U.S. Fire Administration/National Fire Academy

Field Operations 

Guide

ICS 420-1

July 2010
Ten Standard Fire Orders

FIRE BEHAVIOR 

a.	 Keep informed on fire weather conditions and forecasts.

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

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

fire.

FIRELINE SAFETY

d.	 Identify escape routes and safety zones and make them

known.

e.	 Post lookouts when there is possible danger.

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

ORGANIZATIONAL CONTROL

g.	 Maintain prompt communication with your forces, your

supervisor, and adjoining forces.

h.	 Give clear instructions and ensure they are understood.

i.	 Maintain control of your forces at all times.

IF YOU CONSIDERED 1 THROUGH 9, THEN 

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

Common Denominators of Fire Behavior on Tragedy Fires 

•	 Most incidents happen on the smaller fires or on isolated

portions of larger fires.

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

mop-up stage.

•	 Flare-ups generally occur in deceptively light fuels.

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

on steep slopes.

•	 Some suppression tools, such as helicopters or air

tankers, can adversely affect fire behavior. The blasts of

air from low flying helicopters and air tankers have been

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

Mission Statement

We provide National leadership to foster 

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

preparedness, and response.
STATEMENT OF INTENT

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

to provide guidance for the application of the Incident 

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

Position descriptions, checklists, and diagrams are provided 

to facilitate that guidance. The information contained in this 

document is intended to enhance the user’s experience, 

training, and knowledge in the application of the Incident 

Command System. All users must obtain proper ICS training 

at the level necessary to effectively utilize the system. 
i

TABLE OF CONTENTS

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

Chapter 2 Multi-Agency Coordination System...............2-1

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

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

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

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

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

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

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

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

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

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

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

Chapter 14 Hazardous Materials ...................................14-1

Chapter 15 Multi-Casualty ..............................................15-1

Chapter 16 Urban Search and Rescue ..........................16-1

Chapter 17 Terrorism/Weapons of Mass Destruction..17-1

Chapter 18 Swiftwater/Flood Search and Rescue........18-1

Chapter 19 High-Rise Structure Fire Incident ...............19-1

Chapter 20 Protective Action Guidelines .......................20-1

Chapter	21	 Firefighter Incident Safety and

 Accountability Guidelines............................21-1

Chapter 22 Glossary of Terms........................................22-1
ii

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COMMON 1-1 RESPONSIBILITIES

CHAPTER 1

COMMON RESPONSIBILITIES

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

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

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

COMMON RESPONSIBILITIES

The following is a checklist applicable to all ICS personnel: 

a. Receive assignment from your agency, including: 

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

overhead position, etc. 

2. Resource order number and request number 

3. Reporting location 

4. Reporting time 

5. Travel instructions 

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

frequency 

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

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

1. Incident Command Post 

2. Base or Camps 

3. Staging Areas 

4. Helibases 

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

assignment, check in with the Division/Group 

Supervisor. 

c.	 Receive briefing from immediate supervisor.

d. Acquire work materials. 

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

welfare of you and your co-workers utilizing accepted risk 

analysis methods. 

f. Organize and brief subordinates. 

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

responsibility and ensure that communication equipment 

is operating properly. 

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

communications. All radio communications to the 

Incident Communications Center will be addressed: 

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

Communications”. 
COMMON 1-3 RESPONSIBILITIES

i. Complete forms and reports required of the assigned 

position and send through supervisor to Documentation 

Unit. 

j. Respond to demobilization orders and brief subordinates 

regarding demobilization. 

UNIT LEADER RESPONSIBILITIES

A number of the Unit Leader responsibilities are common 

to all units in all parts of the organization. Common 

responsibilities of Unit Leaders are listed below. These 

will not be repeated in Unit Leader Position Checklists in 

subsequent chapters: 

a. Participate in incident planning meetings as required. 

b. Determine current status of unit activities. 

c.	 Confirm dispatch and estimated time of arrival of staff

and supplies. 

d.	 Assign specific duties to staff and supervise staff.

e. Develop and implement accountability, safety, security, 

and risk management measures for personnel and 

resources. 

f. Supervise demobilization of unit, including storage of 

supplies. 

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

replenished. 

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

Form 214).
COMMON 1-4 RESPONSIBILITIES

Notes
MACS 2-1 MACS

CHAPTER 2

MULTI-AGENCY COORDINATION SYSTEM

(MACS)

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

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

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

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

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

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

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

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

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

MULTI-AGENCY COORDINATION SYSTEM (MACS)

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

of facilities, equipment, personnel, procedures, and 

communications integrated into a common system with 

responsibility for coordination of assisting agency resources 

and support to agency emergency operations. 

MACS FUNCTIONS

a. Evaluate new incidents. 

b. Prioritize incidents: 

 Life threatening situation 

 Real property threatened 

 High damage potential 

 Incident complexity 

c. Ensure agency resource situation status is current. 

d.	 Determine specific incident and agency resource

requirements. 

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

f. Determine need and designate regional mobilization 

centers. 

g. Allocate resources to incidents based on priorities. 

h. Anticipate future agency/regional resource needs. 

i. Communicate MACS “decisions” back to agencies/

incidents. 

j. Review policies/agreements for regional resource 

allocations. 

k. Review need for other agencies involvement in MACS. 

l. Provide necessary liaison with other coordinating 

facilities and agencies as appropriate. 
MACS 2-3 MACS

POSITION CHECKLISTS

MAC GROUP COORDINATOR - The MCCO serves as a 

facilitator in organizing and accomplishing the mission, goals 

and direction of the MAC Group. The Coordinator will: 

a. Facilitate the MAC Group decision process by obtaining, 

developing and displaying situation information. 

b. Activate and supervise necessary unit and support 

positions within the MAC Group. 

c. Acquire and manage facilities and equipment necessary 

to carry out the MAC Group functions. 

d. Implement the decisions made by the MAC Group. 

MAC GROUP AGENCY REPRESENTATIVES - The MAC Group 

is made up of top management personnel from responsible 

agencies/jurisdictions, those organizations heavily supporting 

the effort or those that are significantly impacted by use

of local resources. MACS Agency Representatives involved 

in a MAC Group must be fully authorized to represent their 

agency. Their functions can include the following: 

a. Ensure that current situation and resource status is 

provided by their agency. 

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

c.	 Determine specific resource requirements by agency.

d. Determine resource availability for out-of-jurisdiction 

assignments and the need to provide resources in 

Mobilization Centers. 

e. As needed, designate area or regional mobilization and 

demobilization centers within their jurisdictions. 

f. Collectively allocate scarce, limited resources to incidents 

based on priorities. 

g. Anticipate and identify future resource needs. 

h. Review and coordinate policies, procedures and 

agreements as necessary. 

i.	 Consider legal/fiscal implications.
MACS 2-4 MACS

j. Review need for participation by other agencies. 

k. Provide liaison with other coordinating facilities and 

agencies as appropriate. 

l. Critique and recommend improvements to MACS and 

MAC Group operations. 

m. Provide personnel cadre and transition to emergency or 

disaster recovery as necessary. 

SITUATION ASSESSMENT UNIT - The Situation Assessment 

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

the Intelligence Unit) in a Multi-Agency Coordination Center 

is responsible for the collection and organization of incident 

status and situation information. They evaluate, analyze and 

display information for use by the MAC Group. Functions 

include the following: 

a. Maintain incident situation status including locations, 

kinds and sizes of incidents, potential for damage, 

control problems, and any other significant information

regarding each incident. 

b. Maintain information on environmental issues, status of 

cultural and historic resources, and condition of sensitive 

populations and areas. 

c. Maintain information on meteorological conditions and 

forecast conditions that may have an effect on incident 

operations. 

d. Request/obtain resource status information from the 

Resources Unit or agency dispatch sources. 

e. Combine, summarize and display data for all incidents 

according to established criteria. 

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

other significant occurrences.

g. Develop projections of future incident activity. 

RESOURCES UNIT - The Resources Unit, if activated in 

a Multi-Agency Coordination Center, maintains summary 

information by agency on critical equipment and personnel 
MACS 2-5 MACS

committed and available within the MACS area of 

responsibility. Status is kept on the overall numbers of critical 

resources rather than on individual units: 

a. Maintain current information on the numbers of 

personnel and major items of equipment committed and/

or available for assignment. 

b. Identify both essential and excess resources. 

c. Provide resource summary information to the Situation 

Assessment Unit as requested. 

INFORMATION UNIT - The Information Unit is designed 

to provide information regarding the MACS function. The 

unit will operate an information center to serve the print 

and broadcast media and other governmental agencies. It 

may provide summary information from agency/incident 

information officers and identify local agency sources for

additional information to the media and other government 

agencies. Functions include:

a. Prepare and release summary information to the news 

media and participating agencies.

b. Assist news media visiting the MACS facility and provide 

information on its function. Promote inter-agency 

involvement. 

c. Assist in scheduling press conferences and media 

briefings.

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

requested by the MAC Group Coordinator. 

e. Coordinate with Joint Information Center (JIC) if 

established. 

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

etc.). 

g. Act as escort for facilitated agency tours of incident 

areas, as appropriate.
MACS 2-6 MACS

Notes
AREA COMMAND 3-1 AREA COMMAND

CHAPTER 3

AREA COMMAND

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

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

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

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

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

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

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

AREA COMMAND

Area Command is an expansion of the incident command 

function primarily designed to manage a complex or 

large incident/event or an area that has multiple incident 

management organizations assigned. An Area Command may 

be established at any time that incidents are close enough 

that oversight is required among incident management 

organizations to ensure conflicts do not arise.

The function of Area Command is to develop broad objectives 

for the impacted area and coordinate the development of 

individual incident objectives and strategies. Additionally, 

the Area Command will set priorities for the use of critical 

resources allocated to the incidents assigned. 

The organization is normally small with personnel assigned 

to Command, Planning and Logistics functions. Depending 

on the complexity of the interface between the incidents, 

specialists in other areas such as aviation, hazardous 

materials, environment, and finance may also be assigned to

Area Command. 
AREA COMMAND 3-3 AREA COMMAND

AREA COMMAND ORGANIZATION FOR THREE INCIDENT MANAGEMENT TEAMS 

AREA COMMANDER

Assistant Area Commander 

Logistics

Assistant Area Commander 

Planning

Area Command 

Critical Resource Unit 

Area Command 

Situation Unit 

Area Command 

Liaison Officer 

Area Command 

Public Information Officer 

Area Command 

Aviation Coordinator

Incident Commander Incident Commander Incident Commander

Command 

Staff

General 

Staff

Command 

Staff

General 

Staff

Command 

Staff

General 

Staff
AREA COMMAND 3-4 AREA COMMAND

POSITION CHECKLISTS

AREA COMMANDER (Single or Unified Area Command) -

The ACDR is responsible for the overall direction of incident 

management teams assigned to the same incident or to 

incidents in close proximity. This responsibility includes 

ensuring that conflicts are resolved, compatible incident

objectives are established and strategies are selected for the 

use of critical resources. 

Area Command also has the responsibility to coordinate with 

local, state, federal and volunteer organizations and agencies 

that are operating within the Area:

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

expectations, concerns and constraints. 

b. Obtain and carry out delegation of authority from the 

agency executive for overall management and direction 

of the incidents within the designated Area Command. 

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

agreement for how Area Commanders will function 

together. 

d. Delegate authority to Incident Commanders based on 

agency expectations, concerns and constraints. 

e. Establish an Area Command schedule and timeline. 

f.	 Resolve conflicts between incident “realities” and agency

executive “wants.” 

g. Establish appropriate location for the Area Command 

facilities. 

h. Determine and implement an appropriate Area Command 

organization. 

i. Determine need for Technical Specialists to support Area 

Command. 

j.	 Obtain incident briefing and Incident Action Plans from

Incident Commanders. 
AREA COMMAND 3-5 AREA COMMAND

k. Assess incident situations prior to strategy meetings. 

l. Conduct a joint meeting with all Incident Commanders. 

m. Review objectives and strategies for each incident. 

n. Periodically review critical resource needs. 

o. Maintain a close coordination with the agency executive. 

p. Establish priorities for use of critical resources. 

q. Review procedures for interaction within the Area 

Command. 

r. Approve Incident Commanders’ requests for and release 

of critical resources. 

s. Coordinate and approve Demobilization Plans. 

t. Maintain log of major actions/decisions. 

ASSISTANT AREA COMMANDER, PLANNING - The ACPC 

is responsible for collecting information from incident 

management teams in order to assess and evaluate potential 

conflicts in establishing incident objectives, strategies and

the priority use of critical resources: 

a.	 Obtain briefing from Area Commander.

b. Assemble information on individual incident objectives 

and begin to identify potential conflicts and/or ways for

incidents to develop compatible operations. 

c. Recommend the priorities for allocation of critical 

resources to incidents. 

d. Maintain status on critical resource totals (not detailed 

status). 

e. Ensure that advance planning beyond the next 

operational period is being accomplished. 

f. Prepare and distribute Area Commander’s decisions or 

orders. 

g. Prepare recommendations for the reassignment of 

critical resources as they become available. 

h. Ensure Demobilization Plans are coordinated between 

incident management teams and agency dispatchers. 
AREA COMMAND 3-6 AREA COMMAND

i. Schedule strategy meeting with Incident Commanders to 

conform to their planning processes. 

j.	 Prepare Area Command briefings as requested or

needed. 

k. Maintain log of major actions/decisions.

ASSISTANT AREA COMMANDER, LOGISTICS - The ACLC 

is responsible for providing facilities, services and material 

at the Area Command level, and for ensuring effective 

use of critical resources and supplies among the incident 

management teams: 

a.	 Obtain briefing from the Area Commander.

b. Provide facilities, services and materials for the Area 

Command organization. 

c. In the absence of the Area Commander Aviation 

Coordinator, ensure coordinated airspace temporary flight

restrictions are in place and understood. 

d. Ensure coordinated communication links and frequencies 

are in place. 

e. Assist in the preparation of Area Command decisions. 

f. Ensure the continued effective and priority use of critical 

resources among the incident management teams. 

g. Maintain log of major actions/decisions. 

AREA COMMAND AVIATION COORDINATOR - Technical 

Specialist responsible for ensuring effective use of critical 

aviation resources among multiple management teams: 

a.	 Obtains briefing from Area Commander.

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

dispatch centers, and aviation facility managers. 

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

Ensures agency rules, regulations, and safety procedures 

are followed. 
AREA COMMAND 3-7 AREA COMMAND

d. Provide to incidents local initial attack forces and other 

interested parties with an area aviation plan that outlines 

Area Command aviation procedures and specifics of the

area aviation operation. 

e. Allocates air and ground based aviation resources 

according to Area Command priorities and objectives. 

f. Ensures inter-incident movement of aircraft is planned 

and coordinated. 

g. Coordinates with local and adjacent initial attack aircraft 

bases and local dispatch to ensure that procedures 

for transiting incident area and corridors are in place. 

Ensures flight following procedures, entry/exit routes and

corridors, hazards, frequencies and incident air space 

are known to all affected. 

h. Coordinates with Incident Air Operations Branch 

Directors, dispatch, FAA, DOD, and local aviation 

authorities and administrators to ensure that Temporary 

Flight Restrictions are in place, coordinated, and do not 

overlap. Ensures that potential risks of operating on, 

near, or within Military Training Routes and Special-Use 

Airspace have been mitigated. 

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

of incident reports and oversees the process to ensure 

corrective action is taken. 

j. Coordinates with incident, dispatch, and coordination 

centers to determine availability and status of committed 

and uncommitted of aviation resources, and to give 

status reports and situation appraisals for aviation assets 

and resources. 

k. Coordinate with Incident Air Operations Branch Directors, 

Communications Unit Leaders, frequency coordinators, 

coordination centers and initial attack dispatch to 

establish coordinated aviation communications plans to 

ensure aviation communications plans to ensure aviation 

frequency management. 
AREA COMMAND 3-8 AREA COMMAND

l. Coordinates and manages aviation program and 

operations if aviation assets are assigned to Area 

Command. 

m. Coordinates the scheduling and movement of aviation 

safety assistance teams among incidents.

n. Assists incidents by coordinating with Contracting 

Officers, local aviation managers, and vendors

concerning a variety of issues (fueling, contract 

modifications, contract extensions, etc.).

o.	 Coordinates with military officials and agency

representatives concerning the assignments, utilization, 

status, and disposition of military aviation assets.
COMPLEX 4-1 COMPLEX

CHAPTER 4

COMPLEX

A complex is two or more individual incidents located in 

the same general proximity assigned to a single Incident 

Commander or Unified Command to facilitate management.

These incidents are typically limited in scope and complexity 

and can be managed by a single entity. 

The diagrams below illustrate a number of incidents 

in the same general proximity. These incidents may be 

identified as Branches or Divisions within the Operations

Section. 

Management responsibility for all of these incidents has 

been assigned to a single incident management team. 

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

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

without the use of Unified and/or Area Command.

Branch I Branch II

Branch III

Division A Division B

Division C
COMPLEX 4-2 COMPLEX

A typical organization would be as follows:

INCIDENT COMMANDER

Command 

Staff

Operations 

Section

Planning

Section

Logistics 

Section

Finance/Admin 

Section

Branch I Branch II Branch III

or

Division A 

or

Division B 

or

Division C 
COMMAND 5-1 COMMAND

CHAPTER 5

COMMAND

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

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

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

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

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

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

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

Agency Representatives ...................................................5-6

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

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

ORGANIZATION CHART

ESTABLISHMENT AND TRANSFER OF COMMAND

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

the scene of the incident initially establishes Command. The 

Incident Commander is responsible for overall management 

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

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

which subsequent incident action planning will be based. 

Incident Objectives will be based on the requirements of the 

agency and the incident. They should be broad, measurable 

and follow an ordered sequence of events. 

The Transfer of Command checklist below provides a basic 

guideline that can be used in almost any incident situation. 

This information may be captured on the Incident Briefing

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

specific issues may require alterations to the transfer of

command process. 

INCIDENT COMMANDER

Liaison

Officer

Safety

Officer 

Public

Information

Officer

Assistant 

Liaison

Officer(s) 

Assistant 

Safety

Officer(s) 

Assistant 

Public

Information

Officer(s) 

Agency

Representative(s) 
COMMAND 5-3 COMMAND

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

information should include the following: 

a. Situation Status 

b. Objectives and Priorities 

c. Current Organization 

d. Resource Assignments 

e. Resources En Route and/or Ordered 

f. Facilities Established 

g. Communications Plan 

h. Prognosis, Concerns – Related Issues 

As incidents grow in size or complexity, most agencies will 

transfer command one or more times. Whenever the transfer 

of command briefing takes place, the information conveyed

should be recorded and displayed for easy retrieval and 

subsequent briefings.

POSITION CHECKLISTS

INCIDENT COMMANDER - The IC’s responsibility is the 

overall management of the incident. On most incidents, 

a single IC carries out the command activity. However, 

Unified Command may be appropriate. The IC is selected by

qualifications and experience.

The Incident Commander may have a Deputy, who may be 

from the same agency, or from an assisting agency. Deputies 

may also be used at section and branch levels of the ICS 

organization. Deputies must have the same qualifications as

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

take over that position at any time: 
COMMAND 5-4 COMMAND

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

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

prior Incident Commander. 

c. Determine Incident Objectives and strategy. 

d. Establish the immediate priorities. 

e. Establish an Incident Command Post. 

f.	 Consider the need for Unified Command.

g. Establish an appropriate organization. 

h. Ensure planning meetings are scheduled as required. 

i. Approve and authorize the implementation of an Incident 

Action Plan. 

j. Ensure that adequate safety and personnel 

accountability measures are in place. 

k. Coordinate activity for all Command and General Staff. 

l.	 Coordinate with key people and officials.

m. Approve requests for additional resources or for the 

release of resources. 

n. Keep agency administrator informed of incident status. 

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

personnel. 

p. Authorize release of information to the news media. 

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

completed and forwarded to appropriate higher authority. 

r. Order the demobilization of the incident when 

appropriate. 

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

Delegation of Authority: A statement provided to the Incident 

Commander by the Agency Executive delegating authority 

and assigning responsibility. The Delegation of Authority can 

include objectives, priorities, expectations, constraints, and 

other considerations or guidelines as needed. Many agencies 

require written Delegation of Authority to be given to Incident 

Commanders prior to their assuming command on larger 

incidents. 
COMMAND 5-5 COMMAND

PUBLIC INFORMATION OFFICER - The PIO is responsible 

for developing and releasing information about the incident 

to the news media, to incident personnel, and to other 

appropriate agencies and organizations. 

Only one Public Information Officer will be assigned for

each incident, including incidents operating under Unified

Command and multi-jurisdiction incidents. The Public 

Information Officer may have Assistant Public Information

Officers as necessary, and the Assistant Public Information

Officers may also represent assisting agencies or

jurisdictions.

Agencies have different policies and procedures relative 

to the handling of public information. The following are the 

major responsibilities of the Public Information Officer that

would generally apply on any incident: 

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

b. Determine from the Incident Commander if there are any 

limits on information release. 

c.	 Develop material for use in media briefings.

d. Obtain Incident Commander’s approval of media 

releases. 

e. Coordinate with Joint Information Center (JIC) if 

established. 

f.	 Inform media and conduct media briefings.

g.	 Arrange for tours and other interviews or briefings that

may be required. 

h. Obtain media information that may be useful to incident 

planning. 

i. Maintain current information summaries and/or displays 

on the incident and provide information on status of 

incident to assigned personnel. 

j.	 Assign Assistant Public Information Officers as

appropriate. 

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

LIAISON OFFICER - Incidents that are multi-jurisdictional, 

or have several agencies involved, may require the 

establishment of the LOFR position on the Command Staff. 

Only one Liaison Officer will be assigned for each incident,

including incidents operating under Unified Command

and multi-jurisdiction incidents. The Liaison Officer may

have assistants as necessary, and the assistants may also 

represent assisting agencies or jurisdictions. The Liaison 

Officer is the point of contact for the Agency Representatives

assigned to the incident by assisting or cooperating agencies. 

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

b. Be a contact point for Agency Representatives. 

c. Maintain a list of assisting and cooperating agencies and 

Agency Representatives. 

d. Assist in establishing and coordinating interagency 

contacts. 

e. Keep agencies supporting the incident aware of incident 

status. 

f. Monitor incident operations to identify current or 

potential inter-organizational problems. 

g. Participate in planning meetings, providing current 

resource status, including limitations and capability of 

assisting agency resources. 

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

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

AGENCY REPRESENTATIVES - In many multi-jurisdiction 

incidents, an agency or jurisdiction will send a representative 

to assist in coordination efforts. 

An Agency Representative is an individual assigned to an 

incident from an assisting or cooperating agency who has 

been delegated authority to make decisions on matters 

affecting that agency’s participation at the incident. 
COMMAND 5-7 COMMAND

Agency Representatives report to the Liaison Officer or to the

Incident Commander in the absence of a Liaison Officer:

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

b. Ensure that all agency resources are properly checked in 

at the incident.

c.	 Obtain briefing from the Liaison Officer or Incident

Commander. 

d. Inform assisting or cooperating agency personnel on the 

incident that the Agency Representative position for that 

agency has been filled.

e.	 Attend briefings and planning meetings as required.

f. Provide input on the use of agency resources unless 

resource technical specialists are assigned from the 

agency. 

g. Cooperate fully with the Incident Commander and the 

General Staff on agency involvement at the incident. 

h. Ensure the well being of agency personnel assigned to 

the incident. 

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

requirements. 

j. Report to home agency dispatch or headquarters on a 

prearranged schedule. 

k. Ensure that all agency personnel and equipment are 

properly accounted for and released prior to departure. 

l. Ensure that all required agency forms, reports and 

documents are complete prior to departure. 

m.	 Have a debriefing session with the Liaison Officer or

Incident Commander prior to departure. 

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

SAFETY OFFICER - The SOF’s function is to develop and 

recommend measures for assuring personnel safety, and to 

assess and/or anticipate hazardous and unsafe situations. 

Having full authority of the Incident Commander, the SOF can 

exercise emergency authority to stop or prevent unsafe acts. 

Only one Safety Officer will be assigned for each incident.

The Safety Officer may have Assistant Safety Officers as

necessary, and the Assistant Safety Officers may also come

from assisting agencies or jurisdictions as appropriate. 

Assistant Safety Officers may have specific responsibilities

such as air operations, urban search and rescue, hazardous 

materials, or for specific geographic or functional areas of the

incident: 

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

b. Participate in planning meetings, and advocate effective 

risk management. 

c. Identify hazardous situations associated with the 

incident. 

d. Review the Incident Action Plan for safety implications. 

e. Exercise emergency authority to stop or prevent unsafe 

acts and communicate such exercise of authority to the 

Incident Command. 

f. Investigate accidents that have occurred within the 

incident area. 

g.	 Assign Assistant Safety Officers as needed.

h. Conduct and prepare an Incident Safety Analysis (ICS 

Form 215-AG/AW) as appropriate. 

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

Accountability, Fireline EMT’s, Rapid Intervention Crew/

Company, etc. 

j. Develop and communicate an incident safety message as 

appropriate. 

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

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

Form 208) as required. 

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

COMMAND AND GENERAL STAFF PLANNING CYCLE GUIDE

1200

2400

1100 0100 

2300 1300

OFF SHIFT 

 AVAILABLE 

0001 0020

2200 1400 

INCIDENT

 MGMT

ON SHIFT 

 PLANNING 

 MEETINGS 

 COMMAND AND

Command and GENERAL STAFF 

 General Staff, AREP AS NEEDED 

 RESL, SPUL, COML, 

 FBAN 

0900 COMMAND 0300 

2100 1500 

 PLANNING MEETING 

 PREPARATION BUS.

 MGMT 

 MEETING 

 Cost Analysis, INCIDENT 

0800 Demob., Finance/ MANAGEMENT 0400

2000 Admin., Logistics, 1600 

COST, SPUL, 

DMOB COMMAND 

STAFF OPERATIONS

MEETING BRIEFING

Command and 

General Staff, 

Operations,

0700 Overhead 0500

1900 1700 

0600

1800

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

CHAPTER 6

UNIFIED COMMAND

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

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

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

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

UNIFIED COMMAND

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

of resources into one operational organization that is 

managed and supported by one command structure. This 

is best established through an integrated, multi-disciplined 

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

Command fills this critical need.

Unified Command is a team effort that allows all agencies

with jurisdictional responsibility for an incident, either 

geographical or functional, to participate in the management 

of the incident. Developing and implementing a common 

set of incident objectives and strategies demonstrate this 

participation that all can subscribe to, without losing or 

abdicating agency authority, responsibility or accountability. 

Those organizations that participate in Unified Command

should have statutory responsibility for some portion of 

the incident or event. Assisting and cooperating agencies 

with no statutory responsibility that nonetheless contribute 

resources to the incident should not function at the Unified

Command level. These agencies should instead, assign 

Agency Representative to effectively represent their agencies 

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

principles that define Unified Command provide all of the

necessary mechanisms for organizational representation 

and interagency management within a multi-agency incident 

response. 

At a local level, frequent training and realistic exercises 

involving those agencies that may be represented at actual 

incidents should be considered a prerequisite for successful 

management of multi-agency incidents. These activities serve 

to familiarize each participating agency of their respective 

roles and responsibilities and clarify the capabilities and 
UNIFIED COMMAND 6-3 UNIFIED COMMAND

limitations of each agency. For example, a planned event 

such as a parade or air show may provide an opportunity 

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

Command structure. 

A successfully managed multi-agency incident will occur only 

when the participating agencies’ personnel have confidence

in each other’s competencies, authorities, responsibilities, 

and limitations as they relate to the incident. Beyond the 

associated processes, guidelines, and exercises, is the 

requirement for an attitude of cooperation. Coordinated 

strategy, tactics, and resource utilization to accomplish 

incident control must be the focus of all agencies at the 

scene. 

Within a Unified Command, one person is selected

as spokesperson for the groups. Typically, the person 

representing the agency with the highest resource 

commitment or most visible activity on the incident is 

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

the person with the most experience. 

Unified Command incorporates the following principles:

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

b. A collective approach to developing strategies to achieve 

incident goals. 

c.	 Improved information flow and coordination between all

jurisdictions and agencies involved in the incident.

d. All agencies with responsibility for the incident have 

an understanding of one another’s priorities and 

restrictions.

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

compromised or neglected. 

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

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

g. The combined efforts of all agencies are optimized as 

they perform their respective assignments under a single 

Incident Action Plan. 

h. Duplicative efforts are reduced or eliminated, thus 

reducing cost and chances for frustration and conflict.

INITIAL UNIFIED COMMAND MEETING CHECKLIST

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

Initiate Unified Command as soon as two or more agencies

having jurisdictional or functional responsibilities come 

together on an incident. It is especially important on those 

incidents where there may be competing priorities based on 

agency responsibilities. 

All of the jurisdictional agency’s Incident Commanders need 

to get together before the first operational period planning

meeting in an Initial Unified Command Meeting. This meeting

provides the responsible agency officials with an opportunity

to discuss and concur on important issues prior to joint 

incident action planning. The agenda for the command 

meeting should include the following: 

a. State jurisdictional/agency priorities and objectives. 

b. Present jurisdictional limitations, concerns, and 

restrictions. 

c. Develop a collective set of incident objectives. 

d. Establish and agree on acceptable priorities. 

e. Adopt an overall strategy or strategies to accomplish 

objectives. 

f. Agree on the basic organization structure. 

g.	 Designate the most qualified and acceptable Operations

Section Chief. 

h. The Operations Section Chief will normally be from the 

jurisdiction or agency that has the greatest involvement 

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

i. Agree on General Staff personnel designations and 

planning, logistical, and finance agreements and

procedures. 

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

k. Agree on cost-sharing procedures. 

l. Agree on informational matters. 

m.	 Designate one agency official to act as the Unified

Command spokesperson. 

The members of the Unified Command must be authorized

to perform certain activities and actions on behalf of the 

jurisdiction or agency they represent. Such activities include, 

ordering of additional resources in support of the Incident 

Action Plan, possible loaning or sharing of resources to 

other jurisdictions, and agree to financial cost-sharing

arrangements with participating agencies. 

COMMAND MEETING REQUIREMENTS

Unified Incident Commanders should meet prior to the

Incident Planning Meeting to discuss a number of key items. 

This meeting will serve to clarify issues and provide direction 

to other incident personnel who will develop the formal 

Incident Action Plan.

The following checklist provides a series of items to be 

addressed during the meeting between Incident Commanders 

where the development of incident strategy and objectives is 

done: 

a. The Command Meeting should include only agency 

Incident Commanders. 

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

be documented. The important points should include 

agency capabilities and limitations, functional and 

jurisdictional responsibilities and the individual agency’s 

objectives. 
UNIFIED COMMAND 6-6 UNIFIED COMMAND

c.	 Prior to the meeting, the respective responsible officials

should have reviewed the purposes and agenda items 

described above, and are prepared to discuss them. 

The end result of the planning process will be a single 

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

level of tactical direction and resource assignments for the 

unified effort.
PLANNING 7-1 PROCESS

CHAPTER 7

PLANNING PROCESS

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

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

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

PLANNING PROCESS

The checklist below provides basic steps appropriate for use 

in almost any incident situation. However, not all incidents 

require written plans and the need for written plans and 

attachments is based on incident requirements and the 

decision of the Incident Commander. 

The Planning Checklist is to be used with the Operational 

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

instructions, see Planning Section Chief Position Manual (ICS 

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

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

the Safety Officer should have a draft Incident Safety Analysis

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

meeting. 

Incident Objectives and strategy should be established before 

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

hold a strategy meeting prior to the planning meeting. 

The Planning Process works best when the incident is 

divided into logical geographical and/or functional units. The 

tactics and resources are then determined for each of the 

planning units and then the planning units are combined into 

divisions/groups utilizing span-of-control guidelines. 

The ICS Form 215-G/W (Operational Planning Worksheet 

Generic and Wildland) and the ICS Form 215-AG/AW 

(Incident Safety Analysis – Generic and Wildland) are used 

to support the incident’s planning process. They provide 

the Incident Commander, Command and General Staff 

with the means to identify Division or Group assignments, 

identify available and needed resources, and address safety 

considerations. During this process, safety issues identified

must be mitigated or new tactics developed which adequately 

address safety concerns. 
PLANNING 7-3 PROCESS

CHECKLIST PRIMARY RESPONSIBILITY

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

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

3. Plot control lines, establish Branch and Division 

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

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

5. Specify safety mitigation measures for 

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

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

7. Specify Operations facilities and reporting 

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

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

9. Consider Communications, Medical, and 

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

10. Finalize, approve and implement Incident 

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

IC = Incident Commander 

PSC = Planning Section Chief 

OSC = Operations Section Chief 

LSC = Logistics Section Chief 

SOF	 = Safety Officer
PLANNING 7-4 PROCESS

The Operational Planning “P”

Initial Strategy 

Meeting and

Information Sharing

IC/UC Sets Initial

Incident Objectives

Initial UC Meeting

(If	Unified	Command)

Incident	Briefing

ICS 201

Agency

Administrator	Briefing

(If Appropriate)

Initial Reponse

and Assessment

Notification

Incident/Threat

Preparing

for 

Planning

Meeting

Planning

Meeting

IAP

Preparation

and Approval

Tactics

Meeting

Operational

Period 

Briefing

Begin 

Operational

Period

Strategy

Meeting If 

Objectives

Adjusted

IC/UC

Validate or 

Adjust

Objectives

Execute 

Plan and

Assess 

Progress

Information Gathering and Sharing

Information Gathering 

and Sharing

Information Gathering 

and Sharing Initial Response

National Response Plan

Five Step Planning Process

1. Understand the 

Situation

2. Establish Incident 

Objectives and Strategy

3. Develop the Plan

4. Prepare and 

Disseminate the Plan

5. Evaluate and Revise 

the Plan
OPERATIONS 8-1 OPERATIONS

CHAPTER 8

OPERATIONS SECTION

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

ORGANIZATION CHART

OPERATIONS SECTION CHIEF

Staging Area 

Manager(s)

Air Operations 

Branch Director

Branch Directors

(Up to 5)

Air Support 

Group Supervisor

Air Tactical

Group Supervisor

Division or Group 

Supervisors 

(Up to 7/Branch)

Helibase 

Manager(s)

Helicopter 

Coordinator Strike 

Teams 

Helispot 

Manager(s)

Air Tanker/ 

Fixed Wing 

Coordinator

Task

Forces 

Fixed Wing 

Base Manager(s) Single

Resources 
OPERATIONS 8-3 OPERATIONS

POSITION CHECKLISTS

OPERATIONS SECTION CHIEF - The OSC, a member of the 

General Staff, is responsible for the management of all 

operations directly applicable to the primary mission ensuring 

the overall safety and welfare of all Section personnel. 

The OSC activates and supervises organization elements 

in accordance with the Incident Action Plan and directs 

its execution. The OSC also directs the preparation of unit 

operational plans, requests or releases resources, makes 

expedient changes to the Incident Action Plan as necessary, 

and reports such to the Incident Commander. The Deputy 

Operations Section Chief may be assigned for specific tasks,

i.e., planning operations, day/night operations, evacuation or 

contingency planning, etc.: 

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

b. Develop the operations portion of the Incident Action 

Plan and complete the appropriate ICS Form 215 (G/W) 

as appropriate. 

c. Brief and assign Operations Section personnel in 

accordance with Incident Action Plan. 

d. Supervise Operations Section ensuring safety and 

welfare of all personnel. 

e. Determine need and request additional resources. 

f. Review suggested list of resources to be released and 

initiate recommendation for release of resources. 

g. Assemble and disassemble Strike Teams and Task Forces 

assigned to Operations Section. 

h. Report information about special activities, events, and 

occurrences to Incident Commander. 

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

OPERATIONS BRANCH DIRECTOR – OPBD’s are under the 

direction of the Operations Section Chief, and are responsible 

for the implementation of the portion of the Incident 

Action Plan appropriate to the geographical and functional 

Branches: 

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

b. Develop with subordinates, alternatives for Branch 

control operations. 

c. Attend planning meetings at the request of the 

Operations Section Chief. 

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

for Divisions or Groups within Branch. Modify lists based 

on effectiveness of current operations. 

e.	 Assign specific work tasks to Division and Group

Supervisors. 

f. Supervise Branch operations. 

g. Resolve logistical problems reported by subordinates. 

h. Report to the Operations Section Chief when the Incident 

Action Plan needs to be modified, or additional resources

are needed, or surplus resources are available, or when 

hazardous situations or significant events occur.

i. Approve accident and medical reports (home agency 

forms) originating within the Branch.

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

DIVISION OR GROUP SUPERVISOR – DIVS’s report to 

the Operations Chief (or Operations Branch Director 

when activated). The Supervisor is responsible for the 

implementation of the assigned portion of the Incident 

Action Plan. They are also responsible for the assignment 

of resources within the Division or Group, reporting on the 

progress of control operations, and the status of resources 

within the Division or Group. Division Supervisors are 

assigned to a specific geographical area of an incident. 

Group Supervisors are assigned to accomplish specific
OPERATIONS 8-5 OPERATIONS

functions within the incident (i.e. Hazardous Material, 

Medical): 

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

b. Implement Incident Action Plan for Division or Group. 

c. Provide Incident Action Plan to Strike Team Leaders, 

when available. 

d. Identify increments assigned to the Division or Group. 

e. Review assignments and incident activities with 

subordinates and assign tasks. 

f. Ensure that Incident Communications and/or Resources 

Unit are advised of all changes in status of resources 

assigned to the Division or Group. 

g. Coordinate activities with adjacent Divisions or Groups. 

h. Determine need for assistance on assigned tasks. 

i. Submit situation and resources status information to 

Operations Branch Directors or Operations Section Chief. 

j. Report hazardous situations, special occurrences, or 

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

supervisor. 

k. Ensure that assigned personnel and equipment get to 

and from assignments in a timely and orderly manner. 

l. Resolve logistics problems within the Division or Group. 

m. Participate in the development of tactical plans for next 

operational period. 

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

STRIKE TEAM or TASK FORCE LEADER - The Strike Team 

Leader or Task Force Leader reports to a Division Supervisor 

or Group Supervisor and is responsible for performing tactical 

assignments assigned to the Strike Team or Task Force. 

The Leader reports work progress and status of resources, 

maintains work records on assigned personnel, and relays 

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

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

b. Review assignments with subordinates and assign tasks. 

c. Monitor work progress and make changes when 

necessary. 

d. Coordinate activities with adjacent strike teams, task 

forces and single resources. 

e. Travel to and from active assignment area with assigned 

resources. 

f. Retain control of assigned resources while in available or 

out-of-service status. 

g. Submit situation and resource status information to 

Division/Group Supervisor. 

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

STRUCTURE PROTECTION SPECIALIST – The STPS is a 

technical advisor to the Operations Section Chief or the 

Planning Section Chief. The recommendations of the STPS 

will be based on the incident objectives outlined in the IAP 

and identify the major components required to complete 

a Structure Protection Plan for threatened structures due 

to wildfire. The STPS will organize and implement this plan

utilizing the recommended resources: 

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

b.	 Obtain reporting criteria and briefing from Operations

Section Chief or Planning Section Chief. 

c.	 Identify structure threat based on expected fire behavior.

d. Identify needed components to prepare Structure 

Protection Plan. 

e. Develop LCES Plan related to structure protection. 

f. Identify resource needs to carry out the plan. 

g. Coordinate with local law enforcement agencies to carry 

out evacuation plan. 

h. Brief all resources assigned to Branch, Division or 

Groups. 

i. Ensure personnel safety. 

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

SINGLE RESOURCE - The person in charge of a single tactical 

resource will carry the unit designation of the resource: 

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

b. Review assignments. 

c. Obtain necessary equipment/supplies. 

d. Review weather/environmental conditions for assignment 

area. 

e. Brief subordinates on safety measures. 

f. Monitor work progress. 

g. Ensure adequate communications with supervisor and 

subordinates. 

h. Keep supervisor informed of progress and any changes. 

i. Inform supervisor of problems with assigned resources. 

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

conditions. 

k. Return equipment and supplies to appropriate unit. 

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

personnel and equipment. 

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

STAGING AREA MANAGER - The STAM is responsible for 

managing all activities within a Staging Area: 

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

b. Proceed to Staging Area. 

c. Establish Staging Area layout. 

d. Determine any support needs for equipment, feeding, 

sanitation and security. 

e. Establish check-in function as appropriate. 

f.	 Post areas for identification and traffic control.

g. Request maintenance service for equipment at Staging 

Area as appropriate. 

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

may be direct from Operations Section or via the Incident 

Communications Center).
OPERATIONS 8-8 OPERATIONS

i. Obtain and issue receipts for radio equipment and other 

supplies distributed and received at Staging Area. 

j. Determine required resource levels from the Operations 

Section Chief. 

k. Advise the Operations Section Chief when reserve levels 

reach minimums. 

l. Maintain and provide status to Resources Unit of all 

resources in Staging Area. 

m. Maintain Staging Area in orderly condition. 

n. Demobilize Staging Area in accordance with Incident 

Demobilization Plan. 

