National Response Center (Phone number 

(800)424-8802) 

NRP National Response Plan 

NRDAR Natural Resource Damage Assessment 

NRS National Response System 

NSSE National Special Security Event 

NTSB National Transportation Safety Board 

NVD Night Vision Devices 

NVG Night Vision Goggles 

NWP Naval Warfare Publication 

OC Oleoresin Capsicum (Pepper Spray) 

OCC Operations Coordination Center 

OIC Officer-In-Charge 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

OPA 90 Oil Pollution Act of 1990 

OPBD Operations Branch Director 

OPCEN USCG Operations Center 

OPCON Operational Control 

OPLAN Operation Plan 

OPORDER Operation Order 

OPSEC Operations Security 

ORDM Ordering Manager 

O/S On-Scene 

OSC Operations Section Chief 

OSC SAR On-Scene Coordinator 

OSHA Occupational Safety and Health 

Administration 

P/C Pleasure Craft 

PA Programmatic Agreement (Historical/ 

Cultural Protection) 

PD-27 Presidential Directive 27

PDW Personal Defense Weapon 

PFD Personal Flotation Device 

PIO Public Information Officer 

PIW Person(s) in Water 

PML Personal Marker Light 

POB Persons On Board 

POC Point-of-Contact 

POD Probability of Detection 

POS Probability of Success 

PPE Personal Protective Equipment 

PQS Personnel Qualification Standard 

PRA Primary Review Authority 

PRECOM Preliminary Communication Search 

PRFA Pollution Removal Funding Authorization 

PROC Procurement Unit Leader 

PSC Planning Section Chief 

PTRC Personnel Time Recorder 

PWCS Ports, Waterways and Coastal Security 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

QI Qualified Individual 

QRT Quick Reaction Team 

R&A Rescue and Assistance 

RAR Resources at Risk 

RB-M Response Boat - Medium 

RB-S Response Boat - Small 

RBDF Royal Bahamian Defense Force 

RCC Rescue Coordination Center 

RCP Regional Response Plan 

RCDM Receiving and Distribution Manager 

RDD Radiological Dispersal Device 

REHB Responder Rehabilitation Manager 

RESL Resource Unit Leader 

RIB/RHIB Rigid Hull Inflatable Boat 

RIT Rapid Intervention Team 

ROE Rules of Engagement 

RRBT Rapid Response Boarding Team 

RRD Radiological Dispersion Devise 

RRT Regional Response Team 

RSC Rescue Sub-Center 

SAR Search and Rescue 

SART Search and Rescue Transponder 

SARTEL SAR Telephone (private hotline) 

SATCOM Satellite Communications 

SC SAR Coordinator 

SCAT Shoreline Cleanup Assessment Team 

SCKN Status/Check-In Recorder 

SECM Security Manager 

SEHS Special Event Homeland Security

SELEX Selected Exercise 

SITL Situation Unit Leader 

SLAR Side Looking Airborne Radar 

SLDMB Self-Locating Datum Marker Buoy 

SMC SAR Mission Coordinator 

SNO Statement of No Objection 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

SOFR Safety Officer 

SOLAS Safety of Life at Sea 

SONS Spill of National Significance 

SOSC State On-Scene Coordinator 

SPUL Supply Unit Leader 

SRA Safe Refuge Area 

SRB Surf Rescue Boat 

SRIE Safety Rules of Engagement 

SROE Standing Rules of Engagement 

SRR Search and Rescue Region 

SRU Search Rescue Unit 

SS Expanding Square Search 

SSI Sensitive Security Information 

SSC Scientific Support Coordinator 

SSHP Site Safety and Health Plan 

STAM Staging Area Manager 

STVE Strike Team Leader, Vessel 

SUBD Support Branch Director 

SURPIC Surface Picture 

S/V Sailing Vessel 

SVBD Service Branch Director 

T/V Tank Vessel 

TACLET Tactical Law Enforcement Team 

TACON Tactical Control 

TB Tuberculosis 

TDS Time, Distance and Shielding 

TFLD Task Force Leader 

TFR Temporary Flight Restrictions 

THC Tetrahydrocannibanol 

THSP Technical Specialist 

TIME Time Unit Leader 

TOI Target of Interest 

TRACEM Thermal, Radioactive, Asphyxiation, 

Chemical, Etiological, and Mechanical 

TSA Transportation Security Administration 

TSI Transportation Security Incident 
AUGUST 2006 

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GLOSSARY & ACRONYMS GLOSSARY & ACRONYMS

TTP Tactics, Techniques, and Procedures 

UAC Unified Area Command 

UC Unified Command 

UHF Ultra-High Frequency 

UMIB Urgent Marine Information Broadcast 

USC United States Code 

USCG United States Coast Guard 

USMC United States Marine Corps 

USN United States Navy 

UTL Utility Boat 

VERTREP Vertical Replenishment 

VESS Vessel Support Unit Leader 

VHF Very High Frequency 

VO Vessel Owner 

VS Sector Search 

WTD Water-Tight Door 

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