National Fire Academy

U.S. Fire Administration

ICS-400: Advanced ICS for Command 

and General Staff, Complex Incidents 

and MACS for Operational First 

Responders (H-467)

Student Manual

August 2006

Directorate for Preparedness
ICS-400: Advanced ICS for 

Command and General Staff, 

Complex Incidents and MACS 

for Operational First Responders 

(H-467) 

Student Manual 

August 2006

Unit 1: Course Overview 

Unit 1 Course Overview

August 2006 ICS-400: Advanced ICS—Student Manual Page 1-1

Topic Course Welcome 

Visual 1.1 

Unit 1: 

Course Overview

ICS-400: Advanced ICS for 

Command and General Staff, 

Complex Incidents 

and MACS for 

Operational First 

Responders (H-467) 

Visual Description: Course Introduction 

Key Points 

Welcome to the ICS-400 course. 
Unit 1 Course Overview

Page 1-2 ICS-400: Advanced ICS—Student Manual August 2006

Topic Course Welcome 

Visual 1.2 

Unit 1: Visual 1.2

Course Overview

ICS/NIMS Training Pyramid

Learning Objectives Audience

ICS 400

ICS 300 IS 800

ICS 200

ICS 100 IS 700

Area Command Functions

Multiagency Coordination

Leadership

Tactical Level Management

Crew Supervision

Initial Management

Basic Awareness

Command and General Staff

EOC Managers

Division/Group Supervisors

Branch Directors

Strike Team/Task Force Leaders

EOC Staff

Unit Leaders

Single Resource Leaders

Responders

Visual Description: ICS/NIMS Training Pyramid 

Key Points 

This course builds on the ICS-100 through ICS-300 courses. 
Unit 1 Course Overview

August 2006 ICS-400: Advanced ICS—Student Manual Page 1-3

Topic Course Objectives 

Visual 1.3 

Unit 1: Visual 1.3

Course Overview

ICS-400 Course Objectives

 Explain how major incidents pose special

management challenges.

 Describe the circumstances in which an Area 

Command is established.

 Describe the circumstances in which multiagency

coordination systems are established.

Visual Description: ICS-400 Course Objectives 

Key Points 

By the end of this course, you should be able to:

 Explain how major incidents pose special management challenges. 

 Describe the circumstances in which an Area Command is established.

 Describe the circumstances in which multiagency coordination systems are established. 

This course is designed for senior personnel who are expected to perform in a management 

capacity in an Area Command or multiagency coordination system. 

This course is designed to provide overall incident management skills rather than tactical 

expertise. Additional courses are available on developing and implementing incident tactics. 

Course and Unit objectives were developed by the National Wildfire Coordinating Group (NWCG) and 

were revised in coordination with the U.S. Department of Homeland Security, the NIMS Integration Center

(NIC), U.S. Department of Agriculture, the U.S. Fire Administration, and the Emergency Management 

Institute (EMI) in 2005.
Unit 1 Course Overview

Page 1-4 ICS-400: Advanced ICS—Student Manual August 2006

Topic Student Introductions and Expectations 

Visual 1.4 

Unit 1: Visual 1.4

Course Overview

Student Introductions

 Name, job title, and organization

 Overall experience with emergency or incident

response

 Incident Command 

System (ICS) 

qualifications and most 

recent ICS experience

Visual Description: Student Introductions 

Key Points 

Please introduce yourself by providing your: 

 Name, job title, and organization. 

 Overall experience with emergency or incident response. 

 ICS qualifications and most recent ICS experience. 
Unit 1 Course Overview

August 2006 ICS-400: Advanced ICS—Student Manual Page 1-5

Topic Student Introductions and Expectations 

Visual 1.5 

Unit 1: Visual 1.5

Course Overview

Expectations

What do you expect 

to gain from this 

course?

Visual Description: What do you expect to gain from this course? 

Key Points 

What do you expect to gain from attending this course? 
Unit 1 Course Overview

Page 1-6 ICS-400: Advanced ICS—Student Manual August 2006

Topic Instructor Introductions and Expectations 

Visual 1.6 

Unit 1: Visual 1.6

Course Overview

Instructor Expectations

 Cooperate with the group.

 Be open minded to new ideas.

 Participate actively in all of the training 

activities and exercises.

 Return to class at the stated time.

 Use what you learn in the course to perform 

effectively within an ICS organization.

Visual Description: Instructor Expectations 

Key Points 

Course participants are expected to: 

 Cooperate with the group. 

 Be open minded to new ideas. 

 Participate actively in all of the training activities and exercises. 

 Return to class at the stated time. 

 Use what they learn in the course to perform effectively within an ICS organization. 
Unit 1 Course Overview

August 2006 ICS-400: Advanced ICS—Student Manual Page 1-7

Topic ICS Challenges in Complex Incidents 

Visual 1.7 

Unit 1: Visual 1.7

Course Overview

What Are the Management Challenges 

in Complex Incidents or Events? 

Visual Description: What are the management challenges in complex incidents or events?

Key Points 

Identify the challenges associated with managing complex incidents or events. 

A jurisdiction does not have to be large to experience a complex incident or event. 
Unit 1 Course Overview

Page 1-8 ICS-400: Advanced ICS—Student Manual August 2006

Topic Course Structure 

Visual 1.8 

Unit 1: Visual 1.8

Course Overview

Course Structure

Unit 2:

Fundamentals Review for

Command and General Staff

Unit 4:

Area Command

Unit 6:

Course Summary

Unit 1:

Course Overview

Unit 5:

Multiagency Coordination

Unit 3:

Major and/or Complex Incident/

Event Management

Visual Description: Course Structure 

Key Points 

This course includes the following six units: 

 Unit 1: Course Overview (current lesson) 

 Unit 2: Fundamentals Review for Command and General Staff 

 Unit 3: Major and/or Complex Incident/Event Management 

 Unit 4: Area Command 

 Unit 5: Multiagency Coordination 

 Unit 6: Course Summary 
Unit 1 Course Overview

August 2006 ICS-400: Advanced ICS—Student Manual Page 1-9

Topic Course Logistics 

Visual 1.9 

Unit 1: Visual 1.9

Course Overview

Course Logistics

 Sign-in sheet

 Housekeeping:

 Breaks

 Message and telephone 

location

 Cell phone policy

 Facilities

 Emergency procedures

 Other concerns

Visual Description: Course Logistics 

Key Points 

Your instructor will review the following course logistics: 

 Sign-in sheet 

 Housekeeping: 

 Breaks 

 Message and telephone location 

 Cell phone policy 

 Facilities 

 Emergency procedures, including emergency exits, tornado shelters, etc. 

 Other concerns 
Unit 1 Course Overview

Page 1-10 ICS-400: Advanced ICS—Student Manual August 2006

Topic Successful Course Completion 

Visual 1.10 

Unit 1: Visual 1.10

Course Overview

Successful Course Completion

 Participate in unit 

activities/exercises.

 Achieve 70% or higher 

on the final exam.

 Complete the end-ofcourse evaluation.

Visual Description: Successful Course Completion 

Key Points 

Successful course completion requires that participants: 

 Participate in unit activities/exercises. 

 Achieve 70% or higher on the final exam. 

 Complete the end-of-course evaluation. 
Unit 2: Fundamentals Review for 

Command and General Staff 

Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-1

Topic Unit Introduction 

Visual 2.1 

Unit 2:

Fundamentals Review for 

Command and General Staff

Visual Description: Unit Introduction 

Key Points 

This unit will review the ICS features and concepts presented in ICS-100 through ICS-300. 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-2 ICS-400: Advanced ICS—Student Manual August 2006

Topic Unit Objectives 

Visual 2.2 

Unit 2: Visual 2.2

Fundamentals Review for Command and General Staff

Unit Objectives (1 of 2)

 Describe types of agency(ies) policies, guidelines,

and agreements that influence management of 

incident or event activities.

 Describe issues that influence incident complexity

and the tools available to analyze complexity.

 Describe the process for transfer of command.

 Describe the primary guidelines and responsibilities 

of the Command and General Staff positions.

 List the major steps in the planning process.

Visual Description: Unit Objectives (1 of 2) 

Key Points 

By the end of this unit, you should be able to: 

 Describe types of agency(ies) policies, guidelines, and agreements that influence 

management of incident or event activities. 

 Describe issues that influence incident complexity and the tools available to analyze 

complexity. 

 Describe the process for transfer of command. 

 Describe the primary guidelines and responsibilities of the Command and General Staff 

positions. 

 List the major steps in the planning process. 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-3

Topic Unit Objectives 

Visual 2.3 

Unit 2: Visual 2.3

Fundamentals Review for Command and General Staff

Unit Objectives (2 of 2)

 Describe the purposes and responsibilities of 

Agency Representatives or Technical Specialists,

reporting relationships, and how they can be used 

effectively within the incident organization.

 Define the advantages of Unified Command and list 

the kinds of situations that may call for a Unified

Command organization.

 Describe how Unified Command functions on a 

multijurisdiction or multiagency incident.

Visual Description: Unit Objectives (2 of 2) 

Key Points 

By the end of this unit, you should be able to: 

 Describe the purposes and responsibilities of Agency Representatives or Technical

Specialists, reporting relationships, and how they can be used effectively within the incident 

organization. 

 Define the advantages of Unified Command and list the kinds of situations that may call for 

a Unified Command organization. 

 Describe how Unified Command functions on a multijurisdiction or multiagency incident. 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-4 ICS-400: Advanced ICS—Student Manual August 2006

Topic Review Activity

Visual 2.4 

Unit 2: Visual 2.4

Fundamentals Review for Command and General Staff

Activity 2.1: Review (1 of 3)

Time Allotted: 2 hours 50 minutes

Objective: 

Review key instructional points for I-300.

Visual Description: Activity 2.1: Review (1 of 3) 

Key Points 

Activity 2.1: Review

Objective: Review key instructional points for I-300. 

Instructions: Review the following scenario: 

Scenario: 

Your group is part of a group preparing to manage a 4th of July celebration that includes the 

following: 

 July 3rd - July 5th: The Fire Department’s annual 3-day carnival will begin each day at 

10:00 a.m. and end each evening with a concert and fireworks. In conjunction with the 

carnival, the 4-H Club is sponsoring a craft fair and livestock show. 

 July 4th: A parade honoring a returning war hero is scheduled to begin at 9:30 a.m., 

ending in a noon rally. The rally will include speeches from your U.S. Senator, the 

Governor, and Department of Defense officials. Press reports have indicated that the

Senator is about to announce her intent to run for President in the fall primaries. 

(Continued on the next page.) 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-5

Topic Review Activity 

Scenario: (Continued) 

The carnival and rally will be held on the County Fairgrounds. The mile-long parade route 

begins at the County Courthouse. The county is in the middle of a heat wave that is forecasted 

to continue. Large crowds are projected. National media outlets are beginning to arrive. The 

FBI has issued a general advisory warning of possible terrorism directed at disrupting holiday 

celebrations. 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-6 ICS-400: Advanced ICS—Student Manual August 2006

Topic Review Activity

Visual 2.5 

Unit 2: Visual 2.5

Fundamentals Review for Command and General Staff

Activity 2.1: Review (2 of 3)

Instructions:

1. You will be assigned to one of six groups. 

Each group will select a leader.

2. Each group will be given a list of assigned 

issues. During the next 75 minutes, each 

group will develop a 10- to 15-minute 

presentation that:

 Is based on the scenario.

 Addresses all assigned questions.

 Uses chart paper to create visual displays

and bullet items summarizing key points.

Visual Description: Activity 2.1: Review (2 of 3) 

Key Points 

Instructions: 

1. You will be assigned to one of six groups. Each group will select a leader. 

2. Each group will be given a list of assigned issues. During the next 75 minutes, each group 

will develop a 10- to 15-minute presentation that: 

 Is based on the scenario. 

 Addresses all assigned questions. 

 Uses chart paper to create visual displays and bullet items summarizing key points. 

(Continued on the next page.) 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-7

Topic Review Activity

Visual 2.6 

Unit 2: Visual 2.6

Fundamentals Review for Command and General Staff

Activity 2.1: Review (3 of 3)

Instructions: (Continued)

 Allows ALL group members to have a role 

during the presentation.

3. Use the review materials at the end of this unit 

to help formulate your presentations.

4. After 75 minutes, each group will make its

presentation to the class.

Visual Description: Activity 2.1: Review (3 of 3) 

Key Points 

Instructions: (Continued) 

 Allows ALL group members to have a role during the presentation. 

3. Use the review materials at the end of this unit to help formulate your presentations. 

4. After 75 minutes, each group will make its presentation to the class.
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-8 ICS-400: Advanced ICS—Student Manual August 2006

Topic Review Activity 

Key Points 

Group 1 Assignment 

Working as a group, develop a 10- to 15-minute presentation based on the scenario that covers 

the following: 

 Based on the incident type complexity levels (1–5), identify the anticipated complexity level 

type for this event. Present a review of all five complexity types and then state the reasons 

why the group chose the selected incident type. 

 What are the three most likely factors/scenarios that might cause the incident type to 

increase in complexity? 

 Select one of the above “what-if” factors/scenarios. Now assume that this factor/scenario 

has occurred and that a transfer of command is needed. What are the five important steps 

for effectively assuming command of an incident? 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-9

Topic Review Activity 

Key Points 

Group 2 Assignment 

Working as a group, develop a 10- to 15-minute presentation based on the scenario that 

answers the following questions: 

 How might the role of Command be defined in this scenario? Should it be limited to public 

safety and security only, or should it also include management of all activities associated 

with the 3-day event? What are the issues associated with each choice? 

 What are the primary responsibilities of the Safety Officer for this event? 

 What are the primary responsibilities of the Liaison Officer for this event? What Agency 

Representatives may be present? What are the roles of the Agency Representatives? 

 What are the primary responsibilities of the Public Information Officer for this event? 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-10 ICS-400: Advanced ICS—Student Manual August 2006

Topic Review Activity 

Key Points 

Group 3 Assignment 

Working as a group, develop a 10- to 15-minute presentation based on the scenario that 

answers the following questions: 

 What are the primary responsibilities of the Operations Section Chief for this event? 

 What tactical resources are likely to be needed to manage this event? 

 How will span of control be managed? Will Branches, Divisions, and/or Groups be added? 

 What is a possible organizational structure for the Operations Section? (Draw a chart.) 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-11

Topic Review Activity 

Key Points 

Group 4 Assignment 

Working as a group, develop a 10- to 15-minute presentation based on the scenario that 

answers the following questions: 

 Planning: What are the primary responsibilities of the Planning Section Chief for this 

event? What are the greatest challenges facing the Planning Section? What types of 

Technical Specialists may be included in the Planning Section? 

 Logistics: What are the primary responsibilities of the Logistics Section Chief for this 

event? What are the greatest challenges facing the Logistics Section? 

 Finance/Administration: What are the primary responsibilities of the 

Finance/Administration Section Chief for this event? What are the greatest challenges 

facing the Finance/Administration Section? 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-12 ICS-400: Advanced ICS—Student Manual August 2006

Topic Review Activity 

Key Points 

Group 5 Assignment 

Working as a group, develop a 10- to 15-minute presentation based on the scenario that 

answers the following questions: 

 Who is responsible for the planning process? 

 What types of policies, guidelines, or agreements must be considered in managing this 

event? 

 How long will the first operational period be? 

 What are the initial objectives for the event’s first operational period? (Write SMART 

objectives!) 

 Once the formal planning process begins, what are the major steps/meetings conducted? 

 What ICS forms will be completed? What are the purposes of each form? 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-13

Topic Review Activity 

Key Points 

Group 6 Assignment 

Working as a group, develop a 10- to 15-minute presentation based on the scenario that 

answers the following questions: 

 What are the advantages of using Unified Command for this event? 

 Which jurisdictions/agencies will be included in the Unified Command structure? 

 What are the responsibilities of participants in Unified Command? 

 What are the top three challenges associated with using Unified Command for this event? 

What strategies will be used to address these challenges? 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-14 ICS-400: Advanced ICS—Student Manual August 2006

Topic Summary

Visual 2.7 

Unit 2: Visual 2.7

Fundamentals Review for Command and General Staff

Summary (1 of 2)

You should now be able to:

 Describe types of agency(ies) policies, guidelines,

and agreements that influence management of 

incident or event activities.

 Describe issues that influence incident complexity

and the tools available to analyze complexity.

 Describe the process for transfer of command.

 Describe the primary guidelines and responsibilities 

of the Command and General Staff positions.

 List the major steps in the planning process.

Visual Description: Summary (1 of 2) 

Key Points 

You should now be able to: 

 Describe types of agency(ies) policies, guidelines, and agreements that influence 

management of incident or event activities. 

 Describe issues that influence incident complexity and the tools available to analyze 

complexity. 

 Describe the process for transfer of command. 

 Describe the primary guidelines and responsibilities of the Command and General Staff 

positions. 

 List the major steps in the planning process. 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-15

Topic Summary

Visual 2.8 

Unit 2: Visual 2.8

Fundamentals Review for Command and General Staff

Summary (2 of 2)

You should now be able to:

 Describe the purposes and responsibilities of 

Agency Representatives or Technical Specialists,

reporting relationships, and how they can be used 

effectively within the incident organization.

 Define the advantages of Unified Command and list 

the kinds of situations that may call for a Unified

Command organization.

 Describe how Unified Command functions on a 

multijurisdiction or multiagency incident.

Visual Description: Summary (2 of 2) 

Key Points 

You should now be able to: 

 Describe the purposes and responsibilities of Agency Representatives or Technical

Specialists, reporting relationships, and how they can be used effectively within the incident 

organization. 

 Define the advantages of Unified Command and list the kinds of situations that may call for 

a Unified Command organization. 

 Describe how Unified Command functions on a multijurisdiction or multiagency incident. 

If you are having difficulties or want additional information, go to www.training.fema.gov and 

take the interactive online course, Q-466, Fundamentals Review for ICS-400. 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-16 ICS-400: Advanced ICS—Student Manual August 2006

Review Materials 

Incident Command System (ICS)

ICS was developed in the 1970s following a series of catastrophic fires in California's urban interface. 

Property damage ran into the millions, and many people died or were injured. The personnel 

assigned to determine the causes of these outcomes studied the case histories and discovered that 

response problems could rarely be attributed to lack of resources or failure of tactics. Surprisingly, 

studies found that response problems were far more likely to result from inadequate management 

than from any other single reason. 

The Incident Command System: 

 Is a standardized management tool for meeting the demands of small or large emergency or 

nonemergency situations. 

 Represents "best practices" and has become the standard for emergency management across 

the country. 

 May be used for planned events, natural disasters, and acts of terrorism. 

 Is a key feature of the National Incident Management System (NIMS). 

As stated in NIMS, “The ICS is a management system designed to enable effective and efficient 

domestic incident management by integrating a combination of facilities, equipment, personnel, 

procedures, and communications operating within a common organizational structure, designed to 

enable effective and efficient domestic incident management. A basic premise of ICS is that it is 

widely applicable. It is used to organize both near-term and long-term field-level operations for a 

broad spectrum of emergencies, from small to complex incidents, both natural and manmade. ICS is 

used by all levels of government—Federal, State, local, and tribal—as well as by many private-sector 

and nongovernmental organizations. ICS is also applicable across disciplines. It is normally 

structured to facilitate activities in five major functional areas: command, operations, planning, 

logistics, and finance and administration.” 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-17

ICS Features

The 14 essential ICS features are listed below: 

 Common Terminology: Using common terminology helps to define organizational functions, 

incident facilities, resource descriptions, and position titles. 

 Modular Organization: The Incident Command organizational structure develops in a top-down, 

modular fashion that is based on the size and complexity of the incident, as well as the specifics 

of the hazard environment created by the incident. 

 Management by Objectives: Includes establishing overarching objectives; developing and 

issuing assignments, plans, procedures, and protocols; establishing specific, measurable 

objectives for various incident management functional activities; and directing efforts to attain the 

established objectives. 

 Reliance on an Incident Action Plan: Incident Action Plans (IAPs) provide a coherent means of 

communicating the overall incident objectives in the contexts of both operational and support 

activities. 

 Chain of Command and Unity of Command: Chain of command refers to the orderly line of 

authority within the ranks of the incident management organization. Unity of command means 

that every individual has a designated supervisor to whom he or she reports at the scene of the 

incident. These principles clarify reporting relationships and eliminate the confusion caused by 

multiple, conflicting directives. Incident managers at all levels must be able to control the actions 

of all personnel under their supervision. 

 Unified Command: In incidents involving multiple jurisdictions, a single jurisdiction with 

multiagency involvement, or multiple jurisdictions with multiagency involvement, Unified 

Command allows agencies with different legal, geographic, and functional authorities and 

responsibilities to work together effectively without affecting individual agency authority, 

responsibility, or accountability. 

 Manageable Span of Control: Span of control is key to effective and efficient incident 

management. Within ICS, the span of control of any individual with incident management 

supervisory responsibility should range from three to seven subordinates.

 Predesignated Incident Locations and Facilities: Various types of operational locations and 

support facilities are established in the vicinity of an incident to accomplish a variety of purposes. 

Typical predesignated facilities include Incident Command Posts, Bases, Camps, Staging Areas, 

Mass Casualty Triage Areas, and others as required. 

 Resource Management: Resource management includes processes for categorizing, ordering, 

dispatching, tracking, and recovering resources. It also includes processes for reimbursement for 

resources, as appropriate. Resources are defined as personnel, teams, equipment, supplies, and 

facilities available or potentially available for assignment or allocation in support of incident 

management and emergency response activities. 

 Information and Intelligence Management: The incident management organization must 

establish a process for gathering, sharing, and managing incident-related information and 

intelligence. 

 Integrated Communications: Incident communications are facilitated through the development 

and use of a common communications plan and interoperable communications processes and 

architectures. 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-18 ICS-400: Advanced ICS—Student Manual August 2006

ICS Features (Continued)

 Transfer of Command: The command function must be clearly established from the beginning 

of an incident. When command is transferred, the process must include a briefing that captures 

all essential information for continuing safe and effective operations. 

 Accountability: Effective accountability at all jurisdictional levels and within individual functional 

areas during incident operations is essential. To that end, the following principles must be 

adhered to: 

 Check-In: All responders, regardless of agency affiliation, must report in to receive an 

assignment in accordance with the procedures established by the Incident Commander. 

 Incident Action Plan: Response operations must be directed and coordinated as outlined in 

the IAP. 

 Unity of Command: Each individual involved in incident operations will be assigned to only 

one supervisor. 

 Span of Control: Supervisors must be able to adequately supervise and control their 

subordinates, as well as communicate with and manage all resources under their 

supervision. 

 Resource Tracking: Supervisors must record and report resource status changes as they 

occur. 

 Deployment: Personnel and equipment should respond only when requested or when 

dispatched by an appropriate authority. 

Incident Complexity

“Incident complexity” is the combination of involved factors that affect the probability of control of an 

incident. Many factors determine the complexity of an incident, including, but not limited to, area 

involved, threat to life and property, political sensitivity, organizational complexity, jurisdictional 

boundaries, values at risk, weather, strategy and tactics, and agency policy. 

Incident complexity is considered when making incident management level, staffing, and safety 

decisions. 

Various analysis tools have been developed to assist consideration of important factors involved in 

incident complexity. Listed below are the factors that may be considered in analyzing incident 

complexity: 

 Impacts to life, property, and the economy 

 Community and responder safety 

 Potential hazardous materials 

 Weather and other environmental influences 

 Likelihood of cascading events 

 Potential crime scene (including terrorism) 

 Political sensitivity, external influences, and media relations 

 Area involved, jurisdictional boundaries 

 Availability of resources 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-19

Incident Types

Incidents may be typed in order to make decisions about resource requirements. Incident types are 

based on the following five levels of complexity. (Source: U.S. Fire Administration)

Type 5  The incident can be handled with one or two single resources with up to six personnel. 

 Command and General Staff positions (other than the Incident Commander) are not 

activated. 

 No written Incident Action Plan (IAP) is required. 

 The incident is typically contained within an hour or two after resources arrive on 

scene. 

 Examples include a vehicle fire, an injured person, or a police traffic stop. 

Type 4  Command Staff and General Staff functions are activated only if needed. 

 Several resources are required to mitigate the incident, including a Task Force or 

Strike Team. 

 The incident is typically contained within one operational period in the control phase, 

usually within a few hours after resources arrive on scene. 

 The Agency Administrator may have briefings, and ensure the complexity analysis 

and delegation of authority are updated. 

 No written Incident Action Plan (IAP) is required but a documented operational 

briefing will be completed for all incoming resources. 

 Examples may include a major structure fire, a multivehicle crash with multiple 

patients, an armed robbery, or a small hazmat spill. 

Type 3 When capabilities exceed initial attack, the appropriate ICS positions should be added to 

match the complexity of the incident. 

 Some or all of the Command and General Staff positions may be activated, as well as 

Division/Group Supervisor and/or Unit Leader level positions. 

 A Type 3 Incident Management Team (IMT) or incident command organization 

manages initial action incidents with a significant number of resources, an extended 

attack incident until containment/control is achieved, or an expanding incident until 

transition to a Type 1 or 2 IMT. 

 The incident typically extends into multiple operational periods. 

 A written IAP is typically required for each operational period. 

 Examples include a tornado touchdown, earthquake, flood, or multiday 

hostage/standoff situation. 

Type 2 When the incident extends beyond the capabilities for local control and the incident is 

expected to go into multiple operational periods. A Type 2 incident may require the 

response of resources out of area, including regional and/or national resources, to 

effectively manage the operations, command, and general staffing. 

 Most or all of the Command and General Staff positions are filled. 

 A written IAP is required for each operational period. 

 Many of the functional units are needed and staffed. 

 Operations personnel normally do not exceed 200 per operational period and total 

incident personnel do not exceed 500 (guidelines only). 

 The Agency Administrator is responsible for the incident complexity analysis, Agency 

Administrator briefings, and the written delegation of authority. 

 Typically involves incidents of regional significance. 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-20 ICS-400: Advanced ICS—Student Manual August 2006

Incident Types (Continued)

Type 1 This type of incident is the most complex, requiring national resources to safely and 

effectively manage and operate. 

 All Command and General Staff positions are activated. 

 Operations personnel often exceed 500 per operational period and total personnel will 

usually exceed 1,000. 

 Branches may need to be established. 

 The Agency Administrator will have briefings, and ensure that the complexity analysis 

and delegation of authority are updated. 

 Use of resource advisors at the incident base is recommended. 

 There is a high impact on the local jurisdiction, requiring additional staff for office 

administrative and support functions. 

 Typically involve incidents of national significance. 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-21

Transfer of Command

The process of moving the responsibility for incident command from one Incident Commander to 

another is called “transfer of command.” It should be recognized that transition of command on an 

expanding incident is to be expected. It does not reflect on the competency of the current Incident 

Commander. 

There are five important steps in effectively assuming command of an incident in progress. 

Step 1: The incoming Incident Commander should, if at all possible, personally perform an 

assessment of the incident situation with the existing Incident Commander. 