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

AIR OPERATIONS BRANCH DIRECTOR - The AOBD, who 

is ground based, is primarily responsible for preparing 

the air operations portion of the Incident Action Plan. The 

plan will reflect agency restrictions that have an impact on

the operational capability or utilization of resources (e.g., 

night flying, hours per pilot). After the plan is approved, Air

Operations is responsible for implementing its strategic 

aspects--those that relate to the overall incident strategy as 

opposed to those that pertain to tactical operations (specific

target selection). 

Additionally, the Air Operations Branch Director is responsible 

for providing logistical support to helicopters operating on 

the incident. The Air Tactical Group Supervisor working 

with ground and air resources normally performs specific

tactical activities (such as target selection and suggested 

modifications to specific tactical actions in the Incident Action

Plan): 

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

b. Organize preliminary air operations. 

c. Request declaration (or cancellation) of restricted air 

space area, (FAA Regulation 91.137). 
OPERATIONS 8-9 OPERATIONS

d. Participate in preparation of the Incident Action Plan 

through Operations Section Chief. Insure that the Air 

Operations portion of the Incident Action Plan takes 

into consideration the Air Traffic Control requirements of

assigned aircraft. 

e. Perform operational planning for air operations. 

f. Prepare and provide Air Operations Summary (ICS Form 

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

g. Determine coordination procedures for use by air 

organization with ground Branches, Divisions or Groups. 

h. Coordinate with appropriate Operations Section 

personnel. 

i. Supervise all Air Operations activities associated with the 

incident. 

j. Evaluate Helibase locations. 

k. Establish procedures for emergency reassignment of 

aircraft. 

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

restricted air space area.

m.	 Coordinate and schedule infrared aircraft flights.

n. Coordinate with Operations Coordination Center (OCC) 

through normal channels on incident air operations 

activities. 

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

situation external to the incident. 

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

q.	 Resolve conflicts concerning non-incident aircraft.

r. Coordinate with Federal Aviation Administration (FAA). 

s. Update air operations plans. 

t. Report to the Operations Section Chief on air operations 

activities. 

u. Report special incidents/accidents. 

v. Arrange for an accident investigation team when 

warranted. 

w. Maintain Unit/Activity Log (ICS Form 214). 
OPERATIONS 8-10 OPERATIONS

AIR TACTICAL GROUP SUPERVISOR - The ATGS is primarily 

responsible for the coordination of aircraft operations 

when fixed and/or rotary-wing aircraft are operating on an

incident. The ATGS performs these coordination activities 

while airborne. The ATGS reports to the Air Operations Branch 

Director: 

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

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

operating within area of assignment. 

c. Manage air tactical activities based upon Incident Action 

Plan. 

d.	 Establish and maintain communications and Air Traffic

Control with pilots, Air Operations, Helicopter Coordinator, 

Air Tanker/Fixed Wing Coordinator, Air Support Group 

(usually Helibase Manager), and fixed wing support

bases. 

e.	 Coordinate approved flights of non-incident aircraft or

non-tactical flights in restricted air space area.

f.	 Obtain information about air traffic external to the

incident. 

g. Receive reports of non-incident aircraft violating 

restricted air space area. 

h. Make tactical recommendations to approved ground 

contact (Operations Section Chief, Operations Branch 

Director, or Division/Group Supervisor). 

i. Inform Air Operations Branch Director of tactical 

recommendations affecting the air operations portion of 

the Incident Action Plan. 

j. Report on Air Operations activities to the Air Operations 

Branch Director. Advise Air Operations immediately if 

aircraft mission assignments are causing conflicts in the

Air Traffic Control System.

k. Report on incidents/accidents. 

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

HELICOPTER COORDINATOR - The HLCO is primarily 

responsible for coordinating tactical or logistical helicopter 

mission(s) at the incident. The HLCO can be airborne or on 

the ground operating from a high vantage point. The HLCO 

reports to the Air Tactical Group Supervisor. Activation of this 

position is contingent upon the complexity of the incident and 

the number of helicopters assigned. There may be more than 

one HLCO assigned to an incident: 

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

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

operating within incident area of assignment.

c. Survey assigned incident area to determine situation, 

aircraft hazards and other potential problems. 

d.	 Coordinate Air Traffic Control with pilots, Air Operations

Branch Director, Air Tactical Group Supervisor, Air Tanker/

Fixed Wing Coordinator and the Air Support Group 

(usually Helibase Manager) as the situation dictates. 

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

Group Supervisor, Communications Unit, or local agency 

dispatch center. 

f. Ensure that all assigned helicopters know appropriate 

operating frequencies. 

g. Coordinate geographical areas for helicopter 

operations with Air Tactical Group Supervisor and make 

assignments. 

h. Determine and implement air safety requirements and 

procedures. 

i.	 Ensure that approved night flying procedures are in

operation. 

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

supervise helicopter activities. 

k. Coordinate activities with Air Tactical Group Supervisor, 

Air Tanker/Fixed Wing Coordinator, Air Support Group and 

ground personnel. 
OPERATIONS 8-12 OPERATIONS

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

of incident conditions including any aircraft malfunction 

or maintenance difficulties, and anything that may affect

the incident. 

m. Inform Air Tactical Group Supervisor when mission is 

completed and reassign helicopter as directed. 

n. Request assistance or equipment as required. 

o. Report incidents or accidents to Air Operations Branch 

Director and Air Tactical Group Supervisor immediately. 

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

AIR TANKER/FIXED WING COORDINATOR - The ATCO is 

primarily responsible for coordinating assigned air tanker 

operations at the incident. The Coordinator, who is always 

airborne, reports to the Air Tactical Group Supervisor. 

Activation of this position is contingent upon the need or 

upon complexity of the incident: 

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

b. Determine all aircraft including air tankers and 

helicopters operating within incident area of assignment. 

c. Survey incident area to determine situation, aircraft 

hazards and other potential problems. 

d. Coordinate the use of assigned ground-to-air and 

air-to-air communication frequencies with Air Tactical 

Group Supervisor, Communications Unit or local agency 

dispatch center and establish air tanker air-to-air radio 

frequencies. 

e. Ensure air tankers know appropriate operating 

frequencies. 

f. Determine incident air tanker capabilities and limitations 

for specific assignments.

g.	 Coordinate Air Traffic Control with pilots, Air Operations

Branch Director, Air Tactical Group Supervisor, Helicopter 

Coordinator, and Air Support Group (usually Helibase 

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

h. Determine and implement air safety requirement 

procedures. 

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

supervise fixed-wing activities.

j. Coordinate activities with Air Tactical Group Supervisor, 

Helicopter Coordinator and ground operations personnel. 

k. Maintain continuous observation of air tanker operating 

areas. 

l. Provide information to ground resources, if necessary.

m. Inform Air Tactical Group Supervisor of overall incident 

conditions including aircraft malfunction or maintenance 

difficulties.

n. Inform Air Tactical Group Supervisor when mission is 

completed and reassign air tankers as directed. 

o. Request assistance or equipment as necessary. 

p. Report incidents or accidents immediately to Air 

Operations Branch Director. 

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

AIR SUPPORT GROUP SUPERVISOR - The ASGS is primarily 

responsible for supporting and managing Helibase and 

Helispot operations and maintaining liaison with fixed-wing

air bases. This includes providing: 1) fuel and other supplies, 

2) maintenance and repair of helicopters, 3) retardant 

mixing and loading, 4) keeping records of helicopter activity, 

and 5) providing enforcement of safety regulations. These 

major functions are performed at Helibases and Helispots. 

Helicopters during landing and take-off and while on the 

ground are under the control of the Air Support Group’s 

Helibase Manager or Helispot Manager. The ASGS reports to 

the Air Operations Branch Director: 
OPERATIONS 8-14 OPERATIONS

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

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

Operations Branch Director including Air Operations 

Summary (ICS Form 220). 

c. Participate in Air Operations Branch Director planning 

activities. 

d. Inform Air Operations Branch Director of group activities. 

e. Identify resources/supplies dispatched for Air Support 

Group. 

f. Request special air support items from appropriate 

sources through Logistics Section. 

g. Identify Helibase and Helispot locations (from Incident 

Action Plan) or from Air Operations Branch Director. 

h. Determine need for assignment of personnel and 

equipment at each Helibase and Helispot. 

i. Coordinate special requests for air logistics. 

j. Maintain coordination with airbases supporting the 

incident. 

k. Coordinate activities with Air Operations Branch Director. 

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

operations from Communications Unit Leader or Incident 

Radio Communications Plan (ICS Form 205). 

m. Inform Air Operations Branch Director of capability to 

provide night-flying service.

n. Ensure compliance with each agency’s operations 

checklist for day and night operations. 

o. Ensure dust abatement procedures are implemented at 

Helibase and Helispots. 

p.	 Provide aircraft rescue firefighting service for Helibases

and Helispots. 

q.	 Ensure that Air Traffic Control procedures are established

between Helibase and Helispots and the Air Tactical 

Group Supervisor, Helicopter Coordinator or Air Tanker/

Fixed Wing Coordinator. 

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

HELIBASE MANAGER - The HEB1-2 has primary responsibility 

for managing all activities at the assigned Helibase: 

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

b. Obtain Incident Action Plan including Air Operations 

Summary (ICS Form 220). 

c. Participate in Air Support Group planning activities. 

d. Inform Air Support Supervisor of Helibase activities. 

e. Report to assigned Helibase. Brief pilots and other 

assigned personnel.

f. Manage resources/supplies dispatched to Helibase. 

g. Ensure Helibase is posted and cordoned. 

h.	 Coordinate Helibase Air Traffic control with pilots, Air

Support Group Supervisor, Air Tactical Group Supervisor, 

Helicopter Coordinator and the Takeoff and Landing 

Controller. 

i. Manage retardant mixing and loading operations. 

j. Ensure helicopter fueling, maintenance and repair 

services are provided. 

k. Supervise manifesting and loading of personnel and 

cargo. 

l. Ensure dust abatement techniques are provided and 

used at Helibases and Helispots. 

m. Ensure security is provided at each Helibase and 

Helispot. 

n.	 Ensure aircraft rescue firefighting services are provided

for the Helibase. 

o. Request special air support items from the Air Support 

Group Supervisor. 

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

q. Supervise personnel responsible to maintain agency 

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

(ICS Form 211). 

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

s. Display organization and work schedule at each Helibase, 

including Helispot organization and assigned radio 

frequencies. 

t. Solicit pilot input concerning selection and adequacy 

of Helispots, communications, Air Traffic Control,

operational difficulties, and safety problems.

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

HELISPOT MANAGER – The HESM is supervised by the 

Helibase Manager and is responsible for providing safe 

and efficient management of all activities at the assigned

Helispot: 

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

b. Obtain Incident Action Plan including Air Operations 

Summary (ICS Form 220). 

c. Report to assigned Helispot. 

d. Coordinate activities with Helibase Manager. 

e. Inform Helibase Manager of Helispot activities. 

f. Manage resources/supplies dispatch to Helispot. 

g. Request special air support items from Helibase 

Manager. 

h.	 Coordinate Air Traffic Control and Communications with

pilots, Helibase Manager, Helicopter Coordinator, Air 

Tanker/Fixed Wing Coordinator and Air Tactical Group 

Supervisor when appropriate. 

i.	 Ensure aircraft rescue firefighting services are available.

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

into rotor system, touchdown zone slope is not excessive 

and rotor clearance is sufficient.

k. Supervise or perform retardant loading at Helispot. 

l. Perform manifesting and loading of personnel and cargo. 

m. Coordinate with pilots for proper loading and unloading 

and safety problems. 

n. Maintain agency records and reports of helicopter 

activities. 

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

MIXMASTER - The MXMS is responsible for providing fire

retardant to helicopters at the rate specified and for the

expected duration of job. The MXMS reports to the Helibase 

Manager:

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

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

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

storage tanks. 

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

do the job. 

e.	 Plan the specific layout to conduct operations.

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

helicopters may have load restrictions. 

g. Maintain communication with Helibase Manager. 

h. Supervise the crew in setting up operations. 

i. Supervise crew in loading retardant into helicopters. 

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

k. Attend to the safety and welfare of crew. 

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

m. Keep necessary agency records. 

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

DECK COORDINATOR - The DECK is responsible for providing 

coordination of a Helibase landing area for personnel and 

cargo movement. The DECK reports to the Helibase Manager: 

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

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

c. Establish emergency landing areas. 

d. Ensure deck personnel understand aircraft rescue 

firefighting procedures.

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

f.	 Ensure sufficient personnel are available to load and

unload personnel and cargo safely. 

g. Ensure deck area is properly posted. 

h. Provide for vehicle control. 

i. Supervise deck management personnel (Loadmasters 

and Parking Tenders). 

j. Ensure dust abatement measures are met. 

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

organization chart. 

l. Ensure proper manifesting and load calculations are 

done. 

m.	 Ensure Air Traffic Control operation is coordinated with

Takeoff and Landing Coordinator. 

n. Maintain agency records. 

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

LOADMASTER (PERSONNEL/CARGO) - The LOAD is 

responsible for the safe operation of loading and unloading of 

cargo and personnel at a Helibase. The LOAD reports to the 

Deck Coordinator: 

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

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

c. Ensure proper posting of loading and unloading areas. 

d. Perform manifesting and loading of personnel and cargo. 

e. Ensure sling load equipment is safe. 

f.	 Know aircraft rescue firefighting procedures.

g. Supervise loading and unloading crews. 

h. Coordinate with Take Off and Landing Coordinator. 

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

PARKING TENDER - The PARK is responsible for the takeoff 

and landing of helicopters at an assigned helicopter pad. The 

PARK reports to the DECK. A PARK should be assigned for 

each helicopter pad: 
OPERATIONS 8-19 OPERATIONS

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

b. Supervise activities at the landing pad (personnel and 

helicopter movement, vehicle traffic, etc.).

c.	 Know and understand the aircraft rescue firefighting

procedures. 

d. Ensure agency checklist is followed. 

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

f. Ensure landing pad is properly maintained (dust 

abatement, marking, etc.). 

g. Ensure landing pad is properly marked. 

h. Check personnel seatbelts, cargo restraints and 

helicopter doors. 

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

TAKEOFF AND LANDING COORDINATOR - The TOLC is 

responsible for providing coordination of arriving and 

departing helicopters at a Helibase and all helicopter 

movement on and around the Helibase. The TOLC reports to 

the Helibase Manager: 

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

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

c. Check radio system before commencing operation. 

d.	 Coordinate with radio operation on helicopter flight routes

and patterns. 

e. Maintain communications with all incoming and outgoing 

helicopters. 

f. Maintain constant communications with radio operator. 

g. Coordinate with Deck Coordinator and Parking Tender 

before commencing operation and during operation. 

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

HELICOPTER TIMEKEEPER - The HETM is responsible for 

keeping time on all helicopters assigned to the Helibase. 

HETM reports to the Radio Operator: 
OPERATIONS 8-20 OPERATIONS

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

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

c. Determine number of helicopters by agency. 

d. Determine helicopter time needed by agency. 

e. Record operation time of helicopters. 

f. Fill out necessary agency time reports. 

g. Obtain necessary timekeeping forms. 

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

OPERATIONS SECTION PLANNING CYCLE GUIDE

Example Based on 12-Hour Operational Period

1200

2400

 1100 0100 

 2300 1300 

 SUPERVISION 

 1000 0200 

 2200 1400 

 PLANNING 

 MEETING 

Command and General

0900 Staff, AREP, RESL, OPERATIONS 0300

2100 SPUL, COML, FBAN 1500 

 Off Shift 

 Prepare Draft 215 and Air Operations,

 Operations Plan Coord./ Air, and

Debrief On Helicopter

Shift Coordination

Day/Nite Operations Meeting

 0400 

Helibase 1600 

 Crews Shut Down

Off 2000 OPERATIONS 

 Line BRIEFING 

0800 Command and

2000 Lift Off Pilot General Staff,

0700 0600 Operations, 

Overhead

 Crews 

 on Line Consider

Air Tanker 

and Helicopter 0500

 0700 Assignments 1700

 1900

 0600 

 1800 
OPERATIONS 8-22 OPERATIONS

Notes
PLANNING 9-1 PLANNING

CHAPTER 9

PLANNING SECTION

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Fire Behavior Analyst ......................................................9-10

Geographic Information System Specialist ...................9-11

Resource Use Specialist.................................................9-12

Training Specialist...........................................................9-12

Water Resources Specialist............................................9-13

	 Technical Specialist - Not Otherwise Specified (NOS) ..9-14

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

ORGANIZATION CHART

PLANNING SECTION CHIEF

Resources 

Unit Leader

Situation

Unit Leader

Documentation 

Unit Leader

Demobilization

Unit Leader

Technical 

Specialist(s)*

Status/Check-in 

Recorder(s)

Display

Processor(s) *Incident specific and may be reassigned 

within the incident as needed. 

Field

Observer(s)

Weather 

Observer(s)
PLANNING 9-3 PLANNING

POSITION CHECKLISTS

PLANNING SECTION CHIEF - The PSC, a member of 

the Incident Commander’s General Staff, is responsible 

for the collection, evaluation, dissemination and use of 

information about the development of the incident and 

status of resources. The PSC is responsible for facilitating 

the Planning Process as described in Chapter 7. The PSC is 

also responsible for ensuring the safety and welfare of all 

Section personnel. Information is needed to: 1) understand 

the current situation, 2) predict probable course of incident 

events, and 3) prepare alternative strategies and control 

operations for the incident: 

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

b. Collect and process situation information about the 

incident. 

c. Supervise preparation of the Incident Action Plan. 

d. Provide input to the Incident Commander and Operations 

Section Chief in preparing the Incident Action Plan. 

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

organizational positions as appropriate. 

f. Establish information requirements and reporting 

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

Unit and Situation Unit). 

g. Determine need for any specialized resources in support 

of the incident. 

h. If requested, assemble and disassemble strike teams 

and task forces not assigned to Operations. 

i. Establish special information collection activities as 

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

j. Assemble information on alternative strategies. 

k. Provide periodic predictions on incident potential. 

l.	 Report any significant changes in incident status.

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

n. Oversee preparation and implementation of Incident 

Demobilization Plan. 

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

Communications, Site Safety) into the Incident Action 

Plan. 

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

RESOURCES UNIT LEADER - The RESL is responsible for 

maintaining the status of all assigned resources (primary and 

support) at an incident. This is achieved by overseeing the

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

system indicating current location and status of all resources, 

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

supervisory personnel, primary and support resources, etc.: 

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

b. Review Unit Leader Responsibilities (Page 1-2). 

c. Establish check-in function at incident locations. 

d. Prepare Organization Assignment List (ICS Form 203) 

and Organization Chart (ICS Form 207). 

e. Prepare appropriate parts of Assignment Lists (ICS Form 

204). 

f. Prepare and maintain the Command Post display (to 

include organization chart and resource allocation and 

deployment). 

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

resources. 

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

incident. 

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

Leader and assists with the accounting of all incidentassigned resources. 

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

STATUS/CHECK-IN RECORDER – SCKN’s are needed at 

each check-in location to ensure that all resources assigned 

to an incident are accounted for: 

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

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

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

and status display boards. 

c. Establish communications with the Communication 

Center and Ground Support Unit. 

d.	 Post signs so that arriving resources can easily find

incident check-in location(s). 

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

211). 

f. Transmit check-in information to Resources Unit on 

regular prearranged schedule or as needed. 

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

Resources Unit. 

h. Receive, record, and maintain resource status 

information on Resource Status Cards (ICS Form 219) for 

incident assigned Single Resources, Strike Teams, Task 

Forces, and Overhead personnel. 

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

SITUATION UNIT LEADER - The collection, processing and 

organizing of all incident information takes place within 

the Situation Unit. The Situation Unit may prepare future 

projections of incident growth, maps and intelligence 

information: 

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

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

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

possible. 
PLANNING 9-6 PLANNING

d. Prepare, post, or disseminate resource and situation 

status information as required, including special 

requests. 

e. Prepare periodic predictions or as requested. 

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

g. Provide photographic services and maps if required. 

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

DISPLAY PROCESSOR - The DPRO is responsible for the 

display of incident status information obtained from Field 

Observers, resource status reports, aerial and orthography 

photographs and infrared data: 

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

b. Determine location of work assignment. 

c. Determine numbers, types and locations of displays 

required. 

d. Determine map requirements for Incident Action Plans. 

e. Determine time limits for completion. 

f. Obtain information from Situation Unit. 

g. Obtain necessary equipment and supplies. 

h. Obtain copy of Incident Action Plan for each operational 

period. 

i. Assist Situation Unit Leader in analyzing and evaluating 

field reports.

j. Develop required displays in accordance with time limits 

for completion. 

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

FIELD OBSERVER - The FOBS is responsible to collect 

situation information from personal observations at the 

incident and provide this information to the Situation Unit 

Leader: 

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

b. Obtain copy of Incident Action Plan for the Operational 

Period. 
PLANNING 9-7 PLANNING

c. Obtain necessary equipment and supplies. 

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

Branch boundaries). 

e. Report information to Situation Unit by established 

procedure. 

f. Report immediately any condition observed that may 

cause danger and safety hazard to personnel. 

g. Gather intelligence that will lead to accurate predictions. 

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

WEATHER OBSERVER - The WOBS is responsible to collect 

current incident weather information and provide the 

information to an assigned meteorologist, Fire Behavior 

Analyst or Situation Unit Leader: 

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

b. Obtain weather data collection equipment. 

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

d. Record and report weather observations at assigned 

locations on schedule. 

e. Turn in equipment at completion of assignment. 

f. Demobilize according to Incident Demobilization Plan. 

g. Demobilize incident displays in accordance with Incident 

Demobilization Plan. 

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

DOCUMENTATION UNIT LEADER - The DOCL is responsible 

for the maintenance of accurate, up-to-date incident files. The

Documentation Unit will also provide duplication services. 

Incident files will be stored for legal, analytical, and historical

purposes: 

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

b. Review Unit Leader Responsibilities (Page 1-2).

c.	 Set up work area and begin organization of incident files.
PLANNING 9-8 PLANNING

d. Establish duplication service; respond to requests. 

e.	 File all official forms and reports.

f. Review records for accuracy and completeness; inform 

appropriate units of errors or omissions. 

g. Provide incident documentation as requested. 

h.	 Store files for post-incident use.

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

DEMOBILIZATION UNIT LEADER - The DMOB is responsible 

for developing the Incident Demobilization Plan. On large 

incidents, demobilization can be quite complex, requiring a 

separate planning activity. Note that not all agencies require 

specific demobilization instructions:

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

b. Review Unit Leader Responsibilities (Page 1-2). 

c. Review incident resource records to determine the likely 

size and extent of demobilization effort. 

d. Based on above analysis, add additional personnel, 

workspace and supplies as needed. 

e. Coordinate demobilization with Agency Representatives. 

f. Monitor ongoing Operations Section resource needs. 

g. Identify surplus resources and probable release time. 

h. Develop incident checkout function for all units. 

i. Evaluate logistics and transportation capabilities to 

support demobilization. 

j. Establish communications with off-incident facilities, as 

necessary. 

k.	 Develop an Incident Demobilization Plan detailing specific

responsibilities and release priorities and procedures. 

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

etc.) for inclusion in the Demobilization Plan. 

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

n.	 Ensure that all Sections/Units understand their specific

demobilization responsibilities. 
PLANNING 9-9 PLANNING

o. Supervise execution of the Incident Demobilization Plan. 

p. Brief Planning Section Chief on demobilization progress. 

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

TECHNICAL SPECIALISTS - Certain incidents or events may 

require the use of THSP who have specialized knowledge and 

expertise. THSP may function within the Planning Section, or 

be assigned wherever their services are required. Specific

THSP have been identified (i.e. weather, fire behavior, etc.)

and specific checklists are listed below or in the specific

Operational System Description (i.e. US&R). For all other 

THSP not otherwise specified, use the checklist at the end of

this section. 

DAMAGE INSPECTION TECHNICAL SPECIALIST - The DINS is 

primarily responsible for inspecting damage and/or potential 

“at-risk” property, and natural resources. The DINS usually 

function within the Planning Section and may be assigned 

to the Situation Unit or can be reassigned wherever their 

services are required. Damage inspection includes loss of 

environmental resources, infrastructure, transportation, 

structures, and other real/personal property:

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

b. Establish communications with local government 

representatives of effective jurisdictions. 

c. Determine and order resources. 

d. Determine coordination procedures with other sections, 

units and local agencies. 

e. Establish work area, and obtain necessary supplies. 

f. Collect information pertaining to incident causes losses. 

g. Participate in Planning Section activities. 

h. Prepare documentation as required. 

i. Respond to requests for information from approved 

sources. 
PLANNING 9-10 PLANNING

j.	 Prepare final Situation Status Field Inspection Report

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

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

ENVIRONMENTAL SPECIALIST – The ENSP is primarily 

responsible for accessing the potential impacts of an incident 

on the environment, determining environmental restrictions, 

recommending alternative strategies and priorities for 

addressing environmental concerns. The ENSP functions 

within the Planning Section as part of the Situation Unit: 

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

b. Participate in the development of the Incident Action 

Plan and review the general control objectives including 

alternative strategies. 

c. Collect and validate environmental information within 

the incident area by reviewing pre-attack land use and 

management plans. 

d. Determine environmental restrictions within the incident 

area. 

e. Develop suggested priorities for preservation of the 

environment. 

f. Provide environmental analysis information, as 

requested. 

g. Collect and transmit required records and logs to 

Documentation Unit at the end of each operational 

period.

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

FIRE BEHAVIOR ANALYST - The FBAN is primarily responsible 

for establishing a weather data collection system, and to 

develop required fire behavior predictions based on fire

history, fuel, weather, and topography information: 

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

b. Establish weather data requirements. 

c. Verify dispatch of meteorologist. 
PLANNING 9-11 PLANNING

d.	 Confirm that mobile weather station has arrived and is

operational. 

e. Inform meteorologist of weather data requirements. 

f. Forward weather data to Planning Section Chief. 

g.	 Collect, review and compile fire history data.

h. Collect, review and compile exposed fuel data. 

i. Collect, review and compile information about topography 

and fire barriers.

j. Provide weather information and other pertinent 

information to Situation Unit Leader for inclusion in 

Incident Status Summary (ICS Form 209). 

k. Review completed Incident Status Summary report and 

Incident Action Plan. 

l.	 Prepare fire behavior prediction information at periodic

intervals or upon request and forward to Planning Section 

Chief. 

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

GEOGRAPHICAL INFORMATION SYSTEM SPECIALIST - A 

GISS is responsible for spatial information collection, display, 

analysis, and dissemination. The GISS will provide Global 

Positioning System (GPS) support, integrate infrared data, 

and incorporate all relevant data to produce map products, 

statistical data for reports, and/or analyses. GISS usually 

functions within the Planning Section, or assigned wherever 

their services are required within the incident organization: 

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

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

c.	 Obtain briefing from appropriate supervisor.

d. Establish communication with local government 

representatives, of all affected jurisdictions, through the 

incident Liaison Officer.

e. Determine and order resources needed. 

f. Determine coordination procedures with other sections, 

units, and local agencies.
PLANNING 9-12 PLANNING

g. Establish work area, and acquire work materials.

h. Obtain appropriate transportation and communications. 

i. Determine the availability of needed GIS support 

products. 

j. Participate in Planning Section activities. 

k. Prepare GIS products as determined by supervisor. 

l. Keep supervisor informed. 

m. Respond to requests from approved sources for 

additional GIS products. 

n.	 Prepare final GIS summary report consisting of all

incident GIS products and forward to Documentation Unit 

Leader. 

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

RESOURCE USE SPECIALIST – The Resource Use Specialist 

is primarily responsible for advising incident personnel on 

the specific capabilities, limitations of certain specialized

response resources. In addition, the Resource Specialist can 

recommend strategies for use of these resources: 

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

b. Participate in the development of the Incident Action 

Plan and review general control objectives including 

alternative strategies as requested. 

c. Collect information on incident resources as needed. 

d. Respond to requests for information about limitations 

and capabilities of resources. 

e. Collect and transmit records and logs to Documentation 

Unit at the end of each operational period. 

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

TRAINING SPECIALIST – The TNSP coordinates incident 

training opportunities and activities, ensuring the quality of 

the training assignments and completing documentation of 

the incident training. The TNSP organizes and implements the 
PLANNING 9-13 PLANNING

incident-training program and analyzes and facilitates 

training assignments to fulfill individual development needs

of trainees: 

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

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

c. Review trainee assignments and modify if appropriate. 

d. Coordinate the assignments of trainees to incident 

positions with Resources Unit.

e. Brief trainees and trainers on training assignments and 

objectives. 

f. Coordinate use of unassigned trainees. 

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

and advice for trainees to meet training objectives as 

appropriate and with approval of unit leaders. 

h. Ensure trainees receive performance evaluation. 

i. Monitor operational procedures and evaluate training 

needs. 

j. Respond to requests for information concerning training 

activities. 

k. Give Training Specialist records and logs to 

Documentation Unit at the end of each operational 

period. 

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

WATER RESOURCES SPECIALIST – The Water Resource 

Specialist is primarily responsible to advise incident 

personnel on the sources of fire suppression water, the

capabilities of the water sources, and to assist in the 

development of additional systems or system capability to 

meet incident demands:

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

b. Participate in the development of the Incident Action 

Plan and review general control objectives, including 

alternative strategies presently in effect. 

c. Collect and validate water resource information within the 

incident area. 
PLANNING 9-14 PLANNING

d. Prepare information on available water resources. 

e.	 Establish water requirements needed to support fire

suppression actions. 

f. Compare Incident Control Objectives as stated in 

the Plan, with available water resources and report 

inadequacies or problems to Planning Section Chief. 

g. Participate in the preparation of Incident Action Plan 

when requested. 

h. Respond to requests for water information. 

i. Collect and transmit records and logs to Documentation 

Unit at the end of each operational period. 

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

TECHNICAL SPECIALISTS (NOT OTHERWISE SPECIFIED): 

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

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

c.	 Obtain briefing from supervisor.

d. Obtain personal protective equipment as appropriate. 

e. Determine coordination procedures with other sections, 

units, and local agencies. 

f. Establish work area and acquire work materials. 

g. Participate in the development of the Incident Action 

Plan and review the general control objectives including 

alternative strategies as appropriate. 

h. Obtain appropriate transportation and communications. 

i. Keep supervisor informed. 

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

PLANNING SECTION PLANNING CYCLE GUIDE

Example Based on 12-Hour Operational Period

1200

2400

 1100 0100 

 2300 1300 

PREPARE 

INCIDENT ACTION 

PLAN

 1000 0200 

 2200 FIELD OBSERVERS 1400 

 OUT/OFF 

 PLANNING 

 MEETINGS FINALIZE IAP 

Command and

General Staff, AREP, 

RESL, SPUL, COML, 

FBAN

0900 PLANNING 0300 

2100 1500 

 Prepare for 

 Planning COMPLETE 

 Meeting IAP

Shift Change 

0800 0400 

2000 Field Observers Prepare for 1600

IN/ON Operations 

Briefing

Finalize 209 OPERATIONS

Reports BRIEFING

Command and

General Staff, 

Operations,

 0700 Overhead 0500

 1900 1700 

0600

1800
PLANNING 9-16 PLANNING

Notes
LOGISITICS 10-1 LOGISITICS

CHAPTER 10

LOGISTICS SECTION

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

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

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

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

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

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

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

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

Responder Rehabilitation Manager...............................10-6

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

Food Unit Leader.............................................................10-9

Support Branch Director.................................................10-9

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

Ordering Manager.........................................................10-11

Receiving and Distribution Manager ...........................10-11

Facilities Unit Leader ....................................................10-12

Facility Maintenance Specialist....................................10-13

Security Manager..........................................................10-13

Base/Camp Manager ...................................................10-14

Ground Support Unit Leader ........................................10-15

Equipment Manager .....................................................10-16

Logistics Section Planning Cycle Guide...........................10-18
LOGISTICS 10-2 LOGISTICS

ORGANIZATION CHART

LOGISTICS SECTION CHIEF

Service Branch 

Director

Support Branch 

Director

Communications 

Unit Leader

Medical

Unit Leader

Food

Unit Leader

Supply

Unit Leader

Facilities

Unit Leader

Ground Support 

Unit Leader

Communications 

Technicians 

Ordering 

Manager

Security 

Manager

Equipment 

Manager

Incident 

Communications 

Manager

Responder 

Rehabilitation

Manager Security 

Personnel 

Equipment

Timekeepers Fireline EMT(s)

Receiving/

Distribution 

Manager Message Center 

Operators Base Manager Mechanics

Messengers Camp

Manager(s)
LOGISITICS 10-3 LOGISITICS

POSITION CHECKLISTS

LOGISTICS SECTION CHIEF - The LSC, a member of the 

General Staff, is responsible for providing facilities, services, 

and material in support of the incident. The LSC participates 

in development and implementation of the Incident Action 

Plan, activates and supervises assigned Branches/Units, and 

is responsible for the safety and welfare of Logistics Section 

personnel: 

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

b. Plan organization of Logistics Section. 

c. Assign work locations and preliminary work tasks to 

Section personnel. 

d. Notify Resources Unit of Logistics Section Units activated 

including names and locations of assigned personnel. 

e. Assemble and brief Branch Directors and Unit Leaders. 

f. Participate in preparation of Incident Action Plan. 

g. Identify service and support requirements for planned 

and expected operations. 

h. Provide input to and review Communications Plan, 

Medical Plan and Traffic Plan.

i. Coordinate and process requests for additional 

resources. 

j. Review Incident Action Plan and estimate Section needs 

for next operational period. 

k. Advise on current service and support capabilities. 

l. Prepare service and support elements of the Incident 

Action Plan. 

m. Estimate future service and support requirements. 

n. Receive Demobilization Plan from Planning Section. 

o. Recommend release of unit resources in conformity with 

Demobilization Plan. 

p. Ensure general welfare and safety of Logistics Section 

personnel. 

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

SERVICE BRANCH DIRECTOR - The SVBD, when activated, 

is under the supervision of the Logistics Section Chief, and 

is responsible for the management of all service activities 

at the incident. The SVBD supervises the operations of the 

Communications, Medical and Food Units: 

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

b. Obtain working materials. 

c. Determine level of service required to support operations. 

d. 	 Confirm dispatch of Branch personnel.

e. Participate in planning meetings of Logistics Section 

personnel. 

f. Review Incident Action Plan. 

g. Organize and prepare assignments for Service Branch 

personnel. 

h. Coordinate activities of Branch Units. 

i. Inform Logistics Section Chief of Branch activities. 

j. Resolve Service Branch problems. 

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

COMMUNICATIONS UNIT LEADER - The COML, under 

the direction of the Service Branch Director or Logistics 

Section Chief, is responsible for developing plans for the 

effective use of incident communications equipment 

and facilities; installing and testing of communications 

equipment; supervision of the Incident Communications 

Center; distribution of communications equipment to 

incident personnel; and the maintenance and repair of 

communications equipment: 

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

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

c. Determine unit personnel needs. 

d. Prepare and implement the Incident Radio 

Communications Plan (ICS Form 205). 
LOGISITICS 10-5 LOGISITICS

e. Ensure the Incident Communications Center and 

Message Center are established. 

f. Establish appropriate communications distribution/

maintenance locations within Base/Camp(s). 

g. Ensure communications systems components are 

installed, tested and maintained. 

h. Ensure an equipment accountability system is 

established. 

i. Ensure personal portable radio equipment from cache is 

distributed per Incident Radio Communications Plan (ICS 

Form 205). 

j. Provide technical information as required. 

k. Supervise Communications Unit activities. 

l. Maintain records on all communications equipment as 

appropriate. 

m. Ensure equipment is tested and repaired.

n. Recover equipment from relieved or released units. 

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

INCIDENT COMMUNICATIONS MANAGER - The INCM is 

responsible to receive and transmit radio and telephone 

messages among and between personnel and to provide 

dispatch services at the incident: 

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

b.	 Ensure adequate staffing (Incident Communications

Manager). 

c. Obtain and review Incident Action Plan to 

determine incident organization and Incident Radio 

Communications Plan (ICS Form 205). 

d. Set up Incident Radio Communications Center - check 

out equipment. 

e. Request service on any inoperable or marginal 

equipment. 

f. Set up Message Center location as required. 

g. Receive and transmit messages within and external to 

incident. 
LOGISITICS 10-6 LOGISITICS

h.	 Maintain General Messages files.

i. Maintain a record of unusual incident occurrences. 

j.	 Provide briefing to relief on current activities, equipment

status, and any unusual communications situations. 

k. Turn in appropriate documents to Incident 

Communications Manager or Communications Unit 

Leader. 

l. Demobilize Communications Center in accordance with 

Incident Demobilization Plan. 

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

MEDICAL UNIT LEADER - The MEDL, under the direction 

of the Service Branch Director or Logistics Section Chief, is 

primarily responsible for the development of the Medical Plan 

(ICS Form 206), obtaining medical aid and transportation for 

injured and ill incident personnel, establishment of responder 

rehabilitation and preparation of reports and records: 

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

b. Review Unit Leader Responsibilities (Page 1-2). 

c. Participate in Logistics Section/Service Branch planning 

activities. 

d. Establish and staff Medical Unit. 

e. Establish Responder Rehabilitation. 

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

g. Prepare procedures for major medical emergency. 

h. Declare major medical emergency as appropriate. 

i. Respond to requests for medical aid, medical 

transportation, and medical supplies. 

j. Prepare and submit necessary documentation. 

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

RESPONDER REHABILITATION MANAGER – The Responder 

Rehabilitation Manager reports to the Medical Unit Leader 

and is responsible for the rehabilitation of incident 
LOGISITICS 10-7 LOGISITICS

personnel who are suffering from the effects of strenuous 

work and/or extreme conditions: 

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

b. Designate responder rehabilitation location and have 

location announced on radio with radio designation 

“Rehab.” 

c. Request necessary medical personnel to evaluate 

medical condition of personnel being rehabilitated. 

d. Request necessary resources for rehabilitation of 

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

e. Request through Food Unit or Logistics Section Chief 

feeding as necessary for personnel being rehabilitated. 

f. Release rehabilitated personnel to Operations Section or 

Planning Section for reassignment. 

g. Maintain appropriate records and documentation. 

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

FIRELINE EMERGENCY MEDICAL TECHNICIAN – The FEMT 

provides emergency medical care to personnel operating 

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

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

FEMT must establish and maintain liaison with, and respond 

to requests from the Operations Section personnel to whom 

they are subsequently assigned: 

The checklist presented below should be considered as a 

minimum requirement for the position. Users of this manual 

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

activities are one-time actions while others are ongoing for 

the duration of an incident: 

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

b.	 Check in and obtain briefing from the Logistics Section

Chief, or the Medical Unit Leader if established. Briefing

will include current incident situation, anticipated 

medical needs, and required local medical protocol 

including documentation. 
LOGISITICS 10-8 LOGISITICS

c. Receive assignment and assess current situation. 

d. Anticipate needs and obtain medical supplies from the 

incident. 

e. Secure copies of local emergency medical service forms/

paperwork if available. 

f. Secure/check out portable radio with all incident 

frequencies. 

g. Obtain a copy of the Incident Action Plan (IAP) and review 

the Medical Plan (ICS Form 206).

h. Identify and contact assigned tactical supervisor and 

confirm your travel route, transportation and ETA prior to

leaving your check-in location. 

i. Meet with assigned tactical supervisor and obtain 

briefing.

j.	 Obtain briefing from the FEMT you are relieving, if

applicable 

k. Upon arrival at your assigned location, perform a 

radio check with your assigned tactical supervisor, 

incident Communications Unit and the Medical Unit, if 

established. 

l. Maintain ongoing contact and interaction with personnel 

on your assignment to assess medical needs and provide 

assistance when needed. 

m. Make requests for transportation of ill and injured 

personnel, through channels, as outlined in the Medical 

Plan (ICS Form 206). 

n.	 Make notifications of incident related illnesses and

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

o. At the conclusion of each shift, advise your tactical 

supervisor that you are departing and will report to the 

Medical Unit Leader for debriefing and submission of

patient care documentation.

p. Secure operations and demobilize as outlined in the 

Demobilization Plan.
LOGISITICS 10-9 LOGISITICS

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

FOOD UNIT LEADER – The FDUL is responsible for supplying 

the food needs for the entire incident, including all remote 

locations (e.g., Camps, Staging Areas), as well as providing 

food for personnel unable to leave tactical field assignments:

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

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

c. Determine food and water requirements. 