Step 2: The incoming Incident Commander must be adequately briefed. 

This briefing must be by the current Incident Commander, and take place face-to-face if possible. 

The briefing must cover the following: 

 Incident history (what has happened) 

 Priorities and objectives 

 Current plan 

 Resource assignments 

 Incident organization 

 Resources ordered/needed 

 Facilities established 

 Status of communications 

 Any constraints or limitations 

 Incident potential 

 Delegation of Authority 

The ICS Form 201 is especially designed to assist in incident briefings. It should be used whenever 

possible because it provides a written record of the incident as of the time prepared. The ICS Form 

201 contains: 

 Incident objectives. 

 A place for a sketch map. 

 Summary of current actions. 

 Organizational framework. 

 Resources summary. 

Step 3: After the incident briefing, the incoming Incident Commander should determine an 

appropriate time for transfer of command. 

Step 4: At the appropriate time, notice of a change in incident command should be made to: 

 Agency headquarters (through dispatch). 

 General Staff members (if designated). 

 Command Staff members (if designated). 

 All incident personnel. 

ent Commander another 

assignment on the incident. There are several advantages of this: 

 s the initial Incident Commander to observe the progress of the incident and to 

gain experience. 

Step 5: The incoming Incident Commander may give the previous Incid

 The initial Incident Commander retains first-hand knowledge at the incident site. 

This strategy allow
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Page 2-22 ICS-400: Advanced ICS—Student Manual August 2006

Modular Organization

Standardization of the ICS organizational chart and associated terms does not limit the flexibility of 

the system. (See the chart on the next page.) 

A key principle of ICS is its flexibility. The ICS organization may be expanded easily from a very 

small size for routine operations to a larger organization capable of handling catastrophic events. 

Flexibility does not mean that the ICS feature of common terminology is superseded. Note 

that flexibility is allowed within the standard ICS organizational structure and position titles. 

Position Titles

At each level within the ICS organization, individuals with primary responsibility positions have distinct 

titles. Titles provide a common standard for all users. For example, if one agency uses the title 

Branch Chief, another Branch Manager, etc., this lack of consistency can cause confusion at the 

incident. 

The use of distinct titles for ICS positions allows for filling ICS positions with the most qualified 

individuals rather than by seniority. Standardized position titles are useful when requesting qualified 

personnel. For example, in deploying personnel, it is important to know if the positions needed are 

Unit Leaders, clerks, etc. 

Listed below are the standard ICS titles: 

Organizational Level Title Support Position 

Incident Command Incident Commander Deputy 

Command Staff Officer Assistant 

General Staff (Section) Chief Deputy 

Branch Director Deputy 

Division/Group Supervisor N/A 

Unit Leader Manager 

Strike Team/Task Force Leader Single Resource Boss 
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August 2006 ICS-400: Advanced ICS—Student Manual Page 2-23

ICS Organization

Branches Air Ops

Branch

Divisions Groups

Operations Section

Single Resource

Task Force

Strike Team

Resources

Unit

Planning Section

Demob.

Unit

Situation

Unit

Doc.

Unit

Logistics Section Finance/Admin.

Section

Time

Unit

Compensation

Claims Unit

Procurement

Unit

Cost

Unit

Incident Commander

Public Information

Officer

Liaison

Officer

Safety

Officer

Commun.

Unit

Medical

Unit

Food

Unit

Service

Branch

Support

Branch

Supply

Unit

Facilities

Unit

Ground

Support

Unit

 Command Staff: The Command Staff consists of the Public Information Officer, Safety Officer, and 

Liaison Officer. They report directly to the Incident Commander. 

 Section: The organization level having functional responsibility for primary segments of incident 

management (Operations, Planning, Logistics, Finance/Administration). The Section level is 

organizationally between Branch and Incident Commander. 

 Branch: That organizational level having functional, geographical, or jurisdictional responsibility for 

major parts of the incident operations. The Branch level is organizationally between Section and

Division/Group in the Operations Section, and between Section and Units in the Logistics Section. 

Branches are identified by the use of Roman Numerals, by function, or by jurisdictional name.

 Division: That organizational level having responsibility for operations within a defined geographic 

area. The Division level is organizationally between the Strike Team and the Branch. 

 Group: Groups are established to divide the incident into functional areas of operation. Groups are 

located between Branches (when activated) and Resources in the Operations Section. 

 Unit: That organization element having functional responsibility for a specific incident planning, 

logistics, or finance/administration activity. 

 Task Force: A group of resources with common communications and a leader that may be preestablished and sent to an incident, or formed at an incident. 

 Strike Team: Specified combinations of the same kind and type of resources, with common 

communications and a leader. 

 Single Resource: An individual piece of equipment and its personnel complement, or an established 

crew or team of individuals with an identified work supervisor that can be used on an incident.
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-24 ICS-400: Advanced ICS—Student Manual August 2006

Overall Organizational Functions

ICS was designed by identifying the primary activities or functions necessary to effectively respond to 

incidents. Analyses of incident reports and review of military organizations were all used in ICS 

development. These analyses identified the primary needs of incidents. 

As incidents became more complex, difficult, and expensive, the need for an organizational manager 

became more evident. Thus in ICS, and especially in larger incidents, the Incident Commander 

manages the organization and not the incident. 

In addition to the Command function, other desired functions and activities were: 

 To delegate authority and to provide a separate organizational level within the ICS structure with 

sole responsibility for the tactical direction and control of resources. 

 To provide logistical support to the incident organization. 

 To provide planning services for both current and future activities. 

 To provide cost assessment, time recording, and procurement control necessary to support the 

incident and the managing of claims. 

 To promptly and effectively interact with the media, and provide informational services for the 

incident, involved agencies, and the public. 

 To provide a safe operating environment within all parts of the incident organization. 

 To ensure that assisting and cooperating agencies’ needs are met, and to see that they are used 

in an effective manner. 

Incident Commander

The Incident Commander is technically not a part of either the General or Command Staff. The 

Incident Commander is responsible for overall incident management, including: 

 Ensuring clear authority and knowledge of agency policy. 

 Ensuring incident safety. 

 Establishing an Incident Command Post. 

 Obtaining a briefing from the prior Incident Commander and/or assessing the situation. 

 Establishing immediate priorities. 

 Determining incident objectives and strategy(ies) to be followed. 

 Establishing the level of organization needed, and continuously monitoring the operation and 

effectiveness of that organization. 

 Managing planning meetings as required. 

 Approving and implementing the Incident Action Plan. 

 Coordinating the activities of the Command and General Staff. 

 Approving requests for additional resources or for the release of resources. 

 Approving the use of students, volunteers, and auxiliary personnel. 

riate. 

 Ensuring incident after-action reports are complete. 

 Authorizing the release of information to the news media. 

 Ordering demobilization of the incident when approp
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-25

Command Staff

Command Staff is assigned to carry out staff functions needed to support the Incident 

Commander. These functions include interagency liaison, incident safety, and public 

information.

Command Staff positions are established to assign responsibility for key activities not specifically 

identified in the General Staff functional elements. These positions may include the Public 

Information Officer, Safety Officer, and Liaison Officer, in addition to various others, as required and 

assigned by the Incident Commander. 

The table on the following page summarizes the responsibilities of the Command Staff. 

General Staff

The General Staff represents and is responsible for the functional aspects of the incident command 

structure. The General Staff typically consists of the Operations, Planning, Logistics, and 

Finance/Administration Sections. 

General guidelines related to General Staff positions include the following: 

 Only one person will be designated to lead each General Staff position. 

 General Staff positions may be filled by qualified persons from any agency or jurisdiction. 

 Members of the General Staff report directly to the Incident Commander. If a General Staff 

position is not activated, the Incident Commander will have responsibility for that functional 

activity. 

 Deputy positions may be established for each of the General Staff positions. Deputies are 

individuals fully qualified to fill the primary position. Deputies can be designated from other 

jurisdictions or agencies, as appropriate. This is a good way to bring about greater interagency 

coordination. 

 General Staff members may exchange information with any person within the organization. 

Direction takes place through the chain of command. This is an important concept in ICS. 

 General Staff positions should not be combined. For example, to establish a "Planning and 

Logistics Section,” it is better to initially create the two separate functions, and if necessary for a 

short time place one person in charge of both. That way, the transfer of responsibility can be 

made easier. 

The following table summarizes the responsibilities of the Command and General Staff. 
Unit 2 Fundamentals Review for Command and General Staff 

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Command Staff Responsibilities 

Public Information 

Officer 

The Public Information Officer is responsible for interfacing with the public and 

media and/or with other agencies with incident-related information 

requirements. The Public Information Officer develops accurate and complete 

information on the incident's cause, size, and current situation; resources 

committed; and other matters of general interest for both internal and external 

consumption. The Public Information Officer may also perform a key public 

information-monitoring role. 

Only one incident Public Information Officer should be designated. Assistants 

may be assigned from other agencies or departments involved. The Incident 

Commander must approve the release of all incident-related information. 

Safety Officer The Safety Officer monitors incident operations and advises the Incident 

Commander on all matters relating to operational safety, including the health 

and safety of emergency responder personnel. The ultimate responsibility for 

the safe conduct of incident management operations rests with the Incident 

Commander or Unified Command and supervisors at all levels of incident 

management. The Safety Officer is, in turn, responsible to the Incident 

Commander for the set of systems and procedures necessary to ensure 

ongoing assessment of hazardous environments, coordination of multiagency 

safety efforts, and implementation of measures to promote emergency 

responder safety, as well as the general safety of incident operations. The 

Safety Officer has emergency authority to stop and/or prevent unsafe acts 

during incident operations. In a Unified Command structure, a single Safety 

Officer should be designated, in spite of the fact that multiple jurisdictions and/or 

functional agencies may be involved. The Safety Officer must also ensure the 

coordination of safety management functions and issues across jurisdictions, 

across functional agencies, and with private-sector and nongovernmental 

organizations. 

Liaison Officer The Liaison Officer is the point of contact for representatives of other 

governmental agencies, nongovernmental organizations, and/or private entities. 

In either a single or Unified Command structure, representatives from assisting 

or cooperating agencies and organizations coordinate through the Liaison 

Officer. Agency and/or organizational representatives assigned to an incident 

must have the authority to speak for their parent agencies and/or organizations 

on all matters, following appropriate consultations with their agency leadership. 

Assistants and personnel from other agencies or organizations (public or 

private) involved in incident management activities may be assigned to the 

Liaison Officer to facilitate coordination. 

Assistants In the context of large or complex incidents, Command Staff members may 

need one or more assistants to help manage their workloads. Each Command 

Staff member is responsible for organizing his or her assistants for maximum 

efficiency. 

Source: NIMS 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-27

General Staff Responsibilities 

Operations Section 

Chief 

The Operations Section Chief is responsible for managing all tactical operations 

at an incident. The Incident Action Plan provides the necessary guidance. The 

need to expand the Operations Section is generally dictated by the number of 

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

Major responsibilities of the Operations Section Chief are to: 

 Manage tactical operations. 

 Assist in the development of the operations portion of the Incident Action 

Plan. This usually requires filling out the ICS Form 215 prior to the Planning 

Meeting. 

 Supervise the execution of the operations portion of the Incident Action 

Plan. 

 Maintain close contact with subordinate positions. 

 Ensure safe tactical operations. 

 Request additional resources to support tactical operations. 

 Approve release of resources from active assignments (not release from the 

incident). 

 Make or approve expedient changes to the operations portion of the 

Incident Action Plan. 

 Maintain close communication with the Incident Commander. 

Planning Section 

Chief 

The Planning Section Chief is responsible for providing planning services for the 

incident. Under the direction of the Planning Section Chief, the Planning 

Section collects situation and resources status information, evaluates it, and 

processes the information for use in developing action plans. Dissemination of 

information can be in the form of the Incident Action Plan, formal briefings, or 

through map and status board displays. 

Major responsibilities of the Planning Section Chief are to: 

 Collect and manage all incident-relevant operational data. 

 Provide input to the Incident Commander and Operations Section Chief for 

use in preparing the Incident Action Plan. 

 Supervise preparation of the Incident Action Plan. 

 Conduct and facilitate planning meetings. 

 Reassign personnel already on site to ICS organizational positions as 

needed and appropriate. 

 Establish information requirements and reporting schedules for Planning 

Section units. 

 Determine the need for specialized resources to support the incident. 

 Assemble and disassemble task forces and strike teams not assigned to 

er). 

 contingency plans. 

 tions Plans, and other supporting 

material into the Incident Action Plan. 

Operations. 

 Establish specialized data collection systems as necessary (e.g., weath

 Assemble information on alternative strategies and

 Provide periodic predictions on incident potential. 

 Report any significant changes in incident status.

 Compile and display incident status information. 

 Oversee preparation of the Demobilization Plan. 

Incorporate Traffic, Medical, Communica
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General Staff Responsibilities 

Logistics Section 

Chief 

The Logistics Section Chief provides all incident support needs with the 

exception of logistics support to air operations. The Logistics Section is 

responsible for providing: 

 Facilities 

 Transportation 

 Communications 

 Supplies 

 Equipment maintenance and fueling 

 Food services (for responders) 

 Medical services (for responders) 

 All off-incident resources 

Major responsibilities of the Logistics Section Chief are to: 

 Manage all incident logistics. 

 Provide logistical input to the Incident Commander in preparing the Incident 

Action Plan. 

 Brief Logistics Branch Directors and Unit Leaders as needed. 

 Identify anticipated and known incident service and support requirements. 

 Request additional resources, as needed. 

 Develop as required, the Communications, Medical, and Traffic Plans. 

 Oversee demobilization of the Logistics Section. 

Finance/ 

Administration 

Section Chief 

The Finance/Administration Section Chief is responsible for managing all 

financial aspects of an incident. Not all incidents will require a 

Finance/Administration Section. Only when the involved agencies have a 

specific need for finance services will the Section be activated. 

Major responsibilities of the Finance/Administration Section Chief are to: 

 Manage all financial aspects of an incident. 

 Provide financial and cost analysis information as requested. 

 Ensure compensation and claims functions are being addressed relative to 

 nance/Administration Section; fill 

d. 

 tact with agency(s) administrative headquarters on 

 ly 

ding to policy. 

 ocuments initiated at the incident are properly 

 onnel on all incident-related financial issues 

needing attention or follow up. 

the incident. 

 Gather pertinent information from briefings with responsible agencies.

Develop an operating plan for the Fi

Section supply and support needs. 

 Determine need to set up and operate an incident commissary. 

 Meet with assisting and cooperating agency representatives as neede

Maintain daily con

finance matters. 

Ensure that all personnel and equipment time records are accurate

completed and transmitted to home agencies, accor

 Provide financial input for demobilization planning. 

Ensure that all obligation d

prepared and completed. 

Brief agency administrative pers
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-29

Agency Representatives

An Agency Representative is an individual assigned to an incident from an assisting or cooperating 

agency. The Agency Representative must be given authority to make decisions on matters affecting 

that agency's participation at the incident. 

Agency Representatives report to the Liaison Officer or to the Incident Commander in the absence of 

a Liaison Officer. 

Major responsibilities of the Agency Representative are to: 

 Ensure that all of their agency resources have completed check-in at the incident. 

 Obtain briefing from the Liaison Officer or Incident Commander. 

 Inform their agency personnel on the incident that the Agency Representative position has been 

filled. 

 Attend planning meetings as required. 

 Provide input to the planning process on the use of agency resources unless resource technical 

specialists are assigned from the agency. 

 Cooperate fully with the Incident Commander and the Command and General Staff on the 

agency's involvement at the incident. 

 Oversee the well-being and safety of agency personnel assigned to the incident 

 Advise the Liaison Officer of any special agency needs, requirements, or agency restrictions. 

 Report to agency dispatch or headquarters on a prearranged schedule. 

 Ensure that all agency personnel and equipment are properly accounted for and released prior to 

departure. 

 Ensure that all required agency forms, reports, and documents are complete prior to departure. 

 Have a debriefing session with the Liaison Officer or Incident Commander prior to departure. 

Technical Specialists 

Certain incidents or events may require the use of Technical Specialists who have specialized 

knowledge and expertise. Technical Specialists may function within the Planning Section, or be 

assigned wherever their services are required. 

While each incident dictates the need for Technical Specialists, some examples of the more 

commonly used specialists are: 

 Meteorologists. 

 Environmental Impact Specialists. 

 Flood Control Specialists. 

 Water Use Specialists. 

 Fuels and Flammable Specialists. 

 Hazardous Substance Specialists. 

 Fire Behavior Specialists. 

 Structural Engineers. 

 Training Specialists. 
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Additional Positions

Additional advisory positions may also be necessary depending on the nature and location(s) of the 

incident, and/or specific requirements established by the Incident Commander. For example, a Legal 

Counsel may be assigned directly to the Command Staff to advise the Incident Commander on legal 

matters, such as emergency proclamations, legality of evacuation orders, and legal rights and 

restrictions pertaining to media access. Similarly, a Medical Advisor may be designated and 

assigned directly to the Command Staff to provide advice and recommendations to the Incident 

Commander in the context of incidents involving medical and mental health services, mass casualty, 

acute care, vector control, epidemiology, and/or mass prophylaxis considerations, particularly in the 

response to a bioterrorism event. These positions may also be considered Technical Specialists. 

Information/Intelligence Function

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, the Information/Intelligence function is located in the Planning Section. However, in 

exceptional situations, the Incident Commander may need to assign the Information/Intelligence 

Function to other parts of the ICS organization. In any case, information and intelligence must be 

appropriately analyzed and shared with personnel, designated by the Incident Commander, who have 

proper clearance and a "need to know" to ensure that they support decisionmaking. 

The Information/Intelligence Function may be organized in one of the following ways: 

 Within the Command Staff: This option may be most appropriate in incidents with little need for 

tactical or classified intelligence and in which incident-related intelligence is provided by 

supporting agency representatives, through real-time reach-back capabilities. 

 As a Unit Within the Planning Section: This option may be most appropriate in an incident with 

some need for tactical intelligence and when no law enforcement entity is a member of the 

Unified Command. 

 As a Branch Within the Operations Section: This option may be most appropriate in incidents 

with a high need for tactical intelligence (particularly classified intelligence) and when law 

enforcement is a member of the Unified Command. 

 As a Separate General Staff 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. 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-31

Information/Intelligence Function

Regardless of how it is organized, the Information/Intelligence Function is also responsible for 

developing, conducting, and managing information-related security plans and operations as directed 

by the Incident Action Plan. 

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 information, sensitive law 

enforcement information, proprietary and personal information, or export-controlled 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/Intelligence Function also has the responsibility for coordinating information- and 

operational-security matters with public awareness activities that fall under the responsibility of the 

Public Information Officer, particularly where such public awareness activities may affect information 

or operations security 

Unified Command

The Unified Command organization consists of the Incident Commanders from the various 

jurisdictions or agencies operating together to form a single command structure. 

Overview 

Unified Command is an important element in multijurisdictional or multiagency domestic incident 

management. It provides guidelines to enable agencies with different legal, geographic, and 

functional responsibilities to coordinate, plan, and interact effectively. 

As a team effort, Unified Command overcomes much of the inefficiency and duplication of effort that 

can occur when agencies from different functional and geographic jurisdictions, or agencies at 

different levels of government, operate without a common system or organizational framework. 

All agencies with jurisdictional authority or functional responsibility for any or all aspects of an incident 

participate in the Unified Command structure and contribute to the following process and 

responsibilities: 

 Determining overall incident strategies. 

 Selecting objectives. 

 Ensuring that joint planning for tactical activities is accomplished in accordance with approved 

incident objectives. 

 Ensuring the integration of tactical operations. 

 Approving, committing, and making optimal use of all assigned resources. 

The exact composition of the Unified Command structure will depend on the location(s) of the incident 

(i.e., which geographical administrative jurisdictions are involved) and the type of incident (i.e., which 

functional agencies of the involved jurisdiction(s) are required). In the case of some multijurisdictional 

incidents, the designation of a single Incident Commander may be considered to promote greater 

unity of effort and efficiency. 

Source: NIMS 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-32 ICS-400: Advanced ICS—Student Manual August 2006

Unified Command

Authority 

Authority and responsibility for an Incident Commander to manage an incident or event comes in the 

form of a delegation of authority from the agency executive or administrator of the jurisdiction of 

occurrence or inherent in existing agency policies and procedures. When an incident/event spans 

multiple jurisdictions this responsibility belongs to the various jurisdictional and agency executives or 

administrators who set policy and are accountable to their jurisdictions or agencies. They must 

appropriately delegate to the Unified Commanders the authority to manage the incident. Given this 

authority, the Unified Commanders will then collectively develop one comprehensive set of incident 

objectives, and use them to develop strategies. 

Advantages of Using Unified Command 

The advantages of using Unified Command include: 

 A single set of objectives is developed for the entire incident. 

 A collective approach is used to develop strategies to achieve incident objectives. 

 Information flow and coordination is improved between all jurisdictions and agencies involved in 

the incident. 

 All agencies with responsibility for the incident have an understanding of joint priorities and 

restrictions. 

 No agency’s legal authorities will be compromised or neglected. 

 The combined efforts of all agencies are optimized as they perform their respective assignments 

under a single Incident Action Plan. 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-33

Planning Process

It was recognized early in the development of the ICS that the critical factor of adequate planning for 

incident operations was often overlooked or not given enough emphasis. This resulted in poor use of 

resources, inappropriate strategies and tactics, safety problems, higher incident costs, and lower 

effectiveness. 

Those involved in the original ICS development felt that there was a need to develop a simple but 

thorough process for planning that could be utilized for both smaller, short-term incidents and events, 

and for longer, more complex incident planning. The planning process may begin with the scheduling 

of a planned event, the identification of a credible threat, or the initial response to an actual or 

impending event. The process continues with the implementation of the formalized steps and staffing 

required to develop a written Incident Action Plan (IAP). 

The primary phases of the planning process are essentially the same for the Incident Commander 

who develops the initial plan, for the Incident Commander and Operations Section Chief revising the 

initial plan for extended operations, and for the incident management team developing a formal IAP, 

each following a similar process. During the initial stages of incident management, planners must 

develop a simple plan that can be communicated through concise verbal briefings. Frequently, this 

plan must be developed very quickly and with incomplete situation information. As the incident 

management effort evolves over time, additional lead time, staff, information systems, and 

technologies enable more detailed planning and cataloging of events and “lessons learned.” 

Planning involves: 

 Evaluating the situation. 

 Developing incident objectives. 

 Selecting a strategy. 

 Deciding which resources should be used to achieve the objectives in the safest, most efficient 

and cost-effective manner. 
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Planning Process

Incident

Commander

Operations

Section

Planning

Section

Logistics

Section

Finance/Admin

Section

Command: Develops the 

overall incident objectives 

and strategy, approves 

resource orders and 

demobilization, and approves 

the IAP by signature.

Operations: Assists 

with developing strategy, 

and identifies, assigns, 

and supervises the

resources needed to

accomplish the incident 

objectives.

Planning: Provides 

status reports, manages 

the planning process, 

and produces the IAP.

Logistics: Orders

resources and develops 

the Transportation, 

Communications, and 

Medical Plans.

Finance/Admin:

Develops cost analyses, 

ensures that the IAP is 

within the financial limits 

established by the IC, 

develops contracts, and 

pays for the resources. 

Incident

Commander

Operations

Section

Planning

Section

Logistics

Section

Finance/Admin

Section

Command: Develops the 

overall incident objectives 

and strategy, approves 

resource orders and 

demobilization, and approves 

the IAP by signature.

Operations: Assists 

with developing strategy, 

and identifies, assigns, 

and supervises the

resources needed to

accomplish the incident 

objectives.

Planning: Provides 

status reports, manages 

the planning process, 

and produces the IAP.

Logistics: Orders

resources and develops 

the Transportation, 

Communications, and 

Medical Plans.

Finance/Admin:

Develops cost analyses, 

ensures that the IAP is 

within the financial limits 

established by the IC, 

develops contracts, and 

pays for the resources. 

Caption: Organizational chart showing that Command develops the overall incident objectives and 

strategy, approves resource orders and demobilization, and approves the IAP by signature. 

Operations assists with developing strategy, and identifies, assigns, and supervises the resources 

needed to accomplish the incident objectives. Planning provides status reports, manages the 

planning process, and produces the IAP. Logistics orders resources and develops the 

Transportation, Communications, and Medical Plans. Finance/Administration develops cost 

analyses, ensures that the IAP is within the financial limits established by the IC, develops contracts, 

and pays for the resources. 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-35

Planning Process (Continued)

The Planning “P” 

The Planning “P” shows the planning process for one operational period. 

Caption: The Planning “P” illustrates the incident planning process. 

 The leg of the “P” describes the initial response period: Once the incident/threat begins, the 

steps are Notification, Initial Response & Assessment, Incident Briefing (ICS Form 201), and 

Initial Incident Command/Unified Command Meeting. 

 At the top of the leg of the “P” is the beginning of the first operational period planning cycle. 

In this circular sequence, the steps are IC/UC Sets Objectives, Tactics Meeting, Preparing 

for the Planning Meeting, Planning Meeting, IAP Prep & Approval, and Operations Briefing. 

 At this point a new operations period begins. The next step is Execute Plan & Assess 

Progress, after which the cycle begins again.
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Planning Process (Continued)

Initial Response 

Planning begins with a thorough size-up that provides

information needed to make initial management 

decisions. 

The ICS Form 201 provides Command Staff with 

information about the incident situation and the resources 

allocated to the incident. This form serves as a 

permanent record of the initial response to the incident

and can be used for transfer of command. 

Validate or Adjust Objectives 

Determining the Incident Objectives and strategy is an 

essential prerequisite to developing the plan. Incident 

Objectives should have the following characteristics: 

 Specific - Is the wording precise and unambiguous? 

 Measurable - How will achievements be measured? 

 Action-Oriented - Is an action verb used to describe 

expected accomplishments? 

 Realistic - Is the outcome achievable with given 

available 

resources? 

 Time Sensitive - What is the timeframe? (If 

applicable.) 

The strategy or strategies to achieve the objectives 

should pass the following criteria test: 

 Make good sense (feasible, practical, and suitable). 

 Be within acceptable safety norms. 

 Be cost effective.

 Be consistent with sound environmental practices. 

 Meet political considerations. 
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August 2006 ICS-400: Advanced ICS—Student Manual Page 2-37

Planning Process (Continued)

Validate or Adjust Objectives (Continued) 

It is also essential to consider alternative strategies that

may be employed. If possible, an alternative strategy

should be considered for each Incident Objective. 

On small incidents, the task of developing Incident 

Objectives and strategies is the sole responsibility of the 

Incident Commander. The activity associated with these 

first two steps may take only a few minutes. 

On larger incidents, members of the General Staff and 

others will contribute to this process.

Strategy Meeting If Objectives Adjusted 

If the Incident Objectives are adjusted, the incident 

strategy may also be affected. 

A Strategy Meeting may be held to modify the strategies. 
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Planning Process (Continued)

Tactics Meeting 

The purpose of the Tactics Meeting is to review the tactics 

developed by the Operations Section Chief. This includes the 

following: 

 Determine how the selected strategy will be 

accomplished in order to achieve the incident objectives. 