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

situation. 

e. Obtain necessary equipment and supplies and establish 

cooking facilities. 

f. Ensure that well-balanced menus are provided. 

g.	 Order sufficient food and potable water from the Supply

Unit. 

h. Maintain an inventory of food and water. 

i. Maintain food service areas, ensuring that all appropriate 

health and safety measures are being followed. 

j. Supervise caterers, cooks, and other Food Unit personnel 

as appropriate. 

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

SUPPORT BRANCH DIRECTOR – The SUBD, when activated, 

is under the direction of the Logistics Section Chief, and 

is responsible for development and implementation of 

logistics plans in support of the Incident Action Plan. The 

SUBD supervises the operations of the Supply, Facilities and 

Ground Support Units: 

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

b. Obtain work materials. 
LOGISITICS 10-10 LOGISITICS

c. Identify Support Branch personnel dispatched to the 

incident. 

d. Determine initial support operations in coordination with 

Logistics Section Chief and Support Branch Director. 

e. Prepare initial organization and assignments for support 

operations. 

f. Assemble and brief Support Branch personnel. 

g.	 Determine if assigned Branch resources are sufficient.

h. Maintain surveillance of assigned units work progress 

and inform Logistics Section Chief of activities. 

i. Resolve problems associated with requests from 

Operations Section. 

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

SUPPLY UNIT LEADER – The SPUL is primarily responsible for 

ordering personnel, equipment and supplies; receiving and 

storing all supplies for the incident; maintaining an inventory 

of supplies; and servicing non-expendable supplies and 

equipment: 

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

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

c. Participate in Logistics Section/Support Branch planning 

activities. 

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

e. Review Incident Action Plan for information on operations 

of the Supply Unit. 

f. Develop and implement safety and security 

requirements. 

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

equipment. 

h. Receive and respond to requests for personnel, supplies 

and equipment.

i. Maintain inventory of supplies and equipment. 

j. Service reusable equipment. 

k. Submit reports to the Support Branch Director. 
LOGISITICS 10-11 LOGISITICS

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

ORDERING MANAGER – The ODRM is responsible for placing 

all orders for supplies and equipment for the incident. The 

ODRM reports to the Supply Unit Leader: 

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

b. Obtain necessary agency (ies) order forms. 

c. Establish ordering procedures. 

d. Establish name and telephone numbers of agency 

personnel receiving orders. 

e.	 Set up filing system.

f. Get names of incident personnel who have ordering 

authority. 

g. Check on what has already been ordered. 

h.	 Ensure order forms are filled out correctly.

i. Place orders in a timely manner. 

j. Consolidate orders when possible. 

k. Identify times and locations for delivery of supplies and 

equipment. 

l. Keep Receiving and Distribution Manager informed of 

orders placed. 

m. Submit all ordering documents to Documentation Control 

Unit through Supply Unit Leader before demobilization.

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

RECEIVING AND DISTRIBUTION MANAGER – The RCDM is 

responsible for receiving and distribution of all supplies and 

equipment (other than primary resources) and the service 

and repair of tools and equipment. The RCDM reports to the 

Supply Unit Leader: 

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

b. Order required personnel to operate supply area. 

c. Organize physical layout of supply area. 
LOGISITICS 10-12 LOGISITICS

d. Establish procedures for operating supply area. 

e.	 Set up filing system for receiving and distribution of

supplies and equipment. 

f. Maintain inventory of supplies and equipment. 

g. Develop security requirement for supply area. 

h. Establish procedures for receiving supplies and 

equipment 

i. Submit necessary reports to Supply Unit Leader. 

j. Notify Ordering Manager of supplies and equipment 

received. 

k. Provide necessary supply records to Supply Unit Leader.

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

FACILITIES UNIT LEADER – The FACL is primarily responsible 

for the layout and activation of incident facilities, e.g., Base, 

Camp(s) and Incident Command Post. The Unit provides 

sleeping and sanitation facilities for incident personnel and 

manages Base and Camp(s) operations. Each facility (Base, 

Camp) is assigned a manager who reports to the FACL and 

is responsible for managing the operation of the facility. The 

basic functions or activities of the Base/Camp Manager are 

to provide security service, and general maintenance. The 

FACL reports to the Support Branch Director: 

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

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

c. Receive a copy of the Incident Action Plan. 

d. Participate in Logistics Section/Support Branch planning 

activities. 

e. Determine requirements for each facility.

f. Prepare layouts of incident facilities. 

g. Notify unit leaders of facility layout. 

h. Activate incident facilities. 

i. Provide Base/Camp Managers. 

j. Provide sleeping facilities. 

k. Provide security services. 
LOGISITICS 10-13 LOGISITICS

l. Provide facility maintenance services-sanitation, lighting, 

and cleanup. 

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

FACILITY MAINTENANCE SPECIALIST – The FMNT is 

responsible to ensure that proper sleeping and sanitation 

facilities are maintained, provide shower facilities, maintain 

lights and other electrical equipment, and maintain the Base, 

Camp and Incident Command Post facilities in a clean and 

orderly manner: 

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

b. Request required maintenance support personnel and 

assign duties. 

c. Obtain supplies, tools, and equipment. 

d. Supervise/perform assigned work activities. 

e. Ensure that all facilities are maintained in a safe 

condition. 

f. Disassemble temporary facilities when no longer 

required. 

g. Restore area to pre-incident condition. 

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

SECURITY MANAGER –The SECM is responsible to provide 

safeguards needed to protect personnel and property from 

loss or damage: 

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

b. Establish contacts with local law enforcement agencies 

as required. 

c. Contact the Resource Use Specialist for crews or 

Agency Representatives to discuss any special custodial 

requirements that may affect operations. 

d. Request required personnel support to accomplish work 

assignments. 

e.	 Ensure that support personnel are qualified to manage

security problems. 
LOGISITICS 10-14 LOGISITICS

f. Develop Security Plan for incident facilities. 

g. Adjust Security Plan for personnel and equipment 

changes and releases. 

h. Coordinate security activities with appropriate incident 

personnel. 

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

through coordination with Agency Representatives. 

j. Prevent theft of all government and personal property 

k. Document all complaints and suspicious occurrences. 

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

BASE/CAMP MANAGER – The BCMG is responsible to 

ensure that appropriate sanitation, security, and facility 

management services are conducted at all incident facilities. 

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

established by the General Staff to provide better support to 

operations. Base is the location where the primary logistics 

functions are coordinated and administered. Camps are 

typically smaller in nature and more remote. Camps may 

be in place several days or may be moved depending 

upon the nature of the incident. Functional unit activities 

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

These activities could include, Supply Unit, Medical Unit, 

Ground Support Unit, Food Unit, Communications Unit, as 

well as the Facilities Unit functions of facility maintenance 

and security. Camp Managers are responsible to provide 

non-technical coordination for all units operating within the 

Camp. The General Staff will determine units assigned to 

Camps. Personnel requirements for units at Camps will be 

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

incident and expected duration of Camp operations. The 

Base/Camp Manager duties include: 
LOGISITICS 10-15 LOGISITICS

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

b. Determine personnel support requirements. 

c. Obtain necessary equipment and supplies. 

d. Ensure that all sanitation, shower and sleeping facilities 

are set up and properly functioning. 

e. Make sleeping arrangements. 

f. Provide direct supervision for all facility maintenance and 

security services at Base/Camp(s). 

g. Ensure that strict compliance is made with all applicable 

safety regulations. 

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

centrally coordinated. 

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

is centrally coordinated. 

j. Provide overall coordination of all Base/Camp activities 

to ensure that all assigned units operate effectively and 

cooperatively in meeting incident objectives. 

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

GROUND SUPPORT UNIT LEADER – The GSUL is primarily 

responsible for support of out-of-service resources; 

transportation of personnel, supplies, food, and equipment; 

fueling, service, maintenance, and repair of vehicles and 

other ground support equipment; and development and 

implementation of the Incident Traffic Plan:

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

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

c. Participate in Support Branch/Logistics Section planning 

activities. 

d.	 Develop and implement Traffic Plan.

e. Support out-of-service resources. 

f. Notify Resources Unit of all status changes on support 

and transportation vehicles. 
LOGISITICS 10-16 LOGISITICS

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

of ground resources. 

h. Maintain inventory of support and transportation vehicles 

(Support Vehicle Inventory ICS Form 218). 

i. Provide transportation services.

 j. Collect use information on rented equipment. 

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

spare parts).

l. Maintain incident roads. 

m. Submit reports to Support Branch Director as directed. 

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

EQUIPMENT MANAGER – The EQPM provides service, 

repair and fuel for all apparatus and equipment; provides 

transportation and support vehicle services; and maintains 

records of equipment use and service provided: 

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

b. Obtain Incident Action Plan to determine locations for 

assigned resources, Staging Area locations, and fueling 

and service requirements for all resources. 

c. Obtain necessary equipment and supplies. 

d. Provide maintenance and fueling according to schedule. 

e. Prepare schedules to maximize use of available 

transportation. 

f. Provide transportation and support vehicles for incident 

use. 

g. Coordinate with Agency Representatives on service and 

repair policies as required. 

h. Inspect equipment condition and ensure coverage by 

equipment agreement. 

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

needed to maintain equipment in efficient operating

condition), and place orders with Supply Unit.

j. Maintain Support Vehicle Inventory (ICS Form 218). 
LOGISITICS 10-17 LOGISITICS

k. Maintain equipment rental records. 

l. Maintain equipment service and use records. 

m. Check all service repair areas to ensure that all 

appropriate safety measures are being taken. 

n. Maintain Unit/Activity Log (ICS Form 214). 
LOGISITICS 10-18 LOGISITICS

LOGISTICS SECTION PLANNING CYCLE GUIDE

1200

2400

 1100 0100 

 2300 Equipment 1300

Time Record, Finalize 

Equipment Equipment 

Manager Time 

Submit Prepare 

To Planning for 

Transportation, SECTION Operation

Communications, SHIFT CHANGE Shift Change 

 1000 and Medical Plans. 0200

 2200 Mark and Post all 1400

 Order Personnel, Drop Points and Routes 

Equipment, and

Supplies Update Supplies and 

 PLANNING Equipment Inventory 

 MEETINGS 

Command and Inspect and Complete 

General Staff, AREP, Sanitation Needs 

RESL, SPUL, COML, FBAN 0300

0900 FEEDING LOGISTICS FUEL SUPPORT EQUIP. 1500 

2100 

 Supply Camps Load Tools and Equipment 

 Transport Crews and WAKE UP 

 Tools to Camp BUS. OPERATIONS

MGMT IAP to 

MEETING Air Tactical

 0800 Cost Analysis, FEEDING 0400 

 2000 Demob., Finance/ Transport PREPARE 1600 

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

DMOB Tools BRIEFING

to Line Command and

General Staff, 

Prepare for Operations,

Business Overhead 0500

Management 1700

 0700 Meeting

 1900

0600

1800

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

CHAPTER 11

FINANCE/ADMINISTRATION SECTION

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

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

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

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

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

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

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

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

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

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

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

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

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

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

ORGANIZATION CHART

FINANCE/ADMINISTRATION SECTION CHIEF

Time

Unit Leader

Procurement 

Unit Leader

Cost

Unit Leader

Compensation 

and Claims 

Unit Leader

Equipment 

Time Recorder Compensation 

For Injury 

Specialist Personnel 

Time Recorder

Claims 

Specialist Commissary 

Manager
FINANCE/ADMIN 11-3 FINANCE/ADMIN

POSITION CHECKLISTS

FINANCE/ADMINISTRATION SECTION CHIEF – The FSC is 

responsible for all financial, administrative, and cost analysis

aspects of the incident and for supervising members of the 

Finance/Administration Section: 

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

b.	 Manage all financial aspects of an incident.

c.	 Provide financial and cost analysis information as

requested. 

d.	 Gather pertinent information from briefings with

responsible agencies. 

e. Develop an operating plan for the Finance/Administration 

Section; fill supply and support needs.

f. Determine need to set up and operate an incident 

commissary. 

g. Meet with assisting and cooperating Agency 

Representatives as needed. 

h. Maintain daily contact with agency(ies) administrative 

headquarters on Finance/Administration matters. 

i. Ensure that all personnel time records are accurately 

completed and transmitted to home agencies, according 

to policy. 

j.	 Provide financial input to demobilization planning.

k. Ensure that all obligation documents initiated at the 

incident are properly prepared and completed. 

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

prior to leaving incident. 

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

TIME UNIT LEADER – The TIME is responsible for equipment 

and personnel time recording and for managing the 

commissary operations: 

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

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

c. Determine incident requirements for time recording 

function. 

d. Contact appropriate agency personnel/representatives.

e. Ensure that daily personnel time recording documents 

are prepared and in compliance with agency policy. 

f. Maintain separate logs for overtime hours. 

g. Establish commissary operation on larger or long-term 

incidents as needed. 

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

i. Maintain records security. 

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

demobilization. 

k. Release time reports from assisting agency personnel 

to the respective Agency Representatives prior to 

demobilization. 

l. Brief Finance/Administration Section Chief on current 

problems and recommendations, outstanding issues, 

and follow-up requirements. 

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

EQUIPMENT TIME RECORDER – Under supervision of the 

Time Unit Leader, EQTR is responsible for overseeing the 

recording of time for all equipment assigned to an incident: 

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

b. Set up Equipment Time Recorder function in location 

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

c. Advise Ground Support Unit, Facilities Unit, and 

Air Support Group of the requirement to establish 

and maintain a file for maintaining a daily record of

equipment time. 

d. Assist units in establishing a system for collecting 

equipment time reports. 

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

end of each operational period. 

f. Prepare a use and summary invoice for equipment (as 

required) within twelve (12) hours after equipment arrival 

at incident. 

g. Submit data to Time Unit Leader for cost effectiveness 

analysis. 

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

parts, services and commissary. 

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

of equipment. 

j.	 Complete all forms according to agency specifications.

k. Close out forms prior to demobilization. 

l. Distribute copies per agency and incident policy. 

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

PERSONNEL TIME RECORDER - Under supervision of the 

Time Unit Leader, PTRC is responsible for overseeing the 

recording of time for all personnel assigned to an incident: 

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

b.	 Establish and maintain a file for employee time reports

within the first operational period.

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

applicable personnel assigned to the incident for each 

operational period. 

d.	 Ensure that all employee identification information is

verified to be correct on the time report.
FINANCE/ADMIN 11-6 FINANCE/ADMIN

e. Post personnel travel and work hours, transfers, 

promotions, specific pay provisions and terminations to

personnel time documents. 

f. Post all commissary issues to personnel time documents. 

g. Ensure that time reports are signed. 

h. Close out time documents prior to personnel leaving the 

incident. 

i. Distribute all time documents according to agency policy. 

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

Time Unit Leader daily. 

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

COMMISSARY MANAGER – Under the supervision of the 

Time Unit Leader, CMSY is responsible for commissary 

operations and security: 

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

b. Set up and provide commissary operation to meet 

incident needs. 

c. Establish and maintain adequate security for 

commissary. 

d. Request commissary stock through Supply Unit Leader. 

e. Maintain complete record of commissary stock including 

invoices for material received, issuance records, transfer 

records and closing inventories. 

f. Maintain commissary issue record by crews and submit 

records to Time Recorder during or at the end of each 

operational period. 

g. Use proper agency forms for all record keeping. 

h.	 Complete forms according to agency specification.

i. Ensure that all records are closed out and commissary 

stock is inventoried and returned to Supply Unit prior to 

demobilization. 

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

PROCUREMENT UNIT LEADER – The PROC is responsible 

for administering all financial matters pertaining to vendor

contracts, leases, and fiscal agreements:

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

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

c. Review incident needs and any special procedures with 

Unit Leaders, as needed. 

d. Coordinate with local jurisdiction on plans and supply 

sources. 

e. Obtain Incident Procurement Plan. 

f. Prepare and authorize contracts and land use 

agreements. 

g. Draft Memorandum of Understanding. 

h. Establish contracts and agreements with supply vendors. 

i. Provide for coordination between the Ordering Manager, 

agency dispatch, and all other procurement organizations 

supporting the incident. 

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

property management requirements. Ensure proper 

accounting for all new property. 

k. Interpret contracts and agreements; resolve disputes 

within delegated authority. 

l. Coordinate with Compensation/Claims Unit for 

processing claims. 

m. Coordinate use of impress funds as required. 

n.	 Complete final processing of contracts and send

documents for payment. 

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

p. Brief Finance/Administration Section Chief on current 

problems and recommendations, outstanding issues, 

and follow-up requirements. 

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

COMPENSATION/CLAIMS UNIT LEADER – The COMP is 

responsible for the overall management and direction of 

all administrative matters pertaining to compensation for 

injury and claims-related activities (other than injury) for an 

incident: 

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

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

c.	 Establish contact with incident Safety Officer and Liaison

Officer, or Agency Representatives if no Liaison Officer is

assigned. 

d. Determine the need for Compensation for Injury 

Specialists and Claims Specialists and order personnel 

as needed. 

e. Establish a Compensation for Injury work area within or 

as close as possible to the Medical Unit. 

f. Review Incident Medical Plan (ICS Form 206). 

g. Review procedures for handling claims with Procurement 

Unit. 

h. Periodically review logs and forms produced by 

Compensation/Claims Specialists to ensure compliance 

with agency requirements and policies.

i. Ensure that all Compensation for Injury and Claims 

logs and forms are complete and routed to the 

appropriate agency for post-incident processing prior to 

demobilization. 

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

COMPENSATION FOR INJURY SPECIALIST – Under the 

supervision of the Compensation/Claims Unit Leader, 

the Compensation For Injury Specialist is responsible for 

administering financial matters resulting from serious injuries

and fatalities occurring on an incident. Close coordination is 

required with the Medical Unit: 

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

b. Collocate Compensation for Injury operations with those 

of the Medical Unit when possible. 
FINANCE/ADMIN 11-9 FINANCE/ADMIN

c. Establish procedure with Medical Unit Leader on prompt 

notification of injuries or fatalities.

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

e. Provide written authority for persons requiring medical 

treatment. 

f. Ensure that correct agency forms are being used. 

g. Provide correct billing forms for transmittal to doctor and/

or hospital. 

h. Monitors and reports on status of hospitalized personnel.

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

Medical Unit and review for completeness. 

j. Maintain log of all injuries occurring on incident. 

k. Coordinate/handle all administrative paperwork on 

serious injuries or fatalities. 

l. Coordinate with appropriate agency (ies) to assume 

responsibility for injured personnel in local hospitals prior 

to demobilization. 

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

CLAIMS SPECIALIST – Under the supervision of the 

Compensation/Claims Unit Leader, the CLMS is responsible 

for managing all claims-related activities (other than injury) 

for an incident: 

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

b. Develop and maintain a log of potential claims. 

c. Coordinate claims prevention plan with applicable 

incident functions. 

d. Initiate investigation on all claims other than personnel 

injury. 

e. Ensure that site and property involved in investigation are 

protected. 

f. Coordinate with investigation team as necessary. 

g. Obtain witness statements pertaining to claims other 

than personnel injury. 
FINANCE/ADMIN 11-10 FINANCE/ADMIN

h. Document any incomplete investigations. 

i. Document follow-up action needs by local agency.

j. Keep the Compensation/Claims Unit Leader advised on 

nature and status of all existing and potential claims. 

k. Ensure use of correct agency forms. 

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

COST UNIT LEADER – The COST is responsible for collecting 

all cost data, performing cost effectiveness analyses, and 

providing cost estimates and cost saving recommendations 

for the incident: 

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

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

c. Coordinate with agency headquarters on cost reporting 

procedures. 

d. Collect and record all cost data. 

e. Develop incident cost summaries. 

f. Prepare resources-use cost estimates for the Planning 

Section. 

g. Make cost-saving recommendations to the Finance/

Administration Section Chief. 

h. Complete all records prior to demobilization. 

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

FINANCE/ADMINISTRATION SECTION PLANNING CYCLE GUIDE

1200

2400

 1100 0100 

 2300 1300 

Equipment

Time Record, Finalize 

Equipment Equipment 

Check Manager Time 

 and Check 

Secure Injuries 

Agreements and Claims 0200

 SECTION SHIFT Reports 1400

Communicate CHANGE 

Needs to 

 1000 TIME SPUL

 2200 UNIT OFF SHIFT 

Check Commissary

PLANNING Supplies and Needs 

 MEETING 

Command and General

Staff, AREP, RESL, FINANCE/ Complete All Reports 

0900 SPUL, COML, FBAN ADMINISTRATION and Records 0300

2100 1500 

 COMP. FOR INJURY, 

 EQUIP., AND 

 PERSONNEL BUS. Prepare

 TIME MGMT for Operation

MEETING Shift Change

 0800 Cost Analysis, Demob., Prepare 0400 

 2000 Finance/Admin., for 1600 

Logistics, COST, BUSINESS 

SPUL, DMOB MGMT 

MEETING OPERATIONS

 BRIEFING 

Command and

Time Unit General Staff, 

on Shift Operations,

0600 Overhead 

 0500 

 0700 1700 

 1900 

0600

1800

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

Notes
ORGANIZATIONAL 12-1 GUIDES

CHAPTER 12

ORGANIZATIONAL GUIDES

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

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

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

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

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

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

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

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

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

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

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

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

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

FULLY ACTIVATED INCIDENT COMMAND SYSTEM ORGANIZATION CHART

INCIDENT COMMANDER 

Public Information Officer

Safety Officer

Liaison Officer

Operations 

Section

Planning

Section

Logistics 

Section

Finance/Admin 

Section

Staging

Area(s)

Branches Air Operations Branch Resources Unit Service Branch Support Branch Time Unit 

Situation Unit 

Divisions 

and Groups 

Air

Support 

Group 

Air

Tactical 

Group 

Procurement 

Unit Communications 

Unit Supply Unit Documentation

Unit Strike 

Teams Helibases Helicopter Coordinator Comp/Claims Unit Medical Unit Facilities Unit Demobilization

Unit

Responder

Rehabilitation

Task

Forces Helispots Cost Unit Air Tanker(s)/ Fixed Wing 

Coordinator

Food Unit 

Ground 

Support 

Unit

Technical 

Specialists Single

Resources 

Fixed Wing 

Bases 
ORGANIZATIONAL 12-3 GUIDES

WILDLAND FIRE ORGANIZATIONAL DEVELOPMENT

INTRODUCTION

The following series of organizational charts depict examples 

of how the Incident Command System can be used on fires

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

show examples of ICS organizations for initial attack fires

through incidents that grow to such size as to require very 

large organizational structures to manage the personnel and 

equipment assigned to these incidents. 

Certain terms are used to identify the level of resource 

commitment or organizations structure. The terms associated 

with these levels are: 

Initial Attack – This example depicts an agency’s initial 

response level (four engines, a bulldozer, a wildland 

firefighting handcrew, one helicopter and one Command

Officer) to a reported wildland fire and how those resources

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

the organization is designed to rapidly expand if necessitated 

by fire growth.

Reinforced Response – This example depicts an expansion 

of the organizational structure to accommodate additional 

resources. 

Extended Attack – This example depicts an organization that 

may be appropriate for incidents that may require even more 

resources and an extended period of time to control. The time 

frames for these incidents may run into multiple operational 

periods covering many days with enhanced logistics and 

planning requirements. 
ORGANIZATIONAL 12-4 GUIDES

Multi-Branch – This example depicts an organization that 

may be used for wildland incidents that have grown in area to 

require multiple levels of management to accommodate span 

of control concerns and increased support for the number of 

personnel assigned to the incident.
ORGANIZATIONAL 12-5 GUIDES

INCIDENT COMMANDER Wildland Fire – 

Initial Attack Organization

Staging

Area(s)

Engine Engine Helicopter Engine Engine

Dozer Handcrew 

esponse Incident 

	functions.

Incident

nits are 

or

el.

f	

vle

	f

this	

The		.

	Staf

e

y the initial R

General

vabo	

o one. U

	assignments

slightly

en t

Commander

and Command	

ces are managed b

ore

e guidelines of three-sev

	tactical

	orat commitments

	Incident

	bef

the

e

	yb

arriv

all

ed

	ces

ormf

 Initial response resour

	direct

per

ce

	will

resour

o one, which is within saf

as

resour	

	t or

who

f ef	

additional

Officer)

	with xtinguished

ting	the

ent	

suppor

ve	

ple):

Command

	the in

e	

er

ttack Organization (exam

and

or

olled

helicopt	

Officer	y

contrare	

	single

pan

a	with

arriving	Com

	fires

	fire

attack	

the	

or this organization is at six t ol f

		useorf	Area	 	Stagingaidentified	

ermined.

Wildland Fire – Initial A

st

attack

(fir

initial

has

ces are det

Commander	

small	yMan

The span of contr

	ot	ed ydeplo

Commanderthese resour
ORGANIZATIONAL 12-6 GUIDES

INCIDENT COMMANDER Wildland Fire – 

Reinforced Response Organization Safety Officer

Logistics 

Section Staging

Area(s) Resources 

Unit

Division Division 

Engine Engine Helicopter Engine DozerEngine

Strike Team

Handcrew 

Strike Team

Handcrew 

Strike Team

Water 

Tender 

o 

ol concerns 

	ensure

ces, and 

o Divisions with 

ces and t

	ot	

ed. Span of contr

andissues		ty

e arriv

or the assigned resour t f

ces hav

ed that the Incident Commander establish tw

esaf	orf		operations

dditional resour

	incidentor

: A

monit

o assist the Incident Commander with tracking resour

plementing logistical suppor

ple)

ot

e necessitat

	assigned	

xam

is	

vvision ha

	Officer

nit is established t

ty

ces U

e

esour

o begin planning and im

dered. y be or

esponse Organization (e

ces should the

Saf	A	

ced R

en. The R

or

assigned.	

einf

or tactical super

svisor

eps are tak

Wildland Fire – R

ell as the need f

Super	

e st

as w

ualifiedq

correctiva Logistics Section Chief is assigned t

t of additional resour or the suppor plan f
ORGANIZATIONAL 12-7 GUIDES

INCIDENT COMMANDER Wildland Fire – 

Extended Attack Organization 

Public Information Officer 

Safety Officer

Liaison Officer

Operations 

Section

Planning

Section

Logistics 

Section

Staging Area(s) Resources Unit Communications Unit Time Unit

Responder

Rehabilitation

Situation

Unit Medical Unit Division A Supervisor Division B Supervisor Air Tactical Group Supervisor Engine Engine Helicopter(s) Engine Dozer Air Tanker(s)/ 

Fixed Wing Engine Strike Team(s) Handcrew Strike Team(s) 

Handcrew 

Strike Team

Water 

Tender 

 
ORGANIZATIONAL 12-8 GUIDES

INCIDENT COMMANDER Wildland Fire – 

Multi-Branch Organization Safety Officer 

Public Information Officer 

Assistant Public Information Officer(s) 

Assistant Safety Officer(s)

Liaison Officer

Operations Section Planning Section Logistics Section Finance/Admin. Section

Staging Area(s) Resources

Unit

Time 

Unit

Branch

Director

Branch

Director

Air Operations Branch Director 

Service

Branch

Support 

Branch Situation 

Unit

Cost

Unit

Medical Unit Facilities Unit Documentation

Unit

Division Division

Air Tactical

Group Supervisor Air Support Group Supervisor

Communications

Unit

Ground Support

Unit

Responder

Rehabilitation Division Division Helicopter Coordinator Helibase 

Manager 

Food Unit 

Division Division

Helispot Manager(s) 

Air Tanker/ 

Fixed Wing

Coordinator Group

ering a large geographic 

	ha

o

s

ere established within the Operations Section. A full Air Operations Branch with Branch Director has been 

or multiple Operational 

ev

	t

Officer

as	ellw	

	ty

as

e

uired multiple Divisions co

ctions Plans f

	Saf

v

Divisions

Assistant

	or

oduction of Incident A

incident,

	Branches	 individual

eexpansiv

o

o assist the Incident Commander with incident 

ple): This incident req

the

t	

e tt ple

o begin pr

en	within

assigned	be

w com

tak

xpanded t

	can	

f is no

	are

Wildland Fire – Multi-Branch Organization (exam

measures

Assistants

ther e established. The Planning Section is fur

tye

These	Officer.

	saf

face with assisting and cooperating agencies.

e

er

uat

	ty

o int

e

	adeq

Saf

area so Branches w

that	

the	

ensure

	ot	

	oT	

been	assigned

eriods.

monitoring activities at the Base. The Command Staf

ormation handling and t

Pinf
ORGANIZATIONAL 12-9 GUIDES

STRUCTURE FIRE ORGANIZATION DEVELOPMENT

INTRODUCTION

The following series of organizational charts depict examples 

of how the incident Command System can be used on 

fires involving structures. The charts show examples of ICS

organizations for initial attack fires through incidents that

grow to such size as to require very large organizational 

structures to manage the personnel and equipment assigned 

to these incidents. 

Certain terms are used to identify the level of resource 

commitment or organizations structure. The terms associated 

with these levels are: 

Initial Attack – This example depicts an agency’s initial 

response level (three Engines, one Truck Company, and 

a Command Officer) to a reported fire involving a building

and how those resources might be organized to handle the 

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

rapidly expand if necessitated by fire growth.

Reinforced Response – This example depicts an expansion 

of the organizational structure to accommodate additional 

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

and received along with resources to assist the Incident 

Commander and support the personnel on scene. 

Multi-Branch – This example depicts an organization that 

may be used for incidents that have grown in area to require 

multiple levels of management to accommodate span of 

control concerns and increased support for the number of 

personnel assigned to the incident.
ORGANIZATIONAL 012-1 GUIDES

INCIDENT COMMANDER Structure Fire – 

Initial Attack Organization

Engine

Engine

Engine

Truck

ple depicts the assignment of three engines, a single truck 

	response.

no	and	

	the	of

incident	the	handle	

	elements	 all manages	

cances	 resour

Commander

	these	If	

xam

Incident

: This e

	Commander.

		The	

ple)

fire.

ttack Organization (exam

	Incidentof		that

	structural

is

a		on

identified

	Command	Officer

Structure Fire – Initial A

position	ICS	

a		and

ormalf	

pany

only

com

	The

escalation is anticipated, no further ICS development is advised.
ORGANIZATIONAL 112-1 GUIDES

INCIDENT COMMANDER Structure Fire – 

Reinforced Response Organization Safety Officer

Operations Section

Staging

Area(s)

Rapid Intervention 

Crew/Company Resources

Unit Division 

or Group 

Division 

or Group 

Engine EngineEngine Engine Responder Rehabilitation Engine Engine

Truck Truck

Ambulance 

elopment of the 

operations)

	all	

ed and are 

ormonit 	ot	

ces have arriv

ther dev

floor	 dthir

position

ce tracking and a 

ur

or

ts. F

f	3

y buildings, Division 2 and 3 and 

esour

dditional suppression resour

or

Division

	Officer

f o manage the dynamic suppression ef

tye

or	

or multi-stor

Saf

	Division,

	the	edat

th (f

oofR	or

has	activ

en. In addition, the Incident Commander has 

nit will assist in R ces Uesour

	...

: A

	B,

. The R

ple)

	,A	

entilation) or a combination of bo

Commander

e actions are tak

ention capability

esponse Organization (exam

ed t

(Division

at

Incident	 The

	Divisions

o ensure correctiv

v

either	include

ced R

ed. An Operations Section Chief is activ

t, R

ty issues and t

established a Staging Area and a rapid Inter

escue or V

established).

nit is established.

, Suppor

be

e

or

y

einf

	could

ma	

or saf

Structure Fire – R

Section

oup

ttack

Gr	

ehabilitation U

ydeplo

Operations

oups (A or Gr

Ventilation	a

incident activities fResponder R
ORGANIZATIONAL 12-12 GUIDES

INCIDENT COMMANDER Structure Fire 

Multi-Branch Organization Safety Officer Public Information Officer

Assistant Safety Officer(s)

Operations

Section

Planning 

Section

Logistics

Section

Staging 

Area(s)

Rapid 

Intervention 

Crew/Company Resources

Unit

Branch Branch Branch Situation 

Unit

Division Division Division Medical Unit

Air

Re-Supply Division Division Division Responder

Rehabilitation 

Ambulance(s)

Lighting Group Division Group Technical

Specialist(s) Food Unit

 
ORGANIZATIONAL 12-13 GUIDES

ICS ORGANIZATION GUIDE

C 

O 

M 

M 

A 

N 

D

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

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

supplying an individual to represent agency in Unified Command Structure.

3. Incident Commander may have Deputy. 

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

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

standard. 

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

INCIDENT BASE RECOMMENDED MINIMUM PERSONNEL REQUIREMENTS

(PER TWELVE-HOUR OPERATIONAL PERIOD)

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

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

UNIT POSITION SIZE OF INCIDENT (NUMBER OF DIVISIONS)

2 5 10 15 25

O 

P 

E 

R 

A 

T 

I 

O 

N 

S

Operations Section Chief (OSC) One Per Operational Period

Branch Director (OPBD) 2 3 4 6

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

 Strike Team Leaders (STCR/DZ/EN/LM/PL) As Needed

 Task Force Leaders (TFLD) As Needed

Air Operations Branch Director (AOBD) 1 1 1 1

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

 Air Tanker/Fixed Wing Coordinator (ATCO) As Needed

 Helicopter Coordinator (HLCO) As Needed

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

 Helibase Manager (HEB) One Per Helibase

 Helispot Manager (HESM) One Per Helispot

 Fixed Wing Support Leader One Per Airport

Staging Area Manager (STAM) One Per Staging Area

Technical Specialist (THSP) As Needed

P 

L 

A 

N 

N 

I 

N 

G

Planning Section Chief (PSC) One Per Incident

Resources Unit Leader (RESL) 1 1 1 1 1

Status Recorders (SCKN) 1 2 3 3 3

Check-In Recorders (SCKN) As Needed

Technical Specialists (THSP) As Needed

Situation Unit Leader (SITL) 1 1 1 1 1

Field Observer (FOBS) 1 2 2 3

Weather Observer (WOBS) As Needed

GIS Specialist (GISS) As Needed

Damage Inspection Specialist (DINS) As Needed

Aerial/Ortho Photo Analyst As Needed

Display Processor (DPRO) 1 1 1 2

IR Equipment Operators Two If Needed

Computer Terminal Operator 1 1 1 1

Photographer 1 1 1

Documentation Unit Leader (DOCL) 1 1 1 1

Demobilization Unit Leader (DMOB) 1 1 1

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

UNIT POSITION SIZE OF INCIDENT (NUMBER OF DIVISIONS)

2 5 10 15 25

L 

O 

G 

I 

S 

T 

I 

C 

S

Logistics Section Chief (LSC) One Per Incident

Service Branch Director (SVBD) As Needed

Communications Unit Leader (COML) 1 1 1 1 1

 Incident Communications Manager (INCM) 1 1 1 1 1

 Message Center Operator (MCOP) 1 1 2 2

 Messenger 1 2 2 2

 Communications Technician 1 2 4 4

Medical Unit Leader (MEDL) 1 1 1 1 1

 Medical Unit Assistant(s) As Needed

 Fireline EMT (FEMT) As Needed

 Responder Rehabilitation Manager As Needed

Food Unit Leader (FDUL) 1 1 1 1

 Food Unit Assistant (each camp) As Needed

 Mobile Food Service 1 1 1 1

Support Branch Director (SUBD) As Needed

Supply Unit Leader (SPUL) 1 1 1 1

 Camp Supply Assistant (each camp) As Needed

 Ordering Manager (ODRM) 1 1 1

 Receiving/Distribution Manager (RCDM) 1 1 1 1

 Helpers 2 2 2 2

Facility Unit Leader (FACL) 1 1 1 1

 Base Manager (BCMG) 1 1 1 1

 Camp Manager (each camp) (BCMG) As Needed

 Facility Maintenance Specialist (FMNT) 1 1 1 1

 Security Manager (SECM) 1 1 1 1

 Helpers 6 6 12 12

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

 Equipment Manager (EQPM) 1 1 1 1

 Ground Support Assistant(s) As Needed

 Equipment Timekeeper 1 1 1 1

 Mechanics 1 1 3 5 7

 Drivers As Needed

 Operators As Needed

F 

I 

N 

– 

A 

D 

M 

I 

N

Finance/Administration Section Chief (FSC) One Per Incident

Time Unit Leader (TIME) 1 1 1 1

Time Recorder, Personnel (PTRC) 1 3 3 5

Time Recorder, Equipment (EQTR) 1 2 2 3

Procurement Unit Leader (PROC) 1 1 1 1

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

Compensation For Injury Specialist As Needed

Claims Specialist (CLMS) As Needed

Cost Unit Leader (COST) 1 1 1 1

Cost Analyst 1 1 1

Technical Specialist (THSP) As Needed
ORGANIZATIONAL 12-15 GUIDES

T-CARD COLORS AND USES

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

card colors and resources they represent are:

KIND RESOURCE CARD COLOR FORM NUMBER

Engines Rose 219-3

Handcrews Green 219-2

Dozers Yellow 219-7

Aircraft Orange 219-6

Helicopter Blue 219-4

Misc. Equip/Task Forces Tan 219-8

Personnel White 219-5

Location Labels Gray 219-1

Property Record White/red 219-9

Transfer Tag White Tag 219-9A

INCIDENT COMMAND SYSTEM FORMS

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

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

Incident Briefing ICS Form 201 

* Objectives ICS Form 202 

* Organization Assignment List ICS Form 203 

* Assignment List ICS Form 204 

* Incident Radio Communications Plan ICS Form 205 

* Medical Plan ICS Form 206 

Incident Organization Chart ICS Form 207 

Site Safety and Control Plan ICS Form 208 

Incident Status Summary ICS Form 209 

Check-In List ICS Form 211 

Demobilization Vehicle Safety Inspection ICS Form 212 

General Message ICS Form 213 

Unit/Activity Log ICS Form 214

Incident Safety Analysis – Generic/Wildland ICS Form 215 AG/AW 

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

Incident Resource Projection Matrix ICS Form 215 M 

Radio Requirements Worksheet ICS Form 216 

Support Vehicle Inventory ICS Form 218 

Resource Status Card (1-9A) ICS Form 219 

Air Operations Summary ICS Form 220 

Demobilization Checkout ICS Form 221 

Incident Weather Forecast Request ICS Form 222 

Tentative Release List ICS Form 223 

Crew Performance Rating ICS Form 224 

Incident Personnel Performance Rating ICS Form 225 

Compensation for Injury Log ICS Form 226 

Claims Log ICS Form 227 

Contractor/Vendor Performance Evaluation ICS Form 230 
ORGANIZATIONAL 12-16 GUIDES

ICS MAP DISPLAY SYMBOLOGY

SUGGESTED FOR PLACEMENT ON BASE CAMP

MINIMUM RECOMMENDED

HIGHLIGHTED GEOGRAPHIC

OR

MANMADE FEATURES

COMPLETED DOZER LINE

* 

* 

* 

*

* 

* 

*

*

*

BLACK

BLACK

RED

BLUE

BLUE

3 Stripes 

You’re Out 

OPTIONAL

BLUE POND

X

W

F

T

H

R

H3

10

AUG

1430

C HOLT

B

RIDGE 

(xx) ( ) ( )

................

COMPLETED LINE

LINE BREAK COMPLETED

FIRE ORIGIN 

HAZARD (IDENTIFY TYPE OF HAZARD, 

e.g. POWER LINES) 

INCIDENT COMMAND POST

INCIDENT BASE 

CAMP (IDENTIFY BY NAME)

HELISPOT (LOCATION AND NUMBER)

HELIBASE

REPEATER/MOBILE RELAY 

LIFE HAZARD (red octagon [Stop Sign] 

with three white horizontal lines and a 

description of the hazard noted 

underneath) 

TELEPHONE

FIRE STATION

WATER SOURCE (IDENTIFY TYPE, i.e. 

POND, CISTERN, HYDRANT) or e.g. 

IR GROUND LINK

MOBILE WEATHER UNIT 

FIRST AID STATION 

* - TO BE USED ON INCIDENT BRIEFING AND ACTION PLAN MAPS (NO COLOR)
ORGANIZATIONAL 12-17 GUIDES

ICS MAP DISPLAY SYMBOLOGY (Continued)

SUGGESTED FOR PLACEMENT ON OVERLAYS

UNCONTROLLED FIRE EDGE *

SPOT FIRE

HOT SPOT *

* FIRE SPREAD PREDICTION 

* PLANNED FIRE LINE 

* PLANNED SECONDARY LINE

* BRANCHES INITIALLY NUMBERED CLOCKWISE 

FROM FIRE ORIGIN

INITIALLY LETTERED CLOCKWISE * DIVISIONS FROM FIRE ORIGIN

* WIND SPEED AND DIRECTION 

* PROPOSED DOZER LINE

* FIRE BREAK (PLANNED OR INCOMPLETE)

* STAGING AREA (IDENTIFY BY NAME) 

ALL OVERLAYS MUST CONTAIN REGISTRATION MARKS. 