 Assign resources to implement the tactics.

 Identify methods for monitoring tactics and resources to 

determine if adjustments are required (e.g., different 

tactics, different resources, or new strategy). 

The Operations Section Chief, Safety Officer, Logistics 

Section Chief, and Resources Unit Leader attend the Tactics 

Meeting. The Operations Section Chief leads the Tactics 

Meeting. 

The ICS Forms 215, Operational Planning Worksheet, and 

215A, Incident Safety Analysis, are used to document the 

Tactics Meeting. 

Resource assignments will be made for each of the specific

work tasks. Resource assignments will consist of the kind, 

type, and numbers of resources available and needed to 

achieve the tactical operations desired for the operational 

period. If the required tactical resources will not be available, 

then an adjustment should be made to the tactical 

assignments being planned for the Operational Period. It is 

very important that tactical resource availability and other 

needed support be determined prior to spending a great deal 

of time working on strategies and tactical operations that 

realistically cannot be achieved. 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-39

Planning Process (Continued)

Preparing for the Planning Meeting 

Following the Tactics Meeting, preparations are made for the 

Planning Meeting, to include the following actions coordinated

by the Planning Section: 

 Review the ICS Form 215 developed in the Tactics 

Meeting. 

 Review the ICS Form 215A, Incident Safety Analysis 

(prepared by the Safety Officer), based on the 

information in the ICS Form 215. 

 Assess current operations effectiveness and resource 

efficiency. 

 Gather information to support incident management 

decisions. 

Planning Meeting 

The Planning Meeting provides the opportunity for the 

Command and General Staff to review and validate the 

operational plan as proposed by the Operations Section 

Chief. Attendance is required for all Command and General 

Staff. Additional incident personnel may attend at the request 

of the Planning Section Chief or the Incident Commander. 

The Planning Section Chief conducts the Planning Meeting 

following a fixed agenda. 

The Operations Section Chief delineates the amount and type 

of resources he or she will need to accomplish the plan. The 

Planning Section’s “Resources Unit” will have to work with the 

Logistics Section to accommodate. 

At the conclusion of the meeting, the Planning Section Staff 

will indicate when all elements of the plan and support

documents are required to be submitted so the plan can be 

collated, duplicated, and made ready for the Operational 

Period Briefing. 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-40 ICS-400: Advanced ICS—Student Manual August 2006

Planning Process (Continued)

IAP Preparation and Approval 

The next step in the Incident Action Planning Process is plan

preparation and approval. The written plan is comprised of a 

series of standard forms and supporting documents that 

convey the Incident Commander’s intent and the Operations 

Section direction for the accomplishment of the plan for that 

Operational Period. 

For simple incidents of short duration, the Incident Action 

Plan (IAP) will be developed by the Incident Commander and 

communicated to subordinates in a verbal briefing. The 

planning associated with this level of complexity does not 

demand the formal planning meeting process as highlighted 

above. 

Certain conditions result in the need for the Incident 

Commander to engage a more formal process. A written IAP 

should be considered whenever: 

 Two or more jurisdictions are involved in the response. 

 The incident continues into the next Operational Period. 

 A number of ICS organizational elements are activated 

(typically when General Staff Sections are staffed). 

 It is required by agency policy. 

 A Hazmat incident is involved (required).

Operational Period Briefing 

The Operational Period Briefing may be referred to as the 

Operations Briefing or the Shift Briefing. This briefing is

conducted at the beginning of each Operational Period and 

presents the Incident Action Plan to supervisors of tactical 

resources.

Following the Operational Period Briefing supervisors will 

meet with their assigned resources for a detailed briefing on 

their respective assignments. 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-41

Planning Process (Continued)

Execute Plan and Assess Progress 

The Operations Section directs the implementation of the 

plan. The supervisory personnel within the Operations

Section are responsible for implementation of the plan for the 

specific Operational Period. 

The plan is evaluated at various stages in its development 

and implementation. The Operations Section Chief may 

make the appropriate adjustments during the Operational 

Period to ensure that the objectives are met and 

effectiveness is assured. 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-42 ICS-400: Advanced ICS—Student Manual August 2006

ICS Forms

ICS Form 201 – Incident 

Briefing Form 

The ICS Form 201 – Incident Briefing Form is most often used by the 

initial Incident Commander and is a four-sheet document that allows 

for the capture of vital incident command and control information prior 

to the implementation of the formal planning process. This form 

allows for a concise and complete transfer of command briefing to an 

incoming new Incident Commander. In addition, this form may serve 

as the full extent of incident command and control documentation if 

the situation is resolved by the initial response resources and 

organization. This form is designed to be transferred easily to the 

members of the Command and General Staff as they arrive and begin 

work. It is not included as a part of the formal written Incident Action 

Plan. Completed by Initial Incident Commander. 

ICS Form 202 – Incident 

Objectives 

The ICS Form 202 – Incident Objectives serves as the first page of a 

written IAP. It includes incident information, a listing of the Incident 

Commander’s Objectives for the Operational Period, pertinent 

weather information, a general safety message, and a table of 

contents for the plan. Signature Blocks are provided for Incident 

Commander and Planning Section Chief. 

ICS Form 203 – 

Organizational 

Assignment List 

The ICS Form 203 – Organizational Assignment List is typically the 

second page of the IAP and provides a full accounting of incident 

management and supervisory staff for that Operational Period. 

Completed by Resources Unit Leader. 

ICS Form 204 – 

Division/Group 

Assignment List 

The ICS Form 204 – Division/Group Assignment List is included in 

multiples based on the organizational structure of the Operations 

Section for the Operational Period. Each Division or Group will have 

its own page. This page will list who is supervising the Division or 

Group to include Branch Director if assigned. It will also list the 

specific assigned resources with leader name and number of 

personnel assigned to each resource. This document then describes 

in detail the specific actions that that Division or Group will be taking 

in support of the overall incident objectives. Any special instruction 

will be included as well as the elements of the communications plan 

that applies to that Division or Group. Completed by Resources Unit 

Leader from information provided by Operations Section Chief and 

Logistics Communications Unit Leader. Approved by Planning 

Section Chief. 

ICS Form 205 – Incident 

Communications Plan

The ICS Form 205 – Incident Communications Plan depicts the entire 

communications plan for the incident. Completed by Communications 

Unit Leader. 

ICS Form 206 – Incident 

Medical Plan 

The ICS Form 206 – Incident Medical Plan presents the incident’s 

medical plan to care for responder medical emergencies. Completed 

by Medical Unit Leader. Approved by Safety Officer. 

ICS Form 211 – Check-In 

List 

The ICS Form 211 – Check-In List is used to document the check-in 

process. Check-in recorders report check-in information to the 

Resources Unit. 
Unit 2 Fundamentals Review for Command and General Staff 

August 2006 ICS-400: Advanced ICS—Student Manual Page 2-43

ICS Forms

ICS Form 214 – Unit Log The ICS Form 214 – Maintained by supervisory incident staff. 

ICS Form 215 – 

Operational Planning 

Worksheet 

The ICS Form 215 – Operational Planning Worksheet communicates 

to the Resources Unit the resources needed as a result of decisions 

made during the Tactics and Planning meetings. The Worksheet is 

used by the Resources Unit to complete the Assignment List (ICS 

Form 204) and by the Logistics Section Chief for ordering resources. 

Completed by Planning Section Chief or Resources Unit Leader from 

information provided by Operations Section Chief. 

ICS Form 215A – Incident 

Action Plan Safety 

Analysis 

The ICS Form 215A – Incident Action Plan Safety Analysis 

communicates to the Operations and Planning Section Chiefs safety 

and health issues identified by the Safety Officer. The Worksheet is 

used by the Resources Unit to complete ICS Form 204 Forms and 

Operations briefings. Completed by the Safety Officer from 

information provided by the Operations Section Chief. 
Unit 2 Fundamentals Review for Command and General Staff 

Page 2-44 ICS-400: Advanced ICS—Student Manual August 2006

Demobilization

Demobilization planning helps to: 

 Eliminate waste in resources. 

 Eliminate potential fiscal and legal impacts. 

 Ensure a controlled, safe, efficient, and cost-effective release process. 

Demobilization policies and procedures depend on size of incident and may involve: 

 Fiscal/legal policies and procedures. 

 Work rules. 

 Special license requirements. 

 Other requirements. 
Unit 3: Major and/or Complex 

Incident/Event Management 

Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-1

Topic Unit Introduction 

Visual 3.1 

Unit 3: 

Major and/or 

Complex Incident/Event 

Management

Visual Description: Unit Introduction 

Key Points 

Note the following key points: 

 Major or complex incidents and events often create special problems related to incident 

organization. 

 Anticipating potential problems can allow incident managers to generate more options for 

organizing complex incident management. 

 This unit describes alternative organizational models for managing complex incidents.
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-2 ICS-400: Advanced ICS—Student Manual August 2006

Topic Unit Objectives 

Visual 3.2 

Unit 3: Visual 3.2

Major and/or Complex Incident/Event Management

Unit Objectives

 List the principal factors often found in or 

related to major and/or complex incidents/

events.

 List the four expansion options for incident/

event organization and describe the conditions 

under which they would be applied. 

 Demonstrate, through an exercise, how to apply

the various options related to major or complex 

incident management.

Visual Description: Unit Objectives 

Key Points 

By the end of this unit, you should be able to: 

 List the principal factors often found in or related to major and/or complex incidents/ 

events. 

 List the four expansion options for incident/event organization and describe the conditions 

under which they would be applied. 

 Demonstrate, through an exercise, how to apply the various options related to major or 

complex incident management. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-3

Topic Major/Complex Incidents: Overview

Visual 3.3 

Unit 3: Visual 3.3

Major and/or Complex Incident/Event Management

What Are Major/Complex Incidents? (1 of 2)

 Involve more than one agency and/or political

jurisdiction.

 Involve complex management and communication

issues.

 Require experienced, highly qualified supervisory

personnel.

 Require numerous tactical and support resources.

 Involve multiple victims with injuries, fatalities, or

illnesses.

Visual Description: What Are Major/Complex Incidents? (1 of 2) 

Key Points 

Major incidents are infrequent and represent less than 10 percent of the total incidents that 

occur each year. However, these incidents have the most significant management challenges. 

The term “major or complex incident” may have different meanings to different agencies 

depending upon the size of the jurisdiction, number of resources available, and other variables. 

However, in the context of incident management, major incidents generally: 

 Involve more than one agency and/or political jurisdiction. 

 Involve complex management and communication issues. 

 Require experienced, highly qualified supervisory personnel. 

 Require numerous tactical and support resources. 

 Involve multiple victims with injuries, fatalities, or illnesses. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-4 ICS-400: Advanced ICS—Student Manual August 2006

Topic Major/Complex Incidents: Overview

Visual 3.4 

Unit 3: Visual 3.4

Major and/or Complex Incident/Event Management

What Are Major/Complex Incidents? (2 of 2)

 Include widespread damage to property/environment.

 Result in psychological threat/trauma.

 Span multiple operational periods (days, weeks). 

 Are costly to control and mitigate.

 Require extensive recovery efforts.

 Draw national media interest.

 May be designated an Incident of National Significance.

 May require management of donations and activities of

non-governmental organizations (NGOs).

Visual Description: What Are Major/Complex Incidents? (2 of 2) 

Key Points 

Major incidents also generally: 

 Include widespread damage to property/environment. 

 Result in psychological threat/trauma. 

 Span multiple operational periods (days, weeks). 

 Are costly to control and mitigate. 

 Require extensive recovery efforts.

 Draw national media interest. 

 May be designated an Incident of National Significance. 

 May require management of donations and activities of non-governmental organizations 

(NGOs). 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-5

Topic Major/Complex Incidents: Overview

Visual 3.5 

Unit 3: Visual 3.5

Major and/or Complex Incident/Event Management

Incidents of National Significance (1 of 2)

 The resources of State and local authorities are 

overwhelmed and Federal assistance has been 

requested by the appropriate State and local 

authorities. Examples include: 

 Major disasters or emergencies as defined 

under the Stafford Act; and

 Catastrophic incidents.

Visual Description: Incidents of National Significance (1 of 2)

Key Points 

The National Response Plan (NRP) bases the definition of Incidents of National Significance on

situations related to the below four criteria set forth in Homeland Security Presidential Directive 

(HSPD)-5. 

 The resources of State and local authorities are overwhelmed and Federal assistance has 

been requested by the appropriate State and local authorities. 

Examples include: 

 Major disasters or emergencies as defined under the Stafford Act; and 

 Catastrophic incidents. A catastrophic incident is any natural or manmade incident, 

including terrorism, that results in extraordinary levels of mass casualties, damage, or 

disruption severely affecting the population, infrastructure, environment, economy, 

national morale, and/or government functions. 

For Incidents of National Significance that are Presidentially declared disasters or 

emergencies, Federal support to States is delivered in accordance with relevant 

provisions of the Stafford Act. Note that while all Presidentially declared disasters and 

emergencies under the Stafford Act are considered Incidents of National Significance,

not all Incidents of National Significance necessarily result in disaster or emergency 

declarations under the Stafford Act. 

(Continued on the next page.) 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-6 ICS-400: Advanced ICS—Student Manual August 2006

Topic Major/Complex Incidents: Overview

Visual 3.6 

Unit 3: Visual 3.6

Major and/or Complex Incident/Event Management

Incidents of National Significance (2 of 2)

 More than one Federal department or agency

has become substantially involved in 

responding to an incident. 

 A Federal department or agency acting under 

its own authority has requested the assistance 

of the Secretary of Homeland Security. 

 The Secretary of Homeland Security has been 

directed to assume responsibility for managing 

the domestic incident by the President. 

Visual Description: Incidents of National Significance (2 of 2)

Key Points 

Incidents of National Significance (Continued) 

 More than one Federal department or agency has become substantially involved in 

responding to an incident. 

Examples include: 

 Credible threats, indications, or warnings of imminent terrorist attack, or acts of terrorism 

directed domestically against the people, property, environment, or political or legal 

institutions of the United States or its territories or possessions; and 

 Threats or incidents related to high-profile, large-scale events that present highprobability targets such as National Special Security Events (NSSEs) and other special 

events as determined by the Secretary of Homeland Security, in coordination with other 

Federal departments and agencies.

 A Federal department or agency acting under its own authority has requested the 

assistance of the Secretary of Homeland Security. 

 The Secretary of Homeland Security has been directed to assume responsibility for 

managing the domestic incident by the President. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-7

Topic Major/Complex Incidents: Overview

Visual 3.7 

Unit 3: Visual 3.7

Major and/or Complex Incident/Event Management

Past Experiences

How does the

management of major or 

complex incidents differ 

from managing more 

routine response?

What are some 

lessons learned?

Visual Description: How does management of major or complex incidents differ from managing more 

routine response? What are some lessons learned?

Key Points 

What past experiences have you had with major or complex incident management? 

You should obtain a copy of FA-282, “Responding to Incidents of National Consequences” that 

contains recommendations for America’s Fire and Emergency Services based on the events of 

9/11/01 and other similar incidents. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-8 ICS-400: Advanced ICS—Student Manual August 2006

Topic Incident Complexity 

Visual 3.8 

Unit 3: Visual 3.8

Major and/or Complex Incident/Event Management

Incident Complexity Types

Visual Description: Incident Complexity Types

Key Points 

Incident typing is based on a number of characteristics, including the number of resources and 

the time span (number of operational periods). 

Another way of defining a “major incident” in terms of incident management is the typing of 

incidents. However, the size and capacity of the jurisdiction experiencing the incident is also a 

factor in determining incident complexity. Typically, Type 1, 2, and 3 incidents are considered 

“major or complex”; however, one jurisdiction’s Type 3 incident may be business as usual for 

another. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-9

Topic Incident Complexity 

Incident Types 

Incidents may be typed in order to make decisions about resource requirements. Incident 

types are based on the following five levels of complexity. 

Type 5  The incident can be handled with one or two single resources with up to six 

personnel. 

 Command and General Staff positions (other than the Incident Commander) are 

not activated. 

 No written Incident Action Plan (IAP) is required. 

 The incident is typically contained within an hour or two after resources arrive on 

scene. 

 Examples include a vehicle fire, an injured person, or a police traffic stop. 

Type 4  Command Staff and General Staff functions are activated only if needed. 

 Several resources are required to mitigate the incident, including a Task Force or 

Strike Team. 

 The incident is typically contained within one operational period in the control 

phase, usually within a few hours after resources arrive on scene. 

 The Agency Administrator may have briefings, and ensure the complexity analysis 

and delegation of authority are updated. 

 No written Incident Action Plan (IAP) is required but a documented operational 

briefing will be completed for all incoming resources. 

 Examples may include a major structure fire, a multivehicle crash with multiple 

patients, an armed robbery, or a small hazmat spill. 

Type 3 When capabilities exceed initial attack, the appropriate ICS positions should be added 

to match the complexity of the incident. 

 Some or all of the Command and General Staff positions may be activated, as well 

as Division/Group Supervisor and/or Unit Leader level positions. 

 A Type 3 Incident Management Team (IMT) or incident command organization 

manages initial action incidents with a significant number of resources, an 

extended attack incident until containment/control is achieved, or an expanding 

incident until transition to a Type 1 or 2 IMT. 

 The incident typically extends into multiple operational periods. 

 A written IAP is typically required for each operational period. 

 Examples include a tornado touchdown, earthquake, flood, or multiday 

hostage/standoff situation. 

(Continued on the next page.) 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-10 ICS-400: Advanced ICS—Student Manual August 2006

Topic Incident Complexity 

Incident Types

Type 2 When the incident extends beyond the capabilities for local control and the incident is 

expected to go into multiple operational periods. A Type 2 incident may require the 

response of resources out of the area, including regional and/or national resources, to 

effectively manage the operations, command, and general staffing. 

 Most or all of the Command and General Staff positions are filled. 

 A written IAP is required for each operational period. 

 Many of the functional units are needed and staffed. 

 Operations personnel normally do not exceed 200 per operational period and total 

incident personnel do not exceed 500 (guidelines only). 

 The Agency Administrator is responsible for the incident complexity analysis, 

Agency Administrator briefings, and the written delegation of authority. 

 Typically involve incidents of regional significance. 

Type 1  This type of incident is the most complex, requiring national resources to safely 

and effectively manage and operate. 

 All Command and General Staff positions are activated. 

 Operations personnel often exceed 500 per operational period and total personnel 

will usually exceed 1,000. 

 Branches may need to be established. 

 The Agency Administrator will have briefings, and ensure that the complexity 

analysis and delegation of authority are updated. 

 Use of resource advisors at the incident base is recommended. 

 There is a high impact on the local jurisdiction, requiring additional staff for office 

administrative and support functions. 

 Typically involve incidents of national significance. 

Source: U.S. Fire Administration 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-11

Topic Incident Complexity 

Visual 3.9 

Unit 3: Visual 3.9

Major and/or Complex Incident/Event Management

Complex Incidents

Smaller 

Incidents 

That Expand

Major

Incidents 

Visual Description: Complex Incidents

Key Points 

Incidents can become major in two ways: 

 Start smaller and become major incidents - Smaller incidents, such as fires, or hazardous 

materials spills, can become major as result of wind or surface conditions and also as a 

result of response time delays, poor initial management, and/or lack of resources or support. 

 Start as major incidents - Earthquakes, hurricanes, floods, major aviation crashes, tanker 

spills, major hazardous materials situations, simultaneous civil disorders, terrorism, etc., can 

all produce major and/or complex incident management situations. 

Major incidents: 

 Are often thought of as covering a large geographical area. For example, many acres 

burning, an entire area flooded, or several floors in a building.

 Also can be incidents with great complexity, such as with a weapon of mass destruction 

incident, requiring the application of a variety of tactics and resources to successfully bring 

the situation under control. 

There is virtually no geographic location that is free from the potential of having a major or 

complex incident. Smaller jurisdictions can and do have major and complex incidents. Even 

though the smaller jurisdictions do not have extensive personnel and equipment resources, they 

can effectively use ICS. To do so requires adequate training and planning with adjacent 

jurisdictions and agencies to jointly develop the capability to effectively manage major incidents. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-12 ICS-400: Advanced ICS—Student Manual August 2006

Topic Complex Organization Characteristics 

Visual 3.10 

Unit 3: Visual 3.10

Major and/or Complex Incident/Event Management

Characteristics: Organization (1 of 3)

Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Admin.

Section Chief

Incident Commander

Public Information

Officer

Liaison

Officer

Safety

Officer

All Command and General Staff positions are 

filled.

Visual Description: ICS Organizational Chart showing Command and General Staff positions (1 of 3)

Key Points 

In a major or complex incident, all Command and General Staff positions are filled. The ICS 

organizational structure below reinforces those elements designed to assist with the 

management of large and complex incidents. 

Remember that: 

 The Command Staff consists of the Public Information Officer, Safety Officer, and Liaison 

Officer who report directly to the Incident Commander. 

 The General Staff includes incident management personnel comprised of the Incident 

Commander, Operations Section Chief, Planning Section Chief, Logistics Section Chief, and 

Finance/Administration Section Chief. 

Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Admin.

Section Chief

Incident Commander

Public Information

Officer

Liaison

Officer

Safety

Officer

Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Admin.

Section Chief

Incident Commander

Public Information

Officer

Liaison

Officer

Safety

Officer
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-13

Topic Complex Organization Characteristics 

Visual 3.11 

Unit 3: Visual 3.11

Major and/or Complex Incident/Event Management

Characteristics: Organization (2 of 3)

Air Ops

Branch

Divisions Groups

Operations Section

Single Resource

Task Force

Strike Team

Planning Section Logistics Section Finance/Admin.

Section

Incident Commander

Public Information

Officer

Liaison

Officer

Safety

Officer

Divisions and Groups are used 

to organize tactical resources. 

Branches may be required to 

reduce span of control.

Branches

Visual Description: ICS organization with Branches, Divisions, and Groups highlighted (2 of 3) 

Key Points 

In a major/complex incident-based span of control, an Operations Section could have five 

Branches. Each Branch could have five Divisions/Groups. Each Division/Group could have five 

Task Forces or Strike Teams assigned. Finally, each Task Force or Strike Team may have five 

single resources. The actual number of personnel would be determined by the kinds of Task 

Forces and/or Strike Teams involved. 

The following definitions can be reviewed as needed: 

 Division. That organizational level having responsibility for operations within a defined

geographic area. 

 Group. Groups are established to divide the incident into functional areas of operation. 

 Branch. That organizational level having functional, geographical, or jurisdictional 

responsibility for major parts of the incident operations. 

 Task Force. A group of resources with common communications and a leader that may be 

pre-established and sent to an incident, or formed at an incident. 

 Strike Team. Specified combinations of the same kind and type of resources, with common 

communications and a leader. 

 Single Resources. An individual piece of equipment and its personnel complement, or an 

established crew or team of individuals with an identified work supervisor, that can be used 

on an incident. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-14 ICS-400: Advanced ICS—Student Manual August 2006

Topic Complex Organization Characteristics 

Visual 3.12 

Unit 3: Visual 3.12

Major and/or Complex Incident/Event Management

Characteristics: Organization (3 of 3)

Branches Air Ops

Branch

Divisions Groups

Operations Section

Single Resource

Task Force

Strike Team

Resources

Unit

Planning Section

Demob.

Unit

Situation

Unit

Doc.

Unit

Logistics Section

Supply

Unit

Facilities

Unit

Ground

Support

Unit

Finance/Admin.

Section

Time

Unit

Compens.

Claims Unit

Procurement

Unit

Cost

Unit

Incident Commander

Public Information

Officer

Liaison

Officer

Safety

Officer

Commun.

Unit

Medical

Unit

Food

Unit

Service

Branch

Support

Branch

Most support 

units are 

needed.

Visual Description: ICS organization with units highlighted (3 of 3)

Key Points 

In a major/complex incident, most support units are needed. 

Remember that a unit is an organizational element having functional responsibility for a specific 

incident planning, logistics, or finance activity. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-15

Topic Complex Organization Characteristics 

Visual 3.13 

Unit 3: Visual 3.13

Major and/or Complex Incident/Event Management

Information/Intelligence Function

Planning

Section

Resources

Unit

Demobilization

Unit

Situation

Unit

Documentation

Unit

Information/Intelligence

Unit

Operations

Section

Planning

Section

Logistics

Section

Finance/Admin.

Section Information/

Intelligence

Section

Based on the incident needs, the 

Information/Intelligence Function may

be activated as a fifth Section, as an

element within the Operations or 

Planning Sections, or as part of the

Command Staff.

Information/Intelligence

Branch

Operations

Section Incident 

Commander

Information/Intelligence

Officer

Visual Description: Information/Intelligence Function 

Key Points 

The following key points are from the NIMS document. 

 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, the Information/Intelligence Function is located in the Planning Section. 

However, in exceptional situations, the Incident Commander may need to assign the

Information/Intelligence Function to other parts of the ICS organization. In any case, 

information and intelligence must be appropriately analyzed and shared with personnel, 

designated by the Incident Commander, who have proper clearance and a “need to know” to 

ensure that they support decisionmaking. 

(Continued on the next page.) 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-16 ICS-400: Advanced ICS—Student Manual August 2006

Topic Complex Organization Characteristics 

 The Information/Intelligence Function may be organized in one of the following ways: 

 Within the Command Staff. This option may be most appropriate in incidents with little 

need for tactical or classified intelligence, and in which incident-related intelligence is 

provided by supporting Agency Representatives through real-time reach-back 

capabilities. 

 As a Unit Within the Planning Section. This option may be most appropriate in an 

incident with some need for tactical intelligence and when no law enforcement entity is a 

member of the Unified Command. 

 As a Branch Within the Operations Section. This option may be most appropriate in 

incidents with a high need for tactical intelligence (particularly classified intelligence) and 

when law enforcement is a member of the Unified Command. 

 As a Separate General Staff 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. 

 Regardless of how it is organized, the Information/Intelligence Function also is responsible 

for developing, conducting, and managing information-related security plans and operations 

as directed by the Incident Plan. 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 information, sensitive law enforcement information, proprietary and 

personal information, or export-controlled 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/Intelligence Function also is responsible for coordinating information- and 

operational-security matters with public awareness activities that fall under the responsibility 

of the Public Information Officer, particularly where such public awareness activities may 

affect information or operations security. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-17

Topic Complex Organization Characteristics 

Visual 3.14 

Unit 3: Visual 3.14

Major and/or Complex Incident/Event Management

Characteristics: Resources & Planning 

 Large number of tactical and 

support resources will need to 

be ordered, tracked, and

managed.

 Multiple operational periods 

are required.

 Written Incident Action Plans 

are produced.

 Transfer of command is likely.

County Line Incident

Incident Action Plan

August 21, XXXX

Day Operational

Period

Visual Description: Characteristics: Resources & Planning

Key Points 

Note that often in a major/complex incident: 

 A large number of tactical and support resources will need to be ordered, tracked, and 

managed. 

 Multiple operational periods are required. 

 Written IAPs are produced. 

 A transfer of command is likely. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-18 ICS-400: Advanced ICS—Student Manual August 2006

Topic Complex Organization Characteristics 

Visual 3.15 

Unit 3: Visual 3.15

Major and/or Complex Incident/Event Management

Factors for Determining Size & Structure

 Administrative and 

jurisdictional complexity

 Geographic area involved

 Consideration of the span 

of control

 Functional specialties 

required

 Logistics, planning, and 

other support needs

 Potential for growth

Visual Description: Factors for Determining Size & Structure 

Key Points 

ICS allows considerable flexibility in organization to address the special needs of large and 

complex incidents. 

The primary factors for determining the size and structure of the organization include:

 The administrative and jurisdictional complexity. 

 The geographical area involved. 

 Consideration of the span of control. 

 Functional specialties required. 

 Incident logistical, planning, and other support needs. 

 Potential for growth. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-19

Topic ICS Organizational Options 

Visual 3.16 

Unit 3: Visual 3.16

Major and/or Complex Incident/Event Management

ICS Organizational Options

Combine Several Incidents Into an Incident Complex

Divide an Incident Into Two or More Single Incidents

Add a Second Operations or Logistics Section

Expand the Planning Capability

Visual Description: ICS Organizational Options 

Key Points 

Note the following key points: 

 While the standard ICS structure is adaptable to meet the needs of most major incidents, 

not all situations are alike. Other forms of ICS organization may be needed to meet 

extraordinary situations.

 The management principles that relate to ICS are important. However, it also is important 

that the system work effectively to meet the needs of the incident. On major/complex 

incidents, this may require tailoring the organization to meet the needs of the situation.

 As shown on the visual, the following are options for managing major/complex incidents: 

 Combining Several Incidents Into an Incident Complex. 

 Dividing an Incident Into Two or More Single Incidents. 

 Expanding the Planning Capability. 

 Adding a Second Operations or Logistics Section. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-20 ICS-400: Advanced ICS—Student Manual August 2006

Topic Incident Complex 

Visual 3.17 

Unit 3: Visual 3.17

Major and/or Complex Incident/Event Management

Incident Complex Definition

An Incident Complex is two or more individual 

incidents located in the same general proximity

that are assigned to a single Incident Commander 

or Unified Command to facilitate management.

Visual Description: Incident Complex Definition 

Key Points 

Note the following key points: 

 An Incident Complex is two or more individual incidents located in the same general 

proximity that are assigned to a single Incident Commander or Unified Command to 

facilitate.

 When several incidents are organized into an Incident Complex, the general guideline is that 

the individual incidents become Branches within the Operations Section of the Incident 

Complex structure. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-21

Topic Incident Complex 

Visual 3.18 

Unit 3: Visual 3.18

Major and/or Complex Incident/Event Management

Incident Complex: When Used

An Incident Complex may

be formed when:

 There are many separate 

incidents occurring

close together.

 One incident is underway

and other, smaller incidents occur in the same 

proximity.

 Management can be facilitated by developing an 

incident complex.

Visual Description: Incident Complex: When Used

Key Points 

An Incident Complex may be formed when: 

 There are many separate incidents occurring close together. 

 One incident is underway and other, smaller incidents occur in the same proximity. 

 Management can be facilitated by developing an incident complex. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-22 ICS-400: Advanced ICS—Student Manual August 2006

Topic Incident Complex 

Visual 3.19 

Unit 3: Visual 3.19

Major and/or Complex Incident/Event Management

Discussion Question

What are some

examples of when it 

might be advantageous to 

establish an Incident 

Complex?

Visual Description: What are some examples of when it might be advantageous to establish an Incident 

Complex?

Key Points 

What are some examples of when it might be advantageous to establish an Incident Complex? 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-23

Topic Incident Complex 

Visual 3.20 

Unit 3: Visual 3.20

Major and/or Complex Incident/Event Management

Incident Complex: Considerations

 Incidents must be close enough to be managed 

by the same incident management team.

 Some staff and/or logistics economies may be 

achieved by using one management team.

 Consolidation is required to conserve staff and 

reduce costs.

 Planning, Logistics, and Finance/Administration

activities can be adequately provided by a 

single management team.

Visual Description: Incident Complex: Considerations 

Key Points 

Considerations for the use of an Incident Complex include: 

 The incidents must be close enough to each other to be managed by the same incident 

management team. 

 Some staff and/or logistics support efficiency is enhanced by using one incident 

management team. 

 The number of overall incidents within the agency or jurisdiction requires consolidations 

wherever possible to conserve staff and reduce costs. 

 Planning, Logistics, and Finance/Administration activities can be adequately provided by a 

single management team. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-24 ICS-400: Advanced ICS—Student Manual August 2006

Topic Incident Complex 

Visual 3.21 

Unit 3: Visual 3.21

Major and/or Complex Incident/Event Management

Incident Complex: Structure 

Branch I

(Incident 1)

Operations Section Planning Section Logistics Section

Incident Command/

Unified Command

Branch II

(Incident 2)

Branch III

(Incident 3)

Finance/Admin.

Section

Typically, each 

separate incident is

organized as a 

Branch allowing for 

future expansion, if 

required.

Visual Description: Incident Complex: Structure 

Key Points 

Note the following key points: 

 An Incident Complex may be managed under a Unified Command. 

 Typically, each separate incident is organized as a Branch allowing for future expansion, if 

required. 

 Using Branches: 

 Allows for more flexibility to establish Divisions or Groups if required later. 

 Also, because Divisions and Groups already may have been established at each of the 

incidents, the same basic structure can be maintained below the Branch level within the 

Incident Complex. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-25

Topic ICS Organizational Options 

Visual 3.22 

Unit 3: Visual 3.22

Major and/or Complex Incident/Event Management

ICS Organizational Options

Combine Several Incidents Into an Incident Complex

Divide an Incident Into Two or More Single Incidents

Add a Second Operations or Logistics Section

Expand the Planning Capability

Visual Description: ICS Organizational Options (With “Divide an Incident . . .” highlighted) 

Key Points 

Some incidents become so large that they can best be managed as separate incidents. This 

next section covers how to divide one large incident into smaller separate incidents. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-26 ICS-400: Advanced ICS—Student Manual August 2006

Topic Dividing an Incident 

Visual 3.23 

Unit 3: Visual 3.23

Major and/or Complex Incident/Event Management

Dividing a Single Incident (1 of 2)

A single incident may be 

divided when it:

 Spreads into other 

jurisdiction(s) and Unified

Command is not feasible.

 Is difficult to manage from 

one location due to terrain

and access.

 Has objectives that are 

naturally separating into 

two operations.

County B

County A

Divide into two incidents

City

River Flood

Visual Description: Dividing a Single Incident (1 of 2)

Key Points 

A single incident may be divided when it: 

County B

County A

Divide into two

incidents

City

River

Flood

 Spreads into other jurisdiction(s) and Unified 

Command is not feasible.

For example, a flooding situation that continues to 

expand into low-lying areas downstream. Although 

Unified Command would still be the first choice, it is 

not always feasible. 

 Is difficult to manage from one location due to terrain and access.

For example, incidents such as earthquake and wildland fire where terrain and access affect 

operational or logistical mobility, and the ability to manage from one location. 

 Has objectives that are naturally separating into two operations.

For example, a bioterrorism incident that includes immediate public health objectives and 

longer term investigation objectives. Again, Unified Command would still be the first choice. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-27

Topic Dividing an Incident 

Visual 3.24 

Unit 3: Visual 3.24

Major and/or Complex Incident/Event Management

Dividing a Single Incident (2 of 2)

Incidents may be divided when:

 The Planning and/or Logistics Section can no 

longer adequately provide support services.

 The Operations Section cannot manage the number

of resources required without exceeding span of 

control.

Visual Description: Dividing a Single Incident (2 of 2) 

Key Points 

In addition to the characteristics of the incident itself, management issues also may make it 

advisable to divide an incident. 

Dividing an incident should be considered if two or more Sections are overtaxed due to the size 

of the incident. 

The following examples show when the Incident Commander (or Unified Command), in 

consultation with the jurisdictional agencies involved, could recommend that the incident be 

divided into two separate incidents:

 The Planning Section, even with additional resources, can no longer adequately provide 

planning services because of: 

 The size of the incident. 

 The varying objectives and strategies needed. 

 The Logistics Section can no longer, or will soon not be able to, serve the widespread 

facilities and operations from a single incident base. 

 The Operations Section cannot manage the number of resources required without 

exceeding span of control. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-28 ICS-400: Advanced ICS—Student Manual August 2006

Topic Dividing an Incident 

Visual 3.25 

Unit 3: Visual 3.25

Major and/or Complex Incident/Event Management

Dividing an Incident

 Step 1: Determine how best to divide the incident.

 Step 2: Assign Incident Commanders and the Command 

and General Staff for each incident.

 Step 3: Designate additional supporting organizational

facilities, locations, etc.

 Step 4: Designate an appropriate time for establishing

two separate incidents (each with a unique name).

 Step 5: Coordinate planning strategies and use of

critical resources for at least the next operational period.

 Step 6: Consider the need for Area Command. (Area

Command is covered in the next unit.)

Visual Description: Dividing an Incident 

Key Points 

The following steps are used to divide an incident: 

 Step 1: Determine how best to divide the incident. This division could be done in several 

ways, depending upon:

 Terrain and access considerations. 

 Locations of future resource and logistical support. 

 Jurisdictional/administrative boundaries. 

 Current Operations Section structure (Branches, Divisions, etc.). 

 Step 2: Assign Incident Commanders and Command and General Staff for each incident. 

 Step 3: Designate additional supporting organizational facilities, location, etc. 

 Step 4: Designate an appropriate time for establishing two separate incidents (each with a 

unique name). 

 Step 5: Coordinate planning strategies and use of critical resources for at least the next 

operational period. 

 Step 6: Consider the need for Area Command. (Area Command is covered in the next 

unit.) 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-29

Topic ICS Organizational Options 

Visual 3.26 

Unit 3: Visual 3.26

Major and/or Complex Incident/Event Management

ICS Organizational Options

Combine Several Incidents Into an Incident Complex

Divide an Incident Into Two or More Single Incidents

Add a Second Operations or Logistics Section

Expand the Planning Capability

Visual Description: ICS Organizational Options (With “Expand the Planning Capability” highlighted) 

Key Points 

Expanding the planning capability at an incident takes several forms, including: 

 Branch Tactical Planning. 

 Separating advanced incident planning from the day-to-day planning process. 

As discussed earlier, the addition of an Information/Intelligence Function is another option for 

expanding planning capability on a complex event or incident. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-30 ICS-400: Advanced ICS—Student Manual August 2006

Topic Expanded Planning Capability

Visual 3.27 

Unit 3: Visual 3.27

Major and/or Complex Incident/Event Management

Branch Tactical Planning: Description

Branch Tactical Planning means that:

 Detailed action plans are developed within the 

Operations Section at the Branch level.

 The Planning Section provides support.

Visual Description: Branch Tactical Planning: Description 

Key Points 

Branch Tactical Planning means that the detailed action plans are developed within the 

Operations Section at the Branch level with the Planning Section providing support and 

coordination.
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-31

Topic Expanded Planning Capability

Visual 3.28 

Unit 3: Visual 3.28

Major and/or Complex Incident/Event Management

Branch Tactical Planning: Uses

Branch Tactical Planning is implemented when:

 No one set of objectives is pertinent to the 

entire incident.

 Special technical expertise is needed for

planning.

 It is not feasible to prepare and distribute the 

IAP.

Visual Description: Branch Tactical Planning: Uses

Key Points 

Tactical planning at the Branch level may be when: 

 The incident becomes so large that there is no single set of objectives that would logically 

pertain to the entire incident. 

 Special technical expertise is needed for planning. 

 It is not feasible to prepare and distribute the IAP within the required timeframe. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-32 ICS-400: Advanced ICS—Student Manual August 2006

Topic Expanded Planning Capability

Visual 3.29 

Unit 3: Visual 3.29

Major and/or Complex Incident/Event Management

Branch Tactical Planning: Examples

 In a mass fatalities incident, 

the Medical Examiner/

Morgue Operations Branch

may be best suited to 

establish their own incident 

tactical plans.

 In a structural collapse, the

Search and Rescue Branch 

typically will include its

own planning component.

Visual Description: Branch Tactical Planning: Examples 

Key Points 

Branch Tactical Planning may be implemented: 

 In a mass fatalities incident, the Medical Examiner/Morgue Operations Branch may be best 

suited to establish their own incident tactical plans. 

 In a structural collapse, the Search and Rescue Branch typically will include its own planning 

component. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-33

Topic Expanded Planning Capability

Visual 3.30 

Unit 3: Visual 3.30

Major and/or Complex Incident/Event Management

Accomplishing Branch Planning (1 of 3)

When Branch Tactical Planning is used, the Planning 

Section provides:

 General incident objectives.

 Strategy for the Branch for the next operational 

period.

 Branch resource summary for the next 

operational period.

 Weather and safety information.

 Changes to logistical support.

 Personnel to support planning.

Visual Description: Accomplishing Branch Planning (1 of 3) 

Key Points 

When Branch Tactical Planning is used, both the Planning Section and the Operations Section 

participate in the process. 

Note the following key points: 

 When Branch Tactical Planning is used, the Planning Section provides: 

 General incident objectives. 

 Strategy for the Branch for the next operational period. 

 Branch resource summary for the next operational period. 

 Weather and safety information. 

 Changes to logistical support. 

 Personnel to support planning. 

With this information, individual Branches can perform detailed action planning. The

Planning Section must ensure that necessary inter-Branch coordination takes place.
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-34 ICS-400: Advanced ICS—Student Manual August 2006

Topic Expanded Planning Capability

Visual 3.31 

Unit 3: Visual 3.31

Major and/or Complex Incident/Event Management

Accomplishing Branch Planning (2 of 3) 

The “SALUTE” format can be useful in ensuring all 

necessary details have been identified in the ICS 

Form 215.

Visual Description: Accomplishing Branch Planning (2 of 3) 

Key Points 

Once the general information has been received from the Planning Section, the Operations 

Branch fleshes out the tactical plan with the information required to complete the ICS Form 215. 

The “SALUTE” format can be useful in ensuring all necessary details have been identified: 

(Continued on the next page.) 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-35

Topic Expanded Planning Capability

Visual 3.32 

Unit 3: Visual 3.32

Major and/or Complex Incident/Event Management

Accomplishing Branch Planning (3 of 3) 

 Situation – Describe the Branch assignment (Hazmat, 

EOD, etc.).

 Action – Describe the tactical operations assigned to 

the Branch. 

 Locations – Location where the tactical or logistical

activity will be accomplished.

 Unit – Organizational structure within the Branch.

 Time – Start/end time for the tactical assignment.

 Equipment – Resources required.

Visual Description: Accomplishing Branch Planning (3 of 3) 

Key Points 

(Continued) 

 Situation – Describe the Branch assignment (Hazmat, EOD, etc.). 

 Action – Describe the tactical operations assigned to the Branch. These must be in 

sufficient detail so that Branch Directors and Division/Group Supervisors can implement 

them. 

 Location – Include location where the tactical activity will be accomplished (Division or 

Group, plus specific geographical information). Also include locations for logistical support 

and Staging Areas, reporting and drop-off points, etc. 

 Unit – What is the organizational structure within the Branch (Divisions/Groups, Strike 

Teams, etc.)? 

 Time – What is the start/end time for the tactical assignment? What time do you want 

resources to report? 

 Equipment – What resources are required (by Division/Group)? 

Additional resource requirements over those authorized must be made known to the Operations 

Section Chief. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-36 ICS-400: Advanced ICS—Student Manual August 2006

Topic Expanded Planning Capability

Visual 3.33 

Unit 3: Visual 3.33

Major and/or Complex Incident/Event Management

Discussion Questions

Why is advanced 

planning critical 

during a complex 

incident?

What are the 

challenges to ensuring 

that advanced 

planning occurs?

Visual Description: Why is advanced planning critical during a complex incident? What are the 

challenges to ensuring that advanced planning occurs? 

Key Points 

 Why is advanced planning critical during a complex incident? 

 What are the challenges to ensuring that advanced planning occurs? 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-37

Topic Expanded Planning Capability

Visual 3.34 

Unit 3: Visual 3.34

Major and/or Complex Incident/Event Management

Separate Advanced Incident Planning

To ensure that advanced planning occurs, the Planning 

Section Chief may:

 Assign a Deputy Planning Section Chief to manage 

advanced planning.

 Assign Technical Specialists to perform advanced 

planning.

 Establish a special unit within the Planning Section.

Visual Description: Separate Advanced Incident Planning 

Key Points 

Note the following key points: 

 One of the functions of the Planning Section is to assess all available information and to 

provide periodic predictions on incident potential. The Planning Section is also responsible 

for developing any contingency plans that may be required. 

 To ensure that advanced planning occurs, the Planning Section Chief may: 

 Assign a Deputy Planning Section Chief to manage advanced planning. 

 Assign Technical Specialists to perform advanced planning. 

 Establish a special unit within the Planning Section. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-38 ICS-400: Advanced ICS—Student Manual August 2006

Topic Expanded Planning Capability

Visual 3.35 

Unit 3: Visual 3.35

Major and/or Complex Incident/Event Management

Advanced Planning Considerations

Advanced planning should project ahead at least 36 to 72 

hours, and consider:

 Overall goal and incident objectives.

 Adequacy of previous and present IAPs.

 Future resource availability.

 Strategy assessment and alternatives.

 Environmental factors.

 Organizational assessment and alternatives.

 Political and economic issues.

 Long-term recovery needs.

Visual Description: Advanced Planning Considerations 

Key Points 

Note the following key points: 

 Advanced planning should project ahead at least 36 to 72 hours, and consider: 

 Overall goal and incident objectives.

 Adequacy of previous and present IAPs. 

 Future resource availability. 

 Strategy assessment and alternatives. 

 Environmental factors. 

 Organizational assessment and alternatives. 

 Political and economic issues. 

 Long-term recovery needs. 

 The goal of this advanced planning effort is to provide the Planning Section Chief and the 

Incident Commander or Unified Command with a range of alternatives related to 

management of the incident beyond the next Operational Period. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-39

Topic ICS Organizational Options 

Visual 3.36 

Unit 3: Visual 3.36

Major and/or Complex Incident/Event Management

ICS Organizational Options

Combine Several Incidents Into an Incident Complex

Divide an Incident Into Two or More Single Incidents

Add a Second Operations or Logistics Section

Expand the Planning Capability

Visual Description: ICS Organizational Options (With “Add a Second Operations or Logistics Section”

highlighted) 

Key Points 

While not common, it is possible to establish a second Operations or Logistics Section within a 

single incident. This situation may arise when the incident is operating under Unified 

Command; however, Unified Command is not a requirement. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-40 ICS-400: Advanced ICS—Student Manual August 2006

Topic Second Operations or Logistics Section 

Visual 3.37 

Unit 3: Visual 3.37

Major and/or Complex Incident/Event Management

Adding an Operations Section

Designed to address issues

related to span of control and

geography, not function. This is

an extremely rare occurrence. 

Logistics

Section

Finance/Admin.

Section

Deputy Incident

Commander, 

Operations (if needed)

Incident

Command

Planning 

Section North Operations

Section

South Operations

Section

Visual Description: Adding an Operations Section 

Key Points 

Caption: This illustrated model is used for a major incident in which the sheer volume of 

resources required means that the Operations Section cannot be further expanded without 

exceeding ICS span of control guidelines and it is not possible to establish separate incidents. 

THIS IS AN EXTREMELY RARE OCCURRENCE. This organizational option is designed to 

address issues of span of control and geography, not function. 

Logistics 

Section

Logistics 

Section Finance/Admin.

Section

Finance/Admin.

Section

Deputy Incident

Commander,

Operations (if needed)

Deputy Incident

Commander,

Operations (if needed)

Incident

Command

Incident

Command

Planning 

Section

Planning

Section North Operations

Section

North Operations

Section South Operations

Section

South Operations

Section

Logistics 

Section

Logistics 

Section Finance/Admin.

Section

Finance/Admin.

Section

Deputy Incident

Commander,

Operations (if needed)

Deputy Incident

Commander,

Operations (if needed)

Incident

Command

Incident

Command

Planning 

Section

Planning

Section North Operations

Section

North Operations

Section South Operations

Section

South Operations

Section

Examples of situations where two Operations Sections may be established include: 

 Earthquakes, hurricanes, tornadoes, and floods covering several political jurisdictions. 

 Major wildland fire that continues to expand. 

 Major spill in a waterway. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-41

Topic Second Operations or Logistics Section 

Visual 3.38 

Unit 3: Visual 3.38

Major and/or Complex Incident/Event Management

Adding Operations Section: Considerations

 Ensure that Command and General Staffs can 

support the expansion.

 Ensure adequate Incident Action Planning.

 Ensure adequate logistics support.

 Establish the second Operations Section at the 

beginning of an operational period.

 Ensure that all incident supervisory personnel 

are aware of the expanded organization.

 Add a Deputy Incident Commander for 

Operations, if necessary.

Visual Description: Adding Operations Section: Considerations

Key Points 

The considerations for adding an Operations Section include:

 Ensure that Command and General Staffs can support the expansion. 

 Ensure adequate Incident Action Planning. 

 Ensure adequate logistics support. 

 Establish the second Operations Section at the beginning of an operational period. 

 Ensure that all incident supervisory personnel are aware of the expanded organization. 

 Add a Deputy Incident Commander for Operations, if necessary. 

The Deputy Incident Commander for Operations: 

 Has the responsibility to ensure that all aspects of the original and the additional Operations 

Section are fully coordinated with each other and with other Sections. 

 Is normally collocated with the Incident Commander at the Incident Command Post. 

Separate Staging Areas are established to support each Operations Section. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-42 ICS-400: Advanced ICS—Student Manual August 2006

Topic Second Operations or Logistics Section 

Visual 3.39 

Unit 3: Visual 3.39

Major and/or Complex Incident/Event Management

Adding a Logistics Section

If an incident is so geographically dispersed that it

is not feasible for the Incident Base to support the 

incident logistical needs, it may be necessary to

establish another Logistics Section. This is an

extremely rare occurrence.

Finance/Admin.

Section

Deputy Incident

Commander, 

Logistics (if needed)

Incident

Command

Planning

Section North Logistics

Section

South Logistics

Section

Operations

Section

Visual Description: Adding a Logistics Section 

Key Points 

If an incident is so geographically dispersed that it is not feasible for the Incident Base to 

support the incident logistical needs, it may be necessary to establish another Logistics Section. 

THIS IS AN EXTREMELY RARE OCCURRENCE.

Finance/Admin.

Section

Finance/Admin.

Section

Deputy Incident

Commander,

Logistics (if needed)

Deputy Incident

Commander,

Logistics (if needed)

Incident

Command

Incident 

Command

Planning

Section

Planning 

Section North Logistics

Section

North Logistics

Section

South Logistics

Section

South Logistics

Section

Operations

Section

Operations

Section

Finance/Admin.

Section

Finance/Admin.

Section

Deputy Incident

Commander,

Logistics (if needed)

Deputy Incident

Commander,

Logistics (if needed)

Incident

Command

Incident 

Command

Planning

Section

Planning 

Section North Logistics

Section

North Logistics

Section

South Logistics

Section

South Logistics

Section

Operations

Section

Operations

Section

Caption: North and South Logistics Sections reporting to a Deputy Incident Commander for 

Logistics. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-43

Topic Second Operations or Logistics Section 

Visual 3.40 

Unit 3: Visual 3.40

Major and/or Complex Incident/Event Management

Adding Logistics Section: Considerations

 Ensure that Command and General Staffs can 

support the expansion.

 Ensure adequate Incident Action Planning.

 Establish the second Logistics Section at the 

beginning of an operational period.

 Ensure that all incident supervisory personnel 

are aware of the expanded organization.

 Add a Deputy Incident Commander for 

Logistics, if necessary.

Visual Description: Adding Logistics Section: Considerations 

Key Points 

The considerations for adding a Logistics Section include: 

 Ensure that Command and General Staffs can support the expansion. 

 Ensure adequate Incident Action Planning. 

 Establish the second Logistics Section at the beginning of an operational period. 

 Ensure that all incident supervisory personnel are aware of the expanded organization. 

 Add a Deputy Incident Commander for Logistics, if necessary. 

Note the following key points: 

 Similar to the example with the Operations Section, a Deputy Incident Commander for 

Logistics could be added to the command structure if necessary to ensure coordination of 

the two Logistics efforts.

 The Deputy Incident Commander for Logistics would normally function from the Incident 

Command Post, while the two Logistics Section Chiefs could operate from separate Incident 

Bases. The Deputy Incident Commander would ensure that all necessary coordination was 

taking place between the two Logistics Sections.

 An Incident Base for each Logistics Section could be established. Also, additional camps 

supported by that Base could be established. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-44 ICS-400: Advanced ICS—Student Manual August 2006

Topic Activity 3.1: Major/Complex Incident 

Visual 3.41 

Unit 3: Visual 3.41

Major and/or Complex Incident/Event Management

Activity 3.1: Major/Complex Incident (1 of 2)

Time Allotted: 90 minutes

Objective: 

Create an incident complex structure for a simulated 

incident.

Instructions:

1. Working in groups, review the scenario on the next

visual. As a group, answer the following questions:

 How will the organization be structured? (Draw the 

major components.) 

- Will Single or Unified Command be used?

- Would splitting the Operations be an advantage?

Visual Description: Activity 3.1: Major/Complex Incident (1 of 2) 

Key Points 

Activity 3.1: Major/Complex Incident Time Allotted: 90 minutes 

Objective: Create an incident complex structure for a simulated incident.

Instructions: 

1. Working in groups, review the scenario. As a group, answer the following questions:

 How will the organization be structured? (Draw the major components.) 

− Will Single or Unified Command be used? 

− Would splitting the Operations Function be an advantage? 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-45

Topic Activity 3.1: Major/Complex Incident 

Visual 3.42 

Unit 3: Visual 3.42

Major and/or Complex Incident/Event Management

Activity 3.1: Major/Complex Incident (2 of 2)

Instructions: (Continued)

- Would splitting the Logistics function be an

advantage?

- How will Incident Action Planning be done?

 What are the top three management challenges 

you would face and how would you address 

them?

2. Choose a spokesperson. 

3. Be prepared to present your organizational charts

to the class in 60 minutes.

Visual Description: Activity 3.1: Major/Complex Incident (2 of 2) 

Key Points 

Instructions: (Continued) 

− Would splitting the Logistics function be an advantage? 

− How will Incident Action Planning be done? 

 What are the top three management challenges you would face and how would you

address them? 

2. Choose a spokesperson. 

3. Be prepared to present your organizational charts to the class in 60 minutes. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-46 ICS-400: Advanced ICS—Student Manual August 2006

Topic Activity 3.1: Major/Complex Incident 

Scenario: A major portion of the county has been affected by sudden severe weather. Three 

incidents are reported within a 10-square mile area. They are being managed as individual 

incidents. 