THESE MAY CONSIST OF IDENTIFIED ROAD INTERSECTIONS, 

TOWNSHIP/RANGE COORDINATES, MAP CORNERS, ETC. 

RED

ORANGE

BLACK

BLUE S

REDFERN

10 AUG 2000

W/10 1600 

(A) ( B ) 

[ I ] [ II ] 

10 AUG 

1730

10 AUG 

1700

 10 AUG 1730
ORGANIZATIONAL 12-18 GUIDES

RESOURCES UNIT FUNCTIONS AND INTERACTIONS

OBTAINS PREPARES

INFORMATION INFORMATION

FROM FOR

Agency

Dispatch

Center

Incident

Communications 

Center

Initial

Response 

Commander

Incident

Organization

Chart Display 

Incident

Briefing

T-Card

Resource

Display

Planning

Meetings

Incident

Status

Summary

Confirms

Evaluates

Processes 

Displays 

Incident

Action

Plan

Organization

Assignment

List

Check-In

Locations

Assignment

Lists

Logistics Section

Resources and

Personnel

Requests 

Special 

Resource

Requests

Group

Support

Unit
ORGANIZATIONAL 12-19 GUIDES

SITUATION UNIT FUNCTIONS AND INTERACTIONS

OBTAINS

INFORMATION

FROM

PREPARES

INFORMATION

FOR

Coordination

Center

Reports

Incident

Briefing

IR

Plots

Command Post 

Display

Incident

Action

Plan

Coordination

Center

Values and 

Hazards

Information 

Incident

Status

Summary

Confirms

Evaluates

Processes 

Displays 

Fire

Spread

Predictions 

Agency

Dispatch

Section/Branch/ 

Division/Line 

Reports

Maps For 

Distribution 

Aircraft

Reports

Intelligence 

Reports

Resources 

Unit
ORGANIZATIONAL 12-20 GUIDES

RESOURCE STATUS CHANGE REPORTING

Division/ Branch Operations Group Director Section

Supervisor Chief

Communications 

Center

Status Reporting Resources 

Coordination Unit

1. Report: A) Resources changing status (assigned, available, out of service) 

B) Resources moving between Divisions 

2. Note: Authority who approves the status change is responsible for 

reporting it to Resources Unit 
ORGANIZATIONAL 112-2 GUIDES

STRIKE TEAM LEADER INTERACTIONS

Obtains From

Incident Division/Group Supervisor

Work

Assignment

Staging Area Manager

Communications Center 

Fuel,

Repairs,

Personnel

Division/Group Communications 

Supervisor Center

Food

and

Supplies

Food Unit Supply Unit Ground Support 

Unit

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

REASSIGN/RELEASE OF RESOURCES

Reassign

(Active) Staging Area

(Available) 

Resource

Task Force 

or Strike Team 

Becomes

Available

Inform

Division/Group 

Supervisor Release

Branch

Director Release

Operations

Section

Chief

Reassign Releas

e

Advise Resources Unit Through Communications Center 

Base, Camp or 

as Advised in 

Written or Verbal 

Directions

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

CAMP ORGANIZATION AND REPORTING RELATIONSHIPS

Parent Unit 

at ICS Base 

Unit

Leader

Camp

Manager

Ground Support 

Assistant

Communications 

Assistant

Facility

Maintenance

Medical

Assistant

Supply

Assistant

Finance

Assistant

Resources 

Assistant

Security

Service

Food

Assistant

Direct Supervision 

In-Camp Coordinator

The Camp Manager will provide direct supervision for all facility 

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

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

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

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

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

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

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

efficient use of all resources and personnel assigned to the Camp.
ORGANIZATIONAL 12-24 GUIDES

Notes
RESOURCE TYPES 13-1 MINIMUM STANDARDS

CHAPTER 13

RESOURCE TYPES AND MINIMUM STANDARDS

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

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

Support Resources .............................................................13-4

Strike Team Types and Minimum Standards.....................13-5
RESOURCE TYPES 13-2 MINIMUM STANDARDS

PRIMARY MOBILE SUPPRESSION RESOURCES

(Minimum ICS Standards)

RESOURCE RADIO 

CALL COMPONENTS

TYPES

1 2 3 4

Engine

Company

Engine

Telesquirt*

Pump

Water Tank

Hose 2 1/2”

Hose 1 1/2”

Hose 1”

Ladder

Master Stream

Personnel

1,000 GPM

400 Gal.

1,200 Ft.

400 Ft.

200 Ft.

20 Ft. Ext.

500 GPM

4

500 GPM

400 Gal.

1,000 Ft.

500 Ft.

300 Ft.

20 Ft. Ext.

-

3

120 GPM

300 Gal.

-

1,000 Ft.

800 Ft.

-

-

3

50 GPM

200 Gal.

-

300 Ft.

800 Ft.

-

-

3

*Engine with elevated stream capability, specify when requested.

Truck

Company

Truck Aerial (Specify 

platform or 

ladder),

Elevated Stream

Ground Ladders,

Personnel

75 Ft.

500 GPM

115 Ft.

4

50 Ft.

500 GPM

115 Ft.

4

Water

Tender

Water

Tender

Pump

Water Tank

300 GPM

2,000 Gal.

120 GPM

1,000 Gal.

50 GPM

1,000 Cal.

Brush Patrol Patrol Pump - 15 GPM

Hose 1” - 150 Ft.

Tank - 75 Gal.

Personnel - 1

Medical/Non

Transport

Rescue,

Squad,

Medic

Engine

Non Transport,

capability and

personnel

determined by

local EMS

authority

ALS BLS

Medical/

Transport

Ambulance,

Medic

Transport,

capability and

personnel

determined by

local EMS

authority

ALS BLS

Bulldozer Dozer Size

Horse Power

Operator

Example(s)

Heavy

200 HP

1

D-7, D-8

Medium

100 HP

1

D-5, D-6

Light

50 HP

1

D-4

Bulldozer

Tender

Dozer

Tender

Fuel - 100 Gal.
RESOURCE TYPES 13-3 MINIMUM STANDARDS

PRIMARY MOBILE SUPPRESSION RESOURCES (continued)

RESOURCE RADIO 

CALL

COMPONENTS TYPE 1 TYPE 2

Hand Crew Crew # *Personnel,

Equipment, and

Transportation

•	Highest training level

•	No use restriction

•	Fully mobilized

•	Highest experience level

•	Fully equipped

•	Permanently assigned 

supervision

•	Minimum training or

•	Some use restrictions or

•	Not fully mobilized or

•	Moderate experience or

•	Minimum equipment or

•	No assigned supervision

*Indicates minimum number of crew personnel 

including supervision

State

CDC (12)

CYA (12)

CCC (12)

Fly Crew (8)

Federal

Hotshot (18)

Regular (18)

Fly Crew (10)

Federal (Blue Card) (18)

State (12)

Local Govt.

Inmate (12)

Paid (10)

Fly Crew (8)

Hotshot (18)

RESOURCE RADIO 

CALL COMPONENTS TYPES

1 2 3 4

Fire Boat Boat Pumping 

Capability

5,000 GPM 1,000 GPM 250 GPM

Foam Tender Foam Class B Foam 

Specify:

% Concentrate

(1%, 3%, etc.)

500 Gal. 250 Gal.

Air Tanker Tanker Gallons

Examples:

3,000

C-130, P-3

1,800

SP2H, P2V

800

S-2T

200

SEAT

Helicopters Copter Seats, including 

pilot

Card weight

capacity (lbs)

Gallons

Examples

16

5,000

700

Bell 214

10

2,500

300

Bell 204, 

205, 212

5

1,200

100

Bell 206

3

600

75

Hiller 

12E3T

Helitanker Helitanker - Fixed Tank

- Air tanker 

Board Certified

- 1,000 

Minimum Gallon 

Capacity

Helicopter 

Tender

Helitender Fuel Equipment

Helitack Crew Helitack Personnel (3)

Equipment 

Transportation

Aircraft

Rescue

Firefighting

(ARFF)

ARFF Class B Foam 

w/ proportioner 

and pump
RESOURCE TYPES 13-4 MINIMUM STANDARDS

SUPPORT RESOURCES

RESOURCE RADIO 

CALL COMPONENTS TYPES

1 2 3

Breathing 

Apparatus 

Support

Breathing 

Support

Filling Capability Compressor Cascade

Crew Transport Crew 

Transport

Passengers 30 20 10

Field Mobile 

Mechanic

Repair Repair Capability Heavy 

Equipment

Light 

Equipment

Food Dispenser 

Unit

Food 

Dispenser

Servings/Meal 150 50

Mobile Kitchen 

Unit

Mobile 

Kitchen

Servings/Meal 1,000 300

Fuel Tender Fuel Tender Fuel

Specify: Gas, Jet Fuel, 

Diesel, Etc.

1,000 Gal. 100 Gal.

Heavy 

Equipment 

Transport

Transport Capacity

Examples:

Heavy

D-7, D-8

Medium

D-6

Light

D-4

Illumination Unit Light Lighting Units 

(500 Watts each)

Extension Cord

Specify: Mounted or 

Portable

6

1,000 Ft.

3

500 Ft.

Mobile 

Communication

Comm •	Consoles/

Workstations

•	Frequency 

Capability

•	Power Source

•	Telephone 

Systems

•	Personnel

2

Multi 

Range*, 

Programmable

Internal

6Trunk/16 

Extension 

Lines

2

2

Multi

Range*,

Programmable

Internal

2

1

Single

Range**,

Programmable

External

1

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

**Single Range: 150-174 MHz only

Portable Pump N/A Pumping Capacity 500 GPM 250 GPM 50 GPM

Portable 

Repeater

N/A Frequency 

Capability*

*When requesting resource, need to specify frequency requirements.

Power Generator N/A Wattage Capacity

Specify: Mounted or 

Portable

10,000 

watts

3,000 watts

Refrigeration 

Unit

Refer Box Length (Ft.) 24 12

Utility Transport Utility Over 1 Ton 1 Ton and 

Under
RESOURCE TYPES 13-5 MINIMUM STANDARDS

STRIKE TEAM TYPES AND MINIMUM STANDARDS

Kind

Strike 

Team 

Types

Number/Type

Minimum Equipment Standards Minimum Personnel

Pump 

Capacity

Water 

Capacity

2 1/2” 

Hose

1 1/2” 

Hose

1” 

Hose Ladder Master Stream Strike Team Leader Per Single Resource Total Personnel

E 

N 

G 

I 

N 

E 

S

A 5 – Type 1 1,000 GPM 400 Gallons 1,200 Feet 400 Feet 200 Feet 20 Ft. Ext. 500 GPM 1 4 21

B 5 – Type 2 500 GPM 400 Gallons 1,000 Feet 500 Feet 300 Feet 20 Ft. Ext. N/A 1 3 16

C 5 – Type 3 120 GPM 300 Gallons N/A 1,000 Feet 800 Feet N/A N/A 1 3 16

D 5 – Type 4 50 GPM 200 Gallons N/A 300 Feet 800 Feet N/A N/A 1 3 16

C 

R 

E 

W 

S 

G Handcrew combinations 

consisting of a minimum of 29 persons (Do not mix type 1 and Type 2 crews)

Type 1 Handcrews have no restrictions on use 1 N/A 30

H Type 2 Handcrews may have use restrictions 1 N/A 30

D 

O 

Z 

E 

R 

S 

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

1 – Dozer Tender 1

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

1 – Dozer Tender 1

M 2 – Type 3 Light Dozer Minimum 50 HP (D-4 or equivalent) 1 1 4

1 – Dozer Tender 1
RESOURCE TYPES 13-6 MINIMUM STANDARDS

Notes
HAZARDOUS MATERIALS 14-1 HAZARDOUS MATERIALS

CHAPTER 14

HAZARDOUS MATERIALS

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

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

Modular Development ........................................................14-2

Position Checklists..............................................................14-8

Hazardous Materials Group Supervisor.........................14-8

Entry Leader....................................................................14-9

Decontamination Leader................................................14-9

Site Access Control Leader...........................................14-10

	 Assistant Safety Officer-Hazardous Materials .............14-11

Technical Specialist-Hazardous Materials Reference ...14-12

Safe Refuge Area Manager ..........................................14-13

Assisting Agencies.............................................................14-14

Law Enforcement ..........................................................14-14

Environmental Health Agencies ...................................14-15

Civil Support Team........................................................14-15

Control Zone Layout..........................................................14-16

Hazardous Materials Company Types and 

Minimum Standards .........................................................14-17
HAZARDOUS MATERIALS 14-2 HAZARDOUS MATERIALS

INTRODUCTION

The Hazardous Materials organizational module is designed 

to provide an organizational structure that will provide 

necessary supervision and control for the essential functions 

required at virtually all Hazardous Materials incidents. 

This is based on the premise that controlling the tactical 

operations of companies and movement of personnel and 

equipment will provide a greater degree of safety and also 

reduce the probability of spreading of contaminants. The 

Hazardous Materials Group Supervisor or the Hazardous 

Materials Branch Director (if activated) will direct primary 

functions, and all resources that have a direct involvement 

with the hazardous material will be supervised by one of 

the functional leaders or the Hazardous Materials Group 

Supervisor.

MODULAR DEVELOPMENT

A series of examples of modular development are included to 

illustrate one method of expanding the incident organization: 

Initial Response - The Incident Commander manages all initial 

response resources as well as all Command and General 

Staff responsibilities. 

Reinforced Response - In addition to the initial response, 

the responsible agencies have met and established Unified

Command. The Unified Incident Commanders have met and

have established Unified Command. They have established

a Hazardous Materials Group to manage all activities around 

the Control Zones and have organized Law Enforcement units 

into a task force to isolate the operational area. The Incident 

Commanders have decided to establish a Planning Section, a 

Staging Area, and a Safety Officer.
HAZARDOUS MATERIALS 14-3 HAZARDOUS MATERIALS

Multi-Division/Group – The Incident Commanders have 

activated most Command and General Staff positions and 

have established a combination of divisions and groups. 

Multi-Branch – The Incident Commanders have activated all 

Command and General Staff positions, and have established 

four branches in the Operations Section.
HAZARDOUS MATERIALS 14-4 HAZARDOUS MATERIALS

INCIDENT COMMANDER Hazardous Materials – 

Initial Response Organization 

Engine

(Site

Access)

Hazardous Materials – Initial Response Organization (example): The Engine Company has arrived to find a release of aHazardous Materials and is initiating immediate actions to isolate the area (Site Access). In addition, the Company Officer hasassumed Incident Command and is ordering additional resources.
HAZARDOUS MATERIALS 14-5 HAZARDOUS MATERIALS

INCIDENT COMMANDER Hazardous Materials – 

Reinforced Response Organization Safety Officer

Assistant Safety Officer(s) Haz Mat

Planning Section

Staging Area(s)

Hazardous 

Materials Group 

Entry Law Enforcement Task Force 

Site Access Control

Safe Refuge Area 

Decontamination 

Technical 

Specialist(s) 

(Haz Mat Reference) 

ced erials response has been reinfor

cement responsibilities of scene 

dous Mat

orw Enf

oup. The Planning Section Chief will 

: The Hazar

or

ple)

w Enf

esponse Organization (exam

o deal with the release. La

cement Gr y a La

oup has been established t

ol will be assessed and handled b

ce tracking.

ced Roreinf

erials Gr

erials – R

and a Hazarsecurity and crowd contr

dous Mat

dous Mat Hazar

accomplish initial planning and resour
HAZARDOUS MATERIALS 4-61 HAZARDOUS MATERIALS

INCIDENT COMMANDER Hazardous Materials – 

Multi-Group Response Organization Safety Officer

Assistant Safety Officer(s) Haz Mat 

Planning Section Logistics Section

Situation

Unit

Situation

Unit

Documentation

Unit

Intelligence/ Investigation

Staging Area(s)

Resources

Unit Communications

Unit

Ground

Support Unit

Hazardous 

Materials

Group

Fire 

Suppression Group

Law 

Enforcement

Group

Medical

Unit

Entry Engine

Responder

Rehabilitation

Food Unit

Site Access 

Control Engine Helibase Manager Helicopter Coordinator Truck Safe Refuge

Area Rapid Intervention Crew/Company Decontamination

Technical

Specialist(s)

assigned 

ed and the Incident 

ty e

are ces viation resour

ces have arriv

tially established. An Assistant Saf

: Additional resour

ther risks on the incident. A

ple)

o

xam oup Response Organization (e

oup.

oup to address 

erials – Multi-Gr

blished a Fire Suppression Gr

vision is established. Planning and Logistics Sections are par

Gr	erials dous	Mat 	the	Hazarot	assigned

has esta

e super

	specifically

dous Mat

and appr

	is

HazarCommander 

opriat

	Officer
Hazardous Materials 4-71 Hazardous Materials

INCIDENT COMMANDER Hazardous Materials – 

Multi-Branch Response Organization 

Safety Officer Public Information Officer 

Liaison Officer Assistant Safety

Officer(s) Haz Mat

Operations 

Section Planning Section Logistics Section Finance/Admin Section

Staging Area(s) Situation Unit Service

Branch Support Branch Time Unit

Resources 

Unit Medical

Branch 

Ground 

Support

Hazardous 

Materials 

Branch 

Fire 

Suppression

Branch

Law 

Enforcement

Branch

Communications

Unit

Procurement

Unit Medical

Group Haz Mat 

Group 

Documentation Unit Facil- ities

Unit Division 

A

Medical

Unit

Site Access

Control

Patient

Transportation 

Group Supply Unit

Compensa- tion/

Claims

Unit Division 

B

Helibase 

Manager

Helicopter Coordinator

Demobilization 

Unit

Safe

Refuge Area

Responder

Rehabilitation Cost Unit Division 

C

Technical

Specialist(s) Decontamination Food Unit

Technical

Specialist(s)

Rapid

Intervention

Crew/ 

Company 

w includes more than just a Hazardous 

ell as the 

n this case, the incident no

perations section Chief be assigned as w

y the assignment of Branch w enhanced b

o

ol is no

uires an 

ple): i

perational contr

xam erials – Multi-Branch response (e

ore, the complexity of the incident req

f positions. o tafs

dous Mat

erials release. theref

balance of the Command and General 

s.or

Hazar

irect

Matd
HAZARDOUS MATERIALS 14-8 HAZARDOUS MATERIALS

POSITION CHECKLISTS

HAZARDOUS MATERIALS GROUP SUPERVISOR - The 

Hazardous Materials Group Supervisor or Hazardous 

Materials Branch Director reports to the Operations 

Section Chief. The Hazardous Materials Group Supervisor 

is responsible for the implementation of the phases of the 

Incident Action Plan dealing with the Hazardous Materials 

Group operations. The Hazardous Materials Group Supervisor 

is responsible for the assignment of resources within the 

Hazardous Materials Group, reporting on the progress of 

control operations and the status of resources within the 

group. The Hazardous Materials Group Supervisor directs the 

overall operations of the Hazardous Materials Group: 

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

b. Ensure the development of Control Zones and Access 

Control Points and the placement of appropriate control 

lines. 

c. Evaluate and recommend public protection action 

options to the Operations Chief or Branch Director (if 

activated). 

d. Ensure that current weather data and future weather 

predictions are obtained. 

e. Establish environmental monitoring of the hazard site for 

contaminants. 

f. Ensure that a Site Safety and Control Plan (ICS Form 

208) is developed and implemented. 

g. Conduct safety meetings with the Hazardous Materials 

Group. 

h. Participate, when requested, in the development of the 

Incident Action Plan. 

i. Ensure that recommended safe operational procedures 

are followed. 

j. Ensure that the proper Personal Protective Equipment is 

selected and used. 
HAZARDOUS MATERIALS 14-9 HAZARDOUS MATERIALS

k.	 Ensure that the appropriate agencies are notified through

the Incident Commander. 

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

ENTRY LEADER - Reports to the Hazardous Materials Group 

Supervisor. The Entry Leader is responsible for the overall 

entry operations of assigned personnel within the Exclusion 

Zone: 

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

b. Supervise entry operations. 

c. Recommend actions to mitigate the situation within the 

Exclusion Zone. 

d. Carry out actions, as directed by the Hazardous Materials 

Group Supervisor, to mitigate the hazardous materials 

release or threatened release. 

e. Maintain communications and coordinate operations 

with the Decontamination Leader. 

f. Maintain communications and coordinate operations 

with the Site Access Control Leader and the Safe Refuge 

Area Manager (if activated). 

g. Maintain communications and coordinate operations 

with Technical Specialist-Hazardous Materials Reference. 

h. Maintain control of the movement of people and 

equipment within the Exclusion Zone, including 

contaminated victims. 

i. Direct rescue operations, as needed, in the Exclusion 

Zone. 

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

DECONTAMINATION LEADER - Reports to the Hazardous 

Materials Group Supervisor. The Decontamination Leader 

is responsible for the operations of the decontamination 

element, providing decontamination as required by the 

Incident Action Plan: 
HAZARDOUS MATERIALS 14-10 HAZARDOUS MATERIALS

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

b. Establish the Contamination Reduction Corridor(s). 

c. Identify contaminated people and equipment. 

d. Supervise the operations of the decontamination 

element in the process of decontaminating people and 

equipment. 

e. Control the movement of people and equipment within 

the Contamination Reduction Zone. 

f. Maintain communications and coordinate operations 

with the Entry Leader. 

g. Maintain communications and coordinate operations 

with the Site Access Control Leader and the Safe Refuge 

Area Manager (if activated). 

h. Coordinate the transfer of contaminated patients 

requiring medical attention (after decontamination) to 

the Medical Group. 

i. Coordinate handling, storage, and transfer of 

contaminants within the Contamination Reduction Zone. 

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

SITE ACCESS CONTROL LEADER - Reports to the Hazardous 

Materials Group Supervisor. The Site Access Control Leader 

is responsible for the control of the movement of all people 

and equipment through appropriate access routes at the 

hazard site and ensures that contaminants are controlled and 

records are maintained: 

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

b. Organize and supervise assigned personnel to control 

access to the hazard site. 

c. Oversee the placement of the Exclusion Control Line and 

the Contamination Control Line. 

d. Ensure that appropriate action is taken to prevent the 

spread of contamination. 
HAZARDOUS MATERIALS 14-11 HAZARDOUS MATERIALS

e. Establish the Safe Refuge Area within the Contamination 

Reduction Zone. Appoint a Safe Refuge Area Manager (as 

needed). 

f. Ensure that injured or exposed individuals are 

decontaminated prior to departure from the hazard site. 

g. Track the movement of persons passing through the 

Contamination Control Line to ensure that long-term 

observations are provided. 

h. Coordinate with the Medical Group for proper separation 

and tracking of potentially contaminated individuals 

needing medical attention. 

i. Maintain observations of any changes in climatic 

conditions or other circumstances external to the hazard 

site. 

j. Maintain communications and coordinate operations 

with the Entry Leader. 

k. Maintain communications and coordinate operations 

with the Decontamination Leader. 

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

ASSISTANT SAFETY OFFICER - HAZARDOUS MATERIALS

Reports to the incident Safety Officer as an Assistant Safety

Officer and coordinates with the Hazardous Materials Group

Supervisor or Hazardous Materials Branch Director, if 

activated. The Assistant Safety Officer-Hazardous Materials

coordinates safety related activities directly relating to the 

Hazardous Materials Group operations as mandated by 29 

CFR Part 1910.120 and applicable state and local laws. This 

position advises the Hazardous Materials Group Supervisor 

(or Hazardous Materials Branch Director) on all aspects of 

health and safety and has the authority to stop or prevent 

unsafe acts. It is mandatory that an Assistant Safety OfficerHazardous Materials be appointed at all hazardous materials 

incidents. In a multi-activity incident the Assistant Safety 

Officer-Hazardous Materials does not act as the Safety Officer

for the overall incident: 
HAZARDOUS MATERIALS 14-12 HAZARDOUS MATERIALS

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

b.	 Obtain briefing from the Hazardous Materials Group

Supervisor. 

c. Participate in the preparation of, and implement the Site 

Safety and Control Plan (ICS Form 208). 

d. Advise the Hazardous Materials Group Supervisor (or 

Hazardous Materials Branch Director) of deviations from 

the Site Safety and Control Plan (ICS Form 208) or any 

dangerous situations. 

e. Has authority to alter, suspend, or terminate any activity 

that may be judged to be unsafe. 

f. Ensure the protection of the Hazardous Materials Group 

personnel from physical, environmental, and chemical 

hazards/exposures. 

g. Ensure the provision of required emergency medical 

services for assigned personnel and coordinate with the 

Medical Unit Leader. 

h. Ensure that medical related records for the Hazardous 

Materials Group personnel are maintained. 

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

TECHNICAL SPECIALIST-HAZARDOUS MATERIALS 

REFERENCE - Reports to the Hazardous Materials Group 

Supervisor (or Hazardous Materials Branch Director, if 

activated). This position provides technical information 

and assistance to the Hazardous Materials Group using 

various reference sources such as computer databases, 

technical journals, CHEMTREC, and phone contact with 

facility representatives. The Technical Specialist-Hazardous 

Materials Reference may provide product identification using

hazardous categorization tests and/or any other means of 

identifying unknown materials: 
HAZARDOUS MATERIALS 14-13 HAZARDOUS MATERIALS

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

b.	 Obtain briefing from the Planning Section Chief or

assigned supervisor. 

c. Provide technical support to the Hazardous Materials 

Group Supervisor. 

d. Maintain communications and coordinate operations 

with the Entry Leader. 

e. Provide and interpret environmental monitoring 

information. 

f. Provide analysis of hazardous material sample. 

g. Determine personal protective equipment compatibility to 

hazardous material. 

h. Provide technical information of the incident for 

documentation. 

i. Provide technical information management with 

public and private agencies i.e.: Poison Control Center, 

Toxicology Center, CHEMTREC, State Department of Food 

and Agriculture, National Response Team. 

j. Assist Planning Section with projecting the potential 

environmental effects of the release. 

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

SAFE REFUGE AREA MANAGER - The Safe Refuge Area 

Manager reports to the Site Access Control Leader and 

coordinates with the Decontamination Leader and the Entry 

Leader. The Safe Refuge Area Manager is responsible for 

evaluating and prioritizing victims for treatment, collecting 

information from the victims, and preventing the spread of 

contamination by these victims. If there is a need for the Safe 

Refuge Area Manager to enter the Contamination Reduction 

Zone in order to fulfill assigned responsibilities then the

appropriate Personal Protective Equipment shall be worn: 
HAZARDOUS MATERIALS 14-14 HAZARDOUS MATERIALS

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

b. Establish the Safe Refuge Area within the Contamination 

Reduction Zone adjacent to the Contamination Reduction 

Corridor and the Exclusion Control Line. 

c. Monitor the hazardous materials release to ensure that 

the Safe Refuge Area is not subject to exposure. 

d. Assist the Site Access Control Leader by ensuring the 

victims are evaluated for contamination. 

e. Manage the Safe Refuge Area for the holding and 

evaluation of victims who may have information about 

the incident, or if suspected of having contamination. 

f. Maintain communications with the Entry Leader to 

coordinate the movement of victims from the Refuge 

Area(s) in the Exclusion Zone to the Safe Refuge Area. 

g. Maintain communications with the Decontamination 

Leader to coordinate the movement of victims from the 

Safe Refuge Area into the Contamination Reduction 

Corridor, if needed. 

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

ASSISTING AGENCIES

LAW ENFORCEMENT - Local, State, and Federal law 

enforcement agencies may respond to Hazardous Materials 

incidents. Depending on incident factors, law enforcement 

may be a partner in Unified Command or may participate as

an assisting agency. Some functional responsibilities that 

may be handled by law enforcement are: 

a. Isolate the incident area 

b. Manage crowd control 

c.	 Manage traffic control

d. Manage public protective action 

e. Provide scene management for on-highway incidents 
HAZARDOUS MATERIALS 14-15 HAZARDOUS MATERIALS

f. Manage criminal investigations 

g. Evidence collection 

ENVIRONMENTAL HEALTH AGENCIES - In most cases the 

local or State environmental health agency will be at the 

scene as a partner in Unified Command. Some functional

responsibilities that may be handled by environmental health 

agencies are: 

a. Determine the identity and nature of the Hazardous 

Materials. 

b. Establish the criteria for clean-up and disposal of the 

Hazardous Materials. 

c. Declare the site safe for re-entry by the public. 

d. Provide the medical history of exposed individuals. 

e. Monitor the environment. 

f. Supervise the clean up of the site. 

g. Enforce various laws and acts. 

h. Determine legal responsibility. 

i. Provide technical advice. 

j. Approve funding for the cleanup. 

CIVIL SUPPORT TEAM (CST) – The California National Guard 

(CNG) Weapons of Mass Destruction Civil Support Teams 

(CST) are designed to support local incident commanders and 

local emergency first responders twenty-four (24) hours a day,

seven days per week for any Weapons of Mass Destruction 

(WMD) terrorist event.
HAZARDOUS MATERIALS 14-16 HAZARDOUS MATERIALS

CONTROL ZONE LAYOUT
HAZARDOUS MATERIALS 14-17 HAZARDOUS MATERIALS

HAZARDOUS MATERIALS COMPANY TYPES

COMPANY TYPING AND MINIMUM STANDARDS

Components Type 1 Type 2 Type 3

Field Testing

Known Chemicals Known Chemicals Known Chemicals

Unknown Chemicals Unknown Chemicals

WMD Chem / Bio

Air Monitoring

Combustible Gas

Oxygen

Carbon Monoxide

Hydrogen Sulfide

Combustible Gas

Oxygen

Carbon Monoxide

Hydrogen Sulfide

Combustible Gas

Oxygen

Carbon Monoxide

Hydrogen Sulfide

Specialty Gases

Hydrocarbon Liquid 

Vapors

Specialty Gases

Hydrocarbon Liquid 

Vapors

WMD Chem / Bio

Sampling:

Capturing

Labeling

Evidence 

Collection

Known Chemicals Known Chemicals Known Chemicals

Unknown Chemicals Unknown Chemicals

WMD Chem / Bio

Radiation

Monitoring

And

Detection

Gamma Gamma Gamma

Beta Beta Beta

Alpha Alpha

Radio Nuclides

Chemical

Protective 

Clothing:

Liquid-Splash 

Protective

Liquid-Splash 

Protective

Liquid-Splash 

Protective

Vapor Protective Vapor Protective

WMD Chem. / Bio 

Vapor Protective

WMD Chem. / Bio 

Liquid Splash

Protective
HAZARDOUS MATERIALS 14-18 HAZARDOUS MATERIALS

Components Type 1 Type 2 Type 3

Chemical

Protective 

Clothing:

Gloves - Boots

NFPA Compliant 

Replacement

NFPA Compliant 

Replacement

NFPA Compliant 

Replacement

Hi-Temp. Protective 

Gloves

Cryogenic Protective 

Gloves

Hi-Temp. Protective 

Gloves

Cryogenic Protective 

Gloves

Radiation Protection 

Gloves

Technical 

Reference

Printed and 

Electronic

Printed and 

Electronic

Printed and 

Electronic

Plume Air Modeling,

Map Overlays

Plume Air Modeling,

Map Overlays

WMD Chem / Bio 

Sources

Special

Capabilities

Heat Sensing Heat Sensing

Night Vision Night Vision

Digital Photo Digital Photo

Digital Video

Intervention

Diking, Damming, 

Absorption

Diking, Damming, 

Absorption

Diking, Damming, 

Absorption

Liquid, Solid Leak 

Intervention

Liquid, Solid Leak 

Intervention

Liquid, Solid Leak 

Intervention

Vapor Leak 

Intervention

Vapor Leak 

Intervention

Neutralization, 

Plugging,

Patching

Neutralization, 

Plugging,

Patching

WMD Chem / Bio

Spill Containment
HAZARDOUS MATERIALS 14-19 HAZARDOUS MATERIALS

Components Type 1 Type 2 Type 3

Decontamination

Known Chemicals Known Chemicals Known Chemicals

Unknown Chemicals Unknown Chemicals

WMD Chem / Bio

Communications

In-Suit In-Suit In-Suit

Cell Phone Cell Phone Cell Phone

Wireless Fax, Copy, 

Web Access

Wireless Fax, Copy, 

Web Access

Respiratory 

Protection

SCBA SCBA SCBA

APR or PAPR, 

WMD Chem / Bio 

Compliant

Personnel:

Staffing Levels

Haz Mat Specialist

WMD Chem / Bio

7

Haz Mat Specialist

5

Haz Mat Technician

5
HAZARDOUS MATERIALS 14-20 HAZARDOUS MATERIALS

Notes
MULTI-CASUALTY 15-1 MULTI-CASUALTY

CHAPTER 15

MULTI-CASUALTY

Contents ..............................................................................15-1

Definition .............................................................................15-2

Modular Development ........................................................15-2

Position Checklists..............................................................15-8

Medical Branch Director.................................................15-8

Medical Group Supervisor..............................................15-8

Triage Unit Leader...........................................................15-9

Triage Personnel............................................................15-10

Morgue Manager...........................................................15-10

Treatment Unit Leader..................................................15-11

Treatment Dispatch Manager.......................................15-11

Immediate Treatment Area Manager.......................... 15-12

Delayed Treatment Area Manager .............................. 15-13

Minor Treatment Area Manager.................................. 15-13

Patient Transportation Unit Leader or 

Group Supervisor ..........................................................15-14

Medical Communications Coordinator ....................... 15-15

Ambulance Coordinator............................................... 15-15

Medical Supply Coordinator .........................................15-16

Simple Triage and Rapid Treatment (START) 

System Flowchart............................................................. 15-18
MULTI-CASUALTY 15-2 MULTI-CASUALTY

MEDICAL BRANCH

DEFINITION

The Medical Branch structure is designed to provide the 

Incident Commander with a basic, expandable system to 

manage a large number of patients during an incident. 

If incident conditions warrant, Medical Groups may be 

established under the Medical Branch Director. The degree 

of implementation will depend upon the complexity of the 

incident. 

MODULAR DEVELOPMENT

A series of examples for the modular development of the 

Medical Branch within an incident involving mass casualties 

are included to illustrate one possible method of expanding 

the incident organization: 

Initial Response Organization: The Incident Commander 

manages initial response resources as well as all Command 

and General Staff responsibilities. The first arriving resource

with the appropriate communications capability should 

establish communications with the appropriate hospital 

or other coordinating facility and become the Medical 

Communications Coordinator. Other first arriving resources

would become Triage Personnel. 

Reinforced Response Organization: In addition to the initial 

response, the Incident Commander establishes a Safety 

Officer, Triage Unit Leader, a Treatment Unit Leader, Patient

Transport Unit Leader and Ambulance Coordinator. Also, 

patient treatment areas are established and staffed. 
MULTI-CASUALTY 15-3 MULTI-CASUALTY

Multi-Group Response: All positions within the Medical Group 

are now filled. The Air Operations Branch is shown to illustrate

the coordination between the Ambulance Coordinator and the 

Air Operations Branch. An Extrication Group is established to 

free entrapped victims. 

Multi-Branch Incident Organization: The complete incident 

organization shows the Multi-Casualty Branch and other 

Branches. The Multi-Casualty Branch now has multiple 

Medical Groups (geographically separate) but only one 

Patient Transportation Group. This is because all patient 

transportation must be coordinated through one point to 

avoid overloading hospitals or other medical facilities.
MULTI-CASUALTY 15-4 MULTI-CASUALTY

INCIDENT COMMANDER Multi-Casualty – 

Initial Response Organization 

Triage 

Unit

Engine Immediate Treatment 

Medical

Communications 

Coordinator 

y triaging victims and, at the 

om the ambulance becomes 

reatment 

y and ALS 

Incident	

pan al of an Engine Com

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	Com

ART

aramedic fr

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Multi-Casualty 	a

riage and Rapid T

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warranting		

ds (fuel spills, unstable v

or (Med. Comm.) while the second member (PM or EMT) begins establishing T

reatment Area. e T

esponse Organization (e

conditions	find

sonnel begin the Sim

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Multi-Casualty Initial R

	unitsThese	 Ambulance.

Command and engine persame time, assess anMedical Communications CoordinatAreas beginning with the Immediat
MULTI-CASUALTY 15-5 MULTI-CASUALTY

INCIDENT COMMANDER

Multi-Casualty – 

Reinforced Response Organization Safety Officer 

Triage 

Unit

Treatment 

Unit

Patient

Transport 

Unit

Single

Resource 

Immediate

Treatment Medical

Communications 

Coordinator Delayed Treatment 

Ambulance 

Coordinator Minor

Treatment 

panies, an additional 

reatment 

the	in	early

ced the T

al of additional engine com

or

	assigned

s, reinf

is	Officer

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	tyeSaf	A	or.dinat

: With the arriv

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, the Incident Command has established U

	Ambulance an

xam

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atactiv		and

visor

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or

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ambulance and an Ambulance Super

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incident.
MULTI-CASUALTY 5-61 MULTI-CASUALTY

INCIDENT COMMANDER Multi-Casualty – 

Multi-Group Response Organization Safety

Public Information Officer

Officer

Operations 

Section

Staging

Area(s) Resources

Unit

Responder

Rehabilitation Medical Group Supervisor Extrication Group Supervisor Air Operations Branch 

Director Triage 

Unit Treatment Unit Single Resource Patient Transport Unit Single Resource Immediate Treatment Single Resource Medical Communications

Coordinator Morgue Manager Delayed Treatment 

Minor

Treatment 

Ambulance 

Coordinator 

Treatment 

Dispatch Manager 

visor is managing the treatment 

sonnel can be assigned to a 

dinating air nit in coor

o those victims who 

ed as f are activat

t U

ention t w turned att

oup Super

wn and those per

ranspor atient T

: The Medical Gr ple)xam

ould be winding do

ork with the P

tation of the injured. In most cases triage w

o w or is assigned t

oup. Other elements of the Command Staf

esponse Organization (e

o distant facilities. The Operations Section Chief has no

y establishing an Extrication Gr

oup R

tation of patients t

and transportreatment area. An Air Operations Branch Direct

ombed b y be entangled or ent

ed elements of the Planning and Logistics Sections.

Multi-Casualty Multi-Grtranspormawell as select
MULTI-CASUALTY 5-71 MULTI-CASUALTY

INCIDENT COMMANDER Multi-Casualty – 

Multi-Branch Response Organization 

Safety

Officer Public

Information

Officer Assistant Safety Officer(s) 

Operations Section Planning Section Logistics Section Finance/Admin Section

Resources 

Unit

Medical

Responder

Rehabilitation

Unit US&R

Branch 

Medical

Branch 

Fire 

Suppression 

Branch

Air

Operations 

Branch Situation

Unit

Communications 

Unit

Medical

Group 

Ground Support Unit

Medical

Group 

Facilities

Unit

Patient

Transportation 

Group 

king an especially 

ectively handle the multiple 

nits of the General 

Suppression. 	Fireand	

oups are wor

fo more ef

	US&R,

: Multiple Medical Gr

oup t

ed Sections and U

Section,

ple)

within

esponse Organization (exam

nit has been upgraded to a Gr

ated. Select

Operations	the		assigned

tation U

	are	s

ranspor

Officerty

Multi-Casualty – Multi-Branch R

t needs. Other Branches (US&R and Fire Suppression) are activ

atient T

eSaf	

widespread incident. The P

Assistant	ed.atactiv	

transpor

	arefStaf
MULTI-CASUALTY 15-8 MULTI-CASUALTY

POSITION CHECKLISTS

MEDICAL BRANCH DIRECTOR - The Medical Branch Director 

is responsible for the implementation of the Incident Action 

Plan within the Medical Branch. The Branch Director reports 

to the Operations Section Chief and supervises the Medical 

Group(s) and the Patient Transportation function (Unit or 

Group). Patient Transportation may be upgraded from a Unit 

to a Group based on the size and complexity of the incident: 

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

b. Review Group Assignments for effectiveness of current 

operations and modify as needed. 

c. Provide input to Operations Section Chief for the Incident 

Action Plan. 

d.	 Supervise Branch activities and confer with Safety Officer

to assure safety of all personnel using effective risk 

analysis and management techniques. 

e. Report to Operations Section Chief on Branch activities. 

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

MEDICAL GROUP SUPERVISOR - The Medical Group 

Supervisor reports to the Medical Branch Director and 

supervises the Triage Unit Leader, Treatment Unit Leader, 

Patient Transportation Unit Leader and Medical Supply 

Coordinator. The Medical Group Supervisor establishes 

command and controls the activities within a Medical Group: 

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

b. Participate in Medical Branch/Operations Section 

planning activities. 

c. Establish Medical Group with assigned personnel, 

request additional personnel and resources sufficient to

handle the magnitude of the incident. 
MULTI-CASUALTY 15-9 MULTI-CASUALTY

d. Designate Unit Leaders and Treatment Area locations as 

appropriate. 

e. Isolate Morgue and Minor Treatment Area from 

Immediate and Delayed Treatment Areas. 

f. Request law enforcement/coroner involvement as 

needed. 

g. Determine amount and types of additional medical 

resources and supplies needed to handle the magnitude 

of the incident (medical caches, backboards, litters, and 

cots). 

h.	 Ensure activation or notification of hospital alert system,

local EMS/health agencies. 

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

agencies such as Coroner’s Office, Red Cross, law

enforcement, ambulance companies, county health 

agencies, and hospital volunteers. 

j.	 Request proper security, traffic control, and access for

the Medical Group work areas. 

k. Direct medically trained personnel to the appropriate Unit 

Leader. 

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

TRIAGE UNIT LEADER - The Triage Unit Leader reports 

to the Medical Group Supervisor and supervises Triage 

Personnel/Litter Bearers and the Morgue Manager. The 

Triage Unit Leader assumes responsibility for providing triage 

management and movement of patients from the triage area. 

When triage has been completed, the Unit Leader may be 

reassigned as needed: 

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

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

c.	 Develop organization sufficient to handle assignment.
MULTI-CASUALTY 15-10 MULTI-CASUALTY

d. Inform Medical Group Supervisor of resource needs. 

e. Implement triage process. 

f. Coordinate movement of patients from the Triage Area to 

the appropriate Treatment Area.

g. Give periodic status reports to Medical Group Supervisor. 

h. Maintain security and control of the Triage Area. 

i. Establish Morgue. 

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

TRIAGE PERSONNEL - Triage Personnel report to the 

Triage Unit Leader and triage patients and assign them to 

appropriate treatment areas: 

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

b. Report to designated on-scene triage location. 

c. Triage and tag injured patients. Classify patients while 

noting injuries and vital signs if taken. 

d. Direct movement of patients to proper Treatment Areas. 

e. Provide appropriate medical treatment to patients prior to 

movement as incident conditions dictate. 

MORGUE MANAGER - The Morgue Manager reports to the 

Triage Unit Leader and assumes responsibility for Morgue 

Area functions until properly relieved: 

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

b. Assess resource/supply needs and order as needed. 

c. Coordinate all Morgue Area activities. 

d. Keep area off limits to all but authorized personnel. 

e. Coordinate with law enforcement and assist the Coroner 

or Medical Examiner representative. 

f.	 Keep identity of deceased persons confidential.

g. Maintain appropriate records. 
MULTI-CASUALTY 15-11 MULTI-CASUALTY

TREATMENT UNIT LEADER - The Treatment Unit Leader 

reports to the Medical Group Supervisor and supervises 

Treatment Managers and the Treatment Dispatch Manager. 

The Treatment Unit Leader assumes responsibility for 

treatment, preparation for transport, and directs movement 

of patients to loading location(s): 

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

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

c.	 Develop organization sufficient to handle assignment.

d. Direct and supervise Treatment Dispatch, Immediate, 

Delayed, and Minor Treatment Areas. 

e. Coordinate movement of patients from Triage Area to 

Treatment Areas with Triage Unit Leader. 

f.	 Request sufficient medical caches and supplies as

necessary. 

g. Establish communications and coordination with Patient 

Transportation Unit Leader. 

h. Ensure continual triage of patients throughout Treatment 

Areas. 

i. Direct movement of patients to ambulance loading 

area(s). 

j. Give periodic status reports to Medical Group Supervisor. 

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

TREATMENT DISPATCH MANAGER - The Treatment Dispatch 

Manager reports to the Treatment Unit Leader and is 

responsible for coordinating with the Patient Transportation 

Unit Leader (or Group Supervisor if established), the 

transportation of patients out of the Treatment Areas: 

a. Review Common Responsibilities (Page 1-2). 
MULTI-CASUALTY 15-12 MULTI-CASUALTY

b. Establish communications with the Immediate, Delayed, 

and Minor Treatment Managers. 

c. Establish communications with the Patient 

Transportation Unit Leader. 

d. Verify that patients are prioritized for transportation. 

e. Advise Medical Communications Coordinator of patient 

readiness and priority for transport. 

f. Coordinate transportation of patients with Medical 

Communications Coordinator. 

g. Assure that appropriate patient tracking information is 

recorded. 

h. Coordinate ambulance loading with the Treatment 

Managers and ambulance personnel. 

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

IMMEDIATE TREATMENT AREA MANAGER - The Immediate 

Treatment Area Manager reports to the Treatment Unit 

Leader and is responsible for treatment and re-triage of 

patients assigned to Immediate Treatment Area: 

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

b. Request or establish Medical Teams as necessary. 

c. Assign treatment personnel to patients received in the 

Immediate Treatment Area. 

d. Ensure treatment of patients triaged to the Immediate 

Treatment Area. 

e. Assure that patients are prioritized for transportation. 

f. Coordinate transportation of patients with Treatment 

Dispatch Manager. 

g. Notify Treatment Dispatch Manager of patient readiness 

and priority for transportation. 

h. Assure that appropriate patient information is recorded. 

i. Maintain Unit/Activity Log (ICS Form 214). 
MULTI-CASUALTY 15-13 MULTI-CASUALTY

DELAYED TREATMENT AREA MANAGER - The Delayed 

Treatment Area Manager reports to the Treatment Unit 

Leader and is responsible for treatment and re-triage of 

patients assigned to Delayed Treatment Area: 

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

b. Request or establish Medical Teams as necessary. 

c. Assign treatment personnel to patients received in the 

Delayed Treatment Area. 

d. Ensure treatment of patients triaged to the Delayed 

Treatment Area. 

e. Assure that patients are prioritized for transportation. 

f. Coordinate transportation of patients with Treatment 

Dispatch Manager. 

g. Notify Treatment Dispatch Manager of patient readiness 

and priority for transportation. 

h. Assure that appropriate patient information is recorded. 

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

MINOR TREATMENT AREA MANAGER - The Minor Treatment 

Area Manager reports to the Treatment Unit Leader and is 

responsible for treatment and re-triage of patients assigned 

to Minor Treatment Area: 

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

b. Request or establish Medical Teams as necessary. 

c. Assign treatment personnel to patients received in the 

Minor Treatment Area. 

d. Ensure treatment of patients triaged to the Minor 

Treatment Area. 

e. Assure that patients are prioritized for transportation. 
MULTI-CASUALTY 15-14 MULTI-CASUALTY

f. Coordinate transportation of patients with Treatment 

Dispatch Manager. 

g. Notify Treatment Dispatch Manager of patient readiness 

and priority for transportation. 

h. Assure that appropriate patient information is recorded. 

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

PATIENT TRANSPORTATION UNIT LEADER OR GROUP 

SUPERVISOR - The Patient Transportation Unit Leader 

reports to the Medical Group Supervisor and supervises the 

Medical Communications Coordinator, and the Ambulance 

Coordinator. The Patient Transportation Unit Leader is 

responsible for the coordination of patient transportation and 

maintenance of records relating to the patient’s identification,

condition, and destination. The Patient Transportation 

function may be initially established as a Unit and upgraded 

to a Group based on incident size or complexity: 

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

b. Insure the establishment of communications with 

hospital(s). 

c. Designate Ambulance Staging Area(s). 

d. Direct the off-incident transportation of patients as 

determined by The Medical Communications Coordinator. 

e. Assure that patient information and destination are 

recorded. 

f. Establish communications with Ambulance Coordinator. 

g. Request additional ambulances as required. 

h. Notify Ambulance Coordinator of ambulance requests. 

i. Coordinate requests for air ambulance transportation 

through the Air Operations Branch Director. 
MULTI-CASUALTY 15-15 MULTI-CASUALTY

j. Coordinate the establishment of the Air Ambulance 

Helispots with the Medical Branch Director and Air 

Operations Branch Director. 

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

MEDICAL COMMUNICATIONS COORDINATOR - The 

Medical Communications Coordinator reports to the Patient 

Transportation Unit Leader, and maintains communications 

with the hospital alert system to maintain status of available 

hospital beds to assure proper patient transportation. The 

Medical Communications Coordinator assures proper patient 

transportation and destination: 

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

b. Establish communications with the hospital alert system. 

c. Determine and maintain current status of hospital/

medical facility availability and capability. 

d. Receive basic patient information and condition from 

Treatment Dispatch Manager. 

e. Coordinate patient destination with the hospital alert 

system. 

f. Communicate patient transportation needs to Ambulance 

Coordinators based upon requests from Treatment 

Dispatch Manager. 

g. Communicate patient air ambulance transportation 

needs to the Air Operations Branch Director based on 

requests from the treatment area managers or Treatment 

Dispatch Manager. 

h. Maintain appropriate records and Unit/Activity Log (ICS 

Form 214).

AMBULANCE COORDINATOR - The Ambulance Coordinator 

reports to the Patient Transportation Unit Leader, manages 

the Ambulance Staging Area(s), and dispatches ambulances 

as requested: 
MULTI-CASUALTY 15-16 MULTI-CASUALTY

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

b. Establish appropriate staging area for ambulances. 

c. Establish routes of travel for ambulances for incident 

operations. 

d. Establish and maintain communications with the Air 

Operations Branch Director regarding Air Ambulance 

Transportation assignments. 

e. Establish and maintain communications with the Medical 

Communications Coordinator and Treatment Dispatch 

Manager. 

f. Provide ambulances upon request from the Medical 

Communications Coordinator. 

g. Assure that necessary equipment is available in the 

ambulance for patient needs during transportation. 

h. Establish contact with ambulance providers at the scene. 

i. Request additional transportation resources as 

appropriate. 

j. Provide an inventory of medical supplies available at 

ambulance Staging Area for use at the scene. 

k. Maintain records as required and Unit/Activity Log (ICS 

Form 214). 

MEDICAL SUPPLY COORDINATOR -The Medical Supply 

Coordinator reports to the Medical Group Supervisor and 

acquires and maintains control of appropriate medical 

equipment and supplies from units assigned to the Medical 

Group: 

a. Review Common Responsibilities (Page 1-2). 
MULTI-CASUALTY 15-17 MULTI-CASUALTY

b. Acquire, distribute and maintain status of medical 

equipment and supplies within the Medical Group.* 

c. Request additional medical supplies.* 

d. Distribute medical supplies to Treatment and Triage 

Units. 

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

* If the Logistics Section were established, this position 

would coordinate with the Logistics Section Chief or Supply 

Unit Leader. 
MULTI-CASUALTY 15-18 MULTI-CASUALTY

SIMPLE TRIAGE AND RAPID TREATMENT

(START) SYSTEM FLOWCHART

Ventilation 

No Yes 

Position Airway 

More Than 30/Minute Less Than 30/Minute 

Breathing? 

Immediate Assess Perfusion 

No Yes 

Deceased Immediate 

Perfusion 

Capillary Refill 

More Than 2 Seconds 

or

No Radial Pulse 

Capillary Refill 

Less Than 2 Seconds 

or

Radial Pulse 

Control Bleeding 

Immediate Assess Mental Status 

Mental Status 

Fails to Follow 

Simple Commands 

Follows

Simple Commands 

Immediate Delayed 

NOTE: Once a patient reaches a triage level indicator in the 

algorithm (i.e., IMMEDIATE TAG box), triage of this patient 

should stop and the patient should be tagged accordingly.
US&R 16-1 US&R

CHAPTER 16

URBAN SEARCH AND RESCUE

Contents ..............................................................................16-1

Introduction .........................................................................16-2

ICS Modular Development..................................................16-4

Position Descriptions ........................................................16-11

	 Assistant Safety Officer – Urban Search and Rescue.16-11

US&R Canine Search Specialist...................................16-11

Heavy Equipment and Rigging Specialist....................16-12

US&R Tool and Equipment Specialist..........................16-13

US&R Medical Specialist..............................................16-14

Rescue Team Manager.................................................16-14

Search Team Manager..................................................16-15

US&R Technical Search Specialist...............................16-15

US&R Structures Specialist..........................................16-16

US&R Resource Types.......................................................16-18

US&R Strike Team Types and Minimum Standards........16-20

US&R Search Team Types ................................................16-22

Technical Search Team.....................................................16-23

Search Task Force.............................................................16-23

US&R Canine Search Teams ............................................16-24

OES Law Enforcement Canine Recovery Teams .............16-25

Heavy Equipment Resource Typing..................................16-26

Regional US&R Task Force ...............................................16-27

State/National US&R Task Force.....................................16-29

Structure/Hazards Marking System ................................16-32

Search Marking System....................................................16-34

Victim Marking System .....................................................16-38

Emergency Signaling System ...........................................16-39
US&R 16-2 US&R

INTRODUCTION

The Urban Search and Rescue (US&R) organizational module 

is designed to provide supervision and control of essential 

functions at incidents where technical rescue expertise 

and equipment are required for safe and effective rescue 

operations. US&R incidents can be caused by a variety of 

events such as an earthquake or terrorist incident that cause 

widespread damage to a variety of structures and entrap 

hundreds of people. Other examples of US&R events can 

range from mass transportation accidents with multiple 

victims to single site events such as a trench cave-in or 

confined space rescue involving only one or two victims.

US&R operations are unique in that specialized training and 

equipment are required to mitigate the incident in the safest 

and most efficient manner possible.

Initial US&R operations will be directed by the first arriving

public safety officer who will assume command as the

Incident Commander. Subsequent changes in the incident 

command structure will be based on the resource and 

management needs of the incident following established ICS 

procedures. 

Additional resources may include US&R Companies and 

US&R Crews specifically trained and equipped for urban

search and rescue operations. The US&R Company is capable 

of conducting search and rescue operations at incidents 

where technical expertise and equipment are required. 

US&R Crews are trained urban search and rescue personnel 

dispatched to the incident without rescue equipment. US&R 

Companies and Crews can be assigned as a single resource, 

grouped to form US&R Strike Teams or added to other 

resources to form a Task Force. US&R Single Resources, 

Strike Teams, and Task Forces are managed the same as 

other incident resources. 
US&R 16-3 US&R

Due to the unique hazards and complexity of urban search 

and rescue incidents, the Incident Commander may need 

to request a wide variety and amount of multi-disciplinary 

resources. 

US&R Companies and Crews are “typed” based on an 

identified operational capability. Four levels of US&R

operational capability have been identified to assist the

Incident Commander in requesting appropriate resources 

for the incident. These levels are based on five general

construction categories and an increasing capability of 

conducting a rescue at specified emergency situations with

an identified minimum amount of training and equipment.

The US&R Type-4 (Basic) Operational Level represents the 

minimum capability to conduct safe and effective search 

and rescue operations at incidents involving non-structural 

entrapment in non-collapsed structures. 

The US&R Type-3 (Light) Operational Level represents the 

minimum capability to conduct safe and effective search and 

rescue operations at structure collapse incidents involving 

the collapse or failure of Light Frame Construction and low 

angle or one-person load rope rescue. 

The US&R Type-2 (Medium) Operational Level represents the 

minimum capability to conduct safe and effective search and 

rescue operations at structure collapse incidents involving 

the collapse or failure of Heavy Wall Construction, high angle 

rope rescue (not including highline systems), confined space

rescue (no permit required), and trench and excavation 

rescue. 

The US&R Type-1 (Heavy) Operational Level represents the 

minimum capability to conduct safe and effective search and 

rescue operations at structure collapse incidents involving 

the collapse or failure of Heavy Floor, Pre-cast Concrete and 

Steel Frame Construction, high angle rope rescue (including 
US&R 16-4 US&R

highline systems), confined space rescue (permit required),

and mass transportation rescue.

The Regional US&R Task Force Level is comprised of 29 

people specially trained and equipped for large or complex 

US&R operations. The multi-disciplinary organization 

provides five functional elements that include Supervision,

Search, Rescue, Medical, and Logistics. The Regional US&R 

Task Force is totally self-sufficient for the first 24 hours.

Transportation and logistical support is provided by the 

sponsoring agency and may be supported by the requesting 

agency. 

State/National US&R Task Force is comprised of 70 people 

specially trained and equipped for large or complex US&R 

operations. The multi-disciplinary organization provides 

seven functional elements that include Supervision, Search, 

Rescue, Haz-Mat, Medical, Logistics and Planning. The 

State/National US&R Task Force is designed to be used 

as a “single resource.” However, each element of the Task 

Force is modularized into functional components and can be 

independently requested and utilized. 

US&R incidents may occur that will require rescue operations 

that exceed a resource’s identified capability. When the

magnitude or type of incident is not commensurate with 

a capability level, the Incident Commander will have the 

flexibility to conduct rescue operations in a safe and

appropriate manner using existing resources within the scope 

of their training and equipment until adequate resources can 

be obtained or the incident is terminated. 

ICS MODULAR DEVELOPMENT

The flexibility and modular expansion capabilities of the

Incident Command System provides an almost infinite

number of ways US&R resources can be arranged and 
US&R 16-5 US&R

managed. A series of modular development examples are 

included to illustrate several possible methods of expanding 

the incident organization based on existing emergency 

conditions, available resources, and incident objectives. 

The ICS Modular Development examples shown are not 

meant to be restrictive, nor imply these are the only 

ways to build an ICS organizational structure to manage 

US&R resources at an incident. To the contrary, the ICS 

Modular Development examples are provided only to show 

conceptually how one can arrange and manage resources 

at an US&R incident that builds from an initial response to a 

Multi-Branch organization. 

ICS MODULAR DEVELOPMENT EXAMPLES

Initial Response Organization (example): The first arriving

Public Safety Officer will assume command of the incident

as the Incident Commander. The Incident Commander will 

assume all Command and General Staff functions and 

responsibilities and manage initial response resources. 

If the potential for escalation is low, then no specific ICS

functional positions are established. If the incident requires 

an upgraded response, the Incident Commander should 

consider the early establishment of ICS positions. The 

following examples illustrate this modular growth of the ICS 

structure to keep pace with increased resource response. 

Reinforced Response Organization (example): In addition to 

the initial response, more Law Enforcement, local Engine 

and Truck Companies and Mutual Aid resources have 

arrived. The Incident Commander forms a Unified Command

with the senior ranking Law Enforcement official on scene

and has established a Safety Officer to assure personnel

safety. A Public Information Officer has been assigned to

manage the large media presence. An Operations Section 
US&R 16-6 US&R

has been assigned to manage the tactical assignments and 

responsibilities. A Staging Area is established to check in 

arriving resources. A US&R Group has been established to 

better coordinate the search and rescue efforts. Public Works 

is removing debris from the street to improve access and 

egress routes. 

Multi-Group/Division Response Organization (example): 

The Incident Commander has added a Liaison Officer

to the Command Staff to coordinate assisting agencies 

participation and assigned a Planning and Logistics Section. 

One US&R Technical Specialist who understands the unique 

complexities and resource requirements at US&R incidents is 

assigned to the Planning Section. The Operations Section has 

established several Groups and Divisions to better coordinate 

the large volume of diverse resources at the incident. A Law 

Group and Medical Group have been formed. One State/

National US&R Task Force has arrived and is assigned to 

Division “A”. One Structural Engineer Technical Specialist 

from the Planning Section is assigned to Division “B” to 

conduct structural damage assessment. A Handcrew Strike 

Team is assisting with debris removal. 

Multi-Branch Response Organization (example): The Incident 

Commander has assigned a Finance/ Administration Section. 

The Operations Section has established five Branches with

similar functions to better coordinate and manage resources. 

The Planning, Logistics and Finance/Administration Section 

have several Units operational to support the large amount of 

resources at the incident. 
US&R 16-7 US&R

Urban Search and Rescue – INCIDENT COMMANDER Initial Response Organization 

Engine Company 

(Search) 

Truck Company 

(Rescue) 

Engine Company 

(Hazard Mitigation) 

Ambulance Law Enforcement 

(Perimeter Security) (Medical Treatment) 

 
US&R 16-8 US&R

Urban Search and Rescue – 

Reinforced Response Organization 

UNIFIED COMMAND

IC

Safety Officer

Public Information Officer 

Operations Section 

Staging Area(s)

Medical Group US&R Group Law Enforcement Group Public Works 

Ambulance Engine Company Law Enforcement Debris Removal Equipment 

Ambulance Truck Company Law Enforcement 

Engine Company US&R Company Traffic Control 

US&R Strike Team Traffic Control

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US&R 6-91 US&R

Urban Search and Rescue – 

Multi-Group Response Organization 

UNIFIED COMMAND

IC

Safety Officer

Public Information Officer

Assistant Safety Officer – US&R 

Liaison Officer

Operations Section Logistics Section Planning Section

Staging Area(s) US&R Logistics Technical Specialist Resources Unit

US&R Group Medical Group 

Situation

Unit Fire Suppression 

Group 

Law

Group 

Triage Local US&R Company Engine Company 

Treatment 

Public

Works 

Group (Debris Removal) Law Enforcement US&R Technical Specialist Rapid Intervention Crew/Company Engine Company Mutual Aid US&R Strike Team Transportation Truck Company Hand Crew(s) Traffic Control Regional US&R Task Force Heavy Equipment US&R Structural 

Technical Specialists

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US&R 06-11 US&R

Urban Search and Rescue – 

Multi-Branch Response Organization 

UNIFIED COMMAND

IC

Public Information Officer 

Safety Officer

Assistant Safety Officer(s) (US&R, Haz Mat) 

Operations Section Planning Section Logistics Section Finance/Admin Section

Staging Area(s)

US&R

Branch 

Medical

Branch 

Haz Mat 

Branch 

Public Works 

Branch 

Law

Branch 

US&R Group Medical Group Haz Mat Group Debris Removal Group Perimeter Control Group Hazard Control 

Group Transportation Group Decontamination Group Utilities Group Traffic Control Group Fire Suppression Group Crime Scene Investigation Group Rapid Intervention Group Force Protection Group 

Liaison Officer

dministration 

	manage

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US&R 16-11 US&R

POSITION DESCRIPTIONS

ASSISTANT SAFETY OFFICER – URBAN SEARCH AND 

RESCUE – Reports to the Incident Safety Officer as an

Assistant Safety Officer, and coordinates with the appropriate

supervisor. The Assistant Safety Officer-US&R must possess

the appropriate training to coordinate safety related activities 

for US&R operations. This position advises the appropriate 

supervisor on all aspects of health and safety and has the 

authority to stop or prevent unsafe acts: 

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

b.	 Obtain briefing from the appropriate supervisor.

c. Participate in the preparation of and implement the 

incident Site Safety and Control Plan (ICS Form 208). 

d. Advise the appropriate supervisor of deviations from the 

incident Site Safety and Control Plan (ICS Form 208) or 

any dangerous situations. 

e. Has authority to alter, suspend, or terminate any activity 

that may be judged to be unsafe. 

f. Ensure the protection of personnel from physical, 

environmental, and chemical hazards/exposures. 

g. Ensure the provision of required emergency medical 

services for assigned personnel and coordinate with the 

Medical Unit Leader. 

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

Form 214). 

US&R CANINE SEARCH SPECIALIST – Reports directly to the 

Search Team Manager. The US&R Canine Search Specialist 

is responsible for performing the canine search function of 

the incident. Responsibilities include searching collapsed 

structures, water, debris piles, land and mudslides, or fire

areas as assigned, using appropriate search techniques and 

dog handler skills. The US&R Canine Search Specialist is 
US&R 16-12 US&R

responsible for documenting locations of alerts and 

estimating the status of victims and cooperating with and 

assisting other search and rescue resources: 

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

b.	 Obtain briefing from appropriate supervisor.

c. Accountable for all issued equipment. 

d. Performs additional tasks or duties as assigned during a 

mission. 

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

Form 214). 

HEAVY EQUIPMENT AND RIGGING SPECIALIST – Initially 

reports to the Rescue Team Manager and may be assigned 

where their technical services are required. Responsible 

for performing construction related liaison to the rescue 

resources, and for assessing capabilities and the need for 

various heavy equipment: 

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

b. Participate in the planning of rescue activities. 

c. Adhere to all safety procedures. 

d.	 Receive initial briefing from supervisor.

e. Carry out tactical assignments as directed. 

f. Conduct an assessment of immediately available cranes 

and heavy equipment. 

g. Inspect equipment condition for safe operation and 

insure coverage by equipment agreement. 

h. Develop a contact list of equipment providers and 

establish a point of contact. 

i. Evaluate and advise on heavy equipment staging area 

requirements. 

j. Brief heavy equipment operators and construction 

officials regarding rescue operations.
US&R 16-13 US&R

k. Ensure that heavy equipment operators are briefed 

on rescue site safety considerations and emergency 

signaling procedures. 

l. Identify various rigging techniques to assist in the rescue 

of victims or stabilization of collapsed buildings, including 

the development of rigging plans and procedures. 

m. Coordinate rigging and heavy equipment utilization for 

rescue operations with equipment operators and rescue 

personnel. 

n. Keep your immediate supervisor apprised of any tactical 

accomplishments or conflicts.

o.	 Participate in operational briefings.

p. Collect and transmit records and logs to Equipment Time 

Recorder and/or Rescue Team Manager at the end of 

each operational period. 

q. Provide vendor evaluation to Documentation Unit. 

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

Form 214). 

US&R TOOL AND EQUIPMENT SPECIALIST – Reports 

directly to the US&R Task Force Leader. The US&R Tool and 

Equipment Specialist is responsible for sharpening, servicing 

and repairing all US&R tools and equipment: 

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

b. Determine personnel requirements. 

c. Procure items on site through coordination with Incident 

Logistics Section. 

d. Establish tool inventory and accountability system 

(appropriate records and reports). 

e. Maintain all tools in proper condition. 

f. Assemble tools for issuance each operational period per 

Incident Action Plan. 

g. Receive and recondition tools after each operational 

period. 
US&R 16-14 US&R

h. Ensure that all appropriate safety measures are taken in 

tool conditioning area. 

i. Procure equipment during the mobilization phase as 

directed. 

j. Provide accountability and security of the Task Force 

equipment cache. 

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

Form 214). 

US&R MEDICAL SPECIALIST – Reports directly to the US&R 

Task Force Leader. The Medical Specialist is responsible for 

providing advanced life support medical care to responders 

and victims in environments that require special US&R 

training: 

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

b. Provide emergency medical care to all Task Force 

personnel and victims in environments requiring 

specialized US&R training. 

c. Develop and implement a Medical Action Plan as 

specified by the US&R Task Force Leader.

d. Adhere to all safety procedures. 

e. Provide accountability, maintenance and minor repairs of 

assigned medical equipment. 

f. Perform additional tasks or duties as assigned during an 

incident. 

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

Form 214). 

RESCUE TEAM MANAGER – Reports directly to the US&R 

Task Force Leader. Is responsible for managing US&R Rescue 

Operations and supervising assigned resources: 

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

b. Coordinate, manage, and supervise assigned rescue 

activities. 
US&R 16-15 US&R

c. Adhere to all safety procedures including accountability 

of personnel. 

d. Determine rescue logistical needs. 

e.	 Receive briefings and situation reports and ensuring

that all rescue personnel are kept informed of mission 

objectives and status changes. 

f. Provide situation updates and maintain records and 

reports. 

g. Perform additional tasks or duties as assigned during a 

mission. 

h. Provide accountability, maintenance, and minor repairs 

for all issued equipment. 

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

Form 214). 

SEARCH TEAM MANAGER – Reports directly to the US&R 

Task Force Leader. The Search Team Manager is responsible 

for managing US&R Search Operations and supervising 

assigned resources: 

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

b. Develop and implement the tactical search plan. 

c. Adhere to all safety procedures including accountability 

of personnel. 

d. Coordinate and supervise all assigned search activities. 

e. Determine search logistical needs. 

f.	 Receive briefing and situation reports and ensure that all

search personnel are kept informed of status changes. 

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

Form 214). 

US&R TECHNICAL SEARCH SPECIALIST – Reports directly 

to the Search Team Manager. The US&R Technical Search 

Specialist is responsible for performing the technical search 

function of the US&R Task Force incident operations: 
US&R 16-16 US&R

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

b. Search areas as assigned using appropriate electronic 

search equipment and techniques. 

c.	 Document locations of possible finds and if possible,

estimate the status of the victim(s). 

d. Cooperate with and assist other US&R Resources. 

e. Provide accountability for all issued equipment. 

f. Perform additional tasks or duties as assigned during an 

incident. 

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

Form 214). 

US&R STRUCTURES SPECIALIST – Reports directly to the 

Search Team Manager or assigned supervisor. The US&R 

Structures Specialist is responsible for performing the various 

structure assessments during incident operations: 

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

b. Assess the structural condition within the area of US&R 

operations. This includes identification of structure types,

specific damage and structural hazards.

c. Recommend the appropriate type and amount of 

structural hazard mitigation required to minimize the 

risks to task force personnel. 

d. Adhere to all safety procedures. 

e. Cooperate with and assist other US&R Resources. 

f. Provide accountability, maintenance, and minor repairs 

for all issued equipment. 

g. Perform additional tasks of duties as assigned during an 

incident. 

h. Monitor assigned structures for changes in condition 

during incident operations. 

i. Actively participate in implementation of approved 

structure hazard mitigation as a designer and/or 

supervisor. 
US&R 16-17 US&R

j. Coordinate and communicate structure hazard mitigation 

measures with the Search Team Manager. 

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

Form 214). 
US&R 86-11 US&R

URBAN SEARCH AND RESCUE RESOURCE TYPES

Always use the prefix US&R for Urban Search and Rescue (US&R) Resources.Order Single Resource or Strike Team by Type (Capability – HEAVY, MEDIUM, LIGHT, or BASIC)

Type 

Type 1 (Heavy) Type 2 (Medium) Type 3 (Light) Type 4 (Basic) 

•	 Heavy Floor Construction•	 Pre-cast Concrete 

Construction 

•	 Steel Frame 

Construction 

•	 High Angle Rope Rescue 

(including highline systems) 

•	 Confined Space Rescue

(permit required)

•	 Mass Transportation 

Rescue

•	 Heavy Wall 

Construction 

•	 High Angle 

Rope Rescue (not including highline systems) 

•	 Confined Space

Rescue (no permit required) 

•	 Trench and 

Excavation Rescue

•	 Light Frame 

Construction 

•	 Low Angle Rope 

Rescue

•	 Surface Rescue •	 Non-Structural 

Entrapment in Non-Collapsed Structures
US&R 96-11 US&R

URBAN SEARCH AND RESCUE RESOURCE TYPES (CONTINUED)

RESOURCE RADIO COMPONENT

TYPES

1 2 3 4

US&R Company

Agency IdentifierUSAR (phonetic)Number Identifier(VNC USAR 54)

Equipment Personnel Transportation

Heavy 

Inventory

6*

Medium 

Inventory

6*

Light 

Inventory

3*

Basic 

Inventory

3*

US&R Crew **

Agency IdentifierType IdentifierNumber Identifier(KRN-USAR Crew 2)

Personnel Trained To Appropriate Level Supervision Transportation

6 6 3 3

Regional US&R Task Force

Region IdentifierTask Force Number Identifier(R1-TF 1)

Equipment Personnel Transportation

A Regional US&R Task Force is comprised of 29 persons specially trained and equipped for US&R Operations. Personnel from either the Region or Operational Area staff the Regional US&R Task Force.

State/National US&R Task Force

State ID Task Force

Number Identifier(CA-TF 5)

EquipmentPersonnel Transportation 

A State/National US&R Task Force is comprised of 70 persons specially trained and equipped for large or complex US&R Operations. The multi-disciplinary organization provides seven functional elements that include Command, Search, Rescue, Haz-Mat, 

Medical, Logistics and Plans. These Task Forces are self sufficient for 72 hours.

tc.) , e f-road truck e, of our wheel driv

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US&R 6-201 US&R

URBAN SEARCH AND RESCUE STRIKE TEAM TYPES AND MINIMUM STANDARDS

Strike Team 

Types

Number/

Type Minimum Task Capabilities Strike Team Leader Per Single Resource Total Personnel

Kind

AR

2 – Type 1 

(Heavy)

Vehicle(s) equipped for Heavy Floor Construction, Pre-Cast Concrete Construction, Steel Frame Construction, high angle rope rescue 

(including highline systems), confined space rescue (permit required),and mass transportation rescue

1 6 13

U 

S 

& 

R 

C 

O 

M 

P 

A 

N 

Y

BR

2- Type 2 

(Medium)

Vehicle(s) equipped for Heavy Wall Construction, high angle rope 

rescue (not including highline systems), confined space (no permitrequired), and trench and excavation rescue

1 6 13

CR 5 – Type 3 (Light) Vehicle(s) equipped for Light Frame Construction and low angle rope rescue 1 3 16

DR

5 – Type 4 

(Basic)

Vehicle(s) equipped for surface rescue and non-structural entrapment in non-collapsed structure 1 3 16
US&R 16-21 US&R

URBAN SEARCH AND RESCUE STRIKE TEAM TYPES AND MINIMUM STANDARDS (CONT.)

Strike Team 

Types

Number/

Type Minimum Task Capabilities Strike Team Leader Per Single Resource Total Personnel

Kind

GR

2 – Type 1 

(Heavy)

Trained for Heavy Floor Construction, Pre-Cast Concrete Construction, Steel Frame Construction, high angle rope rescue (including highline 

systems), confined space rescue (permit required), and masstransportation rescue

1 6 13

U 

S 

& 

R 

C 

R 

E 

W

HR

2- Type 2 

(Medium)

Trained for Heavy Wall Construction, high angle rope rescue (not 

including highline systems), confined space (no permit required) andtrench and excavation rescue

1 6 13

IR 5 – Type 3 (Light) Trained for Light Frame Construction and low angle rope rescue 1 3 16

JR 5 – Type 4 (Basic) Trained for surface rescue and non-structural entrapment in non- collapsed structures 1 3 16
US&R 6-221 US&R

US&R SEARCH TEAM TYPES

Search element qualifications and equipment are equivalent on all Canine Types. The differentiating factor is based on the training and certificationlevels of the canine component. Canine Search Teams will have met all of the capabilities of the preceding types.

RESOURCE RADIO COMPONENT TYPES

1 2 3 4

US&R Canine Search Team

Canine Search Team

Number Identifier(Canine Search Team 1)

Personnel (2)Canine (2)Search Team Manager (1)

•	Detections in 

largest search areas

•	Detection 

ability amidst numerous distractions

•	Detection in 

limited sized areas

•	All general 

construction categories

•	Extensive 

obstacle agility

•	Light Frame 

Construction

•	Confined areas

•	Surface Rescue•	Non-structural 

entrapment in non-collapsed structures

•	Obstacle agility

US&RTechnical Search Team

Technical Search Team

Number Identifier(Tech Search Team 1)

Personnel (2) •	Audible and 

optical search equipment to conduct technical search
US&R 6-231 US&R

TECHNICAL SEARCH TEAM

Kind Type Technical Search Strike Team Capability Strike Team Leader Technical Search Team Total Personnel

AT 1 Detection of victims entombed in collapsed or failed structures 

and environmental mishap with Technical Search equipment

1 2 3

SEARCH TASK FORCE

Resource Radio Designation Components Capabilities Total Personnel

Search 

Task 

Force

Search Task Force 1 – Search Team Manager

1 – Technical Search Team1 – Canine Search Team

Detection of victims entombed in collapsed or failed structures and environmental mishap with canines and Technical Search equipment.

5
US&R 46-21 US&R

URBAN SEARCH AND RESCUE CANINE SEARCH TEAMS

Search element qualifications and equipment are equivalent on all Canine Types. The differentiating factor is based on the trainingand certification levels of the canine component. Canine Search Teams will have met all of the capabilities of the preceding types.

Resource Type 1 Type 2 Type 3 Type 4

US&R

Canine

•	 Detections in largest 

search areas

•	 Detection ability amidst 

numerous distractions

•	 Detection in limited sized 

areas

•	 All general construction 

categories

•	 Extensive obstacle agility

•	 Light Frame 

Construction

•	 Confined areas

•	 Surface rescues•	 Non-structural 

entrapment in noncollapsed structures

•	 Obstacle agility
US&R 6-251 US&R

OES LAW ENFORCEMENT CANINE RECOVERY TEAMS

Search element qualifications and equipment are equivalent on all Canine Types. The differentiating factor is based on the trainingand certification levels of the canine component. Canine Search Teams will have met all of the capabilities of the preceding types.

Resource Type 1 Cadaver Basic Type 2 Live or Deceased Type 3 Water

Law Enforcement Canine

•	 Body above ground•	 Sub-surface disarticulated•	 Hanging•	 Simple structure

•	 Body above ground•	 Hanging•	 Live person, must be area certified

•	 Status of subject unknown

•	 Submerged•	 Floating•	 Shoreline
US&R 6-261 US&R

HEAVY EQUIPMENT RESOURCE TYPING

RESOURCE COMPONENT

TYPE

Type 1 Type 2 Type 3 Type 4

Hydraulic Truck Crane

Rating (Tons)Radius (Feet)

100 ton+ Up to 275 feet

50-100 ton Up to 200 feet

Up to 50 ton Up to 150 feet

Hydraulic Rough Terrain Crane

Rating (Tons) Radius (Feet)

Up to 50 ton Up to 100 feet

Conventional Truck Crane

Rating (Tons) Radius (Feet)

150 ton+ Up to 300 feet

75-150 ton Up to 250 feet

Up to 75 ton Up to 150 feet

Conventional Crawler Crane

Rating (Tons)Radius (Feet)

350 ton+ Up to 350+ feet

100-350 ton Up to 275 feet

Up to 100 ton Up to 160 feet

Excavator Crawler

Rating (Lbs.) Reach

80k lbs.+ Up to 70 feet

40-80k lbs. Up to 50 feet

Up to 40k lbs.Up to 40 feet Mini

Loader Rubber Tire

Rating (Cubic Yards) 5 cubic yards 3-5 cubic yards 1-3 cubic yards Backhoe Skid Steer Mini

Forklift Conventional Rating (Tons) 25 ton+ 10-25 ton 5-10 ton

Forklift All-Terrain Extendable

Rating (Lbs.) 3-6 tons (6-12k lbs.)
US&R 16-27 US&R

REGIONAL US&R TASK FORCE

The Regional US&R Task Force Level is comprised of 29 

people specially trained and equipped for large or complex 

US&R operations. The multi-disciplinary organization provides 

five functional elements that include Supervision, Search,

Rescue, Medical, and Tool/Equipment Support. The Regional 

US&R Task Force is totally self-sufficient for the first 24 hours.

Transportation is provided by the sponsoring agency and 

logistical support will normally be provided by the requesting 

agency. 

A Task Force Leader supervises the Regional US&R Task 

Force. An Assistant Safety Officer is attached to the Task

Force, and upon arrival at the incident, will be supervised 

by the incident’s Safety Officer. The Assistant Safety Officer

will work directly with the Task Force Leader and will be 

assigned to the Task Force’s area of operation. The US&R 

Task Force Search element includes Canine and Technical 

Search capabilities. The Task Force Rescue element includes 

a Type 1 US&R Company (personnel and equipment), a 

Type 1 US&R Crew (personnel), and a Heavy Equipment 

and Rigging Specialist. This element can conduct rescue 

operations in all types of structures. The Task Force Medical 

element is responsible for the care and treatment of injured 

Task Force members or victims if such care must occur in 

the hazard area. The Medical element will work within the 

Incident Medical Unit or directly assigned to the Regional 

Task Force as appropriate. The tools and equipment support 

element works within the Task Force for tool and equipment 

repair and maintenance, and will coordinate with the Incident 

Logistics Section for acquisition of tools and equipment from 

off-incident locations. 
US&R 6-281 US&R

REGIONAL US&R TASK FORCE ORGANIZATION CHART

Task Force Leader (1)

Assistant Safety Officer (1) 

US&R

Search Team Manager

(1)

Rescue Team Manager 

(1)

US&R

Medical Specialist (2)

US&R Tool and 

Equipment

Specialist (2) 

Canine Search Team 

Type 1 (2)

US&R Company 

Type 1 (6)

Technical Search Team

(2)

US&R Crew 

Type 1 (6)

Hazardous Materials

Specialist (2) 

Heavy Equipment and

Rigging Specialist (1)

Structure Specialist 

(2)

YABILITAP

29 POSITIONS 

TIONAL C 2-HOUR OPERA 1
US&R 16-29 US&R

STATE/NATIONAL US&R TASK FORCE

The Federal Government, through the Federal Emergency 

Management Agency (FEMA), under the Department of 

Homeland Security (DHS), has established several State/

National Urban Search and Rescue (US&R) Task Forces 

throughout the nation. All US&R Task Force activities are 

coordinated through the State Office of Emergency Services

(OES) who serves as the primary point of contact for FEMA/

DHS. A US&R Task Force is also a State resource that can 

be acquired without a request for Federal assistance. All 

requests for a US&R Task Force must go through normal 

Mutual Aid request procedures. A full, 70-person, Type I, 

National US&R Task Force is able to deploy within six hours of 

activation. 