 Incident A: Damage to a hospital requiring evacuation, search and rescue, and relocation 

of 50 persons. 

 Incident B: Severe damage to a 50-unit mobile home park. Six residents are reported 

trapped inside two overturned mobile homes; other residents are unaccounted for. 

 Incident C: Partial collapse of a roof in an open supermarket. Persons trapped and injured 

inside. Numerous volunteers are rushing to the scene to help. 
Unit 3 Major and/or Complex Incident/Event Management 

August 2006 ICS-400: Advanced ICS—Student Manual Page 3-47

Topic Summary

Visual 3.43 

Unit 3: Visual 3.43

Major and/or Complex Incident/Event Management

Summary

You should now be able to:

 List the principal factors often found in or 

related to major and/or complex incidents/

events.

 List the four expansion options for incident/

event organization and describe the conditions

under which they would be applied. 

 Demonstrate, through an exercise, how to apply

the various options related to major or complex 

incident management.

Visual Description: Summary 

Key Points 

You should now be able to: 

 List the principal factors often found in or related to major and/or complex incidents/ 

events. 

 List the four expansion options for incident/event organization and describe the conditions 

under which they would be applied. 

 Demonstrate, through an exercise, how to apply the various options related to major or 

complex incident management. 
Unit 3 Major and/or Complex Incident/Event Management 

Page 3-48 ICS-400: Advanced ICS—Student Manual August 2006

Notes: 
Unit 4: Area Command 

Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-1

Topic Unit Introduction 

Visual 4.1 Unit 4: 

Area Command

Visual Description: Unit Introduction 

Key Points 

Note that this unit: 

 Describes why, when, where, and how Area Command is established, and the organization, 

facilities, and communications required. 

 Covers the organizational relationships between Area Command and incidents, and

between Area Command and jurisdictional authorities. 

 Reviews the demobilization process under an Area Command organization. 
Unit 4 Area Command 

Page 4-2 ICS-400: Advanced ICS—Student Manual August 2006

Topic Unit Objectives 

Visual 4.2 

Unit 4: Visual 4.2

Area Command

Unit Objectives

 Define Area Command.

 List the principal advantages of using Area

Command.

 Describe how, when, and where Area Command

would be established.

 Describe the Area Command organization.

 Identify six primary functional responsibilities of

Area Command.

 Given a scenario, develop an Area Command

organization.

Visual Description: Unit Objectives 

Key Points 

By the end of this unit, you should be able to: 

 Define Area Command. 

 List the principal advantages of using Area Command. 

 Describe how, when, and where Area Command would be established. 

 Describe the Area Command organization. 

 Identify six primary functional responsibilities of Area Command. 

 Given a scenario, develop an Area Command organization. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-3

Topic Area Command: Overview

Visual 4.3 

Unit 4: Visual 4.3

Area Command

Definition of Area Command

Area Command is used to oversee the management of:

 Multiple incidents that are each being handled by an

Incident Command System organization; or

 A very large incident that has multiple incident 

management teams assigned to it.

Incident #1

Incident Commander

Incident #3

Incident Commander

Area Commander

Incident #2

Incident Commander

Visual Description: Definition of Area Command 

Key Points 

Note the following information about Area Command: 

 Area Command is used when there is a number of incidents generally in the same area and 

often of the same kind. Examples include two or more hazardous materials spills, fires, etc. 

It is usually these kinds of incidents that may be vying for the same resources. 

 When an incident expands to a large geographic area, the agency officials may choose to 

divide the incident into smaller pieces, called zones, each of which will be managed by an 

incident management team (IMT). 

 When incidents are of different kinds and/or do not have similar resource demands, they 

would usually be handled as separate incidents or would be coordinated through an 

Emergency Operations Center (EOC). 
Unit 4 Area Command 

Page 4-4 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command: Overview

Visual 4.4 

Unit 4: Visual 4.4

Area Command

Key Terms Review

Incident Commander: Performs primary tactical-level, on-scene 

incident command functions. The Incident Commander is located 

at an Incident Command Post at the incident scene.

Emergency Operations Center:

Coordinates information and 

resources to support local 

incident management activities. 

Area Command: Oversees the

management of multiple 

incidents. Area Command may 

be Unified, and works directly

with Incident Commanders. 

Emergency

Ops Center

(EOC)

Area 

Command

Incident 

Commander

3

Incident

Commander

2

Incident

Commander

1

Visual Description: Key Terms Review

Key Points 

The following definitions are a review of key terms: 

 Incident Commander: Performs primary tactical-level, on-scene incident command

functions. The Incident Commander is located at an Incident Command Post at the incident 

scene. 

 Area Command: Oversees the management of multiple incidents. Area Command may be 

Unified, and works directly with Incident Commanders. 

 Emergency Operations Center: Coordinates information and resources to support local 

incident management activities. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-5

Topic Area Command: Overview

Visual 4.5 

Unit 4: Visual 4.5

Area Command

Unified Command vs. Area Command

What is the difference 

between Unified 

Command and Area 

Command?

Visual Description: What is the difference between Unified Command and Area Command?

Key Points 

What is the difference between Unified Command and Area Command? 
Unit 4 Area Command 

Page 4-6 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command: Overview

Visual 4.6 

Unit 4: Visual 4.6

Area Command

Advantages of Area Command

 Assists in interagency coordination.

 Ensures efficient resource use.

 Ensures that agency policies, 

priorities, constraints, and 

guidance are being made

known to the Incident 

Commanders and implemented 

consistently across incidents.

 Reduces workload for 

agency officials.

Visual Description: Advantages of Area Command 

Key Points 

In situations where multiple incidents (e.g., earthquakes, floods, fires, major storms, disease 

outbreaks, etc.) are occurring, the use of an Area Command makes the jobs of Incident 

Commanders and agency officials easier for the following reasons: 

 Much of the interincident coordination typically performed by each Incident Commander is 

accomplished at the Area Command level. Using an Area Command allows the Incident 

Commanders and their incident management teams to focus their attention on their incident 

objectives, strategies, and tactics. 

 Area Command sets priorities between incidents and ensures efficient resource use. Critical 

resources are allocated by the overall priorities established by the agency officials. 

Competition among incidents for critical resources is avoided. Often, agency dispatchers 

will recognize interincident coordination problems first. 

 Area Command ensures that agency policies, priorities, constraints, and guidance are being 

made known to the Incident Commanders and implemented consistently across incidents. 

 Area Command also reduces the workload of the agency officials, especially if there are 

multiple incidents going on at the same time. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-7

Topic Area Command: Responsibilities, Relationships, and Best Practices

Visual 4.7 

Unit 4: Visual 4.7

Area Command

Chain of Command & Reporting Relationships

Agency

Administrator(s)

Area

Commander/

Unified Command

Incident

Commander 1

Incident

Commander 2

Incident

Commander 3

Visual Description: Chain of Command & Reporting Relationships 

(Organizational chart showing three Incident Commanders reporting to an Area Commander/Unified 

Command, and the Area Commander reporting to the Agency Administrator(s).) 

Key Points 

Note the following key points about reporting relationships: 

 When Area Command is established, Incident Commander(s) will report to the Area 

Commander/Unified Command. The Area Commander is accountable to the agency or 

jurisdictional executive or administrator(s). 

 If one or more of the incidents within the Area Command are multijurisdictional, a Unified 

Area Command should be established. Incident Commanders would report to the Unified 

Area Commander for their jurisdiction. 

 Incident Commanders under the designated Area Commander are responsible to, and 

should be considered as part of, the overall Area Command organization. Incident 

Commanders must be provided adequate and clear delegation of authority. 
Unit 4 Area Command 

Page 4-8 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command: Responsibilities, Relationships, and Best Practices

Visual 4.8 

Unit 4: Visual 4.8

Area Command

Area Command Responsibilities

 Set overall objectives.

 Ensure that incident objectives are 

met and do not conflict with each

other or Agency policy.

 Establish incident-related priorities.

 Allocate/reallocate critical resources

based on incident priorities.

 Ensure that Incident Management Teams are qualified and

incidents are properly managed.

 Coordinate the Demobilization of assigned resources.

 Coordinate with Agency Administrator, EOC, other MAC 

entities, and the media.

Visual Description: Area Command Responsibilities 

Key Points 

For the incidents under its authority, the Area Command is responsible for: 

 Set overall objectives. 

 Ensure that incident objectives are met and do not conflict with each other or Agency policy. 

 Establish incident-related priorities. 

 Allocate/reallocate critical resources based on incident priorities. 

 Ensure that Incident Management Teams are qualified and incidents are properly managed. 

 Coordinates with incidents for the Demobilization of assigned resources. 

 Coordinate with Agency Administrator, EOC, other MAC entities, and the media. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-9

Topic Area Command: Responsibilities, Relationships, and Best Practices

Visual 4.9 

Unit 4: Visual 4.9

Area Command

Area Command: Best Practices

Area Command should:

 Receive its authority through a written delegation

of authority.

 Notify Incident Commanders of its authorities and 

roles.

 Be staffed with the best qualified, most 

experienced personnel.

 Operate under the same principles as ICS.

 Be kept small.

Visual Description: Area Command: Best Practices 

Key Points 

Note the following best practices for Area Command: 

 Receive its authority through a written delegation of authority. 

When Area Command is activated, an Area Commander will be designated and given 

appropriate delegated authority. The authority given to the Area Commander should be 

written as a Delegation of Authority statement. A written delegation of authority helps to 

eliminate confusion and provides the Area Commander with authority to oversee the 

management of the incidents. 

 Notify Incident Commanders of its authorities and roles. 

Incident Commanders covered by the Area Command must be notified that an Area 

Command is being established. Depending upon the agencies and incidents involved, the 

Area Command may issue delegation of authority or re-delegations to the respective

Incident Commanders. This will help to ensure that agency direction is made clear to all 

parties. 

 Be staffed with the best qualified, most experienced personnel. 

The Area Command team should consist of the best qualified personnel with respect to their 

functional areas. The functions of Area Command require personnel that have experience 

in, and are qualified to oversee, complex incident situations. The concepts of Area 

Command should be part of planning, training, and exercises.

(Continued on the next page.) 
Unit 4 Area Command 

Page 4-10 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command: Responsibilities, Relationships, and Best Practices

 Operate under the same principles as ICS. 

The Area Command organization operates under the same basic ICS principles. 

 Be kept small. 

The Area Command organization should always be kept as small as possible. (Additional 

information on possible organizational structures is presented later in this unit.) 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-11

Topic Area Command: Responsibilities, Relationships, and Best Practices

Visual 4.10 

Unit 4: Visual 4.10

Area Command

When Should Area Command Be Established?

As soon as possible when:

 Several active incidents are in close proximity.

 Critical life saving or property values are at risk 

due to incidents.

 Incidents will continue into the next operational 

period.

 Incidents are using similar and limited critical

resources.

 Difficulties are encountered with interincident 

resource allocation and coordination.

Visual Description: When Should Area Command Be Established? 

Key Points 

It is best to be proactive when considering the use of Area Command. 

The following criteria outline when to use Area Command: 

 Several active incidents are in close proximity. 

 Critical life saving or property values are at risk due to incidents. 

 Incidents will continue into the next operational period. 

 Incidents are using similar and limited critical resources. 

 Difficulties are encountered with interincident resource allocation and coordination. 
Unit 4 Area Command 

Page 4-12 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command: Responsibilities, Relationships, and Best Practices

Visual 4.11 

Example Organization Chart for 

Multiple Tornado Touchdowns Liberty County

Unified Area Command

Fire/Police/EMS/Public Works

Area Command

Public Information Officer

Springfield 

Unified

Command

Fire/Police/EMS/

Public Works

Assistant Area

Commander

Logistics

Area Command

Meteorologist

Technical

Specialists

Area Command

Liaison Officer

Assistant Area

Commander

Planning

Area Command

Critical Resources

Unit Leader

Area Command

Situation Unit

Leader

Area Command

GIS Technical

Specialist

Dayton Unified 

Command 

Fire/Police/EMS/

Public Works

Albany

Incident

Command

Visual Description: Area Command Example Organization Chart for Multiple Tornado Touchdowns 

Instructor Notes 

The following four visuals are examples of ways to organize Area Command for selected all 

hazard incidents. 

Multiple Tornado Touchdowns: 

 A tornado has touched down in three separate communities over a 20-mile area. 

 Rescue efforts are being conducted in all the communities. 

 Law enforcement is addressing looting and civil unrest activity in the Springfield and Dayton 

communities. 

 Multiple fires can be found in all incidents. 

 Public Works is trying to open roads for emergency vehicles. 

 Shelters are needed for evacuees in the Albany community incident only.
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-13

Topic Area Command: Responsibilities, Relationships, and Best Practices

Example Organization Chart for 

Multiple Tornado Touchdowns

Liberty County

Unified Area Command

Fire/Police/EMS/Public Works

Area Command

Public Information Officer

Springfield 

Unified

Command

Fire/Police/EMS/

Public Works

Assistant Area

Commander

Logistics

Area Command

Meteorologist

Technical

Specialists

Area Command

Liaison Officer

Assistant Area

Commander

Planning

Area Command

Critical Resources

Unit Leader

Area Command

Situation Unit 

Leader

Area Command

GIS Technical

Specialist

Dayton Unified

Command

Fire/Police/EMS/

Public Works

Albany

Incident 

Command
Unit 4 Area Command 

Page 4-14 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command: Responsibilities, Relationships, and Best Practices

Visual 4.12 

Example Organization Chart for 

Multiple Hostage Incidents

Unified Area Command

City PD/State Police/

County Sheriff/FBI/Fire/EMS

Area Command

Public Information Officer

Area Command

Liaison Officer

Assistant Area

Commander

Planning

Mall Hostage

Unified Command 

Law Enforcement/

FBI/Fire EMS

Assistant Area

Commander

Logistics

Area Command

Situation Unit

Leader

Area Command

Terrorist Technical

Specialist

Area Command

Critical Resources

Unit Leader

Area Command

Information/Intelligence

Officer

Fairgrounds Hostage

Unified Command

Law Enforcement/

FBI/Fire/EMS

Stadium Hostage

Unified Command 

Law Enforcement/

FBI/Fire/EMS

Visual Description: Area Command Example Organization Chart for Multiple Hostage Incidents 

Instructor Notes 

Multiple Hostage Incidents: 

 Three sequentially timed hostage takeovers (mall, stadium, and fairgrounds) occurred in 

highly populated parts of Metropolitan city. 

 To date, no casualties have been identified. 

 SWAT teams from two local communities have responded, but all three incidents need a 

minimum of two SWAT teams each. 

 The FBI is responding, but will not arrive for another hour. 

 Terrorists are currently moving freely about the mall and stadium sites. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-15

Topic Area Command: Responsibilities, Relationships, and Best Practices

Example Organization Chart for 

Multiple Hostage Incidents

Unified Area Command 

City PD/State Police/

County Sheriff/FBI/Fire/EMS

Area Command

Public Information Officer

Area Command

Liaison Officer

Assistant Area

Commander

Planning

Mall Hostage 

Unified Command 

Law Enforcement/

FBI/Fire EMS

Assistant Area

Commander

Logistics

Area Command

Situation Unit 

Leader

Area Command

Terrorist Technical 

Specialist

Area Command

Critical Resources

Unit Leader

Area Command

Information/Intelligence

Officer

Fairgrounds Hostage

Unified Command 

Law Enforcement/

FBI/Fire/EMS

Stadium Hostage

Unified Command 

Law Enforcement/

FBI/Fire/EMS
Unit 4 Area Command 

Page 4-16 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command: Responsibilities, Relationships, and Best Practices

Visual 4.13 

Example Organization Chart for 

Multiple July 4th Celebrations

July 4th Unified Area Command

Law Enforcement

Fire/EMS/Public Health

Area Command

Public Information Officer

Area Command

Liaison Officer

Assistant Area

Commander Planning

Central City July 4th

Unified Command

Law Enforcement/

Fire/EMS/

Public Health

River Bend July 4th

Unified Command 

Law Enforcement/

Fire/EMS/

Public Health

Liberty Co. July 4th

Unified Command 

Law Enforcement/

Fire/EMS/

Public Health

Assistant Area

Commander

Logistics

Area Command

Situation Unit

Leader

Area Command

Terrorist Engineer

Technical Specialist

Area Command

Critical Resources

Unit Leader

Area Command

Information/Intelligence

Officer

Visual Description: Area Command Example Organization Chart for Multiple July 4th Celebrations 

Instructor Notes 

Multiple July 4th Celebrations: 

 Two adjacent communities (Central City and River Bend) and the county (Liberty) are all 

planning large July 4th Celebrations that will include parades, fairs, and evening fireworks. 

 All three celebrations are planning separate activities and are not coordinating with one 

another. Local government leaders are concerned about this lack of coordination and the 

need for tight security. 

 Law Enforcement has heard chatter indicating a high probability of civil unrest and potential 

WMD activity. 

 This region of the State has limited vendor resources and has experienced severe health 

problems when using fair vendors from outside the area. 

 Traffic problems associated with each separate celebration will impact the other venues as 

well. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-17

Topic Area Command: Responsibilities, Relationships, and Best Practices

Example Organization Chart for 

Multiple July 4th Celebrations

July 4th Unified Area Command 

Law Enforcement

Fire/EMS/Public Health

Area Command

Public Information Officer

Area Command

Liaison Officer

Assistant Area

Commander Planning

Central City July 4th

Unified Command 

Law Enforcement/

Fire/EMS/

Public Health

River Bend July 4th

Unified Command 

Law Enforcement/

Fire/EMS/

Public Health

Liberty Co. July 4th

Unified Command 

Law Enforcement/

Fire/EMS/

Public Health

Assistant Area

Commander

Logistics

Area Command

Situation Unit 

Leader

Area Command

Terrorist Engineer

Technical Specialist

Area Command

Critical Resources

Unit Leader

Area Command

Information/Intelligence

Officer
Unit 4 Area Command 

Page 4-18 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command: Responsibilities, Relationships, and Best Practices

Visual 4.14 

Example Organization Chart for An 

Approaching Winter Storm

Area Command

Public Information Officer

Assistant Area

Commander

Logistics

Area Command

Traffic Engineer

Technical

Specialists

Area Command

Liaison Officer

Assistant Area

Commander

Planning

Area Command

Critical Resources

Unit Leader

Area Command

Situation Unit

Leader

Area Command

Meteorologist

Technical Specialist

Liberty County

Unified Area Command

Public Works/County

Sheriff/Fire/EMS/Public Works

Area Command

Information/Intelligence

Officer

Springfield Unified

Command Law

Enforcement/

Fire/EMS/

Public Works

Dayton Unified

Command Law 

Enforcement/

Fire/EMS/

Public Works

River Bend Unified

Command Law

Enforcement/

Fire/EMS/

Public Works

Visual Description: Area Command Example Organization Chart for an Approaching Winter Storm 

Instructor Notes 

Approaching Winter Storm: 

 County government officials have been briefed by the local weather service that is predicting 

a major snowfall of 3 feet within the next 36 hours. 

 Officials are concerned about the large amount of snowfall in an area not used to receiving 

much snow. The current infrastructure will not be able to remove snow quickly enough. 

 Officials will be shutting down businesses and all schools while maintaining operations of 

critical emergency response infrastructure. 

 Three cities (Springfield, Dayton, and River Bend) will each have their own incident 

management team, with the area command being located in the county courthouse. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-19

Topic Area Command: Responsibilities, Relationships, and Best Practices

Example Organization Chart for An 

Approaching Winter Storm

Area Command

Public Information Officer

Assistant Area

Commander

Logistics

Area Command

Traffic Engineer

Technical

Specialists

Area Command

Liaison Officer

Assistant Area

Commander

Planning

Area Command

Critical Resources

Unit Leader

Area Command

Situation Unit

Leader

Area Command

Meteorologist

Technical Specialist

Liberty County

Unified Area Command 

Public Works/County

Sheriff/Fire/EMS/Public Works

Area Command

Information/Intelligence

Officer

Springfield Unified 

Command Law

Enforcement/

Fire/EMS/

Public Works

Dayton Unified 

Command Law

Enforcement/

Fire/EMS/

Public Works

River Bend Unified

Command Law

Enforcement/

Fire/EMS/

Public Works
Unit 4 Area Command 

Page 4-20 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command: Responsibilities, Relationships, and Best Practices

Visual 4.15 

Unit 4: Visual 4.15

Area Command

Area Command: Location Considerations

 Close to incidents

 Not collocated with an ICP

 Sufficient size

 Capable of continuous operation

 Adequate communications

capabilities

 Backup power

 Adequate and secure parking

 Near commercial food and 

lodging

Visual Description: Area Command: Location Considerations 

Key Points 

It may take some hours to establish the Area Command. If there are existing facilities and 

communication systems that can be used (e.g., at a jurisdictional EOC), then the time needed to 

set up the Area Command may be reduced. The following list provides location considerations 

for Area Command: 

 Close to incidents. The Area Command should, to the extent possible, be located in close 

proximity to the incidents under its authority. The location should make it easy to have 

meetings and direct contact between the Area Commander and Incident Commanders. 

 Not collocated with an ICP. Area Command should NOT be collocated with one of the 

incidents. Doing so might cause confusion with that incident's operations, and it also could 

be seen by other incidents as adding status to that single incident. Area Command, 

however, could be collocated with a multiagency coordination center such as an EOC. 

 Sufficient size. The facility used to house the Area Command organization should be large 

enough to accommodate a full Area Command staff and have the capability to 

accommodate meetings between the Area Command Staff, Incident Commanders, agency 

officials, and with news media representatives. 

 Capable of continuous operation. The facility used to house the Area Command 

organization should allow for continuous operations and 24 hour per day access.

(Continued on the next page.)
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-21

Topic Area Command: Responsibilities, Relationships, and Best Practices

 Adequate communications capabilities. Adequate communications facilities (telephones, 

FAX, computer connections) are critical. If radios are a primary means of communication, 

the Area Command facility should have line of sight coverage to Incident Command Posts or 

to repeaters serving those incident facilities. The facility should allow for suitable locations 

to temporarily install rooftop radio antennas. 

 Backup power. Backup power may be required in order to maintain a continuous 

operation.

 Adequate and secure parking. Transportation and parking issues should be considered 

when selecting the location.

 Near commercial sources of support for food and lodging. A location with access to 

food and lodging for staff members can help reduce the logistics requirement for providing 

support services.
Unit 4 Area Command 

Page 4-22 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command Organization

Visual 4.16 

Unit 4: Visual 4.16

Area Command

Area Command Organization

Area Commander

Area Command

Public Information Officer

Incident 1

Commander

Area Command

Liaison Officer

Incident 2

Commander

Incident 3

Commander Assistant

Area Commander 

Planning

Area Command Critical Resources

Unit Leader

Area Command Situation 

Unit Leader

Assistant

Area Commander 

Logistics

Visual Description: Area Command Organization 

Key Points 

It is important to remember that Area Command does NOT in any way replace the incident-level 

ICS organizations or functions. 

The positions illustrated below are strictly related to Area Command operations. Specific duties 

and responsibilities will be established by the Area Commander. 

Caption: Area Commander with three Incident Commanders, Area Command Public 

Information Officer, Area Command Liaison Officer, Assistant Area Commander – Planning, and 

Assistant Area Commander – Logistics reporting to Area Commander. 

AArreaea Co Comma mmander nder

Area Command

Public Information Officer

Area Command

Public Information Officer

Incident 1

Commander

Incident 1

Commander

Area Command

Liaison Officer

Area Command 

Liaison Officer

Incident 2

Commander

Incident 2

Commander

Incident 3

Commander

Incident 3

Commander Assistant

Area Commander

Planning

Assistant

Area Commander 

Planning

Area Command 

Critical Resources

Unit Leader

Area Command

Critical Resources

Unit Leader

Area Command 

Situation

Unit Leader

Area Command

Situation

Unit Leader

Assistant

Area Commander

Logistics

Assistant

Area Commander

Logistics

AArreaea Co Comma mmander nder

Area Command

Public Information Officer

Area Command

Public Information Officer

Incident 1

Commander

Incident 1

Commander

Area Command

Liaison Officer

Area Command 

Liaison Officer

Incident 2

Commander

Incident 2

Commander

Incident 3

Commander

Incident 3

Commander Assistant

Area Commander

Planning

Assistant

Area Commander 

Planning

Area Command 

Critical Resources

Unit Leader

Area Command

Critical Resources

Unit Leader

Area Command 

Situation

Unit Leader

Area Command

Situation

Unit Leader

Assistant

Area Commander

Logistics

Assistant

Area Commander

Logistics

Source: June 2004 edition of the Firescope Field Operations Guide 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-23

Topic Area Commander

Visual 4.17 

Unit 4: Visual 4.17

Area Command

Area Commander Overall Responsibilities (Review)

 Set overall objectives.

 Ensure that incident objectives are 

met and do not conflict with each

other or Agency policy.

 Establish incident-related priorities.

 Allocate/reallocate critical resources

based on incident priorities.

 Ensure that Incident Management 

Teams are qualified and incidents are 

properly managed.

 Coordinate with Demobilization of

assigned resources.

 Coordinate with Agency Administrator, 

EOC, other MAC entities, and the 

media.

Refer

To 

Position

Checklist

Area Command

Public Information Officer

Area

Commander

Area Command

Liaison Officer

Assistant Area

Commander Planning

Area Command

Situation

Unit Leader

Assistant

Area Commander

Logistics

Area Command

Critical Resources

Unit Leader

Visual Description: Area Commander Overall Responsibilities 

Key Points 

The Area Commander is responsible for the overall direction of incident management teams 

assigned to the same incident or to incidents in close proximity. This responsibility includes 

ensuring that conflicts are resolved, incident objectives are established, and strategies are 

selected for the use of critical resources. Area Command also has the responsibility to 

coordinate with local, tribal, State, Federal, and volunteer assisting and/or cooperating 

organizations. 

The following list presents the overall responsibilities of the Area Commander: 

 Set overall objectives. 

 Ensure that incident objectives are met and do not conflict with each other or Agency policy. 

 Establish incident-related priorities. 

 Allocate/reallocate critical resources based on incident priorities. 

 Ensure that Incident Management Teams are qualified and incidents are properly managed. 

 Coordinate with Demobilization of assigned resources. 

 Coordinate with Agency Administrator, EOC, other MAC entities, and the media. 
Unit 4 Area Command 

Page 4-24 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Commander

Area Commander: Checklist of Actions 

These actions will generally be conducted in the order listed: 

_____ Obtain briefing from the agency officials on agency expectations, concerns, and 

constraints. 

_____ Obtain and carry out delegation of authority from the agency officials for overall 

management and direction of the incidents within the designated Area 

Command. 

_____ If operating as a Unified Area Command, develop working agreement for how 

Area Commanders will function together. 

_____ Delegate authority to Incident Commanders based on agency expectations, 

concerns, and constraints. 

_____ Establish an Area Command schedule and timeline. 

_____ Resolve conflicts between incident “realities” and agency officials “wants.” 

_____ Establish appropriate location for the Area Command facilities. 

_____ Determine and assign an appropriate Area Command organization. Keep it 

manageable. 