Each State/National US&R Task Force is comprised of 

70 persons specifically trained and equipped for large or

complex US&R Operations. The multi-disciplinary organization 

provides seven functional elements that include Supervision, 

Search, Rescue, Haz Mat, Medical, Logistics and Planning. 

The State/National US&R Task Force can provide round-theclock US&R Operations (two 12-hour shifts). The US&R Task 

Force is totally self-sufficient for the first 72 hours and has

a full equipment cache to support its operation. Either State 

or Federal resources provide transportation and logistical 

support. 

A Task Force Leader supervises the State/National US&R 

Task Force. The US&R Task Force Search element includes 

physical, canine and electronic capabilities. The Rescue 

element can conduct rescue operations in all types of 

structures. The Haz Mat element is primarily responsible for 

the detection and decontamination of Chemical, Biological, 

Radiological, Nuclear and Explosive (CBRNE) substances for 

Task Force members and entrapped victims. The Medical 
US&R 16-30 US&R

element is primarily responsible for the care and treatment 

of Task Force members and entrapped victims during 

extrication. The Logistics element provides the Task Force 

with logistical support and communications. The Planning 

element provides personnel competent in structural integrity 

assessments and documentation of Task Force activities. 

The State/National US&R Task Force is designed to be used 

as a Single Resource, but is modularized into functional 

elements that can be independently requested and utilized. 

However, once mobilized as a State/National US&R Task 

Force, the elements shall remain under the supervision of the 

US&R Task Force Leader. 

A Federal US&R Incident Support Team (IST) coordinates 

the arrival of a State/National US&R Task Force. The IST is 

capable of providing overhead management and logistical 

support to the US&R Task Force while on deployment if an 

ICS organization is not in place. If an ICS organization is in 

place, the IST will integrate into that organization. State/

National US&R Task Forces will work within the local incident 

command organization.
US&R 16-31 US&R

STATE/NATIONAL US&R TASK FORCE ORGANIZATION CHART

Task Force Leader (1)

Asst. Task Force Leader (1) 

Safety 

Officer (2) 

Search Team Rescue Team Hazardous Material

Team

Haz Mat Team

Manager (2) 

Medical Team Logistics Team Plans Team

Search Team Manager

(2)

Rescue Team Manager

(2)

Medical Team 

Manager (2)

Logistics Team

Manager (2)

Plans Team

Manager (2)

Rescue Squad #1 Medical Specialist (2) 

Medical 

Specialist (2) 

Structures

Specialist (2) 

Canine Search 

Specialist (2) 1 Officer/5 Specialist Hazardous

Materials

Specialist (4) 

Logistics

Specialist 

(4)

Rescue Squad #2 Canine Search 

Specialist (2) 1 Officer/5 Specialist 

Technical

Information

Specialist (2) Hazardous

Materials

CommuniSpecialist (4) cations Specialist (2) Rescue Squad #3 1 Officer/5 Specialist Technical Search

Specialist (2) Rescue Squad #4

1 Officer/5 Specialist 

Heavy Equipment

and Rigging 

Specialist (2) 

 YABILITAP

70 POSITIONS 

OR 72-HOURS

TIONAL C 24-HOUR OPERA

SELF SUFFICIENT F
US&R 16-32 US&R

STRUCTURE/HAZARDS MARKING SYSTEM

At incidents involving several structures or large areas of 

damage, the identity and location of individual structures 

is crucial. The use of existing street names and addresses 

should always be considered first. If due to damage this is

not possible, use the existing hundred block and place all 

even numbers on one side of the street and all odd numbers 

on the other side. Mark the new numbers on the front of the 

structure with orange spray paint. If due to damage the name 

of the street is not identifiable start with the letter “A” using

the phonetic alphabet “Alpha”, “Bravo”, Charlie, etc. 

Structure hazards identified during initial size-up activities

and throughout the incident should be noted. This Structure/

Hazards Mark should be made on the outside of all normal 

entry points. Orange spray paint seems to be the most 

easily seen color on most backgrounds and line marking or 

downward spray cans apply the best paint marks. Lumber 

chalk or lumber crayons should be used to mark additional 

information inside the search mark itself because they are 

easier to write with than spray paint. 

A large square box (approximately two feet) is outlined at 

any entrance accessible for entry into any compromised 

structure. Use orange paint for this marking. Specific

markings will be clearly made adjacent to the box to indicate 

the condition of the structure and any hazards found at the 

time of this assessment. Normally the square box marking 

would be made immediately adjacent to the entry point 

identified as safe. An arrow will be placed next to the box

indicating the direction of the safe entrance if the Structure/

Hazards marking must be made somewhat remote from the 

safe entrance.
US&R 16-33 US&R

STRUCTURE/HAZARDS MARKINGS

Make a large (2’ x 2’) square box 

with orange spray paint on the 

outside of the main entrance to 

the structure. Put the date, time, 

hazardous material conditions and 

team or company identifier outside

the box on the right-hand side. 

This information can be made with 

a lumber-marking device.

Structure is accessible and safe 

for search and rescue operations. 

Damage is minor with little danger 

of further collapse. 

Structure is significantly damaged.

Some areas are relatively safe, 

but other areas may need shoring, 

bracing, or removal of falling and 

collapse hazards. 

Structure is not safe for search or 

rescue operations. May be subject 

to sudden additional collapse. 

Remote search operations may 

proceed at significant risk. If rescue

operations are undertaken, safe 

haven areas and rapid evacuation 

routes should be created. 

Arrow located next to a marking 

box indicates the direction to a 

safe entrance into the structure, 

should the marking box need 

to be made remote from the 

indicated entrance.

9/12/93

1310 hrs.

HM – nat. gas

SMA – E-1

9/12/93

1310 hrs.

HM – none

SMA – E-1

9/12/93

1310 hrs.

HM – nat. gas

SMA – E-1

9/12/93

1310 hrs.

HM – nat. gas

SMA – E-1
US&R 16-34 US&R

SEARCH MARKING SYSTEM

Search Markings must be easy to make, easy to read and 

easy to understand. To be easily seen the search mark must 

be large and of a contrasting color to the background surface. 

Orange spray paint seems to be the most easily seen color 

on most backgrounds and line marking or downward spray 

cans apply the best paint marks. A lumber marking device 

may be used to write additional information inside the search 

mark itself when it would be difficult to write the additional

information with spray paint. 

A large distinct marking will be made outside the main 

entrance of each building, structure or area to be searched. 

This “Main Entrance” search marking will be completed in two 

steps. First, a large, single slash (approximately two feet) shall 

be made starting at the upper left moving to the lower right 

near the main entrance at the start of the search. The Search 

Team identifier and time that the structure was entered

shall be marked to the left of the mid-point of the slash and 

the date shall be marked near the top of the slash on the 

opposite side. 

When the search of the entire structure is complete and the 

Search Team exits the building, a second large slash shall be 

made in the opposite direction forming an “X” on the Main 

Entrance search marking. Additional information summarizing 

the entire search of the structure will be placed in three 

quadrants of the “X”. The left quadrant will already contain 

the Search Team identifier and time when the Search Team

first entered the structure. In the top quadrant enter the time

the Search Team exited the structure under the date. Change 

the date if different from date the structure was entered. The 

right quadrant is for any significant hazards located inside the

structure. The bottom quadrant is for the number of live “V” 

or dead “V” victims still inside the structure. Use a small “X” 

in the bottom quadrant if no victims are inside the structure. 
US&R 16-35 US&R

If the search of the entire structure is incomplete, make a 

circle (approximately one foot in diameter) in the middle of 

the single slash. The left side will already contain the Search 

Team identifier and time when the Search Team first entered

the structure. At the top end of the slash enter the time the 

Search Team exited the structure under the date. Change the 

date if different from date the structure was entered. On the 

right side, mid-point of the slash, is for any significant hazards

located inside the structure. The bottom end of the slash 

is for the number of live “V” or dead “V” victims still inside 

the structure. Use a small “X” at the bottom if no victims are 

inside the structure. 

During the search function, while inside the structure, a 

large single slash shall be made upon entry of each room, 

area or floor. After the search of the room or area has

been completed, a second large slash shall be drawn in 

the opposite direction forming an “X”. The only additional 

information placed in any of the “X” quadrants while inside 

the structure shall be that pertaining to any significant

hazards and the number of live “V” or dead “V” victims, as 

indicated by “V” for live and “V” for dead.
US&R 16-36 US&R

SEARCH MARKINGS

Main Entrance Search Marking- WHEN YOU ENTER

2-24-03 Date of Entry 

Search Team 

Identifier

Time of Entry 

SMA

T-1

1150 hrs. 

Main Entrance Search Marking- WHEN YOU EXIT

SMA

T-1

1150 hrs. 

2-V

3-V

Total Victims 

Still Inside

the Structure 

V = Live 

V = Dead 

X = No Victims 

Hazards

2-24-03

1520 hrs.

RATS

Date and Time 

Search Team 

Exited the Structure

COMPLETE

SEARCH
US&R 16-37 US&R

Main Entrance Search Marking- WHEN YOU EXIT

SMA

T-1

1150 hrs. 

Add Circle for 

Incomplete Search

INCOMPLETE

SEARCH

2-V

3-V

Total Victims 

Still Inside

the Structure

V = Live 

V = Dead 

X = No Victims 

Hazards RATS

2-24-03

1520 hrs. Date and Time 

Search Team 

Exited the Structure

Interior Search Markings- EACH ROOM, AREA OR FLOOR

WHEN YOU ENTER WHEN YOU EXIT 

Identify 

Any 

Hazards

Identify Any Victims 
US&R 16-38 US&R

VICTIM MARKING SYSTEM

Make a large (2’ x 2’) “V” with orange spray 

paint near the location of a potential victim. 

Mark the name of the Search Team or Crew 

identifier in the top part of the “V” with paint

or a lumber marker type device. 

Paint a circle around the “V” when a 

potential victim is confirmed to be 

SMA

T - I 

alive either visually, vocally, or hearing 

specific sounds that would indicate a high

probability of a live victim. If more than one 

confirmed live victim, mark the total number

of victims under the “V”. 

Paint a horizontal line through the middle 

of the “V” when a confirmed victim is 

determined to be deceased. If more than 

one confirmed deceased victim, mark the

total number of victims under the “V”. Use 

both the live and deceased victim-marking 

symbols when a combination of live and 

deceased victims is determined to be in the 

same location. 

Paint an “X” through the confirmed victim

symbol after all victim(s) have been removed 

from the specific location identified by the

marking. 

An arrow may need to be painted next to 

the “V” pointing towards the victim when 

the victim’s location is not immediately 

near where the “V” is painted.

SMA

T - I 

2

SMA

T - I 

3

SMA

T - I 
US&R 16-39 US&R

EMERGENCY SIGNALING SYSTEM

Because of the high potential of secondary collapse, 

dangerous conditions, and the need to communicate other 

important information, an emergency signaling system 

should be adopted and in use by all personnel at the incident 

site. Emergency signals must be a loud and identifiable

and sounded when conditions require immediate attention. 

Emergency signals can be made using devices such as 

a whistle, air horn, vehicle horn or bell. Each structure or 

larger area of operations may need to have its own distinct 

emergency signal device when multiple rescue operations are 

taking place in the same area to reduce confusion. 

Supervisors should identify and inform assigned personnel 

of a designated place of assembly and/or safe zone for a 

Personal Accountability Report (PAR) to be conducted should 

an evacuation signal be sounded. A place of assembly is 

usually a safe location outside the evacuation area. A safe 

zone is usually a safe location within a building or disaster 

site that can be entered within the evacuation area. When an 

evacuation signal is sounded, all supervisors must conduct 

a roll call of their assigned personnel and communicate the 

results of the PAR to their supervisor.

Evacuate the area Short signals repeated for 

10 seconds, pause for 10 

seconds, and repeat for 3 

repetitions. Total signal time 

– 50 seconds.

Cease Operations/All quiet One long signal (8 to 10 

seconds).

Resume Operations One long and one short 

signal.
US&R 16-40 US&R

Notes
TERRORISM/WMD 17-1 TERRORISM/WMD

CHAPTER 17

TERRORISM/WEAPONS OF MASS DESTRUCTION (WMD)

Contents ..............................................................................17-1

Introduction .........................................................................17-2

Definitions............................................................................17-5

Personal Safety Considerations .......................................17-10

Initial Response.................................................................17-11

Unified Command..............................................................17-14

ICS Modular Development................................................17-14

Position Descriptions ........................................................17-19

Intelligence Unit Leader/Group Supervisor.................17-19

Investigation Unit Leader/Group Supervisor...............17-19

Security Unit Leader/Group Supervisor.......................17-20

Hazardous Device Unit Leader/Group Supervisor......17-20
TERRORISM/WMD 17-2 TERRORISM/WMD

INTRODUCTION

Terrorist attacks have created new hazards and 

responsibilities for the First Responder, whose mission 

generally includes the protection of life, environment, 

and property. As first responders continue to be called to

emergency incidents (e.g., explosions, hazardous materials 

(Hazmat) spills, medical responses, fires, etc.), they must now

recognize that every incident has the potential of being the 

result of a terrorist attack. Therefore, first responders must

approach each incident aware of the terrorism potential and 

look for signs that may indicate a terrorist attack in order to 

take appropriate defensive measures. In general, terrorist 

attacks will usually present as either hazardous materials 

and/or USAR (Urban Search and Rescue) events, with a 

likely multi-casualty result. However, establishing whether 

an incident is terrorist induced may take authorities hours or 

even days after the initial danger has passed. Therefore, first

responders should refer to their First Responder - Operations 

(FRO) training for initial actions at such incidents. 

Terrorist events manifest from a variety of weaponry: 

chemical, biological, radiological, nuclear, and explosive 

(CBRNE). The probability of terrorists using these various 

devices varies according to their accessibility, transportability 

and ease of use. Further, it is possible that terrorists 

could and would use a combination of weapons of mass 

destruction (WMD) at the same incident. The most common 

devices used by terrorists are explosives. The most difficult

and least likely device that would be used by terrorists is 

a nuclear device. The least expensive device is one that is 

chemical or biological in origin. 
TERRORISM/WMD 17-3 TERRORISM/WMD

Recognition clues, warning signs and indicators: 

a. Recognition clues may be found in the types of 

occupancies with a potential risk for a terrorist attack. 

They may include, but are not limited to: 

1. Government buildings 

2. Mass transit facilities 

3. Public assembly (i.e., sports and entertainment 

centers) 

4. Places of historic or symbolic value 

5. Religious centers 

6. Family planning centers 

7. Laboratories and testing facilities 

b. Warning signs may include, but are not limited to: 

1. Medical incidents of a suspicious nature that produce 

multiple victims in a non-trauma setting 

2. Explosions in high-risk occupancies 

3. Hazardous materials releases 

c. Indicators of possible chemical weapons (CW) usage: 

1. Unusual incidents of dead or dying animals with a 

lack of insects, or insects on the ground 

2. Unexplained casualties: 

	 	 •	 Multiple victims

	 	 •	 Serious illnesses

	 	 •	 Nausea, disorientation, difficulty breathing,

 convulsions 

	 	 •	 Definite casualty patterns

3. Unusual liquids, sprays, or vapor: 

	 	 •	 Droplets or oily film

	 	 •	 Unexplained odors
TERRORISM/WMD 17-4 TERRORISM/WMD

	 	 •	 Low-lying clouds or fog unrelated to weather

4. Suspicious devices/packages: 

	 	 •	 Unusual metal debris

	 	 •	 Abandoned spray devices

	 	 •	 Unexplained munitions

d. Indicators of possible biological weapons (BW) usage: 

1. Unusual incidents of sick, dead, or dying animals 

2. Unusual casualties: 

	 	 •	 Unusual illness for region or area

	 	 •	 Definite pattern inconsistent with natural disease

3. Unusual liquids, sprays, or powders 

4. Unusual swarms of insects 

e. Indicators of suspected radiological or nuclear incident: 

1. Simple Radiological Device (SRD), which is a 

deliberate act of spreading radioactive material 

without the use of an explosive device (i.e., 

placement of a radioactive isotopes or radioactive 

particles on surfaces, air ducts, food, etc.). 

2. Radiological Dispersal Device (RDD) or “dirty bomb” 

which is a combined explosive device with 

radiological material within. The result is that victims 

experience an explosion of various magnitudes 

and are unknowingly contaminated with the resultant 

radiological material. 

3. Improvised Nuclear Device (IND), which is any device 

designed to cause a nuclear detonation. Construction 

	 of such a device is difficult, at best. This is considered

a low probability event. 
TERRORISM/WMD 17-5 TERRORISM/WMD

4. Nuclear reactor attacks are considered low probability 

events due to the high security maintained at these 

facilities. 

DEFINITIONS

Chemical Agents

Terrorists have considered a wide range of toxic chemicals for 

attacks. Typical plots focus on poisoning foods or spreading 

the agent on surfaces to poison via skin contact, but may 

include broader dissemination techniques. 

Cyanides

Terrorists have considered using a number of toxic cyanide 

compounds. 

Sodium or potassium cyanides are white-to-pale yellow salts 

that can be easily used to poison food or drinks. Cyanide 

salts can be disseminated as a contact poison when mixed 

with chemicals that enhance skin penetration, but may be 

detected since most people will notice if they touch wet or 

greasy surfaces contaminated with the mixture. 

Hydrogen cyanide (HCN) and cyanogen chloride (ClCN) are 

colorless-to-pale yellow liquids that will turn into a gas near 

room temperature. HCN has a characteristic odor of bitter 

almonds, and ClCN has an acrid choking odor and causes 

burning pain in the victim’s eyes. These signs may provide 

enough warning to enable evacuation or ventilation of the 

attack site before the agent reaches a lethal concentration. 
TERRORISM/WMD 17-6 TERRORISM/WMD

•	 Both HCN and ClCN need to be released at a high 

concentration (only practical in an enclosed area) to be 

effective, therefore leaving the area or ventilating will 

significantly reduce the agent’s lethality.

Exposure to cyanide may produce nausea, vomiting, 

palpitations, confusion, hyperventilation, anxiety, and 

vertigo that may progress to agitation, stupor, coma, and 

death. At high doses, cyanides cause immediate collapse. 

Medical treatments are available, but they need to be used 

immediately for severely exposed victims. 

Mustard Agent 

Mustard is a blister agent that poses a contact and vapor 

hazard. Its color ranges from clear to dark brown depending 

on purity, and it has garlic like odor. Mustard is a viscous 

liquid at room temperature. 

•	 Mustard is not commercially available, but its synthesis 

does not require significant expertise if a step-by-step

procedure with diagrams is available. 

Initial skin contact with mustard causes mild skin irritation, 

which develops into more severe yellow fluid-filled blisters.

Inhalation of mustard damages the lungs, causes difficulty

breathing, and death by suffocation in severe cases due 

to water in the lungs. For both skin contact and inhalation, 

symptoms appear within six to twenty-four hours. There are 

limited medical treatments available for victims of mustardagent poisoning. 
TERRORISM/WMD 17-7 TERRORISM/WMD

Nerve Agents

Sarin, Tabun, and VX are highly toxic military agents 

that disrupt a victim’s nervous system by blocking the 

transmission of nerve signals. 

•	 These agents are not commercially available, and their 

synthesis requires significant chemical expertise.

Exposure to nerve agents causes pinpoint pupils, salivation, 

and convulsions that can lead to death. Medical treatments 

are available, but they need to be used immediately for 

severely exposed victims. 

Toxic Industrial Chemicals

There are wide ranges of toxic industrial chemicals that—

while not as toxic as cyanide, mustard, or nerve agents—can 

be used in much larger quantities to compensate for their 

lower toxicity. 

Chlorine and phosgene are industrial chemicals that are 

transported in multi-ton shipments by road and rail. Rupturing 

the container can easily disseminate these gases. The effects 

of chlorine and phosgene are similar to those of mustard 

agent. 

Organophosphate pesticides such as Parathion are in the 

same chemical class as nerve agents. Although these 

pesticides are much less toxic, their effects and medical 

treatments are the same as for military-grade nerve agents. 
TERRORISM/WMD 17-8 TERRORISM/WMD

Biological Agents

Anthrax

Bacillus anthracis, the bacterium that causes anthrax, is 

capable of causing mass casualties. Symptoms usually 

appear within one to six days after exposure and include 

fever, malaise, fatigue, and shortness of breath. The 

disease is usually fatal unless antibiotic treatment is started 

within hours of inhaling anthrax spores; however, it is not 

contagious. 

•	 Anthrax can be disseminated in an aerosol or used to 

contaminate food and water. 

•	 Cutaneous anthrax can be caused by skin contact with 

Bacillus anthracis. This form of the disease, which is 

easily treated with antibiotics, is rarely fatal. 

Botulinum Toxin

Botulinum toxin is produced by the bacterium Clostridium 

botulinum, which occurs naturally in the soil. Crude but viable 

methods to produce small quantities of this lethal toxin has 

been found in terrorist training manuals. 

•	 Symptoms usually occur 24 to 36 hours after exposure, 

but onset of illness may take several days if the toxin is 

present in low doses. They include vomiting, abdominal 

pain, muscular weakness, and visual disturbance. 

•	 Botulinum toxin would be effective in small-scale 

poisonings or aerosol attacks in enclosed spaces, such 

as movie theaters. The toxin molecule is likely too large to 

penetrate intact skin. 
TERRORISM/WMD 17-9 TERRORISM/WMD

Ricin

Ricin is a plant toxin that is 30 times more potent than 

the nerve agent VX by weight and is readily obtainable by 

extraction from common castor beans. There is no treatment 

for ricin poisoning after it has entered the bloodstream. 

Victims show symptoms within hours to days after exposure, 

depending on the dosage and route of administration. 

•	 Terrorists have looked at delivering ricin in foods and as 

a contact poison, although we have no scientific data to

indicate that ricin can penetrate intact skin. 

•	 Ricin will remain stable in foods as long as they are not 

heated, and it will have few indicators because it does 

not have a strong taste and is off-white in color. 

Radiological and Nuclear Devices

Radiological Dispersal Devices (RDD) 

An RDD is a conventional bomb, not a yield-producing nuclear 

device. RDD’s are designed to disperse radioactive material 

to cause destruction, contamination, and injury from the 

radiation produced by the material. An RDD can be almost 

any size, defined only by the amount of radioactive material

and explosives. 

•	 A passive RDD is a system in which unshielded 

radioactive material is dispersed or placed manually at 

the target. 

•	 An explosive RDD (often called a “dirty bomb”) is any 

system that uses the explosive force of detonation to 

disperse radioactive material. A simple explosive RDD 

consisting of a lead-shielded container (commonly called 

a “pig”) and a kilogram of explosive attached could easily 

fit into a backpack.
TERRORISM/WMD 17-10 TERRORISM/WMD

•	 An atmospheric RDD is any system in which radioactive 

material is converted into a form that is easily 

transported by air currents. 

Varieties of radioactive materials are commonly available 

and could be used in an RDD, including Cesium-137, 

Strontium-90, and Cobalt-60. Hospitals, universities, 

factories, construction companies, and laboratories are 

possible sources for these radioactive materials. 

Improvised Nuclear Device (IND) 

An IND is intended to cause a yield-producing nuclear 

explosion. An IND could consist of diverted nuclear weapon 

components, a modified nuclear weapon, or indigenousdesigned device. 

•	 IND’s can be categorized into two types: implosion and 

gun assembled. Unlike RDD’s that can be made with 

almost any radioactive material, IND’s require fissile

material (highly enriched uranium or plutonium) to 

produce nuclear yield. 

PERSONAL SAFETY CONSIDERATIONS 

When approaching a scene that may involve chemical, 

biological, or radiological materials the most critical 

consideration is the safety of oneself and other responders. 

Be cognizant that the presence and identification of

hazardous agents may not be immediately verifiable,

especially in the case of biological and radiological agents. 

The following actions/measures to be considered by first

responders are applicable to either a chemical, biological, or 

radiological incident. The guidance is general in nature, not 

all encompassing, and its applicability should be evaluated 

on a case-by-case basis by the first responders.
TERRORISM/WMD 17-11 TERRORISM/WMD

Actions to Be Considered: 

1. If outside, approach or evacuate upwind of the suspected 

area. 

2. If outside, don available protective mask and clothing 

immediately. Cover all exposed skin surfaces and protect 

the respiratory system as much as possible. Personal 

Protective Equipment (PPE) up to and including selfcontained breathing apparatus, and organic vapor 

respirators will help provide protection. 

3. If inside and the incident is inside, evacuate while 

minimizing passage through the contaminated area, keep 

windows and doors not used closed. 

4. If inside and the incident is outside, stay inside. Turn off 

air conditioning, seal windows and doors with plastic and 

tape. 

5. If radiological material is suspected, remember to 

minimize exposure by minimizing time around suspected 

site, maximizing distance from the site, and trying to 

place some shielding (e.g. buildings, vehicle, land feature 

such as a hill, etc.) between yourself and the site. 

6. Deploy CBR detection equipment, if available. 

7. Report information to the appropriate authorities. 

INITIAL RESPONSE

Incident priorities for a suspected or confirmed terrorist

incident shall include: 

1. Protection of life/health 

2. Protection of the environment 

3. Protection of the crime scene 
TERRORISM/WMD 17-12 TERRORISM/WMD

4. Protection of property and equipment 

5. Preservation of crime scene evidence 

At the first indication that an incident may be of a terrorist

nature, the first arriving public safety officer shall relocate to

a safe location (uphill/upwind/upstream) and institute First 

Responder Operational (FRO) procedures. Having recognized 

the extraordinary circumstances of the incident, the first

arriving public safety officer may depart from usual FRO

procedures and establish an exclusion zone large enough 

to encompass the number of victims in the affected area 

and the amount of equipment necessary to accomplish 

emergency decontamination, plus an area designated as a 

Safe Refuge Area (SRA). 

An artificial line shall be established called the Isolate

and Deny Entry (IDE) line to keep unauthorized persons 

out and to discourage victims from leaving until a more 

definitive care operation is established; Multi-Casualty,

Mass Decontamination (MCMD) or Multi-Casualty Incident 

(MCI). The first arriving public safety officer shall make

the appropriate notifications with respect to the type of

CBRNE weapon suspected or discovered at the incident. 

PPE appropriate for the anticipated hazards of a suspected 

terrorism related incident should be worn or kept readily 

available. This may include agency authorized respiratory 

protection, Mark-1 (atropine, 2-pam/cl) auto-injectors and a 

personal dosimeter. 

The first arriving public safety officer will establish an Incident

Command Post that is suitable for the large number of 

agencies that will respond and participate in this type of 

incident. 

Initial Action Checklist for the First Responder: 
TERRORISM/WMD 17-13 TERRORISM/WMD

Size-up:

Location by address or intersection 

Incident type: HazMat, MCI, Building Collapse, etc 

Is the incident dynamic or static? 

Is there fire involved?

How many victims: their signs and symptoms? 

Special instructions: safe approach, Staging, PPE, etc.

Safety:

PPE 

Weather 

Topography 

Safe distances 

Secondary devices 

Consider all unknown substances lethal until proved 

otherwise 

Incident assignments (recommended): 

Establish Unified Command

Notifications to responsible agencies (local, state and

federal) 

Determine incident objectives 

Determine an Exclusion Zone 

Establish perimeter control 

Traffic/crowd control

Emergency decontamination 

Create Safe Refuge Area 

Determine resource needs 

Logistical Support
TERRORISM/WMD 17-14 TERRORISM/WMD

UNIFIED COMMAND

Unified Command shall be implemented at all Terrorism/

WMD incidents when multiple agencies or jurisdictions with 

statutory or political authority and financial responsibility are

involved. Unified Commanders involved in Unified Command

shall be collocated. A single Command Post is the best 

method to ensure effective communications, coordination 

of resources and overall operational management of the 

incident. 

ICS MODULAR DEVELOPMENT

The flexibility and modular expansion design of the Incident

Command System provides a number of ways that public 

safety and contract resources can be arranged and managed. 

A series of modular development examples are included to 

illustrate several possible methods of expanding the incident 

organization based on existing emergency conditions, 

available resources and incident objectives. 

The ICS Modular Development examples shown are not 

meant to be restrictive, nor imply these are the only ways to 

build an ICS organizational structure to manage resources 

at a Terrorism/WMD incident. To the contrary, the ICS 

Modular Development examples are provided only to show 

conceptually how one can arrange and manage resources at 

the incident that builds from an initial response to a multibranch organization: 

Initial Response Organization (example): The engine 

company has arrived to find an unknown and suspects

that it is a hazardous device. The engine company initiates 

immediate actions to isolate and evacuate the area. The 

Company Officer has assumed Incident Command and

requested the jurisdictional law enforcement agency to 

respond and establish Unified Command.
TERRORISM/WMD 17-15 TERRORISM/WMD

Reinforced Response Organization (example): The potential 

Terrorism/WMD incident has been reinforced and a Group 

organization has been created to assist with the management 

of the incident. Law Enforcement responsibilities of scene 

security, hazardous device disposal, and crowd and traffic

control will be assessed and handled by the appropriate 

Units/Groups. The Planning Section Chief will accomplish 

initial planning and resource tracking. The Unified Command

will determine the Objectives and the Federal, State and 

Local agency notification requirements.

Multi-Branch Response Organization (example): As the 

incident begins to become more complex, the Unified

Command decides to create a Law Enforcement Branch and 

potentially a Fire Branch to address the risks of the incident. 

Planning and Logistics Sections are partially established 

to support the resource needs and written action plan. 

The Unified Command is joined by additional responsible

agencies as the incident potential grows. 
TERRORISM/WMD 17-16 TERRORISM/WMD

Terrorism/WMD INCIDENT COMMANDER

Initial Response Organization (Unified Command) 

Staging 

Single

Resource 

(Fire) 

Single

Resource 

(Law)

t depicts the initial response organization for a : This char ple) esponse Organization (exam errorism/WMD – Initial R

errorism/WMD incident. 

TT
TERRORISM/WMD 17-17 TERRORISM/WMD

Terrorism/WMD 

Reinforced Response Organization

INCIDENT COMMANDER

(Unified Command)

Public Information Officer 

Safety Officer 

Liaison Officer 

Operations Section Planning Section Logistics Section

Resources Unit

Staging 

Situation Unit 

Intelligence/Investigation Unit

Divisions Medical Group Law Group Haz Mat Group Air Operations 

Single Resource 

(Fire)

Single Resource 

(Law) 

T ed the at

y be assigned 

o track and 

oups ma

cement activities. Air Operations 

vice and 

e, the IC has activ

ed t

or the ser

at

ovide f

ces arriv

vise emergency responder activities. Gr

or

o pr

w enf

: As additional resour

erials handling or la

ple)xam

dous mat

o super

or victims, hazar

vacuations and reconnaissance. The Planning Section is activ or e

ced Response Organization (e or

s used f

einf errorism/WMD – R

tain functions such as medical care f

e helicopter

ce, intelligence and situational status. The Logistics Section is assigned t

Operations Section along with multiple Divisions tcerwill coordinatdocument resoursupport needs of the incident. 
TERRORISM/WMD 87-11 TERRORISM/WMD

Terrorism/WMD 

Multi-Branch Response Organization

UNIFIED COMMAND

Federal/State/Local 

Public Information Officer 

Safety Officer 

Liaison Officer 

Planning Section Chief Logistics Section Chief Finance/Admin Section Chief Operations Section Chief – Law 

*(Deputy OPS – Fire) Resource Unit Leader Communications Unit 

Staging Manager Situation Unit Leader Medical Unit

Responder Rehabilitation Fire Branch Director Law Branch Director Intelligence/Investigation Unit Leader

Medical Group Supervisor Contact Unit Leader

Triage Unit Leader Patrol Car 1 

Treatment Unit Leader Patrol Car 2 

Transport Unit Leader SWAT Group Supervisor

Fire Suppression Group Supervisor Entry Task Force Leader

Rescue Task Force 1 Sniper Task Force Leader 

Rescue Task Force 2 Crisis Negotiation Team Leader

Fire Task Force Bomb Squad Group Supervisor

Hazardous Materials

Group Supervisor

Force Protection Group Supervisor

Fire/EMS Protection Task Force 

Perimeter Group Supervisor

Exterior Task Force 

Interior Task Force 

esponse errorism/WMD – Multi Branch R

: *Operations 

TOrganization (example)Section Chief and Deputy Operations can switch positions based upon the demands and objectives of the incident. 
TERRORISM/WMD 17-19 TERRORISM/WMD

POSITION DESCRIPTIONS

INTELLIGENCE UNIT LEADER/GROUP SUPERVISOR – 

Initially reports to the Incident Commander, Planning Section 

Chief or the Operations Section Chief. In a large or complex 

incident, Intelligence may report to the Law Enforcement 

Group Supervisor or Branch Director. Based on the needs of 

the incident, intelligence may be assigned as a Unit under 

Planning or a Group under Operations/Branch: 

a. Coordinates with investigative Unit Leader. 

b. Collect and process situational information. 

c.	 Focus on identification of potential suspects.

d. Develop and maintain a working relationship with local, 

state and federal law enforcement agencies. 

e. Obtain, compile and provide intelligence with Operations/

Planning Section Chiefs. 

f. Review method of operation by suspect(s). 

g. Gather information of suspects and victims. 

h. Consider other additional support needs. 

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

INVESTIGATION UNIT LEADER/GROUP SUPERVISOR – 

Initially reports to the Incident Commander, Planning Section 

Chief or the Operations Section Chief. In a large or complex 

incident, Investigation may report to the Law Enforcement 

Group Supervisor or Branch Director. Based on the needs of 

the incident, Investigation may be assigned as a Unit under 

Planning or a Group under Operations/Branch: 

a. Determine mission and projected length. 

b. Determine work location and support requirements. 

c. Coordinate with other law enforcement and emergency 

response agencies. 
TERRORISM/WMD 17-20 TERRORISM/WMD

d. Coordinate intelligence information. 

e. Report mission status with the chain of command. 

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

SECURITY UNIT LEADER/GROUP SUPERVISOR – Initially 

reports to the Incident Commander, Logistics Section Chief 

or the Operations Section Chief. In a large or complex 

incident, Security may report to the Law Enforcement Group 

Supervisor, Branch Director or Logistics Section Chief. Based 

on the needs of the incident, Security may be assigned as a 

Unit under Logistics or a Group under Operations/Logistics or 

Branch: 

a. Determine the security needs of the incident. 

b. Determine the scope of the perimeter. 

c. Provide incident perimeter and property security. 

d. Provide protection for the emergency responders and 

civilian bystanders. 

e. Provide protection to the environment. 

f. Control the incident from a safe distance to prevent it 

from spreading. 

g. Facilitate the ingress and egress of emergency resources 

assigned to the incident. 

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

HAZARDOUS DEVICE UNIT LEADER/GROUP SUPERVISOR – 

Initially reports to the Incident Commander or the Operations 

Section Chief. In a large or complex incident, Hazardous 

Device may report to the Law Enforcement Group Supervisor, 

Branch Director or Operations Section Chief. Based on the 

needs of the incident, Hazardous Device may be assigned 

as a Unit Leader or a Group Supervisor under Operations/

Branch: 
TERRORISM/WMD 17-21 TERRORISM/WMD

a. Identify the types of hazardous devices at the incident. 

b. Determine the location of chemical, biological, 

radiological, nuclear and explosive devices and to make 

those devices safe. 

c. Determine and communicate the location of safe zones 

for responders working in the area of hazardous devices. 

d. Coordinate with Security to determine the appropriate 

safe perimeter including fragmentation/inhalation radius. 

e. Maintain Unit/Activity Log (ICS Form 214). 
TERRORISM/WMD 17-22 TERRORISM/WMD

Notes
SF/SAR 18-1 SF/SAR

CHAPTER 18

SWIFTWATER/FLOOD SEARCH AND RESCUE

Contents ..............................................................................18-1

Introduction .........................................................................18-2

Initial Response...................................................................18-3

Unified Command................................................................18-4

ICS Modular Development..................................................18-4

Appendix A SF/SAR Resource Typing.................................18-9

Appendix B Flood Evacuation Boat Typing ......................18-10

Appendix C Air Resource Typing ...................................... 18-11

Appendix D Air Resource Typing (Pilot and Crew) .......... 18-12

Appendix E Additional SF/SAR Resources...................... 18-13

SF/SAR Incident Commander Checklist..........................18-16

SF/SAR Recommended Training, Skills and Equipment 

List – ICS-SF-SAR-020-1: SF/SAR Decontamination ......18-17
SF/SAR 18-2 SF/SAR

SWIFTWATER/FLOOD SEARCH AND RESCUE 

OPERATIONAL SYSTEM DESCRIPTION

ICS US&R 120-2 AND LAW ENFORCEMENT MUTUAL AID

PLAN (SAR) ANNEX

INTRODUCTION

Local and widespread swiftwater and flood emergencies

often occur. Many of these incidents strain local resources 

creating a need for mutual aid resources. This document 

focuses on the development and identification of specific SF/

SAR resources. 

This document is intended to provide guidance and develop 

recommendations for California’s SF/SAR resources. This 

includes but is not limited to: 

•	 Organizational Development 

•	 Resource Typing 

•	 Training and Equipment 

•	 Procedures and Guidelines for Incident Operations 

These recommended procedures and guidelines are 

consistent with both the Standardized Emergency 

Management System (SEMS) and FIRESCOPE Incident 

Command System. 

It is the responsibility of agencies responding to Mutual 

Aid, SF/SAR requests, to provide qualified personnel and

equipment that meet or exceed the recommended level of 

skills and capabilities stipulated in this document. 

The recommended training, skills, and equipment lists are 

contained in the Law Enforcement Mutual Aid Plan (SAR) 

Annex, and the FIRESCOPE Document, ICS-SF-SAR 020-1. 
SF/SAR 18-3 SF/SAR

INITIAL RESPONSE

The first arriving public safety officer will direct initial

swiftwater/flood search and rescue (SF/SAR) operations. This

officer will assume initial command of the operation as the

Incident Commander. Subsequent changes in the incident 

command structure will be based on the needs of the 

incident, with consideration of jurisdictional responsibilities, 

established agreements, state and local statutes and shall be 

accomplished by following established ICS procedures. 

Additional resources, specifically trained and equipped for

SF/SAR operations may be required. These SF/SAR resources 

may be assigned as a single resource or grouped together to 

form Task Forces. 

Due to the unique hazards and complexity of SF/SAR 

incidents, the Incident Commander may require a variety of 

different multi-disciplinary resources to accomplish the SF/

SAR mission (APPENDIX E. Additional SF/SAR Resources). 

SF/SAR resources have been categorized or “typed” 

(APPENDIX A. Swiftwater/Flood Search and Rescue Resource 

Typing and APPENDIX B. Flood Evacuation Boat Typing). 

Typing reflects identified operational capabilities, based

on specialized training, skills and equipment (ICS SF/SAR 

020-1). This typing is based on team qualifications, available

equipment and training, as needed for safe and efficient

rescue operations for identified SF/SAR tasks.

SF/SAR incidents may occur that will require rescue 

operations that exceed on-scene personnel capabilities. 

When the magnitude or type of incident exceeds that 

capability level, the Incident Commander will have the 

flexibility to conduct search and rescue operations in a safe

and appropriate manner until adequate resources can be 

obtained or the incident is terminated. 
SF/SAR 18-4 SF/SAR

UNIFIED COMMAND

A Unified Command should be implemented at SF/SAR

incidents when multiple agencies or jurisdictions with 

statutory or political authority and financial responsibility are

involved. Unified Commanders involved in a Unified Command

shall be co-located. A single Command Post is the best 

method to ensure effective communications, coordination 

of resources, and overall operational management of the 

incident. 

ICS MODULAR DEVELOPMENT

The flexibility and modular expansion design of the Incident

Command System provides an almost infinite number of ways

SF/SAR resources can be arranged and managed. Refer to 

the Law Enforcement Guide for Emergency Operations or 

the U.S. Fire Administration/National Fire Academy Field 

Operations Guide (ICS-420-1). 
SF/SAR 18-5 SF/SAR

Swiftwater/Flood Search and Rescue – 

Initial Response Organization 

INCIDENT COMMANDER 

(Public Safety Officer)

Company 

(Fire) 

Patrol Unit 

(Law Enforcement) 

Swiftwater/Flood Search and Rescue – Initial Response Organization (example): The initial Public Safety Officer on scene willassume command of the incident as the Incident Commander. This officer will manage the initial response resources.
SF/SAR 18-6 SF/SAR

Swiftwater/Flood Search and Rescue – 

Reinforced Response Organization 

UNIFIED COMMAND 

(Law/Fire/Other Agencies w/jurisdiction) 

Safety Officer

Public Information Officer 

Liaison Officer

Operations Section

Staging Area(s)

Division A Law Group Division B 

Task Force 1 

(Law/Fire) Scene Security (Single Resource) Task Force 2 (Law/Fire) Engine Strike Team (Fire) Scene Security (Single Resource) US&R Strike Team Type 2 Ambulance 

Traffic Control

(Single Resource) 

Search

(Law) SF/SAR Team

(Fire) 

Traffic Control

(Single Resource) 

Ambulance 

SF/SAR Team

(Law)

Decontamination Team 

(Fire) 

cement, local Fire 

	nified

ormed 

a

Liaison	

	o

U

int	

	orms	

		and

f

divided

or

,Officer

w Enf

ormation	

dditional La

	Commander	

eams are f

	geographically

Incident

orcement SAR T

is

Inf

w Enf

: A

The

Public

incident

ple)

Officer,

ed.

The

xam

	arriv

ces.	

esponse Organization (e

	ty

e

e

ces and/or La

v

oup. 

ha	

Saf

ces

	a	

resour

tment resour

scene	

arriving	resour

w Gr

with

or

Aid

f

orm the La

officials	on

ced R

	Mutual

or

and

established	

ces f

einf

panies,	

tyesaf

been

escue - R

	has	 Area

ch and R

	public

orcement resour w Enf

ruck	Com

ed

T	

er/Flood Sear

and	

	designat

A Staging	

dditional La

Engine

the	

	ed.

ces. A

tment

	with

or

at

designat

twSwif

DeparCommand

OfficerDivisions under an Operations Section. The initial Fire Deparinto Task F
SF/SAR 8-71 SF/SAR

Swiftwater/Flood Search and Rescue – 

Multi-Group/Division Organization 

UNIFIED COMMAND 

(Law/Fire/Other Agencies w/ jurisdiction) 

Safety Officer

Public Information Officer

Liaison Officer

Operations Section Planning Section Logistics Section

Staging Area(s)

Situation 

Unit Division

A

Law

Group 

Division 

B

Public Works

Group

Medical

Group

Resources

Unit

Supply

Unit

Engine Strike 

Team

Scene

Security (Single Resource) Task Force 2 (Law/Fire) Debris Removal Triage Unit SF/SAR Technical

Specialist 

Ground 

Support 

Unit Task 

Force 

(Law/ Fire)

Scene

Security (Single Resource) US&R Strike Team

Type 2 

Utility Crew

(Gas) Treatment 

Unit US&R

Technical

Specialist US&R Task

Force

Traffic

Control

(Single Resource) Search (Law)

Utility Crew

(Electrical) Transportation 

Unit 

SF/SAR

Team

(Law)

Traffic

Control

(Single Resource)

SF/SAR Team 

Strike Team 

Type 2 

Morgue 

Manager

(Coroner/Law) 

el and Logistics Sections : Planning/Int ple) oup/Division Organization (exam

tter manage the incident. o be ormed t

escue - Multi-Gr

oups and Divisions have been f

ch and R ater/Flood Sear twSwif

have been established. Multiple Gr
SF/SAR 8-81 SF/SAR

Swiftwater/Flood Search and Rescue – 

Multi-Branch Response Organization 

UNIFIED COMMAND 

(Law/Fire/Other Agencies w/ jurisdiction) 

Safety Officer

Public Information Officer 

Liaison Officer

Operations Section Planning Section Logistics Section Finance/Admin Section 

Staging Area(s) Situation 

Unit Services Branch Support Branch Time Unit 

SF/SAR

Branch

Law 

Branch

Public

Works

Branch

MultiCasualty 

Branch

Air Operations 

Branch

Law/Fire

Resources

Unit Commu- nications

Unit

Supply

Unit

Procurement

Unit Division A Scene

Security 

Group

Heavy 

Equipment

Group

Medical 

Group

SF/SAR

Technical

Specialist Medical Unit

Ground

Support

Unit

Helicopter

Coordinator

Division B 

Traffic 

Control

Group

Utilities

Group

Patient

Transport 

Group

US&R

Technical

Specialist 

Food Unit 

Facilities

Unit

Helibase 

Manager 

Fire

Suppression

Group 

Evacuation

Group

Debris

Removal 

Group

Documentation 

Unit

US&RGroup

SF/SAR

Group Law/Fire 

Decon Group 

Responder

Rehabilitation

: The Incident Commander has ple) esponse Organization (exam escue - Multi-Branch R

dministration Sections. 

ch and R ater/Flood Sear twSwif

assigned Logistics and Finance/A
SF/SAR 8-91 SF/SAR

APPENDIX A - SWIFTWATER/FLOOD SEARCH AND RESCUE RESOURCE TYPING 

Type 

(Capabilities)

ch ops 

ype 1

essel ops 

T

Manage sear

er v

er operational

woP

ater contact rescues

ems ope syst

HazMat

In-w

Helicopt

Technical r

Animal rescue

EMS-ALS

Communications

Logistics

Capable of 24hr ops

ch ops 

Type 2

essel ops 

Manage sear

er vwoP

ater contact rescues 

er operational

ems ope syst

HazMat

In-w

Helicopt

Technical r

Animal rescue

EMS-BLS

Capable of 24hr ops

er contact rescues 

ch ops 

ter craf

Type 3

atIn-w

Assist in sear

ater w Non-pow

HazMat

Animal rescue

EMS-BLS

Capable of 24hr ops

ype 4

w Risk 

T

Lo

Land Based 

HazMat

EMS-BLS

Helicopter operational

Component

uipment

sonnel 

tation

er

Eq

P

Transpor

Swif

escue 

ater/Flood 

Resource

tw

Search and R

Team

yor

eam:

entv

uad leader

Type 2 In

6 Member T

sonnel

*

Type 2

5 Per

1 Sq

yor

eam:

entv

Type 3

uad leader

Type 3 In

4 Member T

sonnel

*

3 Per

1 Sq

yor

eam:

entv

Type 4

uad leader 

Type 4 in

3 Member T

sonnel

*

2 Per

1 Sq

Eq

y

uipment trailer 

t 

or

eam:

s

ent

uad leader

14 Member T

2 Sq

0 Personnel 1

Type 1 In

2 Manager

v

Type 1

Personnel transpor

vehicles

*Requests should include vehicle capabilities when necessary (i.e., four-wheel drive). 
SF/SAR 08-11 SF/SAR

APPENDIX B - FLOOD EVACUATION BOAT TYPING

Order these resources by type, quantity, hull design and power type if critical.

ript per T ranspor

es

ypeT

Minimum Victim TSpecial Needs and Not y need 

Type 1

 5+

Ma

•	•	

launch ramp 

wer BoatoP

y need 

Type 2

3 - 5 Ma

•	•	

launch ramp 

wer BoatoP

•	

er Boat

Type 3•	

 3

Hand Launch 

Pow

•	 er Type 4

 2 •	

•	Hand Launch 

sonal Wat

C)

er

t (PW

2 PCraf fs, 

Type 5

2 •	

•	

•	

Hand Launch 

or No Mot

ts, skif

•	

Rafjohnboat, etc.

Resource

acuation 

Flood EvBoat

Component

tation

uipment Eq

Minimum 

sonnelerP

Transpor

Types

y orent

1

FEB Inv

2*

yorent

2

FEB Inv

2*

yorent

3

FEB Inv

2*

yorent

4

FEB Inv

2*

yorent

5

FEB Inv

2*

*Requests should include vehicle capabilities when necessary (i.e., four-wheel drive). 
SF/SAR 18-11 SF/SAR

APPENDIX C - AIR RESOURCE TYPING

Helicopters staffed by personnel trained in search and rescue operations can be ordered through normal Mutual Aid Request procedures. Specify need such as search platform with lights and infrared detectors, hoist capability, swiftwater capability, etc. 

Resource Component Types 1 (Heavy) 2 (Medium) 3 (Light) 4

Helicopter Seats w/pilot − 16 − 10 − 5 − 3

Useful Load (lbs) − 5000 lbs − 2500 lbs − 1200 lbs − 600 lbs.Examples − UH-60 − Bell 205, 412 − Bell 206, MD 500E,

BO 105

− Bell 47

Does notmeet mission requirements for external live load.

HELICOPTER Capability/Mission Selection Sheet

*Communications - VHF*Over Water Survival Equipment - PFD’s for and passengers	 □

□

□ Live Load *External Load Capable - with □equipment		 □	 □ Hoist □	 □ Short Haul	 □

□

□ Sling Load □□ Medical: BLS	 □□ Medical: ALS	 □□ Personnel Transportable□ Usable Time (mission duration)	

 

□ Search/Observation

*Mandatory for aircraft
SF/SAR 8-121 SF/SAR

APPENDIX D - AIR RESOURCE TYPING (PILOT AND CREW)

Pilot Capability

External Load Capable □ 	 Victim Location in Static Water□ 	 Victim Location in Dynamic Water•	 Must be a public service operator, who meets their 

respective agency’s requirement or possesses a USFS, 

CDF, or OAS (Office of Aircraft Service) valid card.

•	 Pilot must have a minimum of swiftwater/ flood rescue

awareness or operational training along with training and experience in helicopter water rescue evolutions. 

Flight Crew CapabilityExternal Load Capable □ 	 Victim Location in Static Water□ 	 Victim Location in Dynamic Water•	 Flight Crew should have a minimum of swiftwater/

flood rescue awareness or operational training alongwith training and experience in helicopter water rescue evolutions. Aircrew performing water rescue operations must complete annual helicopter water rescue training. 

•	 Areas to include helicopter orientation and safety, hand 

signals and communications, water rescue device orientation and operations and any additional individual agency specific or type specific requirements.
SF/SAR 18-13 SF/SAR

APPENDIX E - ADDITIONAL SWIFTWATER/FLOOD 

SEARCH AND RESCUE RESOURCES

American Red Cross (ARC). The American Red Cross 

provides disaster victims assistance such as food, clothing, 

shelter, and supplemental medical. The ARC provides 

the emergency mass care to congregate groups and also 

provides individual/family assistance. Upon the request of 

government, resources permitting, the ARC may assist with 

warning, rescue, or evacuations. 

Animal Rescue Team. A specialized resource having 

extensive experience and appropriate equipment required to 

support the rescue of small domestic pets and large animals’ 

commonly encountered in rural settings. This resource may 

be available through the Mutual Aid request procedures. 

California Conservation Corps (CCC). A State agency that 

provides personnel for specific non-technical assignments

during flood alerts or actual incidents. CCC personnel may

be stationed near locations of anticipated problems, due to 

storm activity, high river tides, or heavy reservoir releases. 

This resource can be obtained through Mutual Aid request 

channels. 

CAL FIRE (CDF). A State fire agency capable of supplying ICS

overhead teams, air assets, fire engines, crews, bulldozers,

equipment, camp kitchens, trained personnel for technical 

or non-technical rescue, containment operations, and 

storm/flood watch patrols during emergency situations. This

resource is available through Mutual Aid request procedures. 
SF/SAR 18-14 SF/SAR

U.S. Department of Fish and Wildlife. Federal resources 

capable of supplying boats with trained operators that include 

airboats. Orders for specialized equipment must be specific

when requesting from this resource through the Mutual Aid 

request procedure. 

Department of Water Resources Flood “Fight” Teams. The 

Department of Water Resources (DWR) is responsible for 

coordinating local, state, and federal flood operations. DWR

can offer advice to local agencies about how to establish 

levee patrol, floodwater, place river flood staff gauges, and

how to receive flood information from their department. The

department can generally assist flood fighting in any area

of the state with personnel and flood fighting materials for

local agencies. Requests for Flood Fight crews shall be made 

through the DWR. 

Heavy Equipment. Heavy equipment such as cranes, 

front loaders, and dump trucks are often needed in large 

quantities during regional water emergencies. They are 

normally available through local public works departments 

and private contractors (a pre-signed MOU is recommended). 

If additional heavy equipment resources are needed, they can 

be ordered through Mutual Aid request procedure. 

Swiftwater/Flood Search and Rescue Technical Specialist.

A SF/SAR Technical Specialist may be requested to assist 

the incident management team with technical expertise in 

SF/SAR. The specialist is normally assigned to the Planning 

Section. This resource is ordered through the Mutual Aid 

request procedure. 
SF/SAR 18-15 SF/SAR

Search and Rescue Water Dogs. Dogs specifically scent

certified in water, trained to search for and find drowning

victims. Search and Rescue Water Dogs are ordered through 

the Mutual Aid request procedures. 

Search Manager. A person qualified and capable of

managing the specific search and rescue mission.

Salvation Army. During an emergency, the Salvation Army 

may be called upon to provide food, clothing, furniture, 

housing, emergency communication, mobile canteen 

services, and spiritual ministry for disaster victims. This is 

generally a local resource, however, it may be requested 

through the Mutual Aid request procedure. 

Structural/Soils Engineers. In most cases, responding 

resources will have access to local structural and soils 

engineers through their local agencies. Additional engineers 

may be ordered through the Mutual Aid request procedure. 
SF/SAR 18-16 SF/SAR

Swiftwater/Flood Search and Rescue

Incident Commander Checklist

This list is intended to assist responding public safety 

personnel with management decisions: 

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

b. Evaluate incident needs. 

c. Initiate pre-planned response as appropriate: 

•	 law enforcement, fire, EMS resources

•	 specialized SF/SAR resources

d. Utilize SF/SAR personal protective equipment. 

e. Determine additional resource needs. 

f.	 Establish ICS (consider Unified Command).

g. Establish Communication Plan: 

•	 assign tactical and command channels

•	 identify interagency coordination channel(s)

h. Establish resource tracking (personnel accountability) 

system. 

i. Establish search/incident boundaries: 

•	 identify incident hazards

•	 establish operational area

•	 manage entry to operational area:

o limit risk to untrained resources 

•	 interview reporting party

•	 determine victim(s) last known location

j. Consider Evacuation Plan. 

k.	 Consider Traffic Plan/Staging Area(s).

l. Establish down and up stream safety. 

m. Implement search and rescue operations: 

•	 determine rescue vs. recovery

•	 evaluate low to high risk options

•	 develop contingency plans

n. Establish Medical/Multi-Casualty Plan: 

•	 consider decontamination of victims

o. Establish logistics support. 
SF/SAR 18-17 SF/SAR

SWIFTWATER/FLOOD SEARCH AND RESCUE 

RECOMMENDED TRAINING, SKILLS AND 

EQUIPMENT LIST

ICS-SF-SAR 020-1

SF/SAR DECONTAMINATION

Decontamination Of Equipment And Personnel: 

The following are the recommended decontamination 

procedures for resources assigned to SF/SAR operations. Any 

resources exposed to flood waters during their operations

should complete the appropriate level of decontamination. 

Consult with qualified Hazardous Materials personnel when

available. 

Basic Decontamination: 

Personnel: After completing assignments in floodwaters,

hands and face should be washed with clean water and 

soap. All members should be required to wash hands before 

entering vehicles and eating areas. Hand washing is essential 

to reduce secondary contamination. 

Equipment: When the team’s operational assignment is 

completed; equipment should be rinsed with clean water. 

Visible contaminates, mud and light oils, should be removed 

with soap. 

Level 1 Decontamination: 

Level 1 decontamination procedures should be used in areas 

where there is potential for exposure to general contaminates 

and the water is standing or moving slowly. Examples of areas 

where the use of this level of decon is needed would be 
SF/SAR 18-18 SF/SAR

residential and agricultural areas where there is no evidence 

of large releases of hazardous materials. 

Personnel: After completing assignment in floodwaters,

hands and face should be washed with clean water and antimicrobial soap (i.e., Vionex or Phisohex). All members should 

wash their hands before entering vehicles and eating areas. 

On completion of the day’s operations, all members exposed 

to suspected or known contaminated water should shower 

and change into clean clothes. 

Equipment: When the team’s operational assignment is 

completed, equipment should be washed with soap and 

clean water. This decon should be completed as soon as 

possible following the operations. Dry suits should also be 

washed before entering vehicles for trips from one work site 

to another. 

Level 2 Decontamination: 

Level 2 decontamination procedures should be used any time 

hazardous materials are identified or likely to be present.

These include areas of sewage contamination as well as 

agricultural and chemical contamination. These areas should 

not be entered, if possible. Limiting the number of personnel 

exposed to the water should be the top priority of the Team 

Leader. Support for decontamination should be arranged 

before units are committed to the contaminated area. Water 

samples should be taken for testing from areas entered 

by the team. The Medical Unit should be notified if any

personnel require this level of decontamination. All personnel 

exposed to the contaminates should have a one hour, twelve 

hour, and twenty-four hour medical check following their 

exposure. 

Personnel: After exiting the water, even for short periods 

during the operational period, members should go through a 
SF/SAR 18-19 SF/SAR

scrub gross decon* wash with soap and clean water. Remove 

gloves and wash hands and face with clean water and 

anti-microbial soap. At the end of the duty period, members 

should go through a gross decon scrub wash with soap and 

clean water before any safety gear is removed. Wash hands 

and face with clean water and anti-microbial soap after 

removing all safety gear. Shower, using anti-microbial soap 

before leaving the scene if possible, or as soon as possible 

thereafter and change into clean clothes. 

Equipment: All equipment should be sprayed with bleach 

solution** or other agents as recommended by on-scene 

Hazardous Materials personnel and allowed to stand a 

minimum of fifteen minutes. Thoroughly rinse all treated

equipment with clean water and allow to dry before storing 

with other equipment. Bag any equipment that cannot 

be dried for the return trip to the base. Wipe with bleach 

solution** any surfaces inside vehicles that might have come 

in contact with wet safety equipment during the duty period. 

Units requiring Level 2 Decontamination should be taken out 

of service until all equipment has been cleaned and dried. 

* Gross Decon Wash: This is a two-stage process that is set 

up along a decontamination corridor. All run-off solutions 

are retained for proper disposal. Persons implementing 

the corridor should be protected by splash gear. It is 

recommended that qualified Hazardous Materials

personnel be requested to implement this procedure. 

Stage 1: Rescuer in safety gear is scrubbed with brushes 

using a clean water and soap solution. Any 

contaminated tools are left behind here for cleaning. 

Stage 2: Rescuer is rinsed with clean water. 
SF/SAR 18-20 SF/SAR

** Bleach Solution: Bleach solution should be made using 

30cc of Sodium Hypochlorite 5% (household bleach) for 

every one gallon of clean water. This will yield a 20,000 

ppm solution of bleach. 
HIGH RISE 19-1 HIGH RISE

CHAPTER 19

HIGH-RISE STRUCTURE FIRE INCIDENT

Contents ..............................................................................19-1

Introduction .........................................................................19-2

Modular Organization Development..................................19-2

Designated Incident Facilities ............................................19-7

Staging Area ....................................................................19-7

Base .................................................................................19-7

Organization and Operations .............................................19-7

	 Modified ICS Positions ....................................................19-7

Specialized High-Rise ICS Positions...............................19-8

Position Checklists..............................................................19-8

Lobby Control Unit Leader..............................................19-8

Systems Control Unit Leader..........................................19-9

Staging Area Manager ..................................................19-11

Rapid Intervention Group Supervisor ......................... 19-12

Base Manager.............................................................. 19-13

Ground Support Unit Leader ........................................19-14

Evacuation Group Supervisor...................................... 19-15
HIGH RISE 19-2 HIGH RISE

INTRODUCTION

The High-Rise module describes an all-hazard organization 

designed to provide effective management and control of 

essential functions at incidents occurring in large, multistory buildings. These incidents may present significant

management, logistical and safety challenges to emergency 

personnel. 

The size and complexity of the interior spaces; limited, 

sometimes arduous access; with extended travel and 

response times all contribute to the problems faced by 

emergency responders. 

Additionally, most high-rise structures are equipped with 

various environmental, fire protection, and life safety

systems that require support and control. Successful 

emergency operations in these types of buildings also 

require preplanning and technical competence on the part of 

emergency responders. 

MODULAR ORGANIZATION DEVELOPMENT

The order in which the ICS organizational structure develops 

may vary with the type and scope of the incident. Following 

are examples of modular development of the ICS that serve 

to illustrate typical methods of expanding the management 

organization at a high-rise incident. These examples reflect

the size and complexity of the incident and the available 

resources at a given time in the incident: 

Initial Response Organization: The Incident Commander 

manages the initial response resources as well as all 

Command and General Staff responsibilities. 
HIGH RISE 19-3 HIGH RISE

Multi-Group/Division Organization: The Incident Commander 

has established most Command and General Staff positions 

and has established a combination of divisions and groups to 

reflect the location and nature of the incident.

Multi-Branch Organization: The Incident Commander has 

identified a number of actual or potential incident challenges

and has established all Command and General Staff 

positions. The IC has also established several branches to 

effectively manage the problems and the resources required 

for mitigation. 
HIGH RISE 19-4 HIGH RISE

High-Rise Fire Initial Attack (example): This chart depicts the initial assignment including a Command Officer on a fireinvolving a single floor of a high-rise building. The IC has deployed resources to Fire Attack, Lobby Control, Staging, and Base(ALS-BASE). 

INCIDENT COMMANDER High Rise Fire – 

Initial Attack 

Staging

Division 

(Fire Floor) Lobby/Systems

Control Unit

Single

Resource(s) Base 
HIGH RISE 19-5 HIGH RISE

High-Rise – 

Multi-Group/Division Response 

INCIDENT COMMANDER

Safety Officer

Operations 

Section

Planning

Section

Logistics 

Section

Staging Rapid Intervention Crew/Company(s) Base 

Manager 

Lobby/Systems 

Control Unit 

Air Operations 

Branch 

Division(s) 

(based on 

assigned floor) 

Group(s)

(based on

assigned

function)

Single Resource(s) Single Resource(s) 

Section Chief verInt

tain functions such 

or 

y 

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High-Rise Multi-GrCrews/ Companies are assigned as deas medical care fevControl, Systems Contr
HIGH RISE 9-61 HIGH RISE

INCIDENT COMANDER High-Rise – 

Multi-Branch Response Safety O

Public Information Officer

fficer

Liaison Officer

Operations Section Planning Section Logistics Section

Staging Rapid Intervention Crew/Company(s) Resources 

Unit

Situation

Unit

Support 

Branch 

Service 

Branch 

Fire Suppression 

Branch 

Medical

Branch 

Air Operations 

Branch Base Manager Communi- cations Unit 

Treatment 

Unit(s) 

Lobby

Control

Division 

(based on assigned floor) Helicopter Coordinator Helispot Manager Systems 

Control

Medical

Unit Patient

Transportation 

Group 

Division 

(based on assigned floor) Ground 

Support 

Unit

Responder 

Rehabilitation Division (based on assigned floor) Supply

Unit Group (based on function) 

fire has

 This comple

Medical Branch is established and the Air Operations Branch is eResources Unit and Situation U ed the Supporwithin each Branch to accommodate the extensive logistical requirements f
HIGH RISE 19-7 HIGH RISE

DESIGNATED INCIDENT FACILITIES

Base and Staging have modified functions and locations in

high-rise incidents: 

Staging Area: The challenging nature of high-rise incidents 

requires modification to the standard ICS concept of a

Staging Area. The limited access and vertical travel distance 

of large high-rise buildings require establishment of a 

resource Staging Area within the building. The high-rise 

Staging Area must also serve multiple functions. The Staging 

Area is generally located a minimum of two floors below

the emergency, as long as the atmosphere is tenable. The 

specific changes are described in the Staging Area Manager’s

Position Description. 

Base: The Base at a high-rise incident resembles a ground 

level Staging Area. The main difference between Base and 

a typical Staging Area is that Base must be expanded to 

perform the functions inherent to supporting large numbers 

of personnel and equipment. Base should be located 

away from the incident building to provide for the safety of 

personnel and equipment. 

ORGANIZATION AND OPERATIONS

Modified ICS Positions: Certain existing ICS positions and 

functional units within the high-rise incident organization 

have modified responsibilities that require full descriptions.

These positions include: Staging Area Manager, Rapid 

Intervention Group Supervisor, Base Manager, Ground 

Support Unit Leader, Safety Officer, and Evacuation Group

Supervisor. 
HIGH RISE 19-8 HIGH RISE

Specialized High-Rise ICS Positions: Lobby Control and 

Systems Control Unit Leaders are specialized functional 

positions specific to a high-rise incident.

Lobby Control Unit is established to provide access control, 

accountability, and routing inside the building. As the 

incident escalates, a separate Systems Control Unit may be 

established to operate, supervise, and coordinate the vital 

operation of specialized systems incorporated into modern 

high-rise buildings. These systems may include electrical 

supply and smoke removal systems. Systems Control Unit 

coordinates the efforts of various Technical Specialists who 

might be required to assist in the operation and/or repair of 

the various systems. During the initial period of an incident, 

or in a less complex building, the Lobby Control Unit may 

assume the functions of the Systems Control Unit as shown in 

the basic organization chart. 

The positions and modifications are described in the

position checklists that follow. The major responsibilities and 

procedures for each are further explained in the position 

manuals. 

POSITION CHECKLISTS

HIGH-RISE INCIDENT LOBBY CONTROL UNIT LEADER - The 

High-Rise Incident Lobby Control Unit Leader’s primary 

responsibilities are as follows: maintain an accountability 

system, control all building access points and direct 

personnel to correct routes, control and operate elevator 

cars, and direct building occupants and exiting personnel to 

proper ground level safe areas. As directed by the Incident 

Commander or agency policy, this unit may be assigned 

the responsibilities of the Systems Control Unit. The Lobby 

Control Unit Leader reports to the Support Branch Director/

Logistics Section Chief. 
HIGH RISE 19-9 HIGH RISE

The Lobby Control Unit Leader should be prepared to provide 

the Incident Commander or Planning Section with current 

information from the personnel accountability process. 

The safest method of ascending to upper floors is the

use of stairways. The use of elevators for emergency 

operations should be determined by department policy. This 

determination is the ultimate responsibility of the Incident 

Commander; however, the Lobby Control Unit Leader 

coordinates the actual use of elevators: 

a.	 Check in and obtain briefing from Support Branch

Director, Logistics Section Chief or Incident Commander. 

b. Make entry, assess situation, and establish Lobby Control 

position. 

c. Request needed resources. 

d. Obtain building access keys. 

e. Establish entry/exit control at all building access points. 

f. Maintain accountability for personnel entering/exiting the 

building. 

g. Assure personnel are directed to the appropriate 

stairways/elevator for assignment. 

h. Control the elevators and provide operators if approved 

for use by the Incident Commander. 

i.	 Provide briefings and information to Support Branch/

Logistics Section or the Incident Commander. 

j. Perform the functions of the Systems Control Unit when 

directed by the Incident Commander or agency policy. 

k. Secure operations and release personnel as determined 

by the Demobilization Plan. 

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

HIGH-RISE INCIDENT SYSTEMS CONTROL UNIT LEADER

The High-Rise Incident Systems Control Unit Leader is 

responsible for evaluating and monitoring the functions of all 
HIGH RISE 19-10 HIGH RISE

built-in fire protection, life safety, environmental control,

communications and elevator systems. The Systems Control 

Unit Leader may operate, support or augment the systems 

as required to support the incident plan. The Systems 

Control Unit Leader reports to the Support Branch Director 

(if established) or to the Logistics Section Chief. Working 

with the building’s engineering staff, the System Control Unit 

Leader may respond directly to requests from the Operations 

Section Chief by using the manual operation modes of the 

various built-in systems. The Systems Control Unit Leader 

must establish and maintain a close liaison with building’s 

engineering staff, utility company representatives, and other 

appropriate technical specialists: 

a.	 Check in and obtain briefing from the Lobby Control

Unit, Support Branch Director, Logistic Section Chief or 

Incident Commander: 

•	 Briefing must include the type and performance of

built-in systems. 

•	 Introductions to building’s engineering staff should

occur at briefing.

b. Evaluate current situation and request needed personnel 

and resources. 

c. Establish communication with the building engineer, 

utility company representatives, elevator service 

personnel or others to coordinate the operation of 

selected systems. 

d.	 Assign personnel to monitor all building fire protection/

life safety systems. 

e.	 Evaluate the status and operation of the building’s fire

and domestic water pumps and water supply (support as 

needed). 

f. Evaluate the operational effectiveness of the heating, 

ventilation, and air-conditioning system (HVAC); the 

smoke removal system; and stairwell protection system 

(support as needed). 
HIGH RISE 19-11 HIGH RISE

g. Evaluate the building’s electrical system, emergency 

power systems, and security systems (support as 

needed). 

h. Evaluate the public address, telephone, emergency 

phone, and other building communications systems 

(support as needed). 

i. Secure operations and release personnel as determined 

by the Demobilization Plan. 

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

HIGH-RISE INCIDENT STAGING AREA MANAGER - The HighRise Incident Staging Area Manager is responsible for the 

management of all functions at the Staging Area, and reports 

to the Operations Section Chief: 

a.	 Obtain briefing from Operations Section Chief or Incident

Commander. 

b. Proceed to selected location and evaluate suitability: 

•	 Make recommendations regarding relocation, if

appropriate. 

c. Request necessary resources and personnel. 

d. Establish Staging Area layout and identify/post each 

functional area i.e., Crew-Ready Area, Air Cylinder 

Exchange, Equipment Pool, and Medical Unit if collocated 

within the Staging Area. 

e. Determine, establish, or request needed facility services 

i.e., drinking water and lighting. 

f. Coordinate with Logistics Section or Systems Control Unit 

to maintain fresh air. 

g. Maintain a personnel accountability system for arriving 

and departing crews. 

h. Request required resource levels from the Operations 

Section Chief: 

•	 Maintain levels and advise the Operations Section

Chief when reserve levels are reached. 
HIGH RISE 19-12 HIGH RISE

i. Coordinate with the RIC Group Supervisor to designate 

area(s) for Rapid Intervention Crew (RIC) to standby if 

collocated within the Staging Area. 

j. Direct crews and equipment to designated locations as 

requested by the Operations Section Chief or Incident 

Commander. 

k. Secure operations and release personnel as determined 

by the Demobilization Plan. 

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

HIGH-RISE INCIDENT RAPID INTERVENTION GROUP 

SUPERVISOR – The High-Rise Incident Rapid Intervention 

Group Supervisor is responsible for the management 

of Rapid Intervention Crew(s). The High-Rise Incident 

Rapid Intervention Group Supervisor’s organizational 

responsibilities vary from the standard ICS position due to 

the potential for above ground operations, extended response 

times, and RIC(s) operating on different floors/stairwells. This

position reports to the Operations Section Chief and requires 

close coordination with the Division/Group Supervisors and 

the Staging Area Manager: 

a.	 Obtain briefing from the Operations Section Chief or

Incident Commander. 

b. Participate in Operations Section planning activities. 

c. Determine Rapid Intervention Group needs (personnel, 

equipment, supplies and additional support). 

d. Evaluate tactical operations in progress. 

e.	 Evaluate floor plans, above and below emergency

operations. 

f. Assign and brief Rapid Intervention Crews based on 

number of stairwells and floors used for emergency

operations. 

g. Verify potential victims and hazard locations and insure 

that Rapid Intervention Crew(s) are prepared for possible 

deployment. 
HIGH RISE 19-13 HIGH RISE

h. Notify Operations Section Chief or Incident Commander 

when Rapid Intervention Crew(s) are operational or 

deployed. 

i. Develop Rapid Intervention Crew(s) contingency plans. 

j. Secure operations and release personnel as determined 

by the Demobilization Plan. 

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

HIGH-RISE INCIDENT BASE MANAGER -The High-Rise 

Incident Base Manager is responsible for the management 

of all functions at the Base location. This position within the 

organization differs from the standard ICS in that a Facilities 

Unit is not appropriate for this type of incident and the Base 

Manager reports directly to the Support Branch Director (if 

established) or Logistics Section Chief: 

a.	 Obtain briefing from Support Branch Director, Logistics

Section Chief, or Incident Commander. 

b. Participate in Support Branch/Logistics Section planning 

activities. 

c. Determine Base needs (personnel, equipment, supplies 

and additional support). 

d. Evaluate layout and suitability of the selected Base 

location: 

•	 Make recommendations regarding relocation, if

appropriate. 

e. Establish Base layout and identify functional areas to 

support the incident; i.e., Apparatus Parking, Crew Ready 

Area, Equipment Pool, Rehabilitation Area, Command 

Post, and Sanitation. 

f.	 Provide for safety, security and traffic control at Base and

Command Post. 

g. Provide facility services at Base and Command Post; i.e., 

sanitation, lighting and clean up. 

h. Maintain accounting of resources in Base. Periodically 

update Logistics Section, Planning Section or Incident 

Command.
HIGH RISE 19-14 HIGH RISE

i. Direct personnel and equipment to designated locations 

as requested. 

j. Provide an auxiliary water supply to the building, if 

required. 

k. Update Support Branch, Logistics Section or Incident 

Commander as directed. 

l. Secure operations and release personnel as determined 

by the Demobilization Plan. 

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

HIGH-RISE INCIDENT GROUND SUPPORT UNIT LEADER

The High Rise Incident Ground Support Unit Leader is 

responsible for providing transportation for personnel, 

equipment, and supplies refilling of SCBA air cylinders;

providing fueling, service and maintenance of vehicles and 

portable power equipment and tools; and implementing the 

ground level Traffic/Movement Plan at the incident including

marking safe access routes and zones. The Ground Support 

Unit Leader reports to the Support Branch Director (if 

established) or the Logistics Section Chief: 

a.	 Obtain briefing from Support Branch Director, Logistics

Section Chief, or Incident Commander. 

b. Participate in Support Branch/Logistics Section planning 

activities. 

c. Identify, establish, and implement safe movement routes 

and exterior Safe Refuge Areas identified in the Traffic

and Personnel Movement Plans. 

d. Assign personnel to fueling, maintenance and support of 

apparatus and portable power equipment and emergency 

power systems as appropriate. 

e.	 Assign personnel to SCBA air cylinder refilling,

maintenance and support. 

f. Maintain inventory of support and transportation 

vehicles, maintenance and fuel supplies. 
HIGH RISE 19-15 HIGH RISE

g. Update Support Branch, Logistics Section, or Incident 

Commander as directed. 

h. Secure operations and release personnel as determined 

by the Demobilization Plan. 

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

HIGH-RISE INCIDENT EVACUATION GROUP SUPERVISOR 

The High-Rise Incident Evacuation Group Supervisor 

is responsible for managing the movement of building 

occupants through designated evacuation route(s) to a safe 

location. This position reports to the Operations Section Chief 

or Branch Director if established: 

a.	 Obtain briefing from the Branch Director, Operations

Section Chief or Incident Commander. 

b. Participate in Operations Section planning activities. 

c. Determine Evacuation Group requirements (personnel, 

equipment, supplies). 

d. Ensure the evacuation in progress is to a safe location. 

e.	 Confirm evacuation stairwell(s) with the Operations

Section and Ground Support. 

f. Ensure ventilation of evacuation stairwell(s) and Safe 

Refuge Areas. 

g. Coordinate evacuation message with Systems Control 

Unit utilizing the building’s Public Address System. 

h. Assign personnel in the evacuation stairwell(s) to assist/

direct building occupants to a safe location. 

i. Secure operations and release personnel as determined 

by the Demobilization Plan. 

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

For more detailed information read: 

High-Rise Structure Fire Operation System Description

ICS-HR-120-1
HIGH RISE 19-16 HIGH RISE

Notes
PROTECTIVE ACTION 20-1 PROTECTIVE ACTION

CHAPTER 20

PROTECTIVE ACTION GUIDELINES

Contents ..............................................................................20-1

Introduction .........................................................................20-2

Authority...............................................................................20-2

Organization ........................................................................20-3

	 Initial Assessment and Notifications .............................20-3

Immediate Evacuation Checklist....................................20-4

Re-Entry Planning Checklist ...........................................20-7
PROTECTIVE ACTION 20-2 PROTECTIVE ACTION

INTRODUCTION

This section provides guidelines and procedures for protective 

actions when hazardous conditions develop to the degree 

that emergency responders must take action to protect 

the public at risk. Threatened or hazardous areas may be 

created by, but are not limited to: fires, hazardous materials,

transportation accidents, floods, WMD incidents, civil

disturbances, etc. Ideally, protective actions are progressive, 

usually initiated by alerting the public in the affected 

area, controlling access, sheltering in-place and finally by

evacuation. However, these actions may be implemented 

simultaneously based on the hazard, complexity of the 

emergency, and the type and size of the affected area. The 

key to successfully conducting protective action operations is 

sound planning. 

AUTHORITY

The decision to alert the public of a hazardous incident, 

restriction or closed access corridor and/or to evacuate an 

affected area is often made by the fire department Incident

Commander. However, the authority necessary to carry out 

these actions usually rest with law enforcement. 
PROTECTIVE ACTION 20-3 PROTECTIVE ACTION

ORGANIZATION

In emergency operations, there may be several lead and 

support agencies involved. In an incident where one agency 

has a preponderance of responsibility for abating the 

problem, a single Incident Commander from that agency shall 

be appointed. 

In an incident where law enforcement and the fire

department both have substantial responsibilities, a Unified

Command organizational structure should be formed. 

Incident Commanders from both departments will be 

named. Establishing a Unified Incident Command structure

better integrates incident objectives and the development 

of Incident Action Plans. This results in a more efficient

coordination process of incident operations thereby 

enhancing the safety of responders and the public. 

Initial Assessment and Notifications: 

1. Identify hazard and risk to the public; determine the 

affected area and plot on a map the identified page,

alphanumeric grid and quadrant of grid. Example: TB 

Page 689 A4 Northeast quadrant. 

2. Notify jurisdictional law enforcement agency of 

emergency situation and recommended protective action. 

3. Insure the appropriate local Emergency Services 

Agency is notified with regard to recommended

protective actions. Ensure if evacuation is planned that 

evacuation centers are identified in safe areas. Note: The

management of Evacuation Centers is often delegated 

to the local Red Cross or other non-government 

organizations: 
PROTECTIVE ACTION 20-4 PROTECTIVE ACTION

a. Evacuation warning – The alerting of people in an 

affected area(s) of potential threat to life and property. 

An Evacuation Warning considers the probability that an 

area will be affected and prepares people for a potential 

evacuation order. 

b. Evacuation Order – Requires the immediate movement 

of people out of an affected area due to an imminent 

threat to life (one to two hours or less). 

c. Shelter-in-place – Advises people to stay secure at their 

current location. Note: Use this tactic only if the safety 

of citizens can be assured by remaining in place, as 

evacuation will cause a higher potential for loss of life. 

d. Rescue – Emergency actions taken within the affected 

area to recover and remove injured or trapped citizens. 

Responders have specific training and personal

protective equipment necessary to accomplish the 

mission, i.e., hazardous material spill, swift-water 

rescue, etc. Boundaries of the areas where rescue is 

planned should be identified on the incident map with

notation that entry is restricted to rescue workers only. 

Note: Depending on the size, type and complexity of the 

emergency, all of the above protection actions could be 

employed on the same incident. 

Immediate Evacuation Checklist: 

a. Establish and collocate the Incident Command Post to 

include all cooperating agencies, i.e., law enforcement, 

fire, health department, local emergency management

agency, etc. 
PROTECTIVE ACTION 20-5 PROTECTIVE ACTION

b.	 Establish Unified Command when appropriate. Unified

Incident Commanders should jointly assess and report 

incident potential and request adequate resources to 

accomplish agreed upon objectives. 

c. Jointly develop the incident Evacuation Plan; ensure that 

the planning process is conducted under the unified

command process with input from lead and support 

agencies as required. Keep in mind that many local 

jurisdictions have developed emergency evacuation plans 

for high hazard areas. 

d. Clearly identify on a map the area(s) that are under 

an immediate threat and/or an evacuation order 

(recommend using the U.S. National Grid). 

e. Clearly identify on a map the potential areas of risk based 

on spread of the incident. These areas may be identified

as under an evacuation warning. 

f. Identify evacuation routes to nearest safe location. 

This information will be critical for shelter locations and 

should be shared with the local emergency services 

agency, Red Cross or NGO responsible for shelter 

identification and management.

g. For planning purposes, approximately 2,500 autos per 

lane per hour can be accommodated on most roads with 

an average occupancy of four persons per vehicle. 

h. Planning evacuations for special facility and populations 

will require additional time and attention to detail. These 

may include hospitals, elder care facilities, and the like. 
PROTECTIVE ACTION 20-6 PROTECTIVE ACTION

i. Evacuation planning should also consider timelines, 

transportation needs and contacts required for large 

animal evacuations. 

j. Identify on a map area/locations where shelter-inplace locations are designated. These areas may 

require verification by the Operations Section Chief and

concurrence from the Incident Commander(s). 

k.	 Determine traffic control points. Control points should

be located on all sides of the incident and outside the 

threat area. The perimeter established for traffic control

will depend on both the affected population and traffic

density. 

l.	 Traffic closure levels - Display on incident and public

information maps: 

•	 Level 4 – closed to all traffic, potential life hazard

•	 Level 3 – closed to all traffic except emergency

responders 

•	 Level 2 – closed to all traffic except emergency

responders and critical resources, i.e., public works, 

electrical service, animal rescue 

•	 Level 1 – open to above resources and residents only

m. The completed Evacuation Plan should be distributed 

to all command and general staff members and their 

subordinates. Additionally, copies should be distributed 

to all lead and support agencies, local elected officials

and the respective county or city emergency operations 

centers. 
PROTECTIVE ACTION 20-7 PROTECTIVE ACTION

Re-Entry Planning Checklist: 

a. Identify re-entry date and time 

b. Identify area(s) to be re-entered 

c. Type of re-entry, homeowner/landowner only with 

identification or general public

d. Considerations: 

•	 Is the threat mitigated?

•	 Are power lines secured?

•	 Are transportation systems hazards mitigated, i.e.,

roads cleared, bridges inspected, hazard trees 

removed, etc.? 

•	 Incident Commanders’ approval granted

•	 Local law enforcement agencies’ approval granted

•	 Other local emergency service agencies’ approval

granted (911 service) 

•	 Utility agency informed and supports decision

•	 Local EOC notified and approves
PROTECTIVE ACTION 20-8 PROTECTIVE ACTION

Notes
FIREFIGHTER GUIDELINES 21-1 FIREFIGHTER GUIDELINES

CHAPTER 21

FIREFIGHTER INCIDENT SAFETY AND 

ACCOUNTABILITY GUIDELINES

ICS 910

Contents ..............................................................................21-1

Introduction .........................................................................21-2

	 Firefighter Emergencies..................................................21-2

Rapid Intervention Crew/Company (RIC) Members......21-2

Additional Rapid Intervention Considerations...............21-4

Operational Retreat Guidelines......................................21-5

Procedures For The Identification and Management

of Life Hazard Zones: 

Introduction .........................................................................21-5

Definitions............................................................................21-6

Information and Guidelines................................................21-7
FIREFIGHTER GUIDELINES 21-2 FIREFIGHTER GUIDELINES

INTRODUCTION

One of the most important issues facing the Incident 

Commander is personnel accountability at the scene 

of emergencies. These Firefighter Incident Safety and

Accountability Guidelines incorporate additional firefighter

safety measures and personnel accountability into the 

Incident Command System (ICS) to ensure compliance with 

NFPA standards. 

The NFPA 1500 and 1561 Standards contain specific

requirements regarding accountability of members that 

include but are not limited to the following: 

Firefighter Emergencies

When Firefighters or incident personnel are faced with life

threatening emergencies, they may call for help using a 

variety of verbiage. Incident Commanders shall acknowledge 

the person in trouble and use the term “EMERGENCY DOWN,” 

“FIREFIGHTER MISSING,” or “FIREFIGHTER TRAPPED,” to all 

incident personnel. 

Other guidelines for “EMERGENCY TRAFFIC” include the 

Dispatch Center transmitting a distinctive “EMERGENCY 

TRAFFIC” tone on designated channel(s) followed by clear 

text verbal message that identifies the type of emergency,

i.e., “FIREFIGHTER DOWN,” “FIREFIGHTER MISSING,” or 

“FIREFIGHTER TRAPPED.” 

Rapid Intervention Crew/Company (RIC) Members

Rapid Intervention personnel have two very important duties. 

These are: 
FIREFIGHTER GUIDELINES 21-3 FIREFIGHTER GUIDELINES

•	 Monitor designated radio channel(s) while standing by

and during rescue operations. 

•	 Initiate rescue plan assigned by the Incident Commander

or Operations Section Chief. 

In the initial stages of an incident where only one team is 

operating in the hazardous area at a working structural fire,

a minimum of four individuals is required, consisting of two 

individuals working as a team in the hazard area and two 

individuals present outside this hazard area for assistance or 

rescue at emergency operations where entry into the danger 

area is required. The standby members shall be responsible 

for maintaining a constant awareness of the number and 

identity of members operating in the hazardous area, 

their location and function, and time of entry. The standby 

members shall remain in radio, visual, voice or signal-line 

communications with the team (NFPA 1500 6-4.4). 

Members that arrive on the scene of a working structural fire

prior to the assembling of four persons can initiate exterior 

actions in preparation for an interior attack. 

Initial attack operations shall be organized to ensure that, if 

upon arrival at the emergency scene, initial attack personnel 

find an imminent life-threatening situation which immediate

action could prevent the loss of life or serious injury, such 

action shall be permitted with less than four personnel when 

conducted in accordance with NFPA 1500 Section 6-2. No 

exception shall be permitted when there is no possibility 

to save lives. Any such actions taken in accordance with 

this section shall be thoroughly investigated by the fire

department with a written report submitted to the fire chief

(NFPA 1500 6-4.4.5). 
FIREFIGHTER GUIDELINES 21-4 FIREFIGHTER GUIDELINES

In the initial stages of an incident, the IC supervises the RIC. 

As the incident grows in complexity, this supervision can be 

assigned to the Operations Section Chief or even to individual 

Divisions to ensure the most rapid and effective deployment 

on a rescue. 

When sufficient personnel are on-scene, the rapid

intervention capability for the incident should be raised from 

the two-in, two-out minimum to include an entire crew or 

company. In some instances, such as multiple and/or remote 

entrance points, multiple RIC elements should be assigned 

and a Rapid Intervention Group Supervisor activated to 

supervise positioning and deployment of these Crews/

Companies. 

In high-rise fire incidents, the RIC should typically be located

at Staging. This will allow for RIC’s to be deployed in a timely 

manner. Consider multiple RIC’s if multiple floors are involved

with positioning based on the assigned floor.

If a RIC is deployed to provide a rescue of a firefighter, the

Incident Commander shall assign an additional RIC as a 

backup for the RIC that was deployed. Members working 

in the immediate area should be notified by the Incident

Commander to assist in the rescue if at all possible. The IC 

must remember to continue to keep sufficient forces engaged

in controlling the spread of the fire if threatening the trapped,

lost, or injured firefighter.

Additional Rapid Intervention Considerations

When preparing for a firefighter rescue, consider the worstcase scenario. Rapid Intervention Crew/Company (RIC) 

standard operating guidelines are incident driven. 
FIREFIGHTER GUIDELINES 21-5 FIREFIGHTER GUIDELINES

Officers or members assigned the task of RIC shall not get

involved in routine firefighting activities, but remain in a state

of readiness keeping company members together and ready 

for deployment. 

Operational Retreat Guidelines

In addition to radio traffic requiring evacuation, the following

standardized audible signal can be used to indicate 

evacuation. 

The EVACUATION SIGNAL will consist of repeated short 

blasts of the air horn for approximately ten seconds, followed 

by ten seconds of silence. This sequence of air horn blasts for 

ten seconds followed by a ten-second period of silence will be 

done three times; total air horn evacuation signal including 

periods of silence will last fifty seconds. This should be done

in conjunction with the radio announcement of “EMERGENCY 

TRAFFIC,” with direction for emergency scene personnel to 

evacuate the hazard area. 

The Dispatch Center should continue to advise the Incident 

Commander of the elapsed time at each additional fifteenminute interval, or until canceled by the IC, or until the 

incident is declared under control, i.e., knockdown. 

PROCEDURES FOR THE IDENTIFICATION AND 

MANAGEMENT OF LIFE HAZARD ZONES

INTRODUCTION

Incident Commanders are responsible for the safety of all 

incident personnel and may have to take action to protect 

personnel from life threatening conditions that on-scene fire
FIREFIGHTER GUIDELINES 21-6 FIREFIGHTER GUIDELINES

personnel and other responders do not have the capabilities, 

tools, or training to immediately mitigate. These actions may 

include: 

•	 Immediate notification of personnel

•	 Notification for ongoing or long-term life hazards

•	 Methods to isolate and clearly identify the life hazard with

three strands of barrier tape 

•	 Assignment of Lookouts or Assistant Safety Officers when

needed 

•	 Identification methods for remote or large area life

hazards 

The clearly identifiable method to assure that fire personnel

and other responders do not enter Life Hazard Zones 

includes the use of a minimum of three (3) horizontal strands 

of barrier tape that states “Do Not Enter” or “Do Not Cross,” 

to prevent entry to the hazardous area. Three horizontal 

strands of any Fireline tape or flagging tape between one inch

and three inches with the words “Do Not Enter” or “Do Not 

Cross,” securely fixed to stationary supports, and in sufficient

locations to isolate the hazard, will meet the requirement of 

identifying a Life Hazard Zone. 

DEFINITIONS

Life Hazard: The existence of a process or condition that 

would likely cause serious injury or death to exposed persons. 

Life Hazard Zones: A system of barriers surrounding 

designated areas at the incident scene that is intended to 

STOP fire personnel and other responders from entering a

potentially Life Threatening, Hazardous Area. 
FIREFIGHTER GUIDELINES 21-7 FIREFIGHTER GUIDELINES

Life Hazard Lookout: A qualified person in a location where

they can safely observe a Life Hazard, monitor resources 

and personnel in the area, and communicate with resources 

keeping them a safe distance away. The lookout will also 

isolate and deny entry to any responders or resources until 

the life hazard is mitigated and the Incident Commander 

approves the release of the Life Hazard Zone. 

INFORMATION AND GUIDELINES

Whenever a life hazard is present, or an immediate threat to 

the health and safety of incident personnel is present at an 

incident, any person who recognized the potential life hazard 

shall immediately contact the Incident Commander using 

EMERGENCY TRAFFIC to advise of the situation. Included in 

the Emergency Traffic notification:

•	 Type/Nature of the hazardous condition (i.e., downed

electrical wires, imminent building collapse, etc.) 

•	 Specific location

•	 Resource needs

•	 Any immediate exposure needs or issues

Incident Commander shall request the appropriate resource 

or agency to respond to the incident to evaluate and mitigate 

the life hazard (i.e., Utility Company, Structural Engineer, etc.) 

and assign a lookout or Assistant Safety Officer until Life

Hazard Zone(s) is established. 

The Incident Commander shall assign a life hazard lookout to 

prevent any incident personnel from entering the area until 

such time as the procedures below have been completed. 
FIREFIGHTER GUIDELINES 21-8 FIREFIGHTER GUIDELINES

Identification of Life Hazard Zones 

a.	 The Standard for identification of a LIFE HAZARD ZONE:

1. Deploy barrier tape in the following manner to 

prevent entry and identify the hazard zone. The 

optimal tape would be red and white striped or 

chevron barrier tape that states “Life Hazard – Do 

Not Enter,” however, existing Fire or Police perimeter 

tape that includes the words “Do Not Enter” or “Do 

Not Cross” will meet this standard. 

2.	 The tape shall be configured in three horizontal 

strands approximately 18 to 24 inches apart and 

securely fixed to stationary supports to establish the

LIFE HAZARD ZONE. The LIFE HAZARD ZONE d shall 

be of sufficient size to provide complete isolation,

distance and protection from the hazard, and 

supports shall be capable of supporting the barrier 

tape throughout the incident. 

3. The use of illumination is recommended to enhance 

nighttime visibility to further identify the LIFE 

HAZARD ZONE. Examples include orange cones with 

a flashing strobe light on the ground, or glow sticks

securely attached to the barrier tape. 

b. The Established Life Hazard Zone: 

1. THE THREE HORIZONTAL STRAND CONFIGURATION 

OF RED AND WHITE STRIPED OR CHEVRON 

BARRIER TAPE SHALL ONLY BE USED FOR LIFE 

HAZARD IDENTIFICATION. WHEN INCIDENT 

PERSONNEL SEE THE THREE- STRAND 

CONFIGURATION OR BARRIER TAPE, IT SHALL BE 
FIREFIGHTER GUIDELINES 21-9 FIREFIGHTER GUIDELINES

RECOGNIZED AS THE STANDARD FOR ISOLATING A 

LIFE HAZARD, AND INCIDENT PERSONNEL SHALL

NOT ENTER THE LIFE HAZARD ZONE. 

2. Ensure the LIFE HAZARD ZONE measures provide 

visibility to approaching personnel to prevent entry 

into the area throughout the duration of the incident. 

3. Maintain the LIFE HAZARD ZONE for the duration 

of the incident or hazard. Approval from the IC is 

required prior to the removal of the Life Hazard Zone 

barriers. 

4.	 The LIFE HAZARD ZONE identification measures

are intended to provide a visual cue to all incident 

personnel. Life Hazard Lookout(s) or Assistant Safety 

Officers shall be considered to ensure a physical

barrier between personnel and the LIFE HAZARD 

ZONE through effective communications and 

notifications.

5. The Incident Commander shall be responsible for 

ensuring that all incident personnel are notified of

the Life Hazard Zone. This may be accomplished 

through any approved method such as face-to-face, 

emergency traffic radio messages or the Incident

Action Plan. 

c. Remote Locations: In cases where the extent of the 

hazard zone is so large that is not practical to completely 

isolate the area, such as on large incidents in remote 

locations, the following will be the minimum standard for 

these situations: 
FIREFIGHTER GUIDELINES 21-10 FIREFIGHTER GUIDELINES

1. The Incident Commander must approve the use of 

these minimum standards for each Life Hazard: 

The Incident Commander shall assign a life hazard 

lookout at appropriate access points to prevent any 

incident personnel from entering the area until such 

time as the procedures below have been completed. 

Three horizontal stripes of red and white Life 

Hazard tape or barrier tape (as described above) 

will be affixed to two vertical uprights at appropriate

locations along the access route to the Life Hazard 

area. A description of the hazard, location of the 

hazard, and distance from the Life Hazard indicator 

tape to the hazard shall be attached at each 

location. 

2. All personnel working in the area or Division shall 

be notified of the Life Hazard immediately. Incident

personnel may be notified through the routine

briefings, emergency traffic, radio messages, the

Incident Action Plan, and the Incident Map. 

3. The location(s) of the Life Hazard(s) and Placard(s) 

shall be marked on the Incident Map using 

standardized symbols. The symbol to mark the Life 

Hazard Zone on the incident map is a red octagon 

(Stop Sign) with three white horizontal lines with a 

description of the hazard noted underneath. 
FIREFIGHTER GUIDELINES 21-11 FIREFIGHTER GUIDELINES

•	 Personnel shall not breach, alter, or remove any

LIFE HAZARD ZONE identification measures until the

hazard has been abated and approval granted by the 

Incident Commander. 

•	 All personnel have a personal responsibility to

be aware of LIFE HAZARDS and make proper 

notifications when they are encountered at an

incident. 

•	 Remember the slogan: THREE STRIPES, YOU’RE 

OUT! 

For More Detailed Information Read:

Firefighter	Incident	Safety	And	Accountability	Guidelines

ICS 910
FIREFIGHTER GUIDELINES 21-12 FIREFIGHTER GUIDELINES

Notes
GLOSSARY OF TERMS 22-1 GLOSSARY OF TERMS

CHAPTER 22

GLOSSARY OF TERMS

This glossary contains definitions of terms frequently used

in ICS documentation that are, for the most part, not defined

elsewhere in this guide. 

29 CFR Part 1910.120. Item 29 of the Code of Federal 

Regulations, Part 1910.120 in the Hazardous Waste 

operations and Emergency Response reference document as 

required by SARA. This document covers employees involved 

in certain hazardous waste operations and any emergency 

response to incidents involving hazardous situations. Federal 

OSHA enforces this code. 

Access Control Point. The point of entry and exit from control 

zones that regulate the traffic to and from the work areas and

control zones. 

Agency Executive or Administrator. A chief executive 

officer (or designee) of an agency or jurisdiction that has

responsibility for the incident. 

Agency Representative. An individual assigned to an 

incident from an assisting or cooperating agency that has 

been delegated authority to make decisions on matters 

affecting that agency’s participation at the incident. Agency 

Representatives report to the Incident Liaison Officer.

Air Monitoring. The use of devices to detect the presence of 

known or unknown gases or vapors. 

Air Transportable Mobile Weather Unit (ATMWU). A portable 

weather data collection and forecasting system used by a 

National Weather Service Fire Weather Forecaster. 
GLOSSARY OF TERMS 22-2 GLOSSARY OF TERMS

All Risk. Any incident or event, natural or human-caused that 

warrants action to protect life, property, environment, public 

health or safety, and minimize disruption of government, 

social or economic activities. 

ALS (Advanced Life Support). Allowable procedures and 

techniques utilized by EMT-P and EMT-II personnel to stabilize 

critically sick and injured patient(s) that exceed Basic Life 

Support procedures. 

ALS Responder. Certified EMT-P or EMT-II.

Area Command. Area Command is an expansion of the 

incident command function primarily designed to manage a 

very large incident that has multiple incident management 

teams assigned. However, an Area Command can be 

established at any time that incidents are close enough that 

oversight direction is required among incident management 

teams to ensure conflicts do not arise.

Assigned Resources. Resources checked in and assigned 

work tasks on an incident. 

Assistant. Title for subordinates of Command Staff 

positions. The title indicates a level of technical capability, 

qualifications, and responsibility subordinate to the primary

positions. Assistants may also be used to supervise unit 

activities at camps. 

Assisting Agency. An agency directly contributing 

suppression, rescue, support, or service resources to another 

agency. 

Available Resources. Resources assigned to an incident and 

available for an assignment. 
GLOSSARY OF TERMS 22-3 GLOSSARY OF TERMS

Base. That location where the primary logistics functions 

are coordinated and administered (incident name or other 

designator will be added to the term “Base”). The Incident 

Command Post may be co-located with the base. There is only 

one base per incident. 

Basic Rope Rescue. Rescue operations of a non-complex 

nature employing the use of ropes and accessory equipment. 

BLS (Basic Life Support). Basic non-invasive first-aid

procedures and techniques utilized by EMT-P, EMT-II, EMT-I, 

EMT-D and First Responder personnel to stabilize sick and 

injured patient(s). 

BLS Responder. Certified EMT-I or First Responder.

Boat drive-air. A boat with a propulsion system using an 

aviation propeller or a ducted fan to generate thrust from the 

engine having an on-plane draft of zero to twelve inches. The 

typical boats of this category are the “Florida Swamp” boats 

and surface effect boats. 

Boat drive-jet. A boat with a propulsion system using a water 

pump to generate thrust having an on-plane draft of six to 

twelve inches. They can be susceptible to damage from 

floating debris.

Boat drive-propeller. A boat with a propulsion system using 

a propeller to generate thrust having an on-plane draft of 

eighteen to twenty-four inches. 

Boat, non-powered. A non-motorized vessel capable of safely 

transporting rescuers or victims (e.g., raft, skiff, johnboat, 

etc.). 
GLOSSARY OF TERMS 22-4 GLOSSARY OF TERMS

Boat, powered. A motorized vessel capable of safely 

transporting rescuers or victims, (e.g. IRB: “Inflatable Rescue

Boat”, RHIB: “Rigid Hull Inflatable Rescue Boat”, Rigid Hull

Boat, PWC: “Personal Water Craft,” “Airboat”, etc.). 

Branch. That organizational level having functional, 

geographical, or jurisdictional responsibility for major parts of 

the incident operations. The Branch level is organizationally 

between Section and Division/Group in the Operations 

Section, and between Section and Units in the Logistics 

Section. Branches are identified by the use of Roman

Numerals, by function, or jurisdictional name. 

Camp. A geographical site, within the general incident area, 

separate from the base, equipped and staffed to provide 

food, water, and sanitary services to incident personnel. 

Chemical Protective Clothing. Includes complete NFPA 

compliant ensembles (garment, gloves and boots) of 

individual replaceable elements (boots, gloves) designed 

and certified to provide protection for the wearer against the

physical and chemical effects of hazardous materials. 

CHEMTREC. Chemical Transportation Emergency Center 

operated as a public service of the Chemical Manufacturers 

Association. 
GLOSSARY OF TERMS 22-5 GLOSSARY OF TERMS

Clear-Text. Use of plain English and common terminology 

understandable by all. 

Command. The act of directing, ordering and/or controlling 

resources by virtue of explicit legal, agency, or delegated 

authority. 

Command Staff. The Command Staff consists of the Public 

Information Officer, Safety Officer, and Liaison Officer who

report directly to the Incident Commander. 

Company Unity. A term to indicate that a fire company or

unit shall remain together in a cohesive and identifiable

working group, to ensure personnel accountability and the 

safety of all members. A company officer or unit leader

shall be responsible for the adequate supervision, control, 

communication and safety of members of the company or 

unit. 

Compatibility. The matching of personal protective 

equipment (PPE) to the hazards involved providing the best 

protection for the worker. 

Complex. A complex is two or more individual incidents 

located in the same general proximity that is assigned to a 

single Incident Commander or Unified Command to facilitate

management. 

Confined Space Rescue. Rescue operations in an enclosed 

area, with limited access/egress, not designed for human 

occupancy and has the potential for physical, chemical or 

atmospheric injury. 

Contamination Control Line (CCL). The established line 

that separates the Contamination Reduction Zone from the 

Support Zone. 
GLOSSARY OF TERMS 22-6 GLOSSARY OF TERMS

Contamination Reduction Corridor (CRC). A corridor within 

the Contamination Reduction Zone where decontamination 

procedures are conducted. 

Contamination Reduction Zone (CRZ). The area between the 

Exclusion Zone and the Support Zone that acts as a buffer to 

separate the contaminated area from the clean area. 

Control Zones. The geographical areas within the control 

lines set up at a hazardous materials incident. Includes the 

Exclusion Zone, Contamination Reduction Zone and Support 

Zone. 

Cooperating Agency. An agency supplying assistance other 

than direct suppression, rescue, support, or service functions 

to the incident control effort (e.g., Red Cross, telephone 

company, etc.). 

Coordination Center. A facility that is used for the 

coordination of agency or jurisdictional resources in support 

of one or more incidents. 

Cost Sharing Agreements. Agreements between agencies or 

jurisdictions to share designated costs related to incidents. 

Decontamination (DECON). The physical and/or chemical 

process of removing or reducing contamination from 

personnel or equipment, or in some other way preventing the 

spread of contamination by persons and equipment. 

Delayed Treatment. Second priority in patient treatment. 

These people require aid, but injuries are less severe. 
GLOSSARY OF TERMS 22-7 GLOSSARY OF TERMS

Delegation of Authority: A statement provided to the Incident 

Commander by the Agency Executive delegating authority 

and assigning responsibility. The Delegation of Authority can 

include objectives, priorities, expectations, constraints, and 

other considerations or guidelines as needed. Many agencies 

require written Delegation of Authority to be given to Incident 

Commanders prior to their assuming command on larger 

incidents. 

Deputy. An individual assigned to the Incident Commander, 

General Staff, or Branch Directors with equal qualifications

and delegated authority when acting in their absence. 

Division. That organization level having responsibility for 

operations within a defined geographic area. The Division

level is organizationally between the Strike Team and the 

Branch (see also “Group”). 

Emergency Traffic. The term used to clear designated 

channels used at an incident to make way for important radio 

traffic for a firefighter emergency situation or an immediate

change in tactical operations. 

EMT-I (Emergency Medical Technician-I). An individual 

trained in Basic Life Support procedures and techniques and 

who has a valid EMT-I certificate.

EMT-II (Emergency Medical Technician-II). An individual 

with additional training in limited Advanced Life Support 

procedures and techniques according to prescribed 

standards and who has a valid EMT-II certificate.

EMT-D (Emergency Medical Technician-Defibrillator). An 

Emergency Medical Technician I with training and certification

in automatic and semi-automatic external defibrillation.
GLOSSARY OF TERMS 22-8 GLOSSARY OF TERMS

EMT-P (Emergency Medical Technician-Paramedic). An 

EMT-I or EMT-II who has received additional training in 

Advanced Life Support procedures and techniques and who 

has a valid EMT-P certificate or license.

Environmental. Atmospheric, Hydrologic and Geologic media 

(air, water and soil). 

Evacuation: Organized, phased, and supervised withdrawal, 

dispersal, or removal of civilians from dangerous or 

potentially dangerous areas, and their reception and care in 

safe areas. 

Exclusion Zone (EZ). The innermost area immediately 

surrounding a hazardous materials incident that corresponds 

with the highest degree of known or potential hazard, and 

where entry may require special protection. 

Expanded Medical Emergency. Any medical emergency that 

exceeds normal first response capabilities.

Field Testing. The identification of chemical substances

using a variety of sources and testing kits that assist in 

identifying associated chemical and physical properties of 

those tested chemicals. 

Fireline Emergency Medical Technician (FEMT). The FEMT 

provides emergency medical care to personnel operating on 

the fireline.

Flood Evacuation Boat (FEB). Resource with personnel 

trained to operate in floodwaters with the specific task of

evacuating persons or small domestic animals from isolated 

areas. 
GLOSSARY OF TERMS 22-9 GLOSSARY OF TERMS

General Staff. The group of incident management personnel 

comprised of the Operations Section Chief, Planning Section 

Chief, Logistics Section Chief, and Finance/Administration 

Section Chief. 

Group. Groups are established to divide the incident into 

functional areas of operation. Groups are located between 

Branches (when activated) and Resources in the Operations 

Section. (See Division). 

Hazardous Material. Any solid, liquid, gas, or mixture thereof 

that can potentially cause harm to the human body through 

respiration, ingestion, skin absorption or contact and may 

pose a substantial threat to life, the environment, or to 

property. 

Hazardous Materials Categorization. A process to determine 

hazardous materials classification, and chemical and physical

properties of unknown substances. 

Hazardous Materials Categorization Test (HAZ CAT). A field

analysis to determine the hazardous characteristics of an 

unknown material. 

Hazardous Materials Company. Any piece(s) of equipment 

having the capabilities, PPE, equipment, and complement of 

personnel as specified in the Hazardous Materials Company

Types and Minimum Standards found in the Field Operations 

Guide (ICS 420-1). 

Hazardous Materials Incident. The uncontrolled release or 

threat of release of a hazardous material that may impact life, 

the environment, or property. 
GLOSSARY OF TERMS 22-10 GLOSSARY OF TERMS

Heavy Floor Construction. Structures of this type are built 

utilizing cast-in-place concrete construction consisting of flat

slab panel, waffle or two-way concrete slab assemblies. Pretensioned or post-tensioned reinforcing steel rebar or cable 

systems are common components for structural integrity. 

The vertical structural supports include integrated concrete 

columns, concrete enclosed or steel frame, that carry the 

load of all floor and roof assemblies. This type includes heavy

timber construction that may use steel rods for reinforcing. 

Examples of this type of construction include offices, schools,

apartments, hospitals, parking structures and multi-purpose 

facilities. Common heights vary from single-story to high-rise 

structures. 

Heavy Wall Construction. Materials used for construction 

are generally heavy and utilize an interdependent structural 

or monolithic system. These types of materials and their 

assemblies tend to make the structural system inherently 

rigid. This construction type is usually built without a skeletal 

structural frame. It utilizes a heavy wall support and assembly 

system to provide support for the floors and roof assemblies.

Occupancies utilizing tilt-up concrete construction are 

typically one to three stories in height and consist of multiple 

monolithic concrete wall panel assemblies. They also use an 

interdependent girder, column and beam system for providing 

lateral wall support of floor and roof assemblies. Occupancies

typically include commercial, mercantile and industrial. Other 

examples of this type of construction include reinforced and 

un-reinforced masonry (URM) buildings typically of low-rise 

construction, one to six stories in height, and of any type of 

occupancy. 
GLOSSARY OF TERMS 22-11 GLOSSARY OF TERMS

Helibase. A location within the general incident area for 

parking, fueling, maintenance, and loading of helicopters. 

Helicopter Rescue Operational. Personnel trained and 

equipped to work with helicopters and crew, for hoist, short 

haul-line victim extraction, rappel, or low-level insertions. 

Helispot. A location where a helicopter can take off and land. 

Helitanker. A helicopter equipped with a fixed tank, Air Tanker

Board Certified, capable of delivering a minimum of 1,000

gallons of water, retardant, or foam. 

Hospital Alert System. A communications system between 

medical facilities and on-incident medical personnel that 

provides available hospital patient receiving capability and/or 

medical control. 

Immediate Treatment. A patient who requires rapid 

assessment and medical intervention for survival. 

Incident Action Plan (IAP). A plan that contains SMART 

objectives that reflects the incident strategy and specific

control actions for the current or next operational period. 

Incident Command Post (ICP). That location at which 

the primary command functions are executed and usually 

collocated with the incident base. 

Incident Command System (ICS). The combination 

of facilities, equipment, personnel, procedures, and 

communications operating within a common organizational 

structure with responsibility for the management of assigned 

resources to effectively accomplish stated objectives 

pertaining to an incident. 
GLOSSARY OF TERMS 22-12 GLOSSARY OF TERMS

Incident Objectives. Statements of guidance and direction 

that are specific, measurable, attainable, results-oriented,

timely, and necessary for the selection of appropriate 

strategy(ies), and the tactical direction of resources. 

Infrared (IR). A heat detection system used for fire detection,

mapping and hot spot identification.

Infrared (IR) Groundlink. A capability through the use of a 

special mobile ground station to receive air-to-ground infrared 

imagery for interpretation. 

Initial Response. Resources initially committed to an 

incident. 

IRB. Inflatable rescue boat.

Joint Information System (JIS): Integrates incident 

information and public affairs into a cohesive organization 

designed to provide consistent, coordinated, timely 

information during crisis or incident operations. The mission 

of the JIS is to provide a structure and system for developing 

and delivering coordinated inter-agency messages; 

developing, recommending, and executing public information 

plans and strategies on behalf of the IC; advising the IC 

concerning public affairs issues that could affect a response 

effort; and controlling rumors and inaccurate information 

that could undermine public confidence in the emergency

response effort. 

Jurisdictional Agency. The agency having responsibility for 

a specific geographical area or function as designated by

statute or contract. 
GLOSSARY OF TERMS 22-13 GLOSSARY OF TERMS

Light Frame Construction. Materials used for construction 

are generally lightweight and provide a high degree of 

structural flexibility to applied forces, such as earthquakes,

hurricanes, tornadoes, etc. These structures are typically 

constructed with a skeletal structural frame system of wood 

or light gauge steel components, which provide support to the 

floor or roof assemblies. Examples of this construction type

are wood frame structures used for residential, multiple lowrise occupancies and light commercial occupancies up to four 

stories in height. Light gauge steel frame buildings include 

commercial business and light manufacturing occupancies 

and facilities. 

Medical Supply Cache. A cache consists of standardized 

medical supplies and equipment stored in a predetermined 

location for dispatch to incidents. 

Message Center. The Message Center receives, records, and 

routes information about resources reporting to the incident, 

resource status, and administration and tactical traffic.

MICU (Mobile Intensive Care Unit). Refers to a vehicle 

equipped to support paramedic functions. It would include 

drugs, medications, cardiac monitors and telemetry, and 

other specialized emergency medical equipment. 

Minor Treatment. These patients’ injuries require simple 

rudimentary first-aid.

Mobilization Center. An off-incident location at which 

emergency service personnel and equipment are temporarily 

located pending assignment, release, or reassignment. 

Morgue (Temporary On-Incident). Area designated for 

temporary placement of the dead. 
GLOSSARY OF TERMS 22-14 GLOSSARY OF TERMS

Multi-Agency Coordination (MAC). The coordination of 

assisting agency resources and support to emergency 

operations. 

Multi-Agency Coordination System (MACS). The 

combination of facilities, equipment, personnel, procedures, 

and communications integrated into a common system with 

responsibility for coordination of assisting agency resources 

and support to agency emergency operations. 

Multi-Casualty. The combination of numbers of injured 

personnel and type of injuries that exceed the capability of an 

agency’s normal first response.

Operational Period. The period of time scheduled for 

execution of a given set of tactical actions as specified in the

Incident Action Plan. 

Operations Coordination Center (OCC). The primary facility 

of the Multi-Agency Coordination System. It houses the staff 

and equipment necessary to perform the MACS functions. 

Orthophoto Maps. Aerial photographs corrected to scale so 

that geographic measurements may be taken directly from 

the prints. 

Out-of-Service Resources. Resources assigned to an incident 

but unable to respond for mechanical, rest, or personnel 

reasons. 

Patient Transportation Recorder. Responsible for recording 

pertinent information regarding off-incident transportation of 

patients. 
GLOSSARY OF TERMS 22-15 GLOSSARY OF TERMS

Personal Protective Equipment (PPE). That equipment 

and clothing required to shield and/or isolate personnel 

from thermal, chemical, radiological, physical, or biological 

hazards. 

Personnel Accountability. The ability to account for the 

location and status of personnel. 

Personnel Accountability Reports (PAR). Periodic reports 

verifying the status of responders assigned to an incident. 

PFD. Personal flotation device with a minimum U.S. Coast

Guard rating of Type III or V. 

Planning Meeting. A meeting, held as needed throughout 

the duration of an incident, to select specific strategies and

tactics for incident control operations and for service and 

support planning. 

Pre-Cast Construction. Structures of this type are built 

utilizing modular pre-cast concrete components that include 

floors, walls, columns and other sub-components that are

field connected upon placement on site. Individual concrete

components utilize imbedded steel reinforcing rods and 

welded wire mesh for structural integrity and may have either 

steel beam, column, or concrete framing systems utilized for 

the overall structural assembly and building enclosure. These 

structures rely on single or multi-point connections for floor

and wall enclosure assembly and are a safety and operational 

concern during collapse operations. Examples of this type of 

construction include commercial, mercantile, office and multiuse or multi-function structures including parking structures 

and large occupancy facilities. 
GLOSSARY OF TERMS 22-16 GLOSSARY OF TERMS

Protective Actions. The actions taken to preserve the health 

and safety of emergency responders and the public during an 

incident involving releases of hazardous materials. Examples 

would include evacuations or in-place protection techniques. 

PWC. Personal watercraft (water bike, jet ski). 

Qualified. A person meeting a recognized level of training, 

experience and certification for the assigned position.

Radiation Monitoring and Detection. The use of specialized 

devices to determine the presence, type and intensity of 

ionizing radiation, and to determine dosage over time. 

Radio Cache. A cache may consist of a number of portable 

radios, a base station and, in some cases, a repeater stored 

in a predetermined location for dispatch to incidents. 

Rapid Intervention Crew/Company (RIC). A crew or company 

designated to standby in a state of readiness to rescue 

emergency personnel. 

Refuge Area. An area identified within the incident for the

assembly of individuals in order to reduce the risk of further 

contamination or injury. 

Reinforced Response. Those resources requested in addition 

to the initial response. 

Reporting Locations. Any one of six facilities/locations where 

incident assigned resources may check in. 

Resources. All personnel and major items of equipment 

available, or potentially available, for assignment to incident 

tasks on which status is maintained. 
GLOSSARY OF TERMS 22-17 GLOSSARY OF TERMS

Respiratory Protection. The provision of a NIOSH approved 

breathing system to protect the respiratory system of the 

wearer from hazardous atmospheres. 

Responder Rehabilitation. The rest and treatment of 

incident personnel who are suffering from the effects of 

strenuous work and/or extreme conditions. 

RHIB. Rigid hull inflatable boat.

Rigid Hull. A boat constructed of wood, fiberglass, or

aluminum with no inflated components.

Safe Refuge Area (SRA). A safe area within the 

Contamination Reduction Zone (CRZ) for the assembly 

of individuals who were on site at the time of the spill. 

Separation of any potentially contaminated or exposed 

persons from non-exposed persons should be accomplished 

in the SRA. 

Search Marking System. A standardized marking system 

employed during and after the search of a structure for 

potential victims. 

SEAT. Single Engine Airtanker. 

Section. The organization level having functional 

responsibility for primary segments of incident management 

(Operations, Planning, Logistics, Finance/Administration). The 

Section level is organizationally between Branch and Incident 

Commander. 

Single Resource. An individual piece of equipment and its 

personnel complement, or an established crew or team of 

individuals with an identified work supervisor that can be

used on an incident. 

Site. That area within the Contamination Reduction Control 

Line at a hazardous materials incident. 
GLOSSARY OF TERMS 22-18 GLOSSARY OF TERMS

Site Safety and Control Plan (ICS 208). An emergency 

response plan describing the general safety procedures to 

be followed at an incident involving hazardous materials, and 

prepared in accordance with CCR Title 8, Section 5192, and 

29 CFR 1910.120. 

SMART - S.M.A.R.T. Acronym for Specific, Measurable,

Attainable, Results oriented, and Timely.

Staging Area. That location where incident personnel and 

equipment are assigned on a three-minute available status. 

Standby Members (2-in, 2-out). Two personnel who remain 

outside the hazard area during the initial stages of an 

incident to rescue responders and who are responsible for 

maintaining a constant awareness of the number and identity 

of members operating in the hazardous area, their location 

and function, and time of entry. 

START - S.T.A.R.T. Acronym for Simple Triage And Rapid 

Treatment. 

Strategy. The general plan or direction selected to 

accomplish incident objectives. 

Strike Team. Specified combinations of the same kind and

type of resources, with common communications and a 

leader. 

Structure/Hazards Marking System. A standardized marking 

system to identify structures in a specific area and any

hazards found within or near the structure. 
GLOSSARY OF TERMS 22-19 GLOSSARY OF TERMS

Support Zone. The area outside of the Contamination Control 

Line where equipment and personnel are assembled in 

support of incident operations, wherein such personnel and 

equipment are not expected to become contaminated. 

Swiftwater. Water that is moving fast enough to produce 

sufficient force to present a significant life and safety hazard

to a person entering the water. 

 Training Levels: 

Awareness: Knowledge based course of instruction, 

emphasizing hazards and personnel safety. Generally 

lecture only. 

Operational: Participation based course of instruction; 

emphasizing personal safety, team safety and limited 

low risk victim rescue. The course generally includes 

objective evaluation and testing. 

Technician: Performance based course of instruction 

emphasizing personnel safety, team safety, and mid to 

high-risk victim rescue. The course generally includes 

objective evaluation and testing. 

Tactics. Deploying and directing resources on an incident 

to accomplish the objectives designated by current incident 

strategy. 
GLOSSARY OF TERMS 22-20 GLOSSARY OF TERMS

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. 

Technical Reference. Access to, use of, and interpretation 

of various technical databases, chemical substance data 

depositories, response guidelines, regulatory documents, and 

other sources both in print and electronic format. 

Technical Specialists. Personnel with special skills who are 

activated only when needed. 

Triage. Screening and classification to determine priority

needs in order to ensure the efficient use of personnel,

equipment and facilities. 

Triage Tag (medical). A tag used by triage personnel to 

identify and document the patient’s medical condition. 

Unified Command. Unified Command is a team effort that

allows all agencies with jurisdictional responsibility for the 

incident, either geographical or functional, to manage an 

incident by establishing a common set of incident objectives 

and strategies. This is accomplished without losing or 

abdicating agency authority, responsibility or accountability. 

Unit. An organizational element having responsibility for a 

specific function within the Operations, Plans, Logistics, or

Finance Sections.

Urban Search and Rescue (US&R) Company. Any ground 

vehicle(s) providing a specified level of US&R operational

capability, rescue equipment, and personnel. 
GLOSSARY OF TERMS 22-21 GLOSSARY OF TERMS

Urban Search and Rescue (US&R) Crew. A pre-determined 

number of individuals who are supervised, organized and 

trained principally for a specified level of US&R operational

capability. They respond without equipment and are used 

to relieve or increase the number of US&R personnel at the 

incident. 

Watershed Rehabilitation. Restoration of watershed to, as 

near as possible, its pre-incident condition, or to a condition 

where it can recover on its own. Also known as “rehab”. 

Weapons of Mass Destruction (WMD). Reference to those 

substances that can be weaponized and are developed for 

the purpose of creating widespread injury, illness and death. 

Agents are produced in quantity and/or filled into munitions

in a specialized formulation with enhanced shelf life or 

dissemination properties.
GLOSSARY OF TERMS 22-22 GLOSSARY OF TERMS

Notes
WATCH OUT SITUATIONS

	 1.	 Fire	not	scouted	and	sized	up.

	 2.	 In	country	not	seen	in	daylight.

	 3.	 Safety	zones	and	escape	routes	not	identified.

	 4.	 Unfamiliar	with	weather	and	local	factors	

influencing	fire	behavior.

	 5.	 Uninformed	on	strategy,	tactics,	and	hazards.

	 6.	 Instructions	and	assignments	not	clear.

	 7.	 No	communication	link	with	crew	members	or	

supervisor.

	 8.	 Constructing	line	without	safe	anchor	point.

	 9.	 Building	fire	line	downhill	with	fire	below.

	 10.	 Attempting	frontal	assault	on	fire.

	 11.	 Unburned	fuel	between	you	and	fire.

	 12.	 Cannot	see	main	fire,	not	in	contact	with	

someone	who	can.

	 13.	 On	a	hillside	where	rolling	material	can	ignite	

fuel	below.		

	 14.	 Weather	becoming	hotter	and	drier.

	 15.	 Wind	increases	and/or	changes	direction.

	 16.	 Getting	frequent	spot	fires	across	line.

	 17.	 Terrain	and	fuels	make	escape	to	safety	zones	

difficult.

	 18.	 Taking	nap	near	fireline.