_____ Determine need for and assign Technical Specialists to support Area Command. 

_____ Obtain incident briefing and IAPs from Incident Commanders (as appropriate). 

_____ Assess incident situations prior to strategy meetings. 

_____ Conduct a joint meeting with all Incident Commanders. 

_____ Review objectives and strategies for each incident. 

_____ Periodically review critical resource needs. 

_____ Maintain close coordination with the agency officials, cooperating and assisting 

agencies, and other entities impacted by the Area Command. 

_____ Establish priorities for critical resources. 

_____ Review procedures for interaction with the Area Command. 

_____ Approve Incident Commanders’ requests for and release of critical resources. 

_____ Coordinate and approve Demobilization Plans. 

_____ Maintain log of major actions/decisions. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-25

Topic Area Commander

Visual 4.18 

Unit 4: Visual 4.18

Area Command

Comprehensive Assessment

The Area Commander must rapidly assess each

incident and:

 Ensure that incident action planning is addressing

the priorities and direction set by the agency

officials.

 Establish, in writing, priorities related to 

incidents as part of the delegation of authority.

Visual Description: Comprehensive Assessment

Key Points 

The Area Commander:

 Must rapidly assess the situation for each incident and ensure that Incident Action Planning 

is addressing the priorities and direction set by the agency officials. 

 Should establish, in writing, priorities related to assigned incidents, based upon the priorities 

and directions set by agency officials. The agency priorities and direction may be part of the 

written delegation of authority. 
Unit 4 Area Command 

Page 4-26 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Commander

Visual 4.19 

Unit 4: Visual 4.19

Area Command

Establishment of Priorities

 Establishing priorities is one of the most important 

functions an Area Commander performs. 

 Critical priorities may

include those related to:

 Life and property

values at risk.

 Allocating critically

needed resources.

 Demobilization.

Visual Description: Establishment of Priorities

Key Points 

Establishing priorities is one of the most important functions an Area Commander performs. 

When two or more incidents are competing for critical resources and services, someone must

make quick decisions based on an objective analysis of the total situation. The intent is to 

establish critical priorities for the common good of the total situation. 

The three different types of priorities that Area Command may need to establish relate to: 

 Life and property values at risk. 

 Allocating critically needed resources. 

 Demobilization. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-27

Topic Area Commander

Visual 4.20 

Unit 4: Visual 4.20

Area Command

Area Commander Actions

The Area Commander should establish the following 

guidelines and procedures for all Incident Commanders:

 Incident and agency/jurisdictional priorities

 Priorities for assignments of critical resources

 Schedules of meetings and briefings

 Reports and Incident Action Plans

 Points of contact with agency officials

 Media relations and contact procedures

 Unusual situation or emergency procedures reporting

 Demobilization procedures

Visual Description: Area Commander Actions 

Key Points 

The Area Commander should provide the following guidance and procedures. These should be 

reviewed with the affected Incident Commanders. 

 Incident and agency/jurisdictional priorities. 

 Priorities for assignments of critical resources. 

 Schedules of meetings and briefings.

 Reports and Incident Action Plans. 

 Points of contact with agency officials. 

 Media relations and contact procedures. 

 Unusual situation or emergency procedures reporting. 

 Demobilization procedures. 
Unit 4 Area Command 

Page 4-28 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command Officers

Visual 4.21 

Unit 4: Visual 4.21

Area Command

Area Command Officers

Public Information Officer

 Provides public information 

coordination between

incidents. Serves as the 

contact point for media 

requests.

Liaison Officer

 Maintains off-incident

interagency contacts and 

coordination.

Area Command

Public Information Officer

Area

Commander

Area Command

Liaison Officer

Assistant Area 

Commander Planning

Area Command 

Situation

Unit Leader

Assistant

Area Commander

Logistics

Area Command

Critical Resources 

Unit Leader

Visual Description: Area Command Officers: Public Information and Liaison Officers

Key Points 

The Area Command Public Information Officer: 

 Provides public information coordination between incident locations using the Joint 

Information System. This will be accomplished at the JIC (if established). 

 Serves as the contact point for media requests. 

The Joint Information System (JIS): 

 Provides a structure and system for: 

 Developing and delivering coordinated interagency messages. 

 Developing, recommending, and executing public information plans and strategies on 

behalf of the Incident Commander(s). 

 Advising the Incident Commander(s) concerning public affairs issues that could affect a 

response effort. 

 Controlling rumors and inaccurate information that could undermine public confidence in 

the emergency response effort. 

Source: National Incident Management System 

The Area Command Liaison Officer maintains off-incident interagency contacts and 

coordination.

Remember that Area Command Officers do not replace the Public Information and Liaison 

Officers who are assigned to the individual incidents. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-29

Topic Assistant Area Commander – Planning 

Visual 4.22 

Unit 4: Visual 4.22

Area Command

Assistant Area Commander – Planning

 Assembles information on individual 

incident objectives. 

 Recommends the priorities for

resource allocation.

 Maintains status on critical resources.

 Ensures that advance planning is 

being accomplished.

 Ensures demobilization plans are 

coordinated.

 Prepares Area Command briefings, as 

requested.

 Reviews Incident Action Plans and

completed ICS 209 forms that are 

submitted from assigned incidents.

Area Command

Public Information Officer

Area 

Commander

Area Command 

Liaison Officer

Assistant Area

Commander Planning

Area Command

Situation

Unit Leader

Assistant

Area Commander

Logistics

Area Command

Critical Resources

Unit Leader

Visual Description: Assistant Area Commander – Planning

Key Points 

The Assistant Area Commander – Planning is responsible for: 

 Assembling information on individual incident objectives. 

 Recommending the priorities for resource allocation. 

 Maintaining status on critical resources. 

 Ensuring that advance planning is being accomplished. 

 Ensuring demobilization plans are coordinated. 

 Preparing Area Command briefings, as requested. 

 Review Incident Action Plans and completed ICS 209 forms that are submitted from 

assigned incidents. 

The following position may be assigned to assist the Assistant Area Commander – Planning: 

 Area Command Situation Unit Leader: The Situation Unit Leader monitors the status of 

objectives for each incident or incident management team assigned to the Area Command. 
Unit 4 Area Command 

Page 4-30 ICS-400: Advanced ICS—Student Manual August 2006

Topic Assistant Area Commander – Logistics 

Visual 4.23 

Unit 4: Visual 4.23

Area Command

Assistant Area Commander – Logistics

 Obtains briefing from Area 

Commander.

 Provides facilities, services, and 

materials for Area Command.

 Designates and coordinates 

ordering process.

 Ensures coordinated

communications are in place.

 Assists in the development of Area 

Command decisions.

 Ensures that critical resources are 

used effectively on a continuous 

basis. 

Area Command

Public Information Officer

Area 

Commander

Area Command 

Liaison Officer

Assistant Area

Commander Planning

Area Command

Situation

Unit Leader

Assistant

Area Commander

Logistics

Area Command

Critical Resources

Unit Leader

Visual Description: Assistant Area Commander – Logistics 

Key Points 

The Assistant Area Commander – Logistics is responsible for: 

 Obtaining briefings from Area Commander. 

 Providing facilities, services, and materials for Area Command. 

 Designates and coordinates ordering process. 

 Ensuring coordinated communications are in place. 

 Assisting in the development of Area Command decisions. 

 Ensuring that critical resources are used effectively on a continuous basis. 

The following position may be assigned to assist the Assistant Area Commander – Logistics: 

 Area Command Critical Resource Unit Leader: The Critical Resource Unit Leader tracks 

and maintains the status and availability of critical resources assigned to each incident 

under the Area Command. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-31

Topic Area Command Technical Specialists

Visual 4.24 

Unit 4: Visual 4.24

Area Command

Area Command Technical Specialists

 Aviation Specialist

 Hazardous Materials 

Specialist

 Environmental 

Specialist

 Communications 

Specialist

Visual Description: Area Command Technical Specialists 

Key Points 

Technical specialists can be added to the Area Command organization. The addition of 

technical specialists will depend on the kinds of incidents involved. 

Technical specialists at the Area Command provide specific information and expertise relating 

to their specialty. For example, depending on the type of incidents involved, it may be useful to 

have the following specialists assigned to the Area Command team: 

 Aviation Specialist 

 Hazardous Materials Specialist 

 Environmental Specialist 

 Communications Specialist 
Unit 4 Area Command 

Page 4-32 ICS-400: Advanced ICS—Student Manual August 2006

Topic Area Command Meeting

Visual 4.25 

Unit 4: Visual 4.25

Area Command

Agency Administrator In-Briefing With

Area Commander (1 of 2)

9 General situation

9 Incidents assigned

9 Jurisdictional delegation of authority

9 Assumption of command timing and notifications procedure

9 Names and qualifications of assigned Incident Commanders

9 Incidents operating under Unified Command

9 Limitations on the Area Commander's authority over 

Incident Commanders (should be in the delegation of

authority)

9 Current IAPs

Visual Description: Agency Administrator In-Briefing With Area Commander (1 of 2) 

Key Points 

Upon assignment, the Area Commander should arrange a meeting with the agency/jurisdiction 

officials. At this time, the Area Commander should determine the following: 

 The general situation. 

 Which incidents are assigned. 

 The jurisdictional delegation of authority. 

 The assumption of command timing and notifications procedure. 

 The names and qualifications of assigned Incident Commanders. 

 The incidents operating under Unified Command. 

 The limitations on the Area Commander's authority over Incident Commanders (should be in 

the delegation of authority). 

 The current IAPs. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-33

Topic Area Command Meeting

Visual 4.26 

Unit 4: Visual 4.26

Area Command

Agency Administrator In-Briefing With

Area Commander (2 of 2)

9 Policies, political factors, or other constraints

9 Agency advisor assigned

9 Area Command facility designated

9 Status of communications systems to incidents and 

agency/jurisdictional headquarters

9 Critical resource designations

9 Policy and expectations for interaction with the media

9 Area Command reporting responsibility to agency

9 Schedules for required briefings and contacts

Visual Description: Agency Administrator In-Briefing With Area Commander (2 of 2) 

Key Points 

The Area Command meeting should also include the following items: 

 Policies, political factors, or other constraints. 

 Agency advisor assigned. 

 Area Command facility designated. 

 Status of communications systems to incidents and agency/jurisdictional headquarters. 

 Critical resource designations. 

 Policy and expectations for interaction with the media. 

 Area Command’s reporting responsibility to agency. 

 Schedules for required briefings and contacts. 
Unit 4 Area Command 

Page 4-34 ICS-400: Advanced ICS—Student Manual August 2006

Topic Initial Meeting With Incident Commanders

Visual 4.27 

Unit 4: Visual 4.27

Area Command

Area Commander In-Briefing With Incident Commanders

 Obtain concise individual incident briefings; 

including IAPs and other documentation.

 Explain the roles and responsibilities of Area 

Command.

 Review policy,

direction, and 

priorities received 

from Agency

Administrator.

Visual Description: In-Briefing With Incident Commander (1 of 2) 

Instructor Notes 

The Area Commander should have an initial joint meeting with Incident Commanders. During 

the meeting the Area Commander should: 

 Obtain concise individual incident briefings; including IAPs and other documentation. 

 Explain the roles and responsibilities of Area Command. 

 Review policy, direction, and priorities received from Agency Administrator. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-35

Topic Initial Meeting With Incident Commanders

Visual 4.28 

Unit 4: Visual 4.28

Area Command

Area Commander In-Briefing With Incident Commanders

 Resolve any conflicts.

 Coordinate procedures, meeting schedules, etc.

 Review resource ordering process.

 Discuss critical 

resource needs.

Visual Description: In-Briefing With Incident Commander (2 of 2) 

Instructor Notes 

During the meeting the Area Commander should: 

 Resolve any conflicts. 

 Coordinate procedures, meeting schedules, etc.

 Review resource ordering process. 

 Discuss critical resource needs. 

Note that the Area Commander must ensure that all appropriate decisions and procedures are 

made clear to agency dispatchers and any other organizations involved in the Area Command. 

Concerns or unresolved issues (e.g., environmental issues, cost concerns, etc.) brought up at 

the meeting should immediately be discussed with agency officials. 
Unit 4 Area Command 

Page 4-36 ICS-400: Advanced ICS—Student Manual August 2006

Topic Initial Meeting With Incident Commanders

Visual 4.29 

Unit 4: Visual 4.29

Area Command

Incident Commanders & Critical Priorities

Why must Incident 

Commanders accept the 

need for Area Command 

to establish critical 

priorities?

Visual Description: Why must Incident Commanders accept the need for Area Command to establish 

critical priorities? 

Key Points 

Why must Incident Commanders accept the need for Area Command to establish critical 

priorities? 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-37

Topic Initial Meeting With Incident Commanders

Visual 4.30 

Unit 4: Visual 4.30

Area Command

Area Command Meeting Agenda

 Incident Situation Reports

 Technical Specialists Reports

 Identify Critical Resource Needs

 Allocate and reallocate resources

 PIO Report

 Liaison Officer Report

 Demobilization of Resources

 Unified Area Command Wrap-Up

Visual Description: Area Command Meeting Agenda

Key Points 

The following points are part of the Area Command Meeting Agenda: 

 Incident Situation Reports 

 Technical Specialists Reports 

 Identify Critical Resource Needs 

 Allocate and reallocate resources 

 PIO Report 

 Liaison Officer Report 

 Demobilization of Resources 

 Unified Area Command Wrap-Up 
Unit 4 Area Command 

Page 4-38 ICS-400: Advanced ICS—Student Manual August 2006

Topic Demobilization Procedures

Visual 4.31 

Unit 4: Visual 4.31

Area Command

Demobilization Procedures

 Establish procedures with incidents and

EOCs/multiagency coordination centers on

demobilization.

 Determine demobilization priorities and procedure for 

handling critical resources.

 Provide incidents with a list of critical resources and 

instructions for clearing releases with Area Command.

 Incidents must provide

Area Command with 

copies of demobilization 

schedules.

Visual Description: Demobilization Procedures 

Key Points 

The following key points outline the demobilization procedures: 

 The Area Command involvement in the demobilization process is important. Area 

Command does not demobilize resources directly. Rather, the role of Area Command is to 

coordinate the demobilization of critical resources with the Incident Commanders. 

Demobilization planning should begin at the incident level based on priorities and 

procedures established with Area Command. 

 A primary purpose of Area Command is to ensure that critical personnel and equipment 

resources being released from demobilizing incidents can be made available to other active 

or growing incidents. 

 Another purpose is to ensure that transportation resources and other services are not being 

duplicated. Resources from an agency or jurisdiction that may have been divided to support 

other incidents should be consolidated during demobilization, when feasible. 

 Written instructions should identify critical resources and provide instructions for clearing 

those resources with Area Command before demobilization. 

 Incident Commanders should provide copies of their demobilization schedules to the Area 

Command prior to actual demobilization, and then wait for approval. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-39

Topic Activity 4.1: Establishing Area Command

Visual 4.32 

Unit 4: Visual 4.32

Area Command

Activity 4.1: Establishing Area Command

Instructions:

1. Complete the following steps:

 Develop an Area Command organizational chart and staffing

requirements.

 Describe Area Command facility and support needs.

 Develop guidance and procedures to be given to Incident 

Commanders.

 Establish resource priorities.

 Develop a list of questions you would like to ask 

agency officials at the next briefing.

2. Select a spokesperson and be prepared to present your 

work in 60 minutes.

Objective: Design an Area Command organization

and process for a simulated incident.

Time Allotted: 2 hours

Visual Description: Activity 4.1: Establishing Area Command 

Key Points 

Activity 4.1: Establishing Area Command 

Objective: Design an Area Command organization and process for a simulated incident. 

Instructions: 

1. Working as a group, review the scenario and map in your Student Manual. 

2. Complete the following steps: 

 Develop an Area Command organizational chart and staffing requirements. 

 Describe Area Command facility and support needs. 

 Develop guidance and procedures to be given to Incident Commanders. 

 Establish resource priorities. 

 Develop a list of questions you would like to ask agency officials at the next briefing. 

3. Select a spokesperson and be prepared to present your work in 60 minutes. 
Unit 4 Area Command 

Page 4-40 ICS-400: Advanced ICS—Student Manual August 2006

Topic Activity 4.1: Establishing Area Command

Scenario

The Murkey River flows south through the Granite Mountain foothills and then through 

Prosperous Valley. Severe weather followed by flooding caused by the emergency release of 

water at a weakened upstream dam has caused several major incidents along the east bank of 

the river in Jackson County. More rain and wind is expected during the next several days. 

 The county jail and juvenile detention facility has suffered extensive damage. All electrical 

power and water is out. Population is 450 adult males, 175 females, and 250 male 

juveniles. Relocation may be required. Only cold meals and limited water are available. A 

county sheriff's captain is the Incident Commander. 

 A ten-block area of Baytown has had extensive flooding. Search and rescue and 

evacuations are underway. There is no electrical power and the water and sewer systems 

have been damaged. An incident complex has been established to cover several incidents 

in this area. The Baytown Police Department has designated an Incident Commander from 

the department. 

 A southbound train was derailed over the Murkey River due to a bridge being undermined. 

Several cars are overturned. A tank car with an unknown chemical is on its side in the river 

and leaking. This incident is operating under a Unified Command consisting now of the 

county fire and sheriff. 

 In Fryville, a gas leak ignited, causing a fire in a major grocery chain warehouse. Several 

people have been injured and there is a danger of fire spread to adjacent buildings. Water 

pressure is low. The Fryville Volunteer Fire Department Chief is the Incident Commander. 

There is currently a major problem with allocating limited resources among these incidents. 

Many volunteers have come forward, and the Incident Commanders and the County EOC are 

looking for ways to organize and use them effectively. Several news media representatives are 

on the scene at the various incidents. 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-41

Topic Activity 4.1: Establishing Area Command

Outstanding Resource Orders 

Baytown Complex: 

20 law enforcement 

5 BLS Ambulances 

2 Trucks (fire Type I) 

2 Swiftwater/Flood Search and Rescue Teams (Type II & Type III) 

Type II Finance/Administration SC 

Cost UL 

Time UL 

Jail/Juvenile Center: 

20 law enforcement 

Generator capable of providing backup for facility 

1,500 gallons potable water per day 

Type II Planning SC 

Resources UL 

Situation UL 

Information/Intelligence UL 

Documentation UL 

Type II Logistics SC 

Supply UL 

Train Derailment: 

1 Type II Hazmat Team 

4 Type I Engines 

10 law enforcement 

Type II Planning SC 

Resources UL 

Situation UL 

Type II Finance/Administration SC 

Type II Logistics SC 

Supply UL 

Communications UL 

Fryville Fire: 

10 law enforcement 

4 Type I Engines 

4 Type I Water Tenders 

Type II Planning SC 

Resource UL 

Situation UL 

Type II Logistics SC 

Supply UL 

Communications UL 
Unit 4 Area Command 

Page 4-42 ICS-400: Advanced ICS—Student Manual August 2006

Topic Activity 4.1: Establishing Area Command

Scenario Map

Jackson 

County

N Jackson City

County Jail

Juvenile Detention

Center

Baytown 

Complex 

ICP

Baytown

Fryville 

ICP

Train 

Incident ICP

ICP

Train Tracks

Jackson County EOC

Riverton Junior High

Train Derailment

G

Jackson 

County

N Jackson City

County Jail

Juvenile Detention

Center

Jackson City ICP

ICP

2357

ICP

Train Tracks

Jackson County EOC

Riverton Junior High

Train Derailment

G57

G23

Grocery 

Warehouse

46

Murkey River 
Unit 4 Area Command 

August 2006 ICS-400: Advanced ICS—Student Manual Page 4-43

Topic Summary

Visual 4.33 

Unit 4: Visual 4.33

Area Command

Summary

You should now be able to:

 Define Area Command.

 List the principal advantages of using Area 

Command.

 Describe how, when, and where Area Command 

would be established.

 Describe the Area Command organization.

 Identify six primary functional responsibilities of 

Area Command.

 Given a scenario, develop an Area Command 

organization.

Visual Description: Summary 

Key Points 

You should now be able to: 

 Define Area Command. 

 List the principal advantages of using Area Command. 

 Describe how, when, and where Area Command would be established. 

 Describe the Area Command organization. 

 Identify six primary functional responsibilities of Area Command. 

 Given a scenario, develop an Area Command organization.
Unit 4 Area Command 

Page 4-44 ICS-400: Advanced ICS—Student Manual August 2006

Notes: 
Unit 5: Multiagency Coordination 

Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-1

Topic Unit Introduction 

Visual 5.1 

Unit 5: 

Multiagency Coordination

Visual Description: Unit Introduction 

Key Points 

Explain that this unit discusses the importance of multiagency coordination, and provides 

alternative organizational structures to facilitate multiple agencies working together. 
Unit 5 Multiagency Coordination 

Page 5-2 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Unit Objectives 

Visual 5.2 

Unit 5: Visual 5.2

Multiagency Coordination

Unit Objectives (1 of 2)

 Describe the kinds of incident/event management 

problems that can occur due to a lack of multiagency

coordination.

 Define essential terms related to multiagency

coordination.

 Identify the major guidelines for establishing and using

multiagency coordination groups and systems.

 Provide examples of the different levels at which 

multiagency coordination is commonly accomplished.

 Identify the primary components of a multiagency

coordination system.

Visual Description: Unit Objectives (1 of 2) 

Key Points 

By the end of this unit, you should be able to: 

 Describe the kinds of incident/event management problems that can occur due to a lack of 

multiagency coordination. 

 Define essential terms related to multiagency coordination. 

 Identify the major guidelines for establishing and using multiagency coordination groups and 

systems. 

 Provide examples of the different levels at which multiagency coordination is commonly 

accomplished. 

 Identify the primary components of a multiagency coordination system. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-3

Topic Unit Objectives

Visual 5.3 

Unit 5: Visual 5.3

Multiagency Coordination

Unit Objectives (2 of 2)

 Describe examples of entities that may provide 

multiagency coordination.

 List the responsibilities of multiagency coordination

entities.

 Identify the principal positions within a multiagency

coordination system.

 Identify differences between Area Command, Unified 

Command, and multiagency coordination entities.

Visual Description: Unit Objectives (2 of 2) 

Key Points 

By the end of this unit, you should be able to: 

 Describe examples of entities that may provide multiagency coordination. 

 List the responsibilities of multiagency coordination entities. 

 Identify the principal positions within a multiagency coordination system. 

 Identify differences between Area Command, Unified Command, and multiagency 

coordination entities. 
Unit 5 Multiagency Coordination 

Page 5-4 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination: Overview

Visual 5.4 

Unit 5: Visual 5.4

Multiagency Coordination

Command vs. Coordination

What is the difference 

between command 

and coordination?

Visual Description: Command vs. Coordination 

Key Points 

What is the difference between Command and Coordination? 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-5

Topic Multiagency Coordination: Overview

Visual 5.5 

Visual Description: Flow Of Requests For And Assistance During Large-Scale Incidents Or Events 

Key Points 

Refer to the visual and the next page describing the flow of requests for and delivery of Federal

assistance during large-scale incidents or events. 

It is important to note that the majority of resources and equipment will be provided 

through local, intra-state and/or inter-state mutual aid. Typically, inter-state mutual aid is 

requested through the Emergency Management Assistance Compact (EMAC) that is discussed 

later in this unit. 
Unit 5 Multiagency Coordination 

Page 5-6 ICS-400: Advanced ICS—Student Manual August 2006ver2
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-7

Topic Multiagency Coordination: Overview

Visual 5.6 

Unit 5: Visual 5.6

Multiagency Coordination

NIMS Functions of Coordination

The NIMS states that the primary functions of 

coordination include:

 Support incident management policies and priorities,

 Facilitate logistics support and resource tracking,

 Inform resource allocation decisions using incident

management priorities,

 Coordinate incident-related information, and

 Coordinate interagency and intergovernmental issues

regarding incident management policies, priorities, 

and strategies.

Visual Description: NIMS Functions of Coordination

Key Points 

The NIMS states that the primary functions of Coordination include, “to support incident 

management policies and priorities, facilitate logistics support and resource tracking, inform 

resource allocation decisions using incident management priorities, coordinate incident-related 

information, and coordinate interagency and intergovernmental issues regarding incident 

management policies, priorities, and strategies.” 
Unit 5 Multiagency Coordination 

Page 5-8 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination: Overview

Visual 5.7 

Unit 5: Visual 5.7

Multiagency Coordination

Terminology Review

How does Area 

Command differ from 

a multiagency 

coordination system?

Where is Unified 

Command applied?

Visual Description: Terminology Review: How does Area Command differ from a multiagency 

coordination system? Where is Unified Command applied? 

Key Points 

How does Area Command differ from a multiagency coordination system? 

Where is Unified Command applied? 

Why is it important to keep the command role solely with the Incident Command/Area 

Command? 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-9

Topic Multiagency Coordination: Overview

Visual 5.8 

Unit 5: Visual 5.8

Multiagency Coordination

Multiagency Coordination: Simple to Complex

A coordination system:

 May be as simple as a 

teleconference, or 

 May require an assembled group 

and associated support systems.

Visual Description: Multiagency Coordination: Simple to Complex

Key Points 

A coordination system may: 

 Be as simple as a teleconference, or 

 Require an assembled group and associated support systems. 
Unit 5 Multiagency Coordination 

Page 5-10 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination: Overview 

Visual 5.9 

Unit 5: Visual 5.9

Multiagency Coordination

Multiagency Coordination Challenges (1 of 2) 

 Different policies and procedures

 Lack of a common response organizational structure 

 Lack of coordinated incident planning

 Lack of interagency communications

 Differences in terminology

 Lack of resource information

 Unfamiliarity with other organizations

 Little previous interagency training

 Lack of procedures for including private and

nongovernmental organizations

Visual Description: Multiagency Coordination Challenges (1 of 2)

Key Points 

ICS and the associated Area Command and multiagency coordination structures were 

developed during the 1970s to overcome some very serious interjurisdictional coordination 

problems. These problems were evident even among agencies sharing the same mission, such 

as fire agencies on large urban interface fires, or law enforcement agencies during large civil 

disturbances. 

Past and continuing challenges affecting the ability of organizations to work together effectively 

on major incidents include the following: 

 Different policies and procedures 

 Lack of a common response organizational structure 

 Lack of coordinated incident planning

 Lack of interagency communications 

 Differences in terminology 

 Lack of resource information 

 Unfamiliarity with other organizations 

 Little previous interagency training 

 Lack of procedures for including private and nongovernmental organizations 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-11

Topic Multiagency Coordination: Overview 

Visual 5.10 

Unit 5: Visual 5.10

Multiagency Coordination

Multiagency Coordination Challenges (2 of 2)

 Increasing incident complexity

 Complex and confusing legal authorities

 Increasing litigation 

 Increasing response costs 

 High property losses

 Life, health, and safety issues

 Deteriorating public view of government 

 Intense media and public scrutiny

 Political, legislative, and budgetary ramifications

Visual Description: Multiagency Coordination Challenges (2 of 2)

Key Points 

Multiagency Coordination Challenges (Continued) 

 Increasing incident complexity 

 Complex and confusing legal authorities 

 Increasing litigation 

 Increasing response costs 

 High property losses 

 Life, health, and safety issues 

 Deteriorating public view of government 

 Intense media and public scrutiny 

 Political, legislative, and budgetary ramifications 
Unit 5 Multiagency Coordination 

Page 5-12 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination: Overview

Visual 5.11 

Unit 5: Visual 5.11

Multiagency Coordination

Multiagency Coordination (MAC) System

A MAC system is . . .

. . . a combination of facilities, equipment, 

personnel, procedures, and communications 

integrated into a common system with

responsibility for coordinating and supporting

domestic incident management activities. 

Visual Description: Multiagency Coordination (MAC) System 

Key Points 

In recognition that interagency coordination has presented, and will continue to present, 

challenges to the management of major and complex incidents, NIMS places major emphasis 

on the development of a coordinated, integrated system to address interagency issues. 

The National Incident Management System (NIMS) describes multiagency coordination (MAC) 

systems as: 

“a combination of facilities, equipment, personnel, procedures, and 

communications integrated into a common system with responsibility for 

coordinating and supporting domestic incident management activities.” 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-13

Topic Multiagency Coordination: Overview

Visual 5.12 

A System . . . Not a Facility

On-Scene Command

Dispatch Resource 

Coordination

Centers

Multiagency 

Coordination 

System

Emergency

Operations Centers

Coordination

Entities/Groups

Visual Description: A System . . . Not a Facility (Shows a circle with the words “Multiagency 

Coordination System” in the center and on-scene command, resource coordination centers, emergency 

operations centers, coordination entities/groups, and dispatch centers on the outer perimeter.) 

Key Points 

A multiagency coordination system is not a physical location or facility alone. Rather, a 

multiagency coordination system includes all components involved in managing and supporting 

events or incidents. 
Unit 5 Multiagency Coordination 

Page 5-14 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination System Components

Visual 5.13 

Unit 5: Visual 5.13

Multiagency Coordination

Multiagency Coordination System Components

Coordination

Center

Policy-Level 

Decisionmakers 

(MAC Entity)

 Consist of agency policy representatives 

with decisionmaking authority.

 Prioritize resource allocations. 

 Provide policy direction.

 Consists of agency representatives with

functional or jurisdictional authority.

 Implements multiagency coordination entity

decisions.

Implementing

Staff

 A location from which to operate.

 May consist of permanent or temporary

facilities including dispatch center, EOCs, etc.

Visual Description: Multiagency Coordination System Components 

Key Points 

Regardless of the level of government at which the multiagency coordination is being 

accomplished, the components generally include:

Policy-Level Decisionmakers: 

 Multiagency Coordination Entity: Consists of agency policy representatives with 

decisionmaking authority who facilitate strategic coordination by: 

 Prioritizing resource allocations 

 Providing policy direction.

 Resolving interagency policy issues.

 Examples include: 

 Crisis Action Teams 

 Policy Committees 

 MAC Groups 

 Joint Field Office Coordination Group 

 Interagency Incident Management Group 

(Continued on the next page.) 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-15

Topic Multiagency Coordination System Components

Implementing Staff:

 Consists of agency representatives who provide support and coordination by: 

 Facilitating logistics support and resource tracking. 

 Gathering and providing information. 

 Implementing multiagency coordination entity decisions. 

Coordination Center: 

 A location from which to operate. May consist of either permanent or temporary facilities 

including: 

 Dispatch Centers 

 Emergency Operations Centers (EOCs) 

 Joint Operations Centers (JOCs) 

 Joint Field Offices (JFOs) 

 Joint Information Centers (JICs) 

 Regional Response Coordination Center (RRCC) 

 National Response Coordination Center (NRCC) 

 Homeland Security Operations Center (HSOC) 

Note: The decisionmakers within a multiagency coordination (MAC) group or at an Emergency 

Operations Center function as a coordination entity. 

Source: National Response Plan 
Unit 5 Multiagency Coordination 

Page 5-16 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Activation

Visual 5.14 

Unit 5: Visual 5.14

Multiagency Coordination

Activating the Multiagency Coordination System

 When an emergency situation threatens, 

significantly impacts, or involves multiple 

agencies and/or political subdivisions.

 When pre-established threat levels are reached.

Visual Description: Activating the Multiagency Coordination System 

Key Points 

The components of the MAC system may be activated: 

 When an emergency situation threatens, significantly impacts, or involves multiple agencies 

and/or political subdivisions. 

 When pre-established threat levels are reached. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-17

Topic Multiagency Coordination System – Local Level

Visual 5.15 

Unit 5: Visual 5.15

Multiagency Coordination

Key Terms Review

Incident Command Post: Performs primary tactical-level, onscene incident command functions. The Incident Commander is 

located at an Incident Command Post at the incident scene.

Local Emergency Operations 

Center: Coordinates information

and resources to support local 

incident management activities. 

Area Command: Oversees the

management of multiple 

incidents. Area Command may 

be Unified, and works directly

with Incident Commanders. 

Local

Emergency

Ops Center

(EOC)

Area 

Command

Incident 

Command

Post

Incident

Command

Post 

Incident

Command

Post

Visual Description: Graphic of MAC System Components from the National Response Plan

Key Points 

The foundation for multiagency coordination is laid at the local level. On a day-to-day basis, 

dispatch centers perform interagency coordination through the dispatch of mutual aid agency 

response resources. 

As this system becomes overloaded, the competition for resources and the coordination 

demands between and among incidents grow, so local jurisdictions open their Emergency 

Operations Center and convene their multiagency coordinating entities and EOC staffs. Once 

activated, the EOC takes over part or all of the multiagency coordination required to support its 

incidents. 

Local EOCs coordinate with the Incidents, Area Commands, and Incident Complexes within 

their scope of authority. They also coordinate with other local EOCs. Finally, local EOCs 

coordinate up to the next level of government—the State EOC. State EOCs then coordinate 

with the Federal Government through a Regional or National Response Center. 

To work effectively, the MAC system at the local level requires the following legal foundation: 

 Mutual-aid agreements 

 Local Emergency Operations Plans 

 Local and State statutes 

 Intergovernmental agreements 

Activation and implementation of the provisions of these agreements and plans may require the 

declaration of a state of emergency by the local jurisdiction. This does two things: activates 

procedures to access resources from the next level of government and legally enables special 

powers as defined in the jurisdiction’s code and EOP. 
Unit 5 Multiagency Coordination 

Page 5-18 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination System – Local Level

Visual 5.16 

Unit 5: Visual 5.16

Multiagency Coordination

Local EOCs 

Core Functions:

 Coordination

 Communications

 Resource Dispatch and Tracking

 Information Collection, Analysis, and Dissemination

Local

EOC

Area 

Command

Complex

Local

EOC

Area

Command

Complex

Complex

Local

EOC

Complex

Local

EOC

Area

Command

Mutual Aid Mutual Aid Mutual Aid

Support

Command

Support

Command

Support

Command

Visual Description: Graphic of Local EOCs and Incidents

Key Points 

Staffing patterns for EOCs vary, but regardless of organizational structure, all EOCs share the 

following core functions: 

 Coordination, 

 Communications, 

 Resource dispatch and tracking, and 

 Information collection, analysis, and dissemination. 

If multiple EOCs are involved, representatives from each EOC may work together as a MAC 

group. This is discussed later in the unit. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-19

Topic Multiagency Coordination System – Local Level

Visual 5.17 

Unit 5: Visual 5.17

Multiagency Coordination

Local EOC

Local Mutual Aid

Intrastate Mutual Aid

Interstate Mutual Aid

Federal Resources

Prior Agreement/

Local EOC

Local EOC/State EOC

Local EOC/State EOC/

MAC

Local EOC/State 

EOC/RRCC-JFO

Visual Description: Local EOC 

Key Points 

Note that: 

 For incidents requiring local mutual aid resources, local EOC typically uses local 

agreements already in place. 

 For incidents requiring intrastate resources, local EOC usually goes to State EOC to fill 

resource requests. 

 For incidents requiring Interstate resources, local EOC normally reaches out to State EOC 

or State MAC to facilitate resource requests. 

 To acquire Federal resources, the local EOC uses the State EOC or RRCC/JFO to facilitate 

resource requests. 
Unit 5 Multiagency Coordination 

Page 5-20 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination System – Local Level

Visual 5.18 

Unit 5: Visual 5.18

Multiagency Coordination

Emergency Support Functions (ESFs)

 Key component of NRP.

 Facilitate the delivery of Federal resources, assets,

and assistance before, during, or after a disaster.

 Staffed at RRCC/JFO and NRCC by function.

 Emergency Services Branch:

 ESF-4, Firefighting

 ESF-8, Health & Medical

 ESF-9, Search & Rescue

 ESF-10, Oil & Hazmat

 ESF-13, Public Safety & Security

 May be included on ERT-A.

Visual Description: Emergency Support Functions (ESFs)

Key Points 

The last mechanism by which firefighting resources may move across State boundaries is 

through the provisions of the Emergency Support Function (ESF) procedures in the National 

Response Plans. 

Following is a complete list of the ESFs: 

ESF #1 – Transportation

ESF #2 – Communications 

ESF #3 – Public Works and Engineering 

ESF #4 – Firefighting 

ESF #5 – Emergency Management 

ESF #6 – Mass Care, Housing, and Human Services 

ESF #7 – Resource Support 

ESF #8 – Public Health and Medical Services 

ESF #9 – Urban Search and Rescue

ESF #10 – Oil and Hazardous Materials Response 

ESF #11 – Agriculture and Natural Resources 

ESF #12 – Energy 

ESF #13 – Public Safety and Security 

ESF #14 – Long-Term Community Recovery 

ESP #15 – External Affairs 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-21

Topic Multiagency Coordination System – Local Level

Visual 5.19 

Unit 5: Visual 5.19

Multiagency Coordination

ESF-4, Firefighting

 Under the NRP, ESF-4:

 Manages and coordinates firefighting activities.

 Provides personnel, equipment, and supplies in

support of State, local, and tribal agencies

involved in rural and urban firefighting 

operations.

 Lead Agency: USDA Forest Service

 Support Agency: U.S. Fire Administration

 ESF-4 wildland and structural representatives may

be on ERT-A (at State EOC) and at RRCC/JFO and 

NRCC.

Visual Description: ESF-4, Firefighting

Key Points 

Firefighting resources are managed through ESF-4, which may be staffed at the RRCC, JFO, 

and/or NRCC. If the incident is fire related or involves major involvement of fire resources, 

ESF-4 may also be staffed as part of the ERT-A.
Unit 5 Multiagency Coordination 

Page 5-22 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination System – Local Level

Visual 5.20 

Unit 5: Visual 5.20

Multiagency Coordination

Local EOCs Organization

There is no standard method for organizing an EOC. 

Most local EOCs are organized using variations on three 

organizational approaches:

 ICS-based

 Management function-based

 Emergency Support Function ESF-based

Visual Description: Local EOCs Organization

Key Points 

There is no standard method for organizing an EOC. Most local EOCs are organized using 

variations on three organizational approaches: 

 ICS-based 

 Management function-based 

 Emergency Support Function ESF-based 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-23

Topic National Response Plan Coordinating Structures

Visual 5.21 

Click on the video.

Visual Description: NRP Coordinating Structures: Overview Video

Key Points 

Click to start the video. A second click will stop the video. After showing the video, ask if the 

participants have any comments. Use the transcript below to review the main points presented 

in the video. 

Video Transcript

As you learned earlier, a basic premise of the NRP is that incidents are generally handled at the 

lowest jurisdictional level possible. Police, fire, public health and medical, emergency 

management, and other personnel are responsible for incident management at the local level. 

The Incident Command Post coordinates response activities with support from local and State 

Emergency Operations Centers. In some instances, a Federal agency may act as a first 

responder and may provide direction or assistance consistent with its specific statutory 

authorities and responsibilities. 

During Incidents of National Significance, the Secretary of Homeland Security manages the 

Federal response. The Secretary utilizes multiagency coordination structures, as defined in the 

National Incident Management System, at the national, regional, and field levels to coordinate 

efforts and provide appropriate support. And the Secretary may activate needed NRP elements 

to support other Federal departments and agencies in the management of lesser types of 

incidents. 

(Continued on the next page.) 
Unit 5 Multiagency Coordination 

Page 5-24 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic National Response Plan Coordinating Structures

Video Transcript (Continued) 

At the national level, incident information-sharing, operational coordination, and deployment of 

Federal resources are coordinated by the National Operations Center, referred to as the NOC. 

Strategic-level interagency incident management coordination is provided by the Incident 

Advisory Council, or IAC. The IAC also serves as an advisory body to the Secretary of 

Homeland Security. 

The National Response Coordination Center works closely with the NOC and IAC to coordinate 

the deployment of Federal resources and to support the efforts of regional and field 

components. At the regional level, interagency resource coordination and multiagency incident 

support are provided by the Regional Response Coordination Center. 

At the local level, the Joint Field Office, or JFO, is a temporary Federal facility established in or 

near the affected jurisdictions when activated. The JFO serves as a central point of 

coordination for Federal support to incident management activities. 

NRP coordinating structures are designed to support the complete spectrum of incident 

management activities, including prevention, preparedness, response, recovery, and mitigation. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-25

Topic Multiagency Coordination System

Visual 5.22 

State 

EOC

Neighboring 

States

RRCC

JFO

National

Organizations

EMAC

State-to-State Resources

Federal Resources & Commodities

FEMA Community Relations & FEMA Specific resources

GACC

NICC

ERT-A

Local

EOC

Area

Command

Complex

Command

Mutual Aid Mutual Aid Mutual Aid

Local

EOC

Area 

Command

Complex

Local

EOC

Complex

Complex

Local

EOC

Area

Command

Support

NRCC

IAC

NOC

MAC System Components

Visual Description: Graphic of MAC System Components 

Key Points: 

The next series of visuals demonstrates the MAC System Components. 
Unit 5 Multiagency Coordination 

Page 5-26 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination System – Local Level

Visual 5.23 

Command

Area 

Command

Complex

Area

Command

Complex

Complex

Complex

Area 

Command

Visual Description: Graphic of MAC System Components Building From Left to Right 

Key Points 

Natural or man-made disasters can result in numerous incidents occurring simultaneously. 

These incidents may be managed using single command, incident complex, unified command, 

area command, or unified area command. 

When an incident(s) requires significant multiagency coordination at the local level, the local 

MAC system—usually the local EOC—is activated. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-27

Topic Multiagency Coordination System – Local Level

Visual 5.24 

Command

Mutual Aid Mutual Aid

Local

EOC

Area 

Command

Complex

Local

EOC

Area

Command

Complex

Mutual Aid

Local

EOC

Complex

Complex

Local

EOC

Area 

Command

Support

Visual Description: Graphic of MAC System Components Building From Left to Right 

Key Points 

The primary focus of the MAC system at the local level is the local EOC. The local EOC 

coordinates activities with the individual incidents or area command as well as with other local 

EOCs. 
Unit 5 Multiagency Coordination 

Page 5-28 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination System – State Level

Visual 5.25 

State 

EOC

Local

EOC

Complex

Complex

Command

Mutual Aid Mutual Aid Mutual Aid

Local

EOC

Area 

Command

Complex

Local

EOC

Area

Command

Complex

Local

EOC

Area 

Command

Support

Visual Description: Graphic of MAC System Components Building From Left to Right 

Key Points 

The primary focus of the MAC system at the State level is the MAC entity and supporting staff 

operating out of the State EOC. The State EOC coordinates activities with local EOCs with the 

agencies and assets within the State. 

State assets vary from State to State, but generally include law enforcement, transportation, and 

firefighting resources. State resources also include the assets of the State National Guard, 

which can only be activated at the direction of the Governor. National Guard assets vary from 

State to State, depending on the kind of military force based there. 

Many States have internal mobilization provisions that allow the Governor to dispatch the 

resources of unaffected local governments to disasters. This provision is frequently used by the 

fire services. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-29

Topic Multiagency Coordination System – State Level

Visual 5.26 

State 

EOC

Neighboring 

States

RRCC

JFO

EMAC

ERT-A

Local

EOC

Complex

Complex

Command

Mutual Aid Mutual Aid Mutual Aid

Local

EOC

Area 

Command

Complex

Local

EOC

Area

Command

Complex

Local

EOC

Area 

Command

Support

Visual Description: Graphic of MAC System Components Building From Left to Right 

Key Points 

The State EOC coordinates with other States through the Emergency Management Assistance

Compact (EMAC), which establishes the legal authority for interstate assistance, and the 

procurement mechanisms required to implement such assistance. Actual dispatch of resources 

under an EMAC activation takes place through normal agency dispatch channels. 

The State EOC may also coordinate with entities at the Federal level through a Regional 

Response Coordination Center (RRCC) and when established Joint Field Office (JFO). This 

coordination may initially take place through an Emergency Response Team-Advance Element 

(ERT-A) that is typically deployed to the State EOC of an affected State during the early stages 

of a disaster. 
Unit 5 Multiagency Coordination 

Page 5-30 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination System – State Level

Visual 5.27 

State 

EOC

Neighboring 

States

RRCC

JFO

EMAC

State-to-State Resources

Federal Resources & Commodities

ERT-A

Command

Mutual Aid Mutual Aid Mutual Aid

Local

EOC

Area 

Command

Complex

Local

EOC

Area

Command

Complex

Local

EOC

Complex

Complex

Local

EOC

Area 

Command

Support

Visual Description: Graphic of MAC System Components Building From Left to Right 

Key Points 

As occurred following hurricane Katrina, several national organizations played an ad hoc role in 

multiagency coordination. While not part of the formal State or National Response Plans, 

organizations such as the International Association of Fire Chiefs, International Association of 

Firefighters, and the International Association of Chiefs of Police assisted in coordinating Stateto-State movement of fire and law enforcement resources. 

Legal Foundation 

The legal foundation for the MAC system at the State level includes: 

 State Statute 

 State Emergency Operations Plan 

 State Mobilization Plans (part of the EOP) 

 EMAC

Activation and implementation of the provisions of these statutes and plans may require a 

disaster declaration on the part of the Governor of the State. 

As State and Federal provisions of the MAC system are activated, many of them include costsupporting or cost-shifting provisions and liability coverage. If an agency self-dispatches (or 

accepts resources that have done so), it may end up fiscally and legally liable for the action. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-31

Topic Multiagency Coordination System – Federal Level

Visual 5.28 

State 

EOC

Neighboring 

States

RRCC

JFO

National

Organizations

EMAC

State-to-State Resources

Federal Resources & Commodities

GACC

NICC

ERT-A

NRCC

IAC

NOC

Command

Mutual Aid Mutual Aid Mutual Aid

Local

EOC

Area 

Command

Complex

Local

EOC

Area

Command

Complex

Local

EOC

Complex

Complex

Local

EOC

Area 

Command

Support

Visual Description: Graphic of MAC System Components Building From Left to Right 

Key Points 

During day-to-day operations, the MAC system at the Federal level maintains a “warm” 

response capability through the FEMA Regional Response Coordination Center (RRCC) and 

the National Response Coordination Center (NRCC) (which have program management and 

oversight responsibilities as well as emergency response), and the National Operations Center 

(NOC), which serves as the information and operations coordination hub for the Federal 

Government. 

When an Incident of National Significance occurs, the MAC system at the Federal level also 

activates the ERT-A, which deploys as close as possible to the incidents and prepares a site for 

the expanded Federal support organization, the Joint Field Office (JFO). The ERT-A is headed 

by a team leader from DHS/EPR/FEMA and includes staff from selected ESF agencies. Part of 

the ERT-A deploys to the affected State EOC(s). The rest deploy directly to or near the affected 

area to establish field communications, locate and establish field facilities, and set up support 

activities. The ERT-A works directly with the State to obtain information regarding the impact of 

the event and to identify specific State requests for Federal assistance. 

When the JFO is fully functional, the ERT-A is absorbed into it, and the response role of the 

RRCC is taken over by the JFO. The Interagency Advisory Council (IAC) is the MAC entity 

activated at Federal headquarters level that facilitates Federal domestic incident management 

for Incidents of National Significance.
Unit 5 Multiagency Coordination 

Page 5-32 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination System – Federal Level

Visual 5.29 

State 

EOC

Neighboring 

States

RRCC

JFO

National

Organizations

EMAC

State-to-State Resources

Federal Resources & Commodities

FEMA Community Relations & FEMA Specific resources

GACC

NICC

ERT-A

Local

EOC

Area 

Command

Complex

Command

Mutual Aid Mutual Aid Mutual Aid

Local

EOC

Area

Command

Complex

Local

EOC

Complex

Complex

Local

EOC

Area 

Command

Support

NRCC

IAC

NOC

Visual Description: Graphic of MAC System Components Building From Left to Right 

Key Points 

During Presidentially-declared disasters, the Federal Emergency Management Agency (FEMA) 

deploys community relations, individual assistance, and public assistance specialists to assist 

citizens, businesses, and local and State governments with recovery efforts. 

The NRP brings together all of the assets of the Federal Government for response and recovery 

support to effected entities. This includes so-called “national resources” such as Incident 

Management Teams, and specialized tactical assets such as the Urban Search and Rescue 

Task Forces. It also includes support from Small Business Administration, Department of 

Housing and Urban Development, and other agencies critical to disaster recovery.

The President may also choose to federalize the National Guard in order to move Guard 

resources from one State to another. Certain resources of the active military may also be 

deployed for narrowly defined missions. 

Legal Authority

 The primary disaster-related legal authority at the Federal level is the Stafford Act. This act 

authorizes the Federal Government to assist in disaster response upon the declaration of a 

disaster by the President. Normally, this declaration is issued at the request of the Governor 

of the impacted State, although it is possible that the President may issue one in the 

absence of a request. 

 Once a disaster declaration has been issued, the appropriate provisions of the National 

Response Plan are activated, including additional resource allocations, cost sharing, and 

both emergency and long-term disaster relief measures. 

 Some agencies have internal authority to respond to specific disasters as part of their

organizational mission. Such agencies do not have to wait for a Presidential declaration to 

take action.
Unit 5 Multiagency Coordination 

State 

EOC

Neighboring 

States

RRCC

JFO

National

Organizations

EMAC

State-to-State Resources

Federal Resources & Commodities

FEM

Community Relations & FEMA Specific resources

GACC

NICC

ERT-A

Local

EOC

Area 

Command

Complex

Command

Mutual Aid

Mutual Aid

Mutual Aid

Local

EOC

Area

Command

Complex

Local

EOC

Complex

Complex

Local

EOC

Area 

Command

Support

NRCC

August 2006ver2 ICS-400: Advanced ICS 
Unit 5 Multiagency Coordination 

Page 5-34 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic MAC System Components Definitions 

MAC System Components Definitions 

EMAC – Emergency Management Assistance Compact. The EMAC establishes the legal 

authority for interstate assistance, and the procurement mechanism required to implement such 

assistance. Actual dispatch of resources under an EMAC activation take place through normal 

agency dispatch channels. 

ERT-A – Emergency Response Team-Advance Element. The ERT-A deploys during the 

early stages of an incident to work directly with the State to obtain information on the impact of 

the event and to identify specific State requests for Federal incident management assistance. 

Part of the ERT-A deploys to the affected State EOC(s). The rest deploy directly to or near the 

affected area to establish field communications, locate and establish field facilities, and set up 

support activities. 

GACC – Geographic Area Coordination Center. If a wildland fire grows to the point where 

local personnel and equipment are not enough, the responsible agency contacts the 

Geographic Area Coordination Center (GACC) for help. The GACC will locate and dispatch 

additional firefighters and support personnel throughout the geographic area. When GACCs 

can no longer meet the requests because they are supporting multiple incidents, or when 

GACCs are competing for resources, the request for equipment and supplies is referred to the 

National Interagency Coordination Center (NICC). 

IAC – Interagency Advisory Council. The IAC is a Federal headquarters-level multiagency 

coordination entity that facilitates strategic Federal domestic incident management for Incidents 

of National Significance. The Secretary of Homeland Security activates the IAC based on the 

nature, severity, magnitude, and complexity of the threat or incident. 

JFO – Joint Field Office. The JFO is a multiagency coordination center established locally. It 

provides a central location for coordination of Federal, State, local, tribal, nongovernmental, and 

private-sector organizations with primary responsibility for threat response and incident support. 

NOC – National Operations Center. The NOC is the primary national hub for domestic 

incident management operational coordination and situational awareness. The NOC is a 

standing 24/7 interagency organization fusing law enforcement, national intelligence, 

emergency response, and private-sector reporting. 

RRCC – Regional Response Coordination Center. At the regional level, Federal interagency 

resource coordination and multiagency incident support are provided by the Regional Response 

Coordination Center. 

NICC – National Interagency Coordination Center. Serves as the dispatch and coordination 

center for Federal and State fire resources, primarily in response to wildland fires, but also in 

support of ESF #4. 

NRCC – National Response Coordination Center. The NRCC is a multiagency center that 

provides overall Federal response coordination for Incidents of National Significance and 

emergency management program implementation. The NRCC is a functional component of the 

HSOC in support of incident management operations. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-35

Topic National Response Plan Coordinating Structures

Visual 5.30 

Unit 5: Visual 5.30

Multiagency Coordination

Firefighting Resources

Firefighting resources can move across state 

boundaries through:

 Intrastate Mutual Aid Agreements

 Interstate Mutual Aid Plans

 The Emergency Management Assistance Compact

(EMAC)

 The ESF Structure of the National Response Plan

Visual Description: Firefighting Resources 

Key Points 

During Incidents of National Significance, it is often necessary to move firefighting resources 

across State boundaries. This can be done in four ways, as described on the visual.

 Through Intrastate Mutual Aid Agreements 

 Through Interstate Mutual Aid Plans 

 Through the Emergency Management Assistance Compact (EMAC) 

 Through the ESF Structure of the National Response Plan 

Let’s look at the last two—The EMAC and the ESF structure.
Unit 5 Multiagency Coordination 

Page 5-36 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Emergency Management Assistance Compact (EMAC)

Visual 5.31 

Unit 5: Visual 5.31

Multiagency Coordination

Emergency Management Assistance Compact (EMAC)

 Basic state-to-state agreement.

 Request assistance after declaring disaster or

emergency, with or without Federal disaster or

emergency declaration.

 Provides legal and fiscal framework for resource

exchange across State boundaries.

 Does not take the place of a mutual aid plan.

 Administrated by National Emergency

Management Association (NEMA).

Requesting State must authorize response!

Visual Description: Emergency Management Assistance Compact (EMAC)

Key Points 

Fifty states are members of this interstate disaster assistance agreement, which a State joins by 

enacting legislation enabling it to operate within the Emergency Management Assistance 

Compact (EMAC) system. 

EMAC offers member States the ability to request and receive resources across State lines after

declaring a disaster or emergency, with or without a Federal disaster or emergency declaration. 

The EMAC has certain inherent limitations. For example, an EMAC states that the terms and 

conditions of the EMAC apply only after the governor of the receiving State declares a state of 

emergency or disaster, or commences a mutual aid exercise, and last only as long as the state 

of emergency or disaster exists or the loaned resources remain in the State, “whichever is 

longer.” This makes the significant assistance contemplated in the EMAC available as soon as 

a disaster or emergency is declared. It also makes resources available for exercises. However, 

the restriction to declared disasters and emergencies limits the EMAC’s usefulness with respect

to operational mutual aid, since the vast majority of operational mutual aid takes place in the 

absence of a declared disaster or emergency. While the EMAC requires member States to craft 

mutual aid agreements implementing the EMAC, if the EMAC authorizing legislation is the sole 

authority for these agreements, their applicability will be limited accordingly. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-37

Topic Emergency Management Assistance Compact (EMAC)

EMAC requires that the requesting State reimburse the responding State for any loss or 

damage to, or expense incurred, in the operation of any equipment and the provision of any 

service in responding to a request for assistance. One of the reasons for this provision is to 

ensure that the requesting jurisdiction will receive reimbursement for these costs under the 

Federal Emergency Management Agency’s (FEMA) Public Assistance Program. Under the 

Public Assistance Program, FEMA will reimburse requesting jurisdictions for mutual aid costs, 

provided the “the entity that received the aid was actually charged for that aid.” However, this 

type of reimbursement provision is not typically an element of operational mutual aid 

agreements, where each jurisdiction typically bears its own costs. Therefore, local jurisdictions 

should contemplate the ramifications of requesting aid under the EMAC if a source of 

reimbursement, such as the FEMA Public Assistance Program, is not assured. 

Local jurisdictions should also exercise caution in constructing interstate mutual aid agreements 

based on the EMAC’s authorities, because of the requirements of this provision. 

Refer to EMACWEB.org for additional information. 
Unit 5 Multiagency Coordination 

Page 5-38 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Emergency Management Assistance Compact (EMAC)

Visual 5.32 

Unit 5: Visual 5.32

Multiagency Coordination

EMAC Process (1 of 2)

 Governor issues state of emergency.

 Representative from State alerts NEMA, requests

deployment of EMAC team.

 EMAC team works with State to develop requests

and send EMAC broadcast.

 EMAC team helps State determine costs and 

availability of resources.

 Member States complete requisitions and submit

to requesting State.

Visual Description: EMAC Process (1 of 2)

Key Points 

The restriction to declared disasters and emergencies limits the EMAC’s usefulness with 

respect to operational mutual aid, since the vast majority of operational mutual aid takes place 

in the absence of a declared disaster or emergency. (Cohen, p. 23 Agreements for Emergency 

Preparedness.) 

The following points describe the EMAC Process: 

 Governor issues state of emergency. 

 Representative from State alerts NEMA, requests deployment of EMAC team. 

 EMAC team works with State to develop requests and send EMAC broadcast. 

 EMAC team helps State determine costs and availability of resources. 

 Member States complete requisitions and submit to requesting State. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-39

Topic Emergency Management Assistance Compact (EMAC)

Visual 5.33 

Unit 5: Visual 5.33

Multiagency Coordination

EMAC Process (2 of 2)

 Requesting State negotiates costs with selected

States.

 Request is approved; response is authorized by

requesting State.

 Resources are sent to affected State.

 Responding State requests reimbursement from

requesting State.

 Responding State is reimbursed.

Visual Description: EMAC Process (2 of 2)

Key Points 

The following points continue to describe the EMAC Process: 

 Requesting State negotiates costs with selected States. 

 Request is approved; response is authorized by requesting State. 

 Resources are sent to affected State. 

 Responding State requests reimbursement from requesting State. 

 Responding State is reimbursed. 
Unit 5 Multiagency Coordination 

Page 5-40 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Emergency Support Functions (ESFs)

Visual 5.34 

State 

EOC

Neighboring 

States

RRCC

JFO

National

Organizations

EMAC

State-to-State Resources

Federal Resources & Commodities

FEMA Community Relations & FEMA Specific resources

GACC

NICC

ERT-A

Local

EOC

Area 

Command

Complex

Command

Mutual Aid Mutual Aid Mutual Aid

Local

EOC

Area

Command

Complex

Local

EOC

Complex

Complex

Local

EOC

Area 

Command

Support

NRCC

IAC

NOC

Visual Description: MAC System Components

Key Points 

This visual shows the organizational elements that may include ESF-4 staffing. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-41

Topic Resource Requests

Visual 5.35 

Unit 5: Visual 5.35

Multiagency Coordination

Resource Requests (1 of 2)

 EMAC

 Provides simple avenue for State-to-State

resource procurement.

 Does not assist with identifying or prioritizing 

needs or providing required logistical and

management support.

 Is a broker or a procurement tool, requesting 

State identifies parameters (cost, distance,

reporting time, etc.)

Visual Description: Resource Requests (1 of 2)

Key Points 

The next two visuals compare the two resource structures. 

EMAC

 Provides simple avenue for State-to-State resource procurement. 

 Does not assist with identifying or prioritizing needs or providing required logistical and 

management support. 

 Is a broker or a procurement tool, requesting State identifies parameters (cost, distance, 

reporting time, etc.) 
Unit 5 Multiagency Coordination 

Page 5-42 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Resource Requests

Visual 5.36 

Unit 5: Visual 5.36

Multiagency Coordination

Resource Requests (2 of 2)

ESFs

 Provide access to Federal resources and 

State/local resources through interagency

agreements.

 Provide assistance in identification and

prioritization of needs and ensure that request 

includes required logistical and management

support.

 Start with closest resource first.

Visual Description: Resource Requests (2 of 2)

Key Points 

ESFs 

 Provide access to Federal resources and State/local resources through interagency 

agreements. 

 Provide assistance in identification and prioritization of needs and ensure that request 

includes required logistical and management support. 

 Start with closest resource first. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-43

Topic Multiagency Coordinating Entities

Visual 5.37 

Unit 5: Visual 5.37

Multiagency Coordination

Multiagency Coordinating Entities

Visual Description: Multiagency Coordinating Entities (Organizational Graphics with Blank Blocks) 

Key Points 

MAC entities include a variety of organizations at all levels of government. A MAC Group is a 

standardized multiagency coordination entity. Because MAC entities vary in structure 

depending on jurisdiction and level of government, the discussion in this course will center on 

the “generic” MAC entity, the MAC Group. The tips and strategies discussed in relation to the 

MAC Group are applicable to all MAC entities. 

The following are some of the more common MAC Group applications:

 A single jurisdiction may establish a MAC Group as part of its EOC function. In this 

application, it is important that the jurisdiction take care to define its role broadly enough to 

include all jurisdictions, agencies, and organizations that might be impacted. 

 MAC Groups are frequently defined geographically, especially when an emergency crosses 

jurisdictional boundaries.

 A MAC Group may be organized functionally. For example, law enforcement agencies at 

local, State, and Federal levels may establish a MAC Group to assist in coordinating 

response to major civil unrest or terrorist activity.

 A MAC Group may be organized nationally. During wildfire season, a national MAC Group 

convenes at the National Interagency Fire Center in Boise, Idaho. This MAC Group 

includes representatives from the Federal wildland fire agencies, the States, FEMA, and the 

military. 
Unit 5 Multiagency Coordination 

Page 5-44 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordinating Entities

Visual 5.38 

Unit 5: Visual 5.38

Multiagency Coordination

Role of the MAC Group

Interagency decisionmaking related to:

 Incident management policies and priorities,

 Logistics support and critical resource tracking,

 Resource allocation,

 Coordinating incident-related information, and 

 Coordinating interagency and intergovernmental 

issues regarding incident management policies, 

priorities, and strategies. 

Visual Description: Role of the MAC Group 

Key Points 

The role of the MAC Group is to provide a structure and process for inter-organizational 

decisionmaking in these areas: 

 Incident management policies and priorities, 

 Logistics support and critical resource tracking, 

 Resource allocation, 

 Coordinating incident-related information, and 

 Coordinating interagency and intergovernmental issues regarding incident management 

policies, priorities, and strategies. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-45

Topic Multiagency Coordinating Entities

Visual 5.39 

Unit 5: Visual 5.39

Multiagency Coordination

MAC Group

MAC Group

Agency

Representatives

MAC Group

Coordinator

MAC Group 

Situation 

Assessment

Unit

MAC Group 

Resource Status

Information

Unit

Joint

Information 

Center (JIC)

Visual Description: Multiagency Coordinating Group 

Key Points 

A MAC Group is made up of organization, agency, or jurisdiction representatives who 

are authorized to commit agency resources and funds. 

The success of the MAC Group depends on the membership. Sometimes membership 

is obvious—organizations that are directly impacted, and whose resources are 

committed to the incident. Often, however, organizations that should be members of a 

MAC Group are less obvious. These may include business organizations such as local 

Chambers of Commerce, volunteer organizations such as the American Red Cross, or

other organizations with special expertise or knowledge. While these agencies may not 

have “hard” resources or funds to contribute, their contacts, political influence, or 

technical expertise may be key to the success of the MAC Group. 

The MAC Group can be supported by a MAC Group Coordinator, who may supervise MAC 

Group Situation Assessment and Resource Status Information Units that collect and assemble 

information through normal coordination channels. The MAC Group Situation and Resources 

Units will gather, analyze, and present the MAC Group with information needed to fulfill its 

mission. The results of the MAC Group’s deliberation will be distributed by its members directly 

to their own organizations as well as through the normal chain of command (EOCs, dispatch 

centers, etc.). The MAC Group can also be supported by a Joint Information Center (JIC)). 
Unit 5 Multiagency Coordination 

Page 5-46 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Joint Information System/JIC

Visual 5.40 

Unit 5: Visual 5.40

Multiagency Coordination

Joint Information System (JIS)

 Provides an organized, integrated, 

and coordinated mechanism to

ensure the delivery of consistent

information to the public in a crisis.

 Joint information activities are 

accomplished in a Joint Information 

Center (JIC) staffed by Public

Information staff from all agencies

with responsibility for the incident.

Visual Description: Joint Information System (JIS) 

Key Points 

The multiagency coordination system also includes the Joint Information System, or JIS. 

Note that: 

 The JIS integrates incident information and public affairs into a cohesive organization

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

operations. 

 Activities associated with the JIS may be accomplished from a Joint Information Center (JIC)

staffed by public information staff from all agencies and jurisdictions with responsibility for 

the incident.

Source: National Incident Management System 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-47

Topic MAC Group Application

Visual 5.41 

Unit 5: Visual 5.41

Multiagency Coordination

MAC Group Application (1 of 3) 

A MAC Group could be activated to support the 

following scenario:

 A wildfire covering 10,000 acres is burning across 

two counties and a national forest.

 The fire is threatening several small towns in both

counties, as well as a large ranch with sensitive

habitat belonging to the Nature Conservancy. 

 It has NOT been declared a disaster.

Visual Description: MAC Group Application (1 of 3) 

Key Points 

A MAC Group could be activated to support the following scenario: 

 A wildfire covering 10,000 acres is burning across two counties and a national forest.

 The fire is threatening several small towns in both counties, as well as a large ranch with 

sensitive habitat belonging to the Nature Conservancy. 

 It has NOT been declared a disaster. 
Unit 5 Multiagency Coordination 

Page 5-48 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic MAC Group Application

Visual 5.42 

Unit 5: Visual 5.42

Multiagency Coordination

MAC Group Application (2 of 3)

JIC

MAC Group

County 1

County 2

USDA Forest Service

Nature Conservancy

County 2

EOC

National Forest

Expanded Dispatch

Unified Command

County 1

EOC

Coordination

Visual Description: MAC Group Application (2 of 3) 

Key Points 

 In this case, a MAC Group has been set up to coordinate decisionmaking among the two 

counties, the Nature Conservancy, and the national forest. 

 The MAC Group is made up of senior representatives from the two counties, the USDA 

Forest Service, and the Nature Conservancy. 

 They interface with the Unified Command IMT through the County EOCs, and the National 

Forest Service’s dispatch center. 

 They have also activated and staffed a JIC. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-49

Topic MAC Group Application

Visual 5.43 

Unit 5: Visual 5.43

Multiagency Coordination

MAC Group Application (3 of 3)

The primary decisions that need to be made in the MAC Group

forum include:

 Developing a consistent approach to mandatory evacuation

orders for the two counties.

 The use of County Sheriff’s deputies to support Federal law

enforcement personnel on the national forest.

 The expenditure of county and Federal funds and

resources to protect private property (the Nature 

Conservancy ranch). 

The MAC Group has also identified an opportunity to

coordinate a public education program involving the USDA 

Forest Service and the Nature Conservancy on the role of

wildfire in the environment.

Visual Description: MAC Group Application (3 of 3) 

Key Points 

The primary decisions that need to be made in the MAC Group forum include: 

 Developing a consistent approach to mandatory evacuation orders for the two counties. 

 The use of County Sheriff’s deputies to support Federal law enforcement personnel on the 

national forest. 

 The expenditure of county and Federal funds and resources to protect private property (the 

Nature Conservancy ranch). 

The MAC Group has also identified an opportunity to coordinate a public education program 

involving the USDA Forest Service and the Nature Conservancy on the role of wildfire in the 

environment. 
Unit 5 Multiagency Coordination 

Page 5-50 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Multiagency Coordination Entity Decisionmaking

Visual 5.44 

Unit 5: Visual 5.44

Multiagency Coordination

Discussion Question

What can the policymakers within a 

multiagency coordination

entity do to facilitate their

decisionmaking process?

Visual Description: What can the policymakers within a multiagency coordination entity do to facilitate 

their decisionmaking process? 

Key Points 

Note that the primary function of the multiagency coordination entity is to set policies and make 

decisions. Given that the group members are from different agencies and/or jurisdictions, it is 

important that they work together effectively. 

What can the policymakers within a multiagency coordination entity do to facilitate their 

decisionmaking process? 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-51

Topic Multiagency Coordination Entity Decisionmaking

Visual 5.45 

Unit 5: Visual 5.45

Multiagency Coordination

Criteria for Determining Priorities

Life-Safety

 Threat to responders.

 Threat to public.

Incident Stabilization

 High damage potential.

 Incident complexity.

 Infrastructure protection.

Property Conservation

 Real property threatened.

 Environmental impact.

 Economic impact.

Visual Description: Criteria for Determining Priorities 

Key Points 

The following are criteria for setting priorities: 

Life-Safety

 Threat to responders. 

 Threat to public. 

Incident Stabilization 

 High damage potential. 

 Incident complexity. 

 Infrastructure protection.

Property Conservation 

 Real property threatened. 

 Environmental impact. 

 Economic impact. 

Others, as established by the coordinating entity.
Unit 5 Multiagency Coordination 

Page 5-52 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Preparedness

Visual 5.46 

Unit 5: Visual 5.46

Multiagency Coordination

Multiagency Coordination & Preparedness

 Now that you understand how the national MAC 

system is designed, do you know where your agency

and jurisdiction fit in? 

 Do you know how coordination and information 

exchange is accomplished within the components of 

your multiagency coordination system?

 Do you know the names of key players and contact 

information?

 When is the last time you exercised your coordination 

system?

Can you answer the following questions:

Visual Description: Multiagency Coordination & Preparedness 

Key Points 

Now that you understand how the national MAC system is designed, do you know where 

your agency and jurisdiction fit in? 

Do you know how coordination and information exchange is accomplished within the 

components of your multiagency coordination system? 

Do you know the names of key players and contact information? 

When is the last time you exercised your coordination system? 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-53

Topic Terminology Review

Visual 5.47 

Unit 5: Visual 5.47

Multiagency Coordination

Terminology Review

 Incident Command System

 Unified Command

 Area Command (Unified Area Command)

 Multiagency Coordinating Entities

 Emergency Operations Center (EOC)

Visual Description: Terminology Review 

Key Points 

Review the following organizational terminology:

INCIDENT

COMMAND 

SYSTEM 

UNIFIED 

COMMAND 

AREA COMMAND 

(UNIFIED AREA 

COMMAND) 

MULTIAGENCY 

COORDINATING 

ENTITIES 

EMERGENCY 

OPERATIONS

CENTER (EOC) 

The 

management 

system used to

direct all 

operations at 

the incident 

scene. The 

Incident 

Commander 

(IC) is located 

at an Incident 

Command Post

(ICP) at or near 

the incident 

scene. 

An application of 

ICS used when

there is more 

than one agency

with incident 

jurisdiction. 

Agencies work 

together through 

their designated 

Incident 

Commanders at 

a single ICP to 

establish a 

common set of

objectives and 

strategies, and a 

single Incident 

Action Plan. 

Established as 

necessary to provide 

command authority

and coordination for 

two or more incidents 

in close proximity. 

Area Command 

works directly with

Incident 

Commanders. 

Organizational 

structures used to 

coordinate resources 

and support between or 

among organizations. 

MAC entities interact 

with organizations, not 

with incidents. MAC 

entities include a variety

of organizations at all 

levels of government, 

including EOCs, JFOs, 

and the “generic” MAC 

entity, the MAC Group. 

EOCs are used in 

varying ways at all 

levels of 

government and 

within private 

industry to provide 

coordination, 

direction, and 

control during 

emergencies. 
Unit 5 Multiagency Coordination 

Page 5-54 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Activity 5.1: Multiagency Coordination

Visual 5.48 

Unit 5: Visual 5.48

Multiagency Coordination

Activity 5.1: Multiagency Coordination (1 of 3)

Time Allotted: 60 minutes

Objective: 

Demonstrate the ability to utilize the full range of ICS

command, control, and coordination options to organize

a disaster.

Visual Description: Activity 5.1: Multiagency Coordination (1 of 3)

Key Points 

Activity 5.1: Multiagency Coordination 

Objective: 

Demonstrate the ability to utilize the full range of ICS command, control, and coordination 

options to organize a disaster. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-55

Topic Activity 5.1: Multiagency Coordination

Visual 5.49 

Unit 5: Visual 5.49

Multiagency Coordination

Activity 5.1: Multiagency Coordination (2 of 3)

Instructions:

1. Review the objective and scenario.

2. You have been assigned to one of the following 

four groups:

 Central City Complex 

 Turtle River Area Command 

 Liberty County EOC 

 Columbia State EOC (MAC Group)

Visual Description: Activity 5.1: Multiagency Coordination (2 of 3)

Key Points 

Instructions:

1. Review the objective, scenario, and instructions.

2. The class will be divided into four groups representing the following: 

 Central City Complex 

 Turtle River Area Command 

 Liberty County EOC 

 Columbia State EOC (MAC Group) 

(Continued on the next page.) 
Unit 5 Multiagency Coordination 

Page 5-56 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Activity 5.1: Multiagency Coordination

Visual 5.50 

Unit 5: Visual 5.50

Multiagency Coordination

Activity 5.1: Multiagency Coordination (3 of 3)

Instructions: (Continued)

3. Review the Problem Statement for your group. 

4. Develop strategies for dealing with the Problem 

Statement. Some of your strategies will depend

on the input or actions of other groups. You

should plan to contact them in the appropriate

fashion to negotiate a strategy.

Visual Description: Activity 5.1: Multiagency Coordination (3 of 3)

Key Points 

Instructions: (Continued)

3. Review the Problem Statement for your group. 

4. Develop strategies for dealing with the Problem Statement. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-57

Topic Activity 5.1: Multiagency Coordination

Objective: Demonstrate the ability to utilize the full range of ICS command, control, and 

coordination options to organize a disaster. 

Instructions: 

1. Review the objective and scenario. 

2. You have been assigned to the one of the following four groups: 

 Central City Complex 

 Turtle River Area Command 

 Liberty County EOC 

 Columbia State EOC (MAC Group) 

3. Review the Problem Statement for your group (handout). 

4. Develop strategies for dealing with each Problem Statement. Some of your strategies will 

depend on the input or actions of other groups. You should plan to contact them in the 

appropriate fashion to negotiate a strategy. 
Unit 5 Multiagency Coordination 

Page 5-58 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Activity 5.1: Multiagency Coordination

Scenario: 

On October 17, the State of Columbia was struck by Hurricane Gordon, a category 2 hurricane. 

Seven counties were hard hit (Stramford, Granite, Redstone, Liberty, Green, Mineral, and Kane 

Counties), with the most damage occurring in Liberty County. 

Hurricane Gordon came ashore between the islands of Masland and Gish, and the eye tracked 

over Bayport, Fisherville, Deep River, and Central City. The hurricane track then took a slight 

turn to the east roughly following highway 19 to Brooksville before losing strength and being 

downgraded to a tropical storm. 48 hours have passed, and basic services are beginning to be 

restored in Liberty County. Some of the areas in the county now have basic water and power, 

and attention is turning to long-term damage assessment, debris removal, and other efforts to 

restore the local economy 

Liberty County: Liberty County suffered a direct hit from Gordon, as the hurricane passed 

between Masland and Gish Islands. The communities of Bayport, Fisherville, and Deep River 

suffered severe wind damage and flooding. Coastal and upstream flooding was caused by the 

8- to 12-foot storm surge and torrential rains. Central City received severe wind damage and 

river flooding due to 14 inches of rain within a 36-hour period. 

Many roads within Liberty County have been washed out or are currently impassable due to 

downed trees and power lines. The Kingston Airport experienced severe damage to its main 

terminal and support facilities. The Columbia Bay Bridge between Bayport and Fisherville has 

been closed. Rail transportation within Liberty County has been suspended until inspections 

can be completed. The Central City Hospital is operating on its backup generator. 

State of Columbia: The State Emergency Operation Center (EOC) has been activated to 

address county EOC coordination needs between Stramford, Granite, Redstone, Liberty, Green, 

Mineral, and Kane Counties. 
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-59

Topic Activity 5.1: Multiagency Coordination

Fisherville Branch 

Jordan Marsh Branch 

Lowell Marsh Branch 

Pelican Marsh Branch 

East Branch 

West Branch 

Fisherville 

Complex

Deep River 

Incident 

Turtle River 

Area Command

Central City

Complex

Bayport 

Liberty County

EOC

Columbia State 

EOC/MAC Group

(Continued on the next page.) 
Unit 5 Multiagency Coordination 

Page 5-60 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Activity 5.1: Multiagency Coordination
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-61

Topic Activity 5.1: Multiagency Coordination
Unit 5 Multiagency Coordination 

Page 5-62 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Activity 5.1: Multiagency Coordination
Unit 5 Multiagency Coordination 

August 2006ver2 ICS-400: Advanced ICS—Student Manual Page 5-63

Topic Summary

Visual 5.51 

Unit 5: Visual 5.51

Multiagency Coordination

Summary (1 of 2)

You should now be able to:

 Describe the kinds of incident/event management problems 

that can occur due to a lack of multiagency coordination.

 Define essential terms related to multiagency coordination.

 Identify the major guidelines for establishing and using 

multiagency coordination groups and systems.

 Provide examples of the different levels at which 

multiagency coordination is commonly accomplished.

 Identify the primary components of a multiagency

coordination system.

Visual Description: Summary (1 of 2) 

Key Points 

You should now be able to: 

 Describe the kinds of incident/event management problems that can occur due to a lack of 

multiagency coordination. 

 Define essential terms related to multiagency coordination. 

 Identify the major guidelines for establishing and using multiagency coordination groups and 

systems. 

 Provide examples of the different levels at which multiagency coordination is commonly 

accomplished. 

 Identify the primary components of a multiagency coordination system. 
Unit 5 Multiagency Coordination 

Page 5-64 ICS-400: Advanced ICS—Student Manual August 2006ver2

Topic Summary

Visual 5.52 

Unit 5: Visual 5.52

Multiagency Coordination

Summary (2 of 2)

You should now be able to:

 Describe examples of entities that may provide 

multiagency coordination.

 List the responsibilities of multiagency coordination

entities.

 Identify the principal positions within a multiagency

coordination system.

 Identify differences between Area Command, Unified 

Command, and multiagency coordination entities.

Visual Description: Summary (2 of 2) 

Key Points 

You should now be able to: 

 Describe examples of entities that may provide multiagency coordination. 

 List the responsibilities of multiagency coordination entities. 

 Identify the principal positions within a multiagency coordination system. 

 Identify differences between Area Command, Unified Command, and multiagency 

coordination entities. 
Unit 6: Course Summary 

Unit 6 Course Summary

August 2006 ICS-400: Advanced ICS—Student Manual Page 6-1

Topic Unit Introduction 

Visual 6.1 Unit 6: 

Course Summary

Visual Description: Unit Introduction 

Key Points 

The purpose of this unit is to review the course contents and ensure that everyone has 

mastered the key learning points. 
Unit 6 Course Summary

Page 6-2 ICS-400: Advanced ICS—Student Manual August 2006

Topic Course Objectives Review

Visual 6.2 

Unit 6: Visual 6.2

Course Summary

Review ICS-400 Course Objectives

Are you now able to:

 Explain how major incidents pose special 

management challenges?

 Describe the circumstances in which an Area 

Command is established?

 Describe the circumstances 

in which multiagency

coordination systems 

are established?

Visual Description: Review ICS-400 Course Objectives 

Key Points 

You should now be able to: 

 Explain how major incidents pose special management challenges. 

 Describe the circumstances in which an Area Command is established.

 Describe the circumstances in which multiagency coordination systems are established. 
Unit 6 Course Summary

August 2006 ICS-400: Advanced ICS—Student Manual Page 6-3

Topic Course Expectations Review

Visual 6.3 

Unit 6: Visual 6.3

Course Summary

Review Course Expectations 

Did the course 

meet your 

expectations?

Visual Description: Review Course Expectations 

Key Points 

Did the course meet your expectations? 
Unit 6 Course Summary

Page 6-4 ICS-400: Advanced ICS—Student Manual August 2006

Topic Exam Preparation and Instructions 

Visual 6.4 

Unit 6: Visual 6.4

Course Summary

Taking the Exam

Instructions: 

1. Take a few moments to review your Student Manual

and identify any questions.

2. Make sure that you get all of your questions answered

prior to beginning the final test.

3. When taking the test . . .

 Read each item carefully.

 Circle your answer on the test. 

Î You may refer to your Student Manual when completing

this test.

Visual Description: Taking the Exam 

Key Points 

1. Take a few moments to review your Student Manual and identify any questions. 

2. Make sure that you get all of your questions answered prior to beginning the final test. 

3. When taking the test . . .

 Read each item carefully. 

 Circle your answer on the test. 

Note: You may refer to your Student Manual when completing this test.
Unit 6 Course Summary

August 2006 ICS-400: Advanced ICS—Student Manual Page 6-5

Topic Feedback and Closeout 

Visual 6.5 

Unit 6: Visual 6.5

Course Summary

Feedback

Please complete the 

course evaluation 

form. 

Your comments are 

important!

Visual Description: Feedback 

Key Points 

Please complete the course evaluation. Your comments will be used to enhance the

effectiveness of this course. 

Thank you for your participation in this course. 
Unit 6 Course Summary 

Page 6-6 ICS-400: Advanced ICS—Student Manual August 2006

Notes: