December 18, 2008 

Dear NIMS Stakeholders: 

Homeland Security Presidential Directive (HSPD)-5, Management of Domestic Incidents, directed 

the development and administration of the National Incident Management System (NIMS). 

Originally issued on March 1, 2004, by the Department of Homeland Security (DHS), NIMS 

provides a consistent nationwide template to enable Federal, State,1

 tribal, and local2 governments, 

nongovernmental organizations (NGOs), and the private sector to work together to prevent, protect 

against, respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, 

location, or complexity. 

HSPD-5 also required DHS to establish a mechanism for ongoing coordination to provide strategic 

direction for, and oversight of, NIMS. The National Integration Center (NIC)’s Incident 

Management Systems Integration Division (IMSI)—formerly the NIMS Integration Center—was 

established to support both routine maintenance and the continuous refinement of NIMS. 

Since 2006, the NIMS document has been revised to incorporate best practices and lessons learned 

from recent incidents. The NIMS revision also clarifies concepts and principles, and refines 

processes and terminology throughout the document. A wide range of feedback was incorporated 

while maintaining the core concepts of NIMS and no major policy changes were made to the 

document during the revision. Below is a summary of changes to the NIMS document: 

 Eliminated redundancy; 

 Reorganized document to emphasize that NIMS is more than the Incident Command System 

(ICS); 

 Clarified ICS concepts; 

 Increased emphasis on planning and added guidance on mutual aid; 

 Clarified roles of private sector, NGOs, and chief elected and appointed officials; 

1 As defined in the Homeland Security Act of 2002, P.L. 107-296, the term “State” means “any State of the United States, the District of 

Columbia, the Commonwealth of Puerto Rico, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession 

of the United States.” 6 U.S.C. 101(14) 

2 As defined in the Homeland Security Act of 2002, section 2(10), the term “local government” means “(A) a county, municipality, city, town, 

township, local public authority, school district, special district, intrastate district, council of governments..., regional or interstate government 

entity, or agency or instrumentality of a local government; (B) an Indian tribe or authorized tribal organization, or in Alaska a Native village or 

Alaska Regional Native Corporation; and (C) a rural community, unincorporated town or village, or other public entity.” 6 U.S.C. 101(10) 

www.dhs.gov 

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 Expanded the Intelligence/Investigations function; and 

 Highlighted the relationship between NIMS and the National Response Framework. 

I ask for your continued assistance as we implement NIMS. I look forward to continuing our 

collective efforts to better secure the homeland and protect our citizens. Thank you for your hard 

work in this important endeavor. 

Sincerely, 

Michael Chertoff 

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CONTENTS 

Transmittal Letter ....................................................................................................i 

List of Tables..........................................................................................................ix 

List of Figures ........................................................................................................ix 

What Is the National Incident Management System?..............................................1 

PREFACE..................................................................................................................3 

INTRODUCTION AND OVERVIEW.............................................................................5 

A. Introduction ...............................................................................................5 

B. Concepts and Principles ...............................................................................6 

1. Flexibility ..............................................................................................6 

2. Standardization......................................................................................7 

C. Overview of NIMS Components .....................................................................7 

1. NIMS Components..................................................................................7 

COMPONENT I: PREPAREDNESS .............................................................................9 

A. Concepts and Principles ...............................................................................9 

1. Unified Approach....................................................................................9 

2. Levels of Capability .............................................................................. 10 

B. Achieving Preparedness ............................................................................. 10 

1. Relationship Between NIMS and Other Preparedness Efforts ...................... 10 

2. NIMS and Its Relationship to the National Response Framework................. 11 

3. Preparedness Roles .............................................................................. 12 

4. Preparedness Elements......................................................................... 16 

5. Mitigation............................................................................................ 21 

COMPONENT II: COMMUNICATIONS AND INFORMATION MANAGEMENT..............23 

A. Concepts and Principles ............................................................................. 23 

1. Common Operating Picture.................................................................... 23 

2. Interoperability.................................................................................... 24 

3. Reliability, Scalability, and Portability...................................................... 24 

4. Resiliency and Redundancy.................................................................... 24 

B. Management Characteristics ....................................................................... 25 

1. Standardized Communication Types ....................................................... 25 

2. Policy and Planning............................................................................... 25 

3. Agreements......................................................................................... 26 

4. Equipment Standards and Training......................................................... 26 

C. Organization and Operations....................................................................... 27 

1. Incident Information............................................................................. 27 

2. Communications Standards and Formats................................................. 28 

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COMPONENT III: RESOURCE MANAGEMENT .........................................................31 

A. Concepts and Principles ............................................................................. 32 

1. Concepts............................................................................................. 32 

2. Principles ............................................................................................ 32 

B. Managing Resources.................................................................................. 34 

1. Identify Requirements .......................................................................... 35 

2. Order and Acquire ................................................................................ 37 

3. Mobilize .............................................................................................. 37 

4. Track and Report ................................................................................. 38 

5. Recover and Demobilize........................................................................ 38 

6. Reimburse........................................................................................... 39 

7. Inventory............................................................................................ 39 

COMPONENT IV: COMMAND AND MANAGEMENT...................................................45 

A. Incident Command System......................................................................... 45 

1. Management Characteristics .................................................................. 46 

2. Incident Command and Command Staff .................................................. 49 

3. General Staff ....................................................................................... 54 

4. Incident Management Teams ................................................................. 61 

5. Incident Complex: Multiple Incident Management Within 

a Single ICS Organization...................................................................... 61 

6. Area Command.................................................................................... 62 

B. Multiagency Coordination Systems .............................................................. 64 

1. Definition ............................................................................................ 64 

2. System Elements ................................................................................. 65 

3. Examples of System Elements ............................................................... 66 

4. Primary Functions of MACS.................................................................... 67 

5. Differences Between a MAC Group and Area Command............................. 69 

C. Public Information..................................................................................... 70 

1. Introduction ........................................................................................ 70 

2. System Description and Components...................................................... 70 

3. Public Information Communications Planning........................................... 74 

D. Relationships Among Command and Management Elements ........................... 74 

COMPONENT V: ONGOING MANAGEMENT AND MAINTENANCE.............................75 

A. National Integration Center ........................................................................ 75 

1. Concepts and Principles ........................................................................ 75 

2. NIMS Revision Process.......................................................................... 76 

3. NIC Responsibilities .............................................................................. 76 

B. Supporting Technologies ............................................................................ 79 

1. Concepts and Principles ........................................................................ 79 

2. Supporting Incident Management With Science and Technology................. 80 

Appendix A: EXAMPLES OF RESOURCES FOR WHICH TYPING HAS 

BEEN COMPLETED..................................................................................................83 

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Appendix B: INCIDENT COMMAND SYSTEM ..........................................................89 

A. Purpose ................................................................................................... 89 

B. Organization of This Appendix..................................................................... 89 

TAB 1—ICS ORGANIZATION .............................................................................91 

A. Functional Structure .................................................................................. 91 

B. Modular Expansion .................................................................................... 91 

1. Command Staff.................................................................................... 92 

TAB 2—THE OPERATIONS SECTION..................................................................97 

A. Operations Section Chief............................................................................ 97 

B. Branches.................................................................................................. 97 

1. Maintaining Recommended Span of Control for the Operations Section 

Chief .................................................................................................. 97 

2. Incident Calls for a Functional Branch Structure ....................................... 98 

3. Incident Calls for a Multijurisdictional Branch Structure............................. 99 

C. Divisions and Groups ................................................................................. 99 

1. Geographical Divisions........................................................................ 100 

2. Functional Groups .............................................................................. 100 

3. Combined Geographical Divisions and Functional Groups......................... 101 

D. Resource Organization ............................................................................. 101 

1. Single Resources................................................................................ 101 

2. Task Forces ....................................................................................... 101 

3. Strike Teams ..................................................................................... 101 

E. Air Operations Branch.............................................................................. 101 

TAB 3—THE PLANNING SECTION....................................................................103 

A. Planning Section Chief ............................................................................. 103 

B. Resources Unit........................................................................................ 103 

1. Responsibilities .................................................................................. 103 

2. Resource Status................................................................................. 103 

C. Situation Unit ......................................................................................... 104 

D. Documentation Unit................................................................................. 104 

E. Demobilization Unit ................................................................................. 104 

F. Technical Specialists................................................................................ 105 

TAB 4—THE LOGISTICS SECTION ...................................................................107 

A. Supply Unit ............................................................................................ 108 

B. Facilities Unit.......................................................................................... 108 

C. Ground Support Unit................................................................................ 108 

D. Communications Unit............................................................................... 109 

1. Command Net.................................................................................... 110 

2. Tactical Nets...................................................................................... 110 

3. Support Net....................................................................................... 110 

4. Air-to-Ground Net .............................................................................. 110 

5. Air-to-Air Nets ................................................................................... 110 

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E. Food Unit ............................................................................................... 110 

F. Medical Unit............................................................................................ 111 

TAB 5—THE FINANCE/ADMINISTRATION SECTION........................................113 

A. Time Unit ............................................................................................... 113 

B. Procurement Unit .................................................................................... 113 

C. Compensation and Claims Unit.................................................................. 114 

D. Cost Unit................................................................................................ 114 

TAB 6—ESTABLISHING AN AREA COMMAND...................................................115 

A. Responsibilities ....................................................................................... 115 

B. Organization........................................................................................... 115 

1. Area Commander (Unified Area Command) ........................................... 115 

2. Assistant Area Commander–Logistics.................................................... 116 

3. Assistant Area Commander–Planning.................................................... 116 

4. Area Command Aviation Coordinator .................................................... 116 

5. Area Command Support Positions......................................................... 116 

C. Location................................................................................................. 116 

D. Reporting Relationships............................................................................ 117 

TAB 7—FACILITIES AND LOCATIONS..............................................................119 

A. Incident Command Post ........................................................................... 119 

B. Incident Base.......................................................................................... 119 

C. Camps ................................................................................................... 119 

D. Staging Areas ......................................................................................... 119 

TAB 8—THE PLANNING PROCESS AND THE IAP..............................................121 

A. Overview................................................................................................ 121 

1. Understand the Situation..................................................................... 122 

2. Establish Incident Objectives and Strategy ............................................ 122 

3. Develop the Plan................................................................................ 122 

4. Prepare and Disseminate the Plan ........................................................ 122 

5. Execute, Evaluate, and Revise the Plan................................................. 122 

B. Responsibilities and Specific Planning Activities ........................................... 123 

1. Operational Period Planning Cycle ........................................................ 123 

2. Planning Steps: Understanding the Situation and Establishing 

Objectives and Strategy...................................................................... 124 

3. Conducting the Planning Meeting.......................................................... 125 

TAB 9—ICS FORMS .........................................................................................129 

A. ICS Forms.............................................................................................. 129 

1. ICS 201 – Incident Briefing ................................................................. 129 

2. ICS 202 – Incident Objectives.............................................................. 129 

3. ICS 203 – Organization Assignment List................................................ 129 

4. ICS 204 – Assignment List .................................................................. 129 

5. ICS 205 – Incident Radio Communications Plan ..................................... 130 

6. ICS 206 – Medical Plan ....................................................................... 130 

7. ICS 209 – Incident Status Summary..................................................... 130 

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8. ICS 211 – Incident Check-In List.......................................................... 130 

9. ICS 215 – Operational Planning Worksheet............................................ 130 

10. ICS 215A – Hazard Risk Analysis.......................................................... 130 

TAB 10—SUMMARY OF MAJOR ICS POSITIONS...............................................131 

GLOSSARY OF KEY TERMS ...................................................................................135 

ACRONYMS..........................................................................................................151 

INDEX .................................................................................................................153 

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LIST OF TABLES 

Table 1. Overview of NIMS ....................................................................................6 

Table 2. Example Categories for National Resource Typing ...................................... 42 

Table 3. Example of a Resource With Multiple Components (Firefighting Engine 

Company) ..................................................................................................... 42 

Table 4. Example of a Resource With Multiple Types (Coast Guard Oil Skimmer) ........ 43 

Table 5. Sample IAP Outline ................................................................................ 57 

Table 6. Differences Between a MAC Group and Area Command............................... 69 

Table 7. Types of Joint Information Centers........................................................... 72 

Table A-1. Single Resource (Track Dozer) That Has Been Typed............................... 83 

Table A-2. Team Resource (Swiftwater/Flood Search and Rescue Team) That 

Has Been Typed............................................................................................. 85 

Table B-1. ICS Organization ................................................................................ 92 

Table B-2. The IAP and Typical Attachments........................................................ 126 

Table B-3. ICS Forms That Can Aid the Planning Process....................................... 128 

Table B-4. Summary Table of Major ICS Positions ................................................ 131 

LIST OF FIGURES 

Figure 1. Resource Management During an Incident ............................................... 35 

Figure 2. Flow of Requests and Assistance During Large-Scale Incidents ................... 36 

Figure 3. Recommended NIMS Personnel Credentialing Process................................ 41 

Figure 4. Incident Command System: Command Staff and General Staff.................. 53 

Figure 5. Major Organizational Elements of Operations Section ................................ 54 

Figure 6. Planning Section Organization ................................................................ 56 

Figure 7. Logistics Section Organization ................................................................ 58 

Figure 8. Finance/Administration Section Organization............................................ 59 

Figure 9. Chain of Command and Reporting Relationships ....................................... 63 

Figure 10. Multiagency Coordination System (MACS) .............................................. 65 

Figure B-1. Example of the Role of Safety Officer and Assistant Safety Officers 

in ICS in a Multibranch Incident ....................................................................... 94 

Figure B-2. Geographic Branch Organization.......................................................... 98 

Figure B-3. Deputy Operations With Functional Branch Structure ............................. 99 

Figure B-4. Multijurisdictional Incident .................................................................. 99 

Figure B-5. Use of Geographical Divisions............................................................ 100 

Figure B-6. Use of Functional Groups .................................................................. 100 

Figure B-7. Air Operations Organization .............................................................. 102 

Figure B-8. Logistics Section With Branch Organizational Structure......................... 107 

Figure B-9. Operational Period Planning Cycle...................................................... 123 

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What Is the National Incident 

Management System? 

The National Incident Management System (NIMS) provides a systematic, 

proactive approach to guide departments and agencies at all levels of 

government, nongovernmental organizations, and the private sector to work 

seamlessly to prevent, protect against, respond to, recover from, and mitigate 

the effects of incidents, regardless of cause, size, location, or complexity, in 

order to reduce the loss of life and property and harm to the environment. 

NIMS works hand in hand with the National Response Framework (NRF). NIMS 

provides the template for the management of incidents, while the NRF provides 

the structure and mechanisms for national-level policy for incident 

management. 

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PREFACE 

On February 28, 2003, the President issued Homeland Security Presidential Directive 5 

(HSPD–5), “Management of Domestic Incidents,” which directed the Secretary of Homeland 

Security to develop and administer a National Incident Management System (NIMS). This 

system provides a consistent nationwide template to enable Federal, State, tribal, and local 

governments, nongovernmental organizations (NGOs), and the private sector to work 

together to prevent, protect against, respond to, recover from, and mitigate the effects of 

incidents, regardless of cause, size, location, or complexity. This consistency provides the 

foundation for utilization of NIMS for all incidents, ranging from daily occurrences to 

incidents requiring a coordinated Federal response. 

NIMS is not an operational incident management or resource allocation plan. NIMS 

represents a core set of doctrines, concepts, principles, terminology, and organizational 

processes that enables effective, efficient, and collaborative incident management. 

HSPD–5 also required the Secretary of Homeland Security to develop the National Response 

Plan, which has been superseded by the National Response Framework (NRF). The NRF is a 

guide to how the Nation conducts all-hazards response. The NRF identifies the key 

principles, as well as the roles and structures, that organize national response. In addition, 

it describes special circumstances where the Federal Government exercises a larger role, 

including incidents where Federal interests are involved and catastrophic incidents where a 

State would require significant support. 

HSPD–5 requires all Federal departments and agencies to adopt NIMS and to use it in their 

individual incident management programs and activities, as well as in support of all actions 

taken to assist State, tribal, and local governments. The directive requires Federal 

departments and agencies to make adoption of NIMS by State, tribal, and local 

organizations a condition for Federal preparedness assistance (through grants, contracts, 

and other activities). NIMS recognizes the role that NGOs and the private sector have in 

preparedness and activities to prevent, protect against, respond to, recover from, and 

mitigate the effects of incidents. 

Building on the foundation provided by existing emergency management and incident 

response systems used by jurisdictions, organizations, and functional disciplines at all 

levels, NIMS integrates best practices into a comprehensive framework for use nationwide 

by emergency management/response personnel1 in an all-hazards context. These best 

practices lay the groundwork for the components of NIMS and provide the mechanisms for 

the further development and refinement of supporting national standards, guidelines, 

protocols, systems, and technologies. NIMS fosters the development of specialized 

technologies that facilitate emergency management and incident response activities, and 

allows for the adoption of new approaches that will enable continuous refinement of the 

system over time. 

The Secretary of Homeland Security, through the National Integration Center (NIC), 

Incident Management Systems Integration Division (formerly known as the NIMS 

Integration Center), publishes the standards, guidelines, and compliance protocols for 

determining whether a Federal, State, tribal, or local government has implemented NIMS. 

1 Emergency management/response personnel include Federal, State, territorial, tribal, substate regional, and local 

governments, nongovernmental organizations, private-sector organizations, critical infrastructure owners and 

operators, and all other organizations and individuals who assume an emergency management role. 

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PREFACE 

Additionally, the Secretary, through the NIC, manages publication and collaboratively, with 

other departments and agencies, develops standards, guidelines, compliance procedures, 

and protocols for all aspects of NIMS. 

This document was developed through a collaborative intergovernmental partnership with 

significant input from the incident management functional disciplines, NGOs, and the private 

sector. Originally published on March 1, 2004, the document was revised in 2008 to reflect 

contributions from stakeholders and lessons learned during recent incidents. 

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INTRODUCTION AND OVERVIEW 

A. INTRODUCTION 

The September 11, 2001, terrorist attacks and the 2004 and 2005 hurricane seasons 

highlighted the need to focus on improving emergency management, incident response 

capabilities, and coordination processes across the country. A comprehensive national 

approach, applicable at all jurisdictional levels and across functional disciplines, improves 

the effectiveness of emergency management/response personnel2 across the full spectrum 

of potential incidents and hazard scenarios (including but not limited to natural hazards, 

terrorist activities, and other manmade disasters). Such an approach improves coordination 

and cooperation between public and private agencies/organizations in a variety of 

emergency management and incident response activities. The National Incident 

Management System (NIMS) framework sets forth the comprehensive national approach 

(see Table 1). 

Incidents typically begin and end locally, and are managed on a daily basis at the lowest 

possible geographical, organizational, and jurisdictional level. However, there are instances 

in which successful incident management operations depend on the involvement of multiple 

jurisdictions, levels of government, functional agencies, and/or emergency responder 

disciplines. These instances require effective and efficient coordination across this broad 

spectrum of organizations and activities. 

NIMS uses a systematic approach to integrate the best existing processes and methods into 

a unified national framework for incident management. Incident management refers to how 

incidents are managed across all homeland security activities, including prevention, 

protection, and response, mitigation, and recovery. 

This framework forms the basis for interoperability and compatibility that will, in turn, 

enable a diverse set of public and private organizations to conduct well-integrated and 

effective emergency management and incident response operations. Emergency 

management is the coordination and integration of all activities necessary to build, sustain, 

and improve the capability to prepare for, protect against, respond to, recover from, or 

mitigate against threatened or actual natural disasters, acts of terrorism, or other manmade 

disasters. It does this through a core set of concepts, principles, procedures, organizational 

processes, terminology, and standard requirements applicable to a broad community of 

NIMS users. 

2 Emergency management/response personnel include Federal, State, territorial, tribal, substate regional, and local 

governments, nongovernmental organizations, private-sector organizations, critical infrastructure owners and 

operators, and all other organizations and individuals who assume an emergency management role. 

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INTRODUCTION AND OVERVIEW 

Table 1. Overview of NIMS 

What NIMS Is: What NIMS Is NOT: 

• A comprehensive, nationwide, 

systematic approach to incident 

management, including the Incident 

Command System, Multiagency 

Coordination Systems, and Public 

Information 

• A set of preparedness concepts and 

principles for all hazards 

• Essential principles for a common 

operating picture and interoperability of 

communications and information 

management 

• Standardized resource management 

procedures that enable coordination 

among different jurisdictions or 

organizations 

• Scalable, so it may be used for all 

incidents (from day-to-day to largescale) 

• A dynamic system that promotes 

ongoing management and 

maintenance 

• A response plan 

• Only used during large-scale 

incidents 

• A communications plan 

• Only applicable to certain 

emergency management/incident 

response personnel 

• Only the Incident Command 

System or an organization chart 

• A static system 

B. CONCEPTS AND PRINCIPLES 

NIMS is based on the premise that utilization of a common incident management framework 

will give emergency management/response personnel a flexible but standardized system for 

emergency management and incident response activities. NIMS is flexible because the 

system components can be utilized to develop plans, processes, procedures, agreements, 

and roles for all types of incidents; it is applicable to any incident regardless of cause, size, 

location, or complexity. Additionally, NIMS provides an organized set of standardized 

operational structures, which is critical in allowing disparate organizations and agencies to 

work together in a predictable, coordinated manner. 

1. FLEXIBILITY 

The components of NIMS are adaptable to any situation, from routine, local incidents to 

incidents requiring the activation of interstate mutual aid to those requiring a coordinated 

Federal response, whether planned (e.g., major sporting or community events), notice 

(e.g., hurricane) or no-notice (e.g., earthquake). This flexibility is essential for NIMS to be 

applicable across the full spectrum of potential incidents, including those that require 

multiagency, multijurisdictional (such as incidents that occur along international borders), 

and/or multidisciplinary coordination. Flexibility in the NIMS framework facilitates scalability 

of emergency management and incident response activities. NIMS also provides the 

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INTRODUCTION AND OVERVIEW 

flexibility for unique implementation in specified areas around the Nation. The National 

Integration Center (NIC), as appropriate, will review and support implementation plans, 

which reflect these individual requirements and organizational structures, for consistency 

with NIMS concepts and principles. 

2. STANDARDIZATION 

Flexibility to manage incidents of any size requires coordination and standardization among 

emergency management/response personnel and their affiliated organizations. NIMS 

provides a set of standardized organizational structures that improve integration and 

connectivity among jurisdictions and disciplines, starting with a common foundation of 

preparedness and planning. Personnel and organizations that have adopted the common 

NIMS framework are able to work together, thereby fostering cohesion among the various 

organizations involved in all aspects of an incident. NIMS also provides and promotes 

common terminology, which fosters more effective communication among agencies and 

organizations responding together to an incident. 

C. OVERVIEW OF NIMS COMPONENTS 

NIMS integrates existing best practices into a consistent, nationwide, systematic approach 

to incident management that is applicable at all levels of government, nongovernmental 

organizations (NGOs), and the private sector, and across functional disciplines in an allhazards context. Five major components make up this systems approach: Preparedness, 

Communications and Information Management, Resource Management, Command and 

Management, and Ongoing Management and Maintenance. 

1. NIMS COMPONENTS 

The components of NIMS were not designed to stand alone, but to work together in a 

flexible, systematic manner to provide the national framework for incident management. A 

more detailed discussion of each component is included in subsequent sections of this 

document. 

a. Preparedness 

Effective emergency management and incident response activities begin with a host of 

preparedness activities conducted on an ongoing basis, in advance of any potential incident. 

Preparedness involves an integrated combination of assessment; planning; procedures and 

protocols; training and exercises; personnel qualifications, licensure, and certification; 

equipment certification; and evaluation and revision. 

b. Communications and Information Management 

Emergency management and incident response activities rely on communications and 

information systems that provide a common operating picture to all command and 

coordination sites. NIMS describes the requirements necessary for a standardized 

framework for communications and emphasizes the need for a common operating picture. 

This component is based on the concepts of interoperability, reliability, scalability, and 

portability, as well as the resiliency and redundancy of communications and information 

systems. 

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INTRODUCTION AND OVERVIEW 

c. Resource Management 

Resources (such as personnel, equipment, or supplies) are needed to support critical 

incident objectives. The flow of resources must be fluid and adaptable to the requirements 

of the incident. NIMS defines standardized mechanisms and establishes the resource 

management process to identify requirements, order and acquire, mobilize, track and 

report, recover and demobilize, reimburse, and inventory resources. 

d. Command and Management 

The Command and Management component of NIMS is designed to enable effective and 

efficient incident management and coordination by providing a flexible, standardized 

incident management structure. The structure is based on three key organizational 

constructs: the Incident Command System, Multiagency Coordination Systems, and Public 

Information. 

e. Ongoing Management and Maintenance 

Within the auspices of Ongoing Management and Maintenance, there are two components: 

the NIC and Supporting Technologies. 

(1) National Integration Center 

Homeland Security Presidential Directive 5 required the Secretary of Homeland Security to 

establish a mechanism for ensuring the ongoing management and maintenance of NIMS, 

including regular consultation with other Federal departments and agencies; State, tribal, 

and local stakeholders; and NGOs and the private sector. The NIC provides strategic 

direction, oversight, and coordination of NIMS and supports both routine maintenance and 

the continuous refinement of NIMS and its components. The NIC oversees the program and 

coordinates with Federal, State, tribal, and local partners in the development of compliance 

criteria and implementation activities. It provides guidance and support to jurisdictions and 

emergency management/response personnel and their affiliated organizations as they adopt 

or, consistent with their status, are encouraged to adopt the system. The NIC also oversees 

and coordinates the publication of NIMS and its related products. This oversight includes 

the review and certification of training courses and exercise information. 

(2) Supporting Technologies 

As NIMS and its related emergency management and incident response systems evolve, 

emergency management/response personnel will increasingly rely on technology and 

systems to implement and continuously refine NIMS. The NIC, in partnership with the 

Department of Homeland Security Science and Technology Directorate, oversees and 

coordinates the ongoing development of incident management-related technology, including 

strategic research and development. 

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COMPONENT I: 

PREPAREDNESS 

NIMS provides the mechanisms for emergency management/response personnel3 and their 

affiliated organizations to work collectively by offering the tools to enhance preparedness. 

Preparedness is achieved and maintained through a continuous cycle of planning, 

organizing, training, equipping, exercising, evaluating, and taking corrective action. 

Ongoing preparedness efforts among all those involved in emergency management and 

incident response activities ensure coordination during times of crisis. Moreover, 

preparedness facilitates efficient and effective emergency management and incident 

response activities. 

This component describes specific measures and capabilities that emergency 

management/response personnel and their affiliated organizations should develop and 

incorporate into their overall preparedness programs to enhance the operational 

preparedness necessary for all-hazards emergency management and incident response 

activities. In developing, refining, and expanding preparedness programs and activities 

within their jurisdictions and/or organizations, emergency management/response personnel 

should leverage existing preparedness efforts and collaborative relationships to the greatest 

extent possible. Personal preparedness, while an important element of homeland security, 

is distinct from the operational preparedness of our Nation’s emergency management and 

incident response capabilities and is beyond the scope of NIMS. 

A. CONCEPTS AND PRINCIPLES 

Within NIMS, preparedness focuses on the following elements: planning; procedures and 

protocols; training and exercises; personnel qualifications, licensure, and certification; and 

equipment certification. Effective adoption, implementation, and training of all NIMS 

components in advance of an incident or planned event will facilitate collaborative 

emergency management and incident response activities. Preparedness is a foundational 

step in emergency management and incident response; therefore, the concepts and 

principles that form the basis for preparedness are an integration of the concepts and 

principles of all NIMS components. 

1. UNIFIED APPROACH 

Preparedness requires a unified approach to emergency management and incident response 

activities. To achieve this, components of NIMS should be integrated within a jurisdiction’s 

or organization’s emergency management and incident response structure. Specifically, 

preparedness should be integrated into communications and information management, 

resource management, and command and management to form an effective system. 

Additionally, the unified-approach concept is at the core of the Command and Management 

component, as it is based on chain of command, unity of command, unity of effort, and 

when implemented, Unified Command. These characteristics allow organizations with 

3 Emergency management/response personnel include Federal, State, territorial, tribal, substate regional, and local 

governments, nongovernmental organizations, private-sector organizations, critical infrastructure owners and 

operators, and all other organizations and individuals who assume an emergency management role. 

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COMPONENT I: PREPAREDNESS 

different jurisdictional, geographical, or functional responsibilities, authorities, and resources 

to coordinate, plan, and interact effectively in support of a commonly recognized objective. 

2. LEVELS OF CAPABILITY 

Preparedness involves actions to establish and sustain necessary capabilities to execute a 

full range of emergency management and incident response activities. For NIMS to function 

effectively, jurisdictions and organizations should set expectations about the capabilities and 

resources that will be provided before, during, and after an incident. The inventorying and 

categorizing of resources available for an incident or planned event is a critical element of 

preparedness, as it helps to establish and verify the level of capability needed. Additionally, 

the concept of identifying this level of capability is woven throughout the components of 

NIMS, including the credentialing system. 

B. ACHIEVING PREPAREDNESS 

Individual jurisdictions should prepare in advance of an incident, in coordination with and 

supported by Federal and State partners, nongovernmental organizations (NGOs), and the 

private sector, as appropriate. In order for successful emergency management and incident 

response to occur, emergency management/response personnel and their affiliated 

organizations must have a clear understanding of their roles and responsibilities. This 

clarity is essential not only for emergency management/response personnel, but also for 

those acting in a policy, coordination, or support role. 

• Policy Role: Development, revision, signing, and/or formalization of policies, 

procedures, mutual aid agreements, and assistance agreements and/or plans 

relating to emergency management and incident response programs and activities. 

• Coordination Role: Resource management or any other necessary coordination 

efforts required for emergency management and incident response programs and 

activities. 

• Support Role: Provision of assistance for emergency management and incident 

response programs and activities. 

1. RELATIONSHIP BETWEEN NIMS AND OTHER PREPAREDNESS 

EFFORTS 

To achieve national preparedness and coordinated response, emergency management and 

incident response activities should be coordinated at all levels of government and should 

include NGOs and the private sector, where appropriate. Homeland Security Presidential 

Directive 5 (HSPD–5) established a single, comprehensive approach to incident 

management, with the objective of ensuring that all levels of government across the Nation 

have the capability to work together efficiently and effectively. Several other Homeland 

Security Presidential Directives are inextricably linked with HSPD–5, as they deal directly 

with national preparedness and the protection of critical infrastructure. These directives are 

discussed more fully below. 

a. Homeland Security Presidential Directive 7, “Critical 

Infrastructure Identification, Prioritization, and Protection” 

HSPD–7 directed the Department of Homeland Security (DHS) to establish a national policy 

for Federal departments and agencies to identify and prioritize critical infrastructure and key 

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COMPONENT I: PREPAREDNESS 

resources (CIKR) in order to prevent, deter, and mitigate the effects of deliberate efforts to 

destroy, incapacitate, or exploit them. Federal departments and agencies are to work with 

State, tribal, and local governments, NGOs, and the private sector to accomplish this 

objective. This effort includes the development, implementation, and ongoing management 

and maintenance of the National Infrastructure Protection Plan (NIPP). The NIPP and its 

complementary Sector-Specific Plans provide the unifying structure for integrating existing 

and future CIKR protection activities. 

b. Homeland Security Presidential Directive 8, “National 

Preparedness” 

HSPD–8 directed DHS to lead a national initiative to develop a National Preparedness 

System—a common, unified approach to “strengthen the preparedness of the United States 

to prevent and respond to threatened or actual domestic terrorist attacks, major disasters, 

and other emergencies.” The requirements of HSPD–8 led to the National Preparedness 

Guidelines, which were developed to provide the means for the Nation to answer three 

fundamental questions: 

• How prepared do we need to be? 

• How prepared are we? 

• How do we prioritize efforts to close the gap? 

HSPD–8 also required DHS to develop mechanisms for the improved delivery of Federal 

preparedness assistance to State, tribal, and local governments and to strengthen the 

Nation’s preparedness capabilities. Annex I to HSPD-8, titled "National Planning," 

establishes a comprehensive approach to national planning and provides guidance for 

conducting planning in accordance with the National Strategy for Homeland Security. Annex 

I calls for the development and updating of an Integrated Planning System (IPS). Fifteen 

National Planning Scenarios were developed to illustrate the range, scope, magnitude, and 

complexity of incidents for which the Nation should prepare. Using this wide range of 

possible scenarios, including terrorism, natural disasters, and health emergencies, helps 

reduce uncertainty in planning. 

After identifying the most important performance needs across the scenarios, DHS then 

developed the Target Capabilities List (TCL), designed to guide efforts to build a national 

network of capabilities that will be available when and where they are needed. The TCL 

outlines an all-hazards approach to development of capabilities that will be needed for 

natural or manmade disasters or other major incidents, and defines the primary roles that 

all levels of government, NGOs, the private sector, and individuals have in national 

preparedness. The capabilities provide the means to accomplish a mission and achieve 

desired outcomes by performing critical tasks, under specified conditions, to target levels of 

performance. Capabilities are delivered by appropriate combinations of properly planned, 

organized, equipped, trained, and exercised personnel. 

2. NIMS AND ITS RELATIONSHIP TO THE NATIONAL RESPONSE 

FRAMEWORK 

NIMS provides the template for the management of incidents, regardless of cause, size, 

location, or complexity. This template establishes the structure, concepts, principles, 

processes, and language for the effective employment of capabilities nationally, whether 

those capabilities reside with Federal, State, tribal, or local jurisdictions or with the private 

sector or NGOs. 

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COMPONENT I: PREPAREDNESS 

The National Response Framework (NRF), which 

superseded the National Response Plan, is an all- The NRF is a guide to how the 

hazards framework that builds upon NIMS and Nation conducts all-hazards 

describes additional specific Federal roles and response. 

structures for incidents in which Federal resources are 

involved. 

The NRF provides the structure and mechanisms for national-level policy and operational 

direction for incident management to ensure timely and effective Federal support to State, 

tribal, and local related activities. The NRF is applicable to all Federal departments and 

agencies that participate in operations requiring a coordinated Federal response. 

NIMS and the NRF are designed to improve the 

Nation’s incident management capabilities and overall NIMS and the NRF are designed to 

efficiency. During incidents requiring coordinated ensure that local jurisdictions 

Federal support, the NRF provides the guidelines and retain command, control, and 

procedures to integrate capabilities and resources into authority over response activities 

a cohesive, coordinated, and seamless national for their jurisdictional areas. 

framework for incident management. 

A basic premise of both NIMS and the NRF is that 

incidents typically be managed at the local level first. In the vast majority of incidents, local 

resources and local mutual aid agreements and assistance agreements will provide the first 

line of emergency management and incident response. If additional or specialized 

resources or capabilities are needed, Governors may request Federal assistance; however, 

NIMS is based on the concept that local jurisdictions retain command, control, and authority 

over response activities for their jurisdictional areas. Adhering to NIMS allows local agencies 

to better utilize incoming resources. 

The fundamental role of preparedness in emergency management and incident response is 

a universal concept incorporated in both NIMS and the NRF. Though the specific elements 

of preparedness described within each document may vary slightly, the concepts remain 

complementary. The key elements found within the Preparedness component of NIMS and 

the NRF are described and organized in a fashion to best assist stakeholders in the 

development of efficient, effective emergency management and incident response 

capabilities. 

3. PREPAREDNESS ROLES 

Preparedness activities should be coordinated among all appropriate agencies and 

organizations within the jurisdiction, as well as across jurisdictions. NGOs and the private 

sector should be involved in these efforts, as they often provide incident-related services, 

and are the owners and operators of critical infrastructure and key resources that may be 

involved in emergency management and incident response. Though not integrated directly 

into NIMS, individuals play a critical role in preparedness and are expected to prepare 

themselves and their families for all types of potential incidents. Jurisdictions should have 

outreach programs to promote and support individual and community preparedness (e.g., 

public education, training sessions, demonstrations), including preparedness of those with 

special needs. 

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COMPONENT I: PREPAREDNESS 

a. Preparedness Organizations 

Preparedness organizations provide coordination for emergency management and incident 

response activities before an incident or planned event. These organizations range from 

groups of individuals to small committees to large standing organizations that represent a 

wide variety of committees, planning groups, or other organizations (e.g., Citizen Corps, 

Community Emergency Response Teams, Local Emergency Planning Committees, Critical 

Infrastructure Sector Coordinating Councils). Preparedness organizations should meet 

regularly and coordinate with one another to ensure an appropriate focus on helping 

jurisdictions and groups of jurisdictions to meet their preparedness needs. 

The needs of the jurisdictions involved will dictate how frequently such organizations should 

conduct their business, as well as how they are structured. When preparedness activities 

routinely need to be accomplished across jurisdictions, preparedness organizations should 

be multijurisdictional and/or multiagency and include critical infrastructure owners and 

operators, NGOs, and the private sector, when relevant. Memorandums or agreements 

should be established between necessary parties so that each will be aware of the 

capabilities, expectations, and roles of the others. 

Preparedness organizations may take the following actions, among others: 

• Establish and coordinate emergency operations plans, protocols, and procedures, 

including public communications and awareness. 

• Integrate and coordinate the activities and functions within their purview. 

• Establish the standards, guidelines, and protocols necessary to promote 

interoperability and consideration for responder safety. 

• Adopt standards, guidelines, and procedures for requesting and providing resources. 

• Identify resources and other requirements and set priorities for their use. 

• Encourage training, exercises, evaluation, and corrective action programs. 

• Ensure the establishment and maintenance of necessary mutual aid agreements and 

assistance agreements and outreach to NGOs and the private sector. 

• Use Multiagency Coordination Systems, as needed and where appropriate, for 

planned events (such as parades or sporting events) or for specific types of incidents 

(such as pandemic influenza or hurricanes).4 

• Plan for operational scientific support, which can be done at each level of 

government, and contribute ideas to ongoing research and development of new 

technologies.5 

• Conduct after-action reviews to strengthen future preparedness. 

b. Elected and Appointed Officials 

Elected and appointed officials should have a clear understanding of their roles and 

responsibilities for successful emergency management and incident response. These 

officials include administrative and political personnel, as well as department/agency 

administrators who have leadership roles in a jurisdiction, including legislators and chief 

executives, whether elected (e.g., Governors, mayors, sheriffs, tribal leaders, and county 

executives) or appointed (e.g., county administrators and city managers). Although their 

roles may require providing direction and guidance to constituents during an incident, their 

4 See page 64, Component IV: Command and Management, Multiagency Coordination Systems. 5 See page 79, Component V: Ongoing Management and Maintenance, Supporting Technologies. 

December 2008 National Incident Management System 13 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

COMPONENT I: PREPAREDNESS 

day-to-day activities do not necessarily focus on emergency management and incident 

response. 

To better serve their constituents, elected and appointed officials should do the following: 

• Understand, commit to, and receive training on NIMS and participate in exercises. 

• Maintain an understanding of basic emergency management, continuity of operations 

and continuity of government plans, jurisdictional response capabilities, and initiation 

of disaster declarations. 

• Lead and encourage preparedness efforts within the community, agencies of the 

jurisdiction, NGOs, and the private sector, as appropriate. 

• Help to establish relationships (including mutual aid agreements and assistance 

agreements) with other jurisdictions and, as appropriate, NGOs and the private 

sector. 

• Support and encourage participation in mitigation efforts within the jurisdiction and, 

as appropriate, with NGOs and the private sector. 

• Provide guidance to their jurisdictions, departments, and/or agencies, with clearly 

stated policies for NIMS implementation. 

• Understand laws and regulations in their jurisdictions that pertain to emergency 

management and incident response. 

• Maintain awareness of CIKR within their jurisdictions, potential incident impacts, and 

restoration priorities. 

Elected and appointed officials may also be called upon to help shape and revise laws, 

policies, and budgets to aid in preparedness efforts and to improve emergency management 

and incident response activities. 

An incident may have a mix of political, economic, social, environmental, public safety, 

public health, and financial implications with potentially serious long-term effects. 

Frequently, incidents require a coordinated response (across agencies, jurisdictions, and/or 

including NGOs and the private sector), during which elected and appointed officials must 

make difficult decisions under crisis conditions. Elected and appointed officials should be 

aware of how NIMS can work to ensure cooperative response efforts, thereby minimizing 

the potential implications of an incident. 

(1) Elected and Appointed Officials During an Incident 

Generally, elected and appointed officials are not at 

the scene of the incident, but should have the Major Responsibilities of Elected 

ability to communicate and meet with the Incident and Appointed Officials 

Commander (IC)/Unified Command (UC), as 

necessary. Depending on the nature of the incident • Clearly state agency/jurisdiction 

or level of the overall emergency, elected and policy 

appointed officials could function from the following • Evaluate effectiveness and correct 

locations: deficiencies 

• Support a multiagency approach • The agency or jurisdictional offices. 

• An Emergency Operations Center. 

• A location housing multiagency coordination. 

Elected and appointed officials should provide input on policy, direction, and authority to the 

IC/UC. Proper coordination between elected and appointed officials and the IC/UC can be 

crucial to the successful management of an incident. Elected and appointed officials should 

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COMPONENT I: PREPAREDNESS 

clearly communicate views to the IC/UC. As time and agency policy dictate, the following 

considerations should be clearly communicated, documented, and provided to the IC/UC: 

• Safety considerations. 

• Environmental issues. 

• Legal and policy limitations. 

• Issues relating to critical infrastructure services or restoration. 

• Economic, political, and social concerns. 

• Cost considerations. 

In some circumstances, if information is not delineated in policies or laws, it should be 

defined through a formal delegation of authority or letter of expectation. 

c. Nongovernmental Organizations 

NGOs, such as community-based, faith-based, or national organizations (e.g., the Salvation 

Army, National Voluntary Organizations Active in Disaster, American Red Cross), play vital 

roles in emergency management and incident response activities. NGOs that have the 

capacity and desire to be involved should be fully integrated into a jurisdiction’s 

preparedness efforts, especially in planning, training, and exercises. Furthermore, 

memorandums of agreement should be established with NGOs prior to an incident so that 

each organization is aware of the capabilities, expectations, and roles of others. 

It is recommended that key executives and administrators of NGOs use NIMS for planned 

events or incidents, because its use improves the organizations’ ability to integrate into 

incident management. While compliance with NIMS is not mandated for NGOs, adhering to 

NIMS procedures and terminology, and requiring staff with disaster-related missions to take 

appropriate training, will support the continued integration of the NGOs into a jurisdiction’s 

preparedness efforts. 

d. Private Sector 

The private sector plays a vital role in emergency management and incident response and 

should be incorporated into all aspects of NIMS. Utilities, industries, corporations, 

businesses, and professional and trade associations typically are involved in critical aspects 

of emergency response and incident management. These organizations should prepare for 

all-hazards incidents that may affect their ability to deliver goods and services. It is 

essential that private-sector organizations directly involved in emergency management and 

incident response, or identified as a component of critical infrastructure (e.g., hospitals, 

public and private utility companies, schools), be included, as appropriate, in a jurisdiction’s 

preparedness efforts. Although private-sector entities cannot be required to be NIMS 

compliant, it is strongly encouraged that those private-sector organizations that are directly 

involved in response operations have their response personnel receive NIMS training and 

that the response elements of their organization be NIMS compliant. 

Governments at all levels should work with the private sector to establish a common set of 

expectations consistent with Federal, State, tribal, and local roles, responsibilities, and 

methods of operations. These expectations should be widely disseminated and the 

necessary training and practical exercises conducted so that they are thoroughly understood 

in advance of an actual incident. These expectations are particularly important with respect 

to private-sector organizations involved in CIKR areas. In addition, private-sector 

organizations may wish to consider entering into assistance agreements with governments 

or other private-sector organizations to clarify the respective capabilities, roles, and 

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COMPONENT I: PREPAREDNESS 

expectations of the parties involved in preparing for and responding to an incident. Finally, 

the private sector may be a source for best practices in emergency management and 

incident response. 

Academia also plays a significant role in NIMS. Many academic institutions assist in 

providing NIMS training to responders and community leaders. Additionally, many courses 

of study include NIMS training and concepts in their curricula. The academic community is 

also a primary vehicle for the development of new concepts and principles. 

4. PREPAREDNESS ELEMENTS 

Preparedness efforts should validate and maintain plans, policies, and procedures, 

describing how they will prioritize, coordinate, manage, and support information and 

resources. The elements described below build the foundation necessary for efficient and 

effective response and recovery. Ongoing support is provided by the National Integration 

Center (NIC) in the following areas: training and exercises; personnel qualifications, 

licensure, and certification; and equipment certification.6 

a. Preparedness Planning 

Plans should be realistic, scalable, and applicable to all types of incidents, from daily 

occurrences to incidents requiring the activation of interstate mutual aid to those requiring a 

coordinated Federal response. Plans should form the basis of training and be exercised 

periodically to ensure that all individuals involved in response are able to execute their 

assigned tasks. It is essential that plans address training and exercising and allow for the 

incorporation of after-action reviews, lessons learned, and corrective actions, with 

responsibility agreements following any major incident or exercise. Plans should be updated 

periodically to reflect changes in the emergency management and incident response 

environment, as well as any institutional or organizational changes. 

Plans should describe how personnel, equipment, and other governmental and 

nongovernmental resources will be used to support emergency management and incident 

response requirements. Plans are the operational core of preparedness and provide 

mechanisms for setting priorities, integrating multiple jurisdictions/organizations and 

functions, establishing collaborative relationships, and ensuring that communications and 

other systems effectively support the full spectrum of emergency management and incident 

response activities. Plans should also incorporate strategies for maintaining continuity of 

government and continuity of operations during and after incidents, provide mechanisms to 

ensure resiliency of critical infrastructure and economic stability of communities, and 

incorporate the advance planning associated with responder protection, resource 

management, and communications and information management. 

Plans should integrate all relevant departments, agencies, and organizations (including 

NGOs and the private sector, where appropriate) to facilitate coordinated emergency 

management and incident response activities. Where appropriate, plans should incorporate 

a clearly defined process for seeking and requesting assistance from necessary 

departments, agencies, or organizations. While it is recognized that jurisdictions and 

organizations will develop multiple types of plans, such as response, mitigation, and 

recovery plans, it is essential that these plans be coordinated and complement one another. 

State, tribal, and local governments are encouraged to comply with the Integrated Planning 

6 See page 75, Component V: Ongoing Management and Maintenance, National Integration Center. 

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COMPONENT I: PREPAREDNESS 

System (IPS) by using Comprehensive Preparedness Guide (CPG) 101, “Producing 

Operations Plans for State, Territorial, Tribal, and Local Governments.” CPG 101 meets the 

Annex I requirement that IPS include a “guide for all-hazards planning . . . that can be used 

at Federal, State, local, and tribal levels to assist the planning process.” IPS is flexible 

enough to accommodate the many planning formats, styles, and processes used by State, 

tribal, and local governments. Over time, the use of IPS is expected to facilitate 

standardization of plans across the United States at all levels of government and enhance 

preparedness. Together IPS and CPG 101 support national vertical integration by clearly 

articulating Federal planning procedures to State, tribal, and local governments and by 

establishing a consistent planning process across all levels of government. 

Each jurisdiction, in coordination with appropriate agencies and organizations, should 

develop plans that define the scope of necessary activities for preparedness, emergency 

management, and incident response for that jurisdiction. As appropriate, jurisdictions 

should also develop scenario-specific plans or annexes derived from their threat 

assessment. These plans should describe organizational structures, roles and 

responsibilities, policies, and protocols for providing support; should be flexible enough for 

use in all incidents; and should be comprehensive enough to meet the wide variety of public 

needs that may arise. While preparedness of the public is generally beyond the scope of 

NIMS, plans should also include public awareness, education, and communications plans 

and protocols. 

(1) Continuity Capability 

Recent natural and manmade disasters have demonstrated the need for a robust continuity 

capability at the Federal, State, territorial, tribal, and local levels, as well as within the 

private sector, in order to ensure the preservation of our form of government under the 

Constitution and the continuation of essential functions under all conditions. Ensuring that 

the right leadership, support staff, communications, facilities, infrastructure, and other 

resources with the right continuity planning and program management are available to 

support a jurisdiction is critical to the success of emergency management and incident 

response operations. 

The goal of a robust continuity capability is to have the resiliency to confront any challenge, 

threat, or vulnerability. Continuity planning should be instituted within all organizations—to 

include all levels of government and the private sector—and especially within those 

organizations that support the National Essential Functions found in National Security 

Presidential Directive 51/Homeland Security Presidential Directive 20 (NSPD-51/HSPD-20), 

“National Continuity Policy,” dated May 4, 2007. NSPD-51/HSPD-20 and Federal Continuity 

Directive 1, dated February 4, 2007, outline the continuity requirements for all Federal 

departments and agencies (with guidance for non-Federal organizations). These 

requirements include such things as essential functions, orders of succession, delegations of 

authority, continuity facilities, continuity communications, vital records management, and 

human capital. 

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COMPONENT I: PREPAREDNESS 

(2) Mutual Aid Agreements and Assistance Agreements 

Mutual aid agreements and assistance agreements are agreements between agencies, 

organizations, and jurisdictions that provide a mechanism to quickly obtain emergency 

assistance in the form of personnel, equipment, 

materials, and other associated services. The 

primary objective is to facilitate rapid, short-term 

deployment of emergency support prior to, 

during, and after an incident. A signed 

agreement does not obligate the provision or 

receipt of aid, but rather provides a tool for use 

should the incident dictate a need. There are 

several types of these kinds of agreements, 

including but not limited to the following: 

• Automatic Mutual Aid: Agreements that 

permit the automatic dispatch and 

response of requested resources without 

incident-specific approvals. These 

agreements are usually basic contracts; 

some may be informal accords. 

• Local Mutual Aid: Agreements between 

neighboring jurisdictions or organizations 

that involve a formal request for 

assistance and generally cover a larger 

geographic area than automatic mutual 

aid. 

• Regional Mutual Aid: Substate regional 

mutual aid agreements between multiple 

jurisdictions that are often sponsored by a 

council of governments or a similar 

regional body. 

• Statewide/Intrastate Mutual Aid: 

Agreements, preferably written, should 

include the following elements or 

provisions: 

• Definitions of key terms used in the 

agreement 

• Roles and responsibilities of individual 

parties 

• Procedures for requesting and providing 

assistance 

• Procedures, authorities, and rules for 

payment, reimbursement, and allocation 

of costs 

• Notification procedures 

• Protocols for interoperable 

communications 

• Relationships with other agreements 

among jurisdictions 

• Workers’ compensation 

• Treatment of liability and immunity 

• Recognition of qualifications, licensure, 

and certifications 

• Sharing agreements, as required 

• Termination clause 

Agreements, often coordinated through the State, that incorporate both State and 

local governmental and nongovernmental resources in an attempt to increase 

preparedness statewide. 

• Interstate Agreements: Out-of-State assistance through the Emergency 

Management Assistance Compact (EMAC) or other formal State-to-State agreements 

that support the response effort. 

• International Agreements: Agreements between the United States and other 

nations for the exchange of Federal assets in an emergency. 

• Other Agreements: Any agreement, whether formal or informal, used to request 

or provide assistance and/or resources among jurisdictions at any level of 

government (including foreign), NGOs, or the private sector. 

Jurisdictions should be party to agreements with the appropriate jurisdictions and/or 

organizations (including NGOs and the private sector, where appropriate) from which they 

expect to receive, or to which they expect to provide, assistance. States should participate 

in interstate compacts and look to establish intrastate agreements that encompass all local 

jurisdictions. Authorized officials from each of the participating jurisdictions and/or 

organizations should collectively approve all mutual aid agreements and assistance 

agreements. 

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COMPONENT I: PREPAREDNESS 

Memorandums of understanding and memorandums of agreement are needed with the 

private sector and NGOs, including community-based, faith-based, and national 

organizations such as the American Red Cross and the Salvation Army, to facilitate the 

timely delivery of assistance during incidents. 

b. Procedures and Protocols 

Procedures and protocols should detail the specific actions to implement a plan or system. 

All emergency management/response personnel and their affiliated organizations should 

develop procedures and protocols that translate into specific, action-oriented checklists for 

use during incident response operations. 

Procedures are documented and implemented with checklists; resource listings; maps, 

charts, and other pertinent data; mechanisms for notifying staff; processes for obtaining 

and using equipment, supplies, and vehicles; methods of obtaining mutual aid agreements 

and assistance agreements; mechanisms for reporting information to Department 

Operations Centers and Emergency Operations Centers; and communications operating 

instructions, including connectivity among governments, NGOs, and the private sector. 

There are four standard levels of procedural documents: 

• Standard Operating Procedure or Operations Manual: Complete reference 

document that provides the purpose, authorities, duration, and details for the 

preferred method of performing a single function or a number of interrelated 

functions in a uniform manner. 

• Field Operations Guide or Incident Management Handbook: Durable pocket or 

desk guide that contains essential information required to perform specific 

assignments or functions. 

• Mobilization Guide: Reference document used by agencies/organizations outlining 

agreements, processes, and procedures used by all participating organizations for 

activating, assembling, and transporting resources. 

• Job Aid: Checklist or other visual aid intended to ensure that specific steps for 

completing a task or assignment are accomplished. Job aids serve as training aids to 

teach individuals how to complete specific job tasks. 

Protocols are sets of established guidelines for actions (which may be designated by 

individuals, teams, functions, or capabilities) under various specified conditions. 

Establishing protocols provides for the standing orders, authorizations, and delegations 

necessary to permit the rapid execution of a task, function, or a number of interrelated 

functions without having to seek permission. Protocols permit specific personnel—based on 

training and delegation of authority—to assess a situation, take immediate steps to 

intervene, and escalate their efforts to a specific level before further guidance or 

authorizations are required. 

c. Training and Exercises 

Personnel with roles in emergency management and incident response at all levels of 

government—including persons with leadership positions, such as elected and appointed 

officials—should be appropriately trained to improve all-hazards capabilities nationwide. 

Additionally, NGOs and private-sector entities with direct roles in response operations 

should be strongly encouraged to participate in NIMS training and exercises. Standardized 

NIMS training courses focused on the structure and operational coordination processes and 

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COMPONENT I: PREPAREDNESS 

systems, together with courses focused on discipline-specific and agency-specific expertise, 

help to ensure that emergency management/response personnel can function together 

effectively during an incident. Training and exercises should be specifically tailored to the 

responsibilities of the personnel involved in incident management. Mentoring or shadowing 

opportunities, to allow less experienced personnel to observe those with more experience 

during an actual incident, should be incorporated to enhance training and exercising. 

Additionally, exercises should be designed to allow personnel to simulate multiple 

command, supervisory, or leadership roles whenever possible. 

NIMS training levels are dependent on the individual’s, jurisdiction’s, or organization’s level 

of involvement in emergency management and incident response activities. 

Training should allow practitioners to: 

• Use the concepts and principles of NIMS in exercises, planned events, and actual 

incidents. 

• Become more comfortable using NIMS, including the Incident Command System. 

To improve NIMS performance, emergency 

management/response personnel should also participate in Exercises should contain a 

realistic exercises—including multidisciplinary, mechanism for incorporating 

multijurisdictional incidents, and NGO and private-sector corrective actions into the 

interaction—to improve coordination and interoperability. planning process. 

Thorough exercising of NIMS components may be done using 

a single exercise or a series of exercises, each of which 

evaluates specific aspects of NIMS and its components. 

Exercises should be conducted with parties identified in strategic and operational plans 

(e.g., the emergency operations plan), including departments, agencies, partners in mutual 

aid agreements and assistance agreements, NGOs, and the private sector. Exercises should 

contain a mechanism for incorporating corrective actions and lessons learned from incidents 

into the planning process. For guidance on exercise design, methodology, and evaluation, 

refer to the Homeland Security Exercise and Evaluation Program or other exercise 

development tools. Exercises should also cover the following: 

• All aspects of a plan, particularly the processes and procedures for activating local, 

intrastate, and/or interstate mutual aid agreements and assistance agreements. 

• Knowledge needed to activate those agreements. 

d. Personnel Qualifications and Certification 

A critical element of NIMS preparedness is the use of national standards that allow for 

common or compatible structures for the qualification, licensure, and certification of 

emergency management/response personnel.7 Standards will help ensure that these 

personnel possess the minimum knowledge, skills, and experience necessary to execute 

incident management and emergency response activities safely and effectively. Standards 

typically include training, experience, credentialing, validation, and physical and medical 

fitness. Federal, State, tribal, and local certifying agencies, and professional and private 

organizations with personnel involved in emergency management and incident response, 

are encouraged to credential those individuals in their respective disciplines or jurisdictions. 

7 See page 40, Component III: Resource Management, Credentialing. 

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COMPONENT I: PREPAREDNESS 

The baseline criteria for this voluntary credentialing will be established by the NIC after 

consultation with appropriate experts, partners, and/or recognized authoritative bodies, 

which will detail the standards associated with the minimum thresholds for specific 

emergency management positions, allowing those credentialed personnel to participate, as 

needed, in national-level incidents. 

e. Equipment Certification 

Emergency management/response personnel and their affiliated organizations rely on 

various types and kinds of equipment to perform essential tasks.8 A critical component of 

preparedness is the acquisition of equipment that will perform to certain standards (as 

designated by organizations such as the National Fire Protection Association or National 

Institute of Standards and Technology), including the capability to be interoperable with 

equipment used by other jurisdictions or participating organizations.9 Associated with this is 

the need to have a common understanding of the abilities of distinct types of equipment, to 

allow for better planning before an incident and rapid scaling and flexibility in meeting the 

needs of an incident. 

5. MITIGATION 

Mitigation is an important element of emergency management and incident response. It 

provides a critical foundation in the effort to reduce the loss of life and property and to 

minimize damage to the environment from natural or manmade disasters by avoiding or 

lessening the impact of a disaster. Mitigation provides value to the public by creating safer 

communities and impeding the cycle of disaster damage, reconstruction, and repeated 

damage. Mitigative actions should effectively be coordinated between the IC/UC and the 

operator of the CIKR facilities. These activities or actions, in most cases, will have a longterm sustained effect. Risk management—the process for measuring or assessing risk and 

developing strategies to manage it—is an essential aspect of mitigation. Risk management 

strategies may include avoiding the risk (e.g., removing structures in floodplains), reducing 

the negative effect of the risk (e.g., hardening buildings by placing barriers around them), 

or accepting some or all of the consequences of a particular risk. 

Examples of mitigation activities include the following: 

• Ongoing public education and outreach activities designed to reduce loss of life and 

destruction of property. 

• Complying with or exceeding floodplain management and land-use regulations. 

• Enforcing stringent building codes, seismic design standards, and wind-bracing 

requirements for new construction, or repairing or retrofitting existing buildings. 

• Supporting measures to ensure the protection and resilience of CIKR designed to 

ensure business continuity and the economic stability of communities. 

• Acquiring damaged homes or businesses in flood-prone areas, relocating the 

structures, and returning the property to open space, wetlands, or recreational uses. 

• Identifying, utilizing, and refurbishing shelters and safe rooms to help protect people 

in their homes, public buildings, and schools in hurricane- and tornado-prone areas. 

• Implementing a vital records program at all levels of government to prevent loss of 

crucial documents and records. 

8 See page 31, Component III: Resource Management for more information on equipment certification. 

9 See page 75, Component V: Ongoing Management and Maintenance, National Integration Center. 

December 2008 National Incident Management System 21 
 

 

 

 

 

 

COMPONENT I: PREPAREDNESS 

• Intelligence sharing and linkage leading to other law enforcement activities, such as 

infiltration of a terrorist cell to prevent an attack. 

• Periodic remapping of hazard or potential hazard zones, using geospatial techniques. 

• Management of data regarding historical incidents to support strategic planning and 

analysis. 

• Development of hazard-specific evacuation routes. 

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COMPONENT II: 

COMMUNICATIONS AND 

INFORMATION MANAGEMENT 

Effective emergency management and incident response activities rely on flexible 

communications and information systems that provide a common operating picture to 

emergency management/response personnel10 and their affiliated organizations. 

Establishing and maintaining a common operating picture and ensuring accessibility and 

interoperability are the principal goals of the Communications and Information Management 

component of NIMS. Properly planned, established, and applied communications enable the 

dissemination of information among command and support elements and, as appropriate, 

cooperating agencies and organizations. 

Incident communications are facilitated through the development and use of common 

communications plans and interoperable communications equipment, processes, standards, 

and architectures. During an incident, this integrated approach links the operational and 

support units of the various organizations to maintain communications connectivity and 

situational awareness. Communications and information management planning should 

address the incident-related policies, equipment, systems, standards, and training 

necessary to achieve integrated communications. 

A. CONCEPTS AND PRINCIPLES 

The underlying concepts and principles of this component reinforce the use of a flexible 

communications and information system in which emergency management/response 

personnel can maintain a constant flow of information during an incident. These concepts 

and principles emphasize the need for and maintenance of a common operating picture; 

interoperability; reliability, scalability, and portability; and resiliency and redundancy of any 

system and its components. 

1. COMMON OPERATING PICTURE 

Common Operating Picture 

A common operating picture is established and An overview of an incident created maintained by gathering, collating, synthesizing, and by collating and gathering disseminating incident information to all appropriate information—such as traffic, parties. Achieving a common operating picture allows weather, actual damage, resource on-scene and off-scene personnel—such as those at the 

availability—of any type (voice, data, Incident Command Post, Emergency Operations Center etc.) from agencies/organizations in (EOC), or within a Multiagency Coordination Group—to 

order to support decisionmaking have the same information about the incident, including 

the availability and location of resources and the status 

of assistance requests. Additionally, a common 

operating picture offers an incident overview that enables the Incident Commander (IC), 

10 Emergency management/response personnel include Federal, State, territorial, tribal, substate regional, and 

local governments, nongovernmental organizations, private-sector organizations, critical infrastructure owners and 

operators, and all other organizations and individuals who assume an emergency management role. 

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COMPONENT II: COMMUNICATIONS AND INFORMATION MANAGEMENT 

Unified Command (UC), and supporting agencies and organizations to make effective, 

consistent, and timely decisions. In order to maintain situational awareness, 

communications and incident information must be updated continually. Having a common 

operating picture during an incident helps to ensure consistency for all emergency 

management/response personnel engaged in an incident. 

2. INTEROPERABILITY 

Communications interoperability allows emergency management/response personnel and 

their affiliated organizations to communicate within and across agencies and jurisdictions via 

voice, data, or video in real time, when needed, and when authorized. It is essential that 

these communications systems be capable of interoperability, as successful emergency 

management and incident response operations require the continuous flow of critical 

information among jurisdictions, disciplines, organizations, and agencies. 

Interoperability planning requires accounting for emergency management and incident 

response contingencies and challenges. Interoperability plans should include considerations 

of governance, standard operating procedures (SOPs), technology, training and exercises, 

and usage within the context of the stress and chaos of a major response effort. 

Coordinated decisionmaking between agencies and jurisdictions is necessary to establish 

proper and coherent governance and is critical to achieving interoperability. Agreements 

and SOPs should clearly articulate the processes, procedures, and protocols necessary to 

achieve interoperability. 

3. RELIABILITY, SCALABILITY, AND PORTABILITY 

Communications and information systems should be designed to be flexible, reliable, and 

scalable in order to function in any type of incident, regardless of cause, size, location, or 

complexity. They should be suitable for operations within a single jurisdiction or agency, a 

single jurisdiction with multiagency involvement, or multiple jurisdictions with multiagency 

involvement. Communications systems should be applicable and acceptable to users, 

readily adaptable to new technology, and reliable in the context of any incident to which 

emergency management/response personnel would be expected to respond. 

Portability of radio technologies, protocols, and frequencies among emergency 

management/response personnel will allow for the successful and efficient integration, 

transport, and deployment of communications systems when necessary. Portability includes 

the standardized assignment of radio channels across jurisdictions, which allows responders 

to participate in an incident outside their jurisdiction and still use familiar equipment. 

Scalability differs from portability in that scalability allows responders to increase the 

number of users on a system, while portability facilitates the interaction of systems that are 

normally distinct. 

4. RESILIENCY AND REDUNDANCY 

Resiliency is the ability of communications systems to withstand and continue to perform 

after damage or loss of infrastructure. It requires communications systems to avoid relying 

solely on a sophisticated but vulnerable network of support systems. Prudent resiliency 

practices could include hardened dispatch centers and transmission systems or 

infrastructure that can withstand known risks. Repeater antenna sites, for example, are 

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COMPONENT II: COMMUNICATIONS AND INFORMATION MANAGEMENT 

equipped with independent power systems to ensure their continued functionality during a 

power failure. 

Redundancy is another essential element of a jurisdiction’s/organization’s communications 

structure. Although the duplication of identical services is one method of achieving 

redundancy, it also derives from the ability to communicate through diverse, alternative 

methods when standard capabilities suffer damage. For example, a public safety agency 

might have a high-tech voice 400-megahertz system that is used as the primary dispatch 

system, but maintain a redundant VHF system in its vehicles that would be able to contact 

the dispatch center in the event that the primary system is rendered inoperable. Resiliency 

and redundancy are critical to ensuring communications flow during an incident. 

B. MANAGEMENT CHARACTERISTICS 

Emergency management/response personnel should be able to manage incident 

communications and information effectively. Regardless of the communications method or 

the information being transmitted, procedures and protocols should be followed. As 

technologies change and the methods of exchanging information improve, management 

procedures likewise should evolve. 

1. STANDARDIZED COMMUNICATION TYPES 

Successful communications and information management require that emergency 

management/response personnel and their affiliated organizations use standardized 

communications types. The determination of the individual or agency/organization 

responsible for these communications is discussed in the Command and Management 

component and in Appendix B. The following is a list of standardized communication 

types:11 

• Strategic Communications: High-level directions, including resource priority 

decisions, roles and responsibilities determinations, and overall incident response 

courses of action. 

• Tactical Communications: Communications between command and support 

elements and, as appropriate, cooperating agencies and organizations. 

• Support Communications: Coordination in support of strategic and tactical 

communications (for example, communications among hospitals concerning resource 

ordering, dispatching, and tracking from logistics centers; traffic and public works 

communications). 

• Public Address Communications: Emergency alerts and warnings, press 

conferences, etc.12 

2. POLICY AND PLANNING 

Coordinated communications policy and planning provides the basis for effective 

communications and information management. Although communications and information 

management is important during routine operations, well-established procedures and 

protocols become critical during incident response activities. Careful planning should 

11 See page 70, Component IV: Command and Management, Public Information, and page 103, Appendix B: 

Incident Command System, Planning Section Chief. 

12 See page 70, Component IV, Command and Management, Public Information. 

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COMPONENT II: COMMUNICATIONS AND INFORMATION MANAGEMENT 

determine what communications systems and platforms will be used, who can use them, 

what information is essential in different environments, the technical parameters of all 

equipment and systems, and other relevant considerations. 

Information flow among all stakeholders is crucial, but interoperability presents additional 

challenges when nongovernmental organizations (NGOs), the private sector, and critical 

infrastructure owners and operators are considered. All relevant stakeholders should be 

involved in meetings and planning sessions in order to formulate more thorough and 

integrated communications plans and strategies. Technology and equipment standards also 

should be shared when appropriate, to provide stakeholders with the opportunity to be 

interoperable and compatible. 

Sound communications management policies and plans should include information about the 

following aspects of communications and information management: 

• Information needs should be defined by the jurisdiction/organization. These needs 

are often met at the Federal, State, tribal, and local levels, in concert with NGOs and 

the private sector, and primarily through preparedness organizations. 

• The jurisdiction’s or organization’s information management system should provide 

guidance, standards, and tools to enable the integration of information needs into a 

common operating picture when needed. 

• Procedures and protocols for the release of warnings, incident notifications, public 

communications, and other critical information are disseminated through a defined 

combination of networks used by EOCs. Notifications are made to the appropriate 

jurisdictional levels and to NGOs and the private sector through defined mechanisms 

specified in emergency operations plans and Incident Action Plans. 

• Agencies at all levels should plan in advance for the effective and efficient use of 

information management technologies (e.g., computers, networks, and informationsharing mechanisms) to integrate all command, coordination, and support functions 

involved in incident management and to enable the sharing of critical information 

and the cataloging of required corrective actions. 

3. AGREEMENTS 

All parties identified in the planning process used in a jurisdiction’s emergency operations 

plan need to have agreements in place to ensure that the elements within plans and 

procedures will be in effect at the time of an incident. The agreements should specify all of 

the communications systems and platforms through which the parties agree to use or share 

information. 

4. EQUIPMENT STANDARDS AND TRAINING 

Communications equipment used by emergency management/response personnel often 

consists of components and systems that may be connected through common interfaces, 

many of which rely on the private sector to provide their operational backbone. 

Public/private communication systems and associated equipment should be regularly 

enhanced and updated, as their maintenance is essential to effective emergency 

management and incident response activities. The wide range of conditions under which 

communications systems will be used should be considered when developing standards 

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COMPONENT II: COMMUNICATIONS AND INFORMATION MANAGEMENT 

associated with the systems and equipment. Training and exercises that employ 

interoperable systems and equipment are necessary for personnel to understand their 

capabilities and limitations before an incident. In addition, the need for “hardened” laptops 

and/or personal digital assistants should be considered in the communications plan. 

C. ORGANIZATION AND OPERATIONS 

1. INCIDENT INFORMATION 

During the course of an incident, information is vital to assist the IC, UC, and supporting 

agencies and organizations in making decisions. Much of the information is used for diverse 

functions within the Incident Command System. For example, the same piece of 

information may: 

• Aid in the planning process to develop an Incident Action Plan (IAP). 

• Be a key point in the release of public information. 

• Assist the Finance/Administration Section in determining incident cost. 

• Determine the need for additional involvement of NGO or private-sector resources. 

• Identify a safety issue. 

• Follow up on an information request. 

The following are examples of information generated by an incident that can be used for 

decisionmaking purposes. 

a. Incident Notification, Situation, and Status Reports 

Incident reporting and documentation procedures should be standardized to ensure that 

situational awareness is maintained and that emergency management/response personnel 

have easy access to critical information. Situation reports offer a snapshot of the past 

operational period and contain confirmed or verified information regarding the explicit 

details (who, what, when, where, and how) relating to the incident. Status reports, which 

may be contained in situation reports, relay information specifically related to the status of 

resources (e.g., availability or assignment of resources). 

The information contained in incident notification, situation, and status reports must be 

standardized in order to facilitate its processing; however, the standardization must not 

prevent the collection or dissemination of information unique to a reporting organization. 

Transmission of data in a common format enables the passing of pertinent information to 

appropriate jurisdictions and organizations and to a national system that can handle data 

queries and information/intelligence assessments and analysis. 

b. Analytical Data 

Data, such as information on public health and environmental monitoring, should be 

collected in a manner that observes standard data collection techniques and definitions. 

The data should then be transmitted using standardized analysis processes. During 

incidents that require public health and environmental sampling, multiple organizations at 

different levels of government often collect data, so standardization of data collection and 

analysis is critical. Additionally, standardization of sampling and data collection enables 

more reliable analysis and improves the quality of assessments provided to decisionmakers. 

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COMPONENT II: COMMUNICATIONS AND INFORMATION MANAGEMENT 

c. Geospatial Information 

Geospatial information is defined as information pertaining to the geographic location and 

characteristics of natural or constructed features and boundaries. It is often used to 

integrate assessments, situation reports, and incident notification into a common operating 

picture and as a data fusion and analysis tool to synthesize many kinds and sources of data 

and imagery. The use of geospatial data (and the recognition of its intelligence capabilities) 

is increasingly important during incidents. Geospatial information capabilities (such as 

nationally consistent grid systems or global positioning systems based on lines of longitude 

and latitude) should be managed through preparedness efforts and integrated within the 

command, coordination, and support elements of an incident, including resource 

management and public information. 

The use of geospatial data should be tied to consistent standards, as it has the potential to 

be misinterpreted, transposed incorrectly, or otherwise misapplied, causing inconspicuous 

yet serious errors. Standards covering geospatial information should also enable systems to 

be used in remote field locations or devastated areas where telecommunications may not be 

capable of handling large images or may be limited in terms of computing hardware. 

2. COMMUNICATIONS STANDARDS AND FORMATS 

Communications and data standards, related testing, and associated compliance 

mechanisms are necessary to enable diverse organizations to work together effectively. 

These include a standard set of organizational elements and functions, common “typing” of 

resources to reflect specific capabilities, and common identifiers for facilities and operational 

locations used to support incident operations.13 Common terminology, standards, and 

procedures should be established and detailed in plans and agreements, where possible. 

Jurisdictions may be required to comply with national interoperable communications 

standards, once developed. Standards appropriate for NIMS users will be designated by the 

National Integration Center (NIC) in partnership with recognized standards development 

organizations. 

a. Radio Usage Procedures 

Procedures and protocols for incident-specific communications and other critical incident 

information should be set forth in agreements or plans prior to an incident, where possible. 

These procedures and protocols form the foundation for the development of the 

communications plan during an incident. The receiving 

center should be required to acknowledge receipt of the 

emergency information. Additionally, each During incident response activities, agency/organization should be responsible for radio traffic should be restricted to disseminating this information to its respective those messages necessary for the personnel. effective execution of emergency 

management/response personnel All emergency management/response personnel tasks. participating in emergency management and incident 

response activities should follow recognized procedures 

and protocols for establishing interoperability, 

coordination, and command and control. 

13 See page 41, Component III: Resource Management, Identifying and Typing Resources. 

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COMPONENT II: COMMUNICATIONS AND INFORMATION MANAGEMENT 

b. Common Terminology, Plain Language (Clear Text), Compatibility 

The ability of emergency management/response personnel from different disciplines, 

jurisdictions, organizations, and agencies to work together depends greatly on their ability 

to communicate with each other. Common terminology enables emergency 

management/response personnel to communicate clearly with one another and effectively 

coordinate activities, no matter the size, scope, location, or complexity of the incident. 

The use of plain language (clear text) in emergency management and incident response is a 

matter of public safety, especially the safety of emergency management/response personnel 

and those affected by the incident. It is critical that all those involved with an incident know 

and use commonly established operational structures, terminology, policies, and 

procedures. This will facilitate interoperability across agencies/organizations, jurisdictions, 

and disciplines. 

All communications between organizational elements during an incident, whether oral or 

written, should be in plain language; this ensures that information dissemination is timely, 

clear, acknowledged, and understood by all intended recipients. Codes should not be used, 

and all communications should be confined to essential messages. The use of acronyms 

should be avoided during incidents requiring the participation of multiple agencies or 

organizations. Policies and procedures that foster compatibility should be defined to allow 

information sharing among all emergency management/response personnel and their 

affiliated organizations to the greatest extent possible. 

c. Encryption or Tactical Language 

When necessary, emergency management/response personnel and their affiliated 

organizations need to have a methodology and the systems in place to encrypt information 

so that security can be maintained. Although plain language may be appropriate during 

response to most incidents, tactical language is occasionally warranted due to the nature of 

the incident (e.g., during an ongoing terrorist event). The use of specialized encryption and 

tactical language should be incorporated into any comprehensive IAP or incident 

management communications plan. 

d. Joint Information System and Joint Information Center 

The Joint Information System (JIS) and the Joint Information Center (JIC)14 are designed to 

foster the use of common information formats. The JIS integrates incident information and 

public affairs into a cohesive organization designed to provide consistent, coordinated, 

accurate, accessible, and timely information during crisis or incident operations. 

The JIC provides a structure for developing and delivering incident-related coordinated 

messages. It develops, recommends, and executes public information plans and strategies; 

advises the IC, UC, and supporting agencies or organizations concerning public affairs issues 

that could affect a response effort; and controls rumors and inaccurate information that 

could undermine public confidence in the emergency response effort. It is the central point 

of contact for all news media at the scene of an incident. Public information officials from all 

participating agencies/organizations should co-locate at the JIC. 

14 See pages 70–71, Component IV: Command and Management, Joint Information System and Joint Information 

Center. 

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COMPONENT II: COMMUNICATIONS AND INFORMATION MANAGEMENT 

e. Internet/Web Procedures 

The Internet and other Web-based tools can be resources for The Internet and other Webemergency management/response personnel and their based tools can be used, as 

affiliated organizations. For example, these tools can be used 

prior to and during incidents as a mechanism to offer 

situational awareness to organizations/agencies involved in 

appropriate, during incidents 

to help with situational 

awareness and crisis 

the incident or to the public, when appropriate. information management. 

Procedures for use of these tools during an incident should be 

established to leverage them as valuable communications 

system resources. Information posted or shared during an incident through these 

applications should follow planned and standardized methods and generally conform with 

the overall standards, procedures, and protocols. 

f. Information Security 

Procedures and protocols must be established to ensure information security. Inadequate 

information security can result in the untimely, inappropriate, and piecemeal release of 

information, which increases the likelihood of misunderstanding and can compound already 

complicated public safety issues. The release of inappropriate classified or sensitive public 

health or law enforcement information can jeopardize national security, ongoing 

investigations, or public health. Misinformation can place persons in danger, cause public 

panic, and disrupt the critical flow of proper information. Correcting misinformation wastes 

the valuable time and effort of incident response personnel. 

Individuals and organizations that have access to incident information and, in particular, 

contribute information to the system (e.g., situation reports) must be properly 

authenticated and certified for security purposes. This requires a national authentication 

and security certification standard that is flexible and robust enough to ensure that 

information can be properly authenticated and protected. Although the NIC is responsible 

for facilitating the development of these standards, all levels of government, NGOs, and the 

private sector should collaborate on the authentication process. 

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COMPONENT III: 

RESOURCE MANAGEMENT 

Emergency management and incident response activities require carefully managed 

resources (personnel, teams, facilities, equipment, and/or supplies) to meet incident needs. 

Utilization of the standardized resource management concepts such as typing, inventorying, 

organizing, and tracking will facilitate the dispatch, deployment, and recovery of resources 

before, during, and after an incident. Resource management should be flexible and scalable 

in order to support any incident and be adaptable to changes. Efficient and effective 

deployment of resources requires that resource management concepts and principles be 

used in all phases of emergency management and incident response. 

From routine, local incidents to incidents that 

require a coordinated Federal response, resource For certain kinds of incidents, resource management involves the coordination, oversight, needs may be anticipated well enough to and processes that provide timely and appropriate develop a deployment strategy, resources during an incident. Resources may incorporating all elements of resource support on-scene and command operations through management. the Incident Command Post (ICP) or function within 

the Multiagency Coordination System(s)15 (MACS) • Preincident assignment: Assigning serving at an Emergency Operations Center (EOC) 

or similar site. personnel and teams to specific tasks in 

anticipation of incident response 

As incident priorities are established, needs are • “Move-up” or “backfill” strategy: 

identified, and resources are ordered, resource Moving resources nearest to an incident 

management systems are used to process the into the incident area, with more distant 

resource requests. In the initial stages of an resources filling the void by backfilling 

incident, most of the resources requested are behind the deploying resources 

addressed locally or through mutual aid agreements • Regional pre-positioning of resources: 

and/or assistance agreements. As an incident Using designated areas for final 

grows in size or complexity, or if it starts on a large preparation of resources prior to 

scale, resource needs may be met by other sources. mobilization and for recovery of 

In a case of competition for critical resources, MACS resources during demobilization 

may be used to prioritize and coordinate resource 

allocation and distribution according to resource 

availability, needs of other incidents, and other 

constraints and considerations. 

15 See page 64, Component IV: Command and Management, for more information on MACS. 

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COMPONENT III: RESOURCE MANAGEMENT 

A. CONCEPTS AND PRINCIPLES 

1. CONCEPTS 

The underlying concepts of resource management are as follows: 

• Consistency: Provision of a standard method for identifying, acquiring, allocating, 

and tracking resources. 

• Standardization: Resource classification to improve the effectiveness of mutual aid 

agreements or assistance agreements. 

• Coordination: Facilitation and integration of resources for optimal benefit. 

• Use: Incorporating available resources from all levels of government, 

nongovernmental organizations (NGOs), and the private sector, where appropriate, 

in a jurisdiction’s resource management planning efforts. 

• Information Management: Provisions for the thorough integration of 

communications and information management elements into resource management 

organizations, processes, technologies, and decision support. 

• Credentialing: Use of criteria that ensure consistent training, licensure, and 

certification standards. 

2. PRINCIPLES 

The foundations of resource management are based on the following five interwoven 

principles. 

a. Planning 

Coordinated planning, training to common standards, and inclusive exercises provide a 

foundation for the interoperability and compatibility of resources throughout an incident. 

Jurisdictions should work together in advance of an incident to develop plans for identifying, 

ordering, managing, and employing resources. The planning process should include 

identifying resource needs based on the threats to and vulnerabilities of the jurisdiction and 

developing alternative strategies to obtain the needed resources. 

Planning may include the creation of new policies to encourage positioning of resources near 

the expected incident site in response to anticipated resource needs. Plans should 

anticipate conditions or circumstances that may trigger a specific reaction, such as the 

restocking of supplies when inventories reach a predetermined minimum. Organizations 

and jurisdictions should continually assess the status of their resources in order to have an 

accurate list of resources available at any given time. Additionally, emergency 

Management/response personnel16 should be familiar with the National Response 

Framework and should be prepared to integrate and/or coordinate with Federal resources. 

16 Emergency management/response personnel include Federal, State, territorial, tribal, substate regional, and 

local governments, nongovernmental organizations, private-sector organizations, critical infrastructure owners and 

operators, and all other organizations and individuals who assume an emergency management role. 

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COMPONENT III: RESOURCE MANAGEMENT 

b. Use of Agreements 

Agreements among all parties providing or requesting resources are necessary to enable 

effective and efficient resource management during incident operations. This includes 

developing and maintaining standing agreements and contracts for services and supplies 

that may be needed during an incident. 

c. Categorizing Resources 

Resources are organized by category, kind, and type, including size, capacity, capability, 

skill, and other characteristics. This makes the resource-ordering and dispatch process 

within and across jurisdictions, and among all levels of governments, NGOs, and the private 

sector, more efficient and ensures that needed resources are received. 

d. Resource Identification and Ordering 

The resource management process uses standardized methods to identify, order, mobilize, 

and track the resources required to support incident management activities. Those with 

resource management responsibilities perform these tasks either at the request of the 

Incident Commander (IC) or in accordance with planning requirements. Identification and 

ordering of resources are intertwined. In some cases, the identification and ordering 

process is compressed, where an IC has determined the resources necessary for the task 

and specifies a resource order directly. However, in larger, more complex incidents, the IC 

may not be fully aware of resources available. At this point, the IC may identify needs 

based on incident objectives and use the resource management process to fill these needs. 

e. Effective Management of Resources 

Resource management involves acquisition procedures, management information, and 

redundant systems and protocols for ordering, mobilizing, dispatching, and demobilizing 

resources. 

(1) Acquisition Procedures 

Acquisition procedures are used to obtain resources 

to support operational requirements. Examples Stockpiling vs. Just in Time 

include mission tasking, contracting, drawing from 

existing stocks, and making small purchases. A key Resources may be acquired in advance 

aspect of the inventorying process is determining and stored in a warehouse (i.e., 

whether an organization needs to warehouse specific stockpiled) or supplied “just in time,” 

items prior to an incident. Material resources may be typically using a preincident contract. 

acquired in advance and stockpiled or obtained “just Planning and resource accounting 

in time” through appropriate preincident contracts. procedures should accommodate both 

Those with resource management responsibilities types of resource supply. 

make this decision by considering the urgency of the 

need, whether sufficient quantities of required items 

are on hand, and whether the required items can be 

produced quickly enough to meet demand. 

Another important part of the process is managing inventories with shelf-life or special 

maintenance considerations. Strict reliance on stockpiling raises issues concerning shelf life 

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COMPONENT III: RESOURCE MANAGEMENT 

and durability; however, strict reliance on “just in time” resources raises its own concerns 

related to timely delivery. Assets that are counted on for "just in time" need to be 

accurately accounted for to ensure that multiple jurisdictions or private-sector organizations 

are not relying solely on the same response asset, which can lead to shortages during a 

response. Those with resource management responsibilities should build sufficient funding 

into their budgets for periodic replenishments, preventive maintenance, and capital 

improvements. An integral part of acquisition procedures is developing methods and 

protocols for the handling and distribution of donated resources. 

(2) Management Information Systems 

These systems are used to provide decision support information to managers by collecting, 

updating, and processing data, and tracking resources. They enhance resource status 

information flow and provide real-time data in a fast-paced environment where different 

jurisdictions, emergency management/response personnel, and their affiliated organizations 

are managing different aspects of the incident and should coordinate their efforts. 

Examples of management information systems include resource tracking, transportation 

tracking, inventory management, reporting, and geographical information systems. The 

selection and use of systems for resource management should be based on the identification 

of the information needs within a jurisdiction. 

(3) Redundant Information Systems 

Those with resource management responsibilities should be able to identify and activate 

backup systems to manage resources in the event that the primary resource management 

information system is disrupted or unavailable. Management information systems should 

also have sufficiently redundant and diverse power supplies and communication capabilities. 

If possible, the backup storage should not be co-located, and the information should be 

backed up at least every 24 hours during the incident. 

(4) Ordering, Mobilization, and Demobilization Protocols 

Protocols are followed when requesting resources, prioritizing requests, activating and 

mobilizing resources to incidents, and returning resources to normal status. Preparedness 

organizations develop standard protocols for use within their jurisdictions. Examples include 

tracking systems that identify the location and status of mobilized or dispatched resources, 

and procedures to demobilize resources and return them to their original locations and 

status. 

B. MANAGING RESOURCES 

To implement these concepts and principles in the primary tasks of resource management, 

NIMS includes standardized procedures, methodologies, and functions in its seven-step 

resource management process. This process reflects functional considerations, geographic 

factors, and validated practices within and across disciplines and is continually adjusted as 

new lessons are learned. 

Resource maintenance is important throughout all aspects of resource management. 

Maintenance prior to resource deployment ensures availability and capability. Maintenance 

during the deployment phase ensures continued capabilities, such as adequate fuel supplies 

during use. Postoperational inspection and maintenance ensures future availability. 

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COMPONENT III: RESOURCE MANAGEMENT 

The foundation for resource management provided in this component will be expanded and 

refined over time in a collaborative cross-jurisdictional, cross-disciplinary effort led by the 

National Integration Center (NIC). 

The resource management process can be separated into two parts: resource management 

as an element of preparedness and resource management during an incident. The 

preparedness activities (resource typing, credentialing, and inventorying) are conducted on 

a continual basis to help ensure that resources are ready to be mobilized when called to an 

incident. Resource management during an incident is a finite process, as shown in Figure 1, 

with a distinct beginning and ending specific to the needs of the particular incident. 

Figure 1. Resource Management During an Incident 

1. IDENTIFY REQUIREMENTS 

When an incident occurs, those with resource management responsibilities should 

continually identify, refine, and validate resource requirements. This process involves 

accurately identifying what and how much is needed, where and when it is needed, and who 

will be receiving or using it. Resources to be identified in this way include equipment, 

supplies, facilities, and personnel or emergency response teams. If a requestor is unable to 

describe an item by resource type or classification, those with resource management 

responsibilities should provide technical advice to enable the requirements to be defined and 

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COMPONENT III: RESOURCE MANAGEMENT 

translated into a specification. Specific resources for critical infrastructure and key 

resources may need to be identified and coordinated through mutual aid agreements or 

assistance agreements unique to those sectors, and should be accessible through 

preparedness organizations and/or MACS. 

Resource availability and requirements will constantly change as the incident evolves. 

Consequently, all emergency management/response personnel and their affiliated 

organizations participating in an operation should coordinate closely throughout this 

process. Coordination should begin as early as possible, preferably prior to the need for 

incident response activities. 

In instances when an incident is projected to have catastrophic implications (e.g., a major 

hurricane or flooding), States and/or the Federal Government may position resources in the 

anticipated incident area. In cases where there is time to assess the requirements and plan 

for a catastrophic incident, the Federal response will be coordinated with State, tribal, and 

local jurisdictions, and the positioning of Federal resources will be tailored to address the 

specific situation. The flow of requests and assistance is shown in Figure 2. 

Figure 2. Flow of Requests and Assistance During Large-Scale Incidents 

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COMPONENT III: RESOURCE MANAGEMENT 

2. ORDER AND ACQUIRE 

Requests for resources that cannot be obtained locally are submitted using standardized 

resource-ordering procedures. These requests are generally forwarded first to an adjacent 

locality or substate region and then to the State. 

The decision cycles for placing and filling 

resource orders are different for field/incident Avoid Bypassing Systems 

personnel with resource management 

responsibilities and resource coordination All of those with responsibilities for 

processes such as MACS. The IC will develop managing resources, including public 

resource requests based on priorities that officials, should recognize the limitations 

consider current and successive operational inherent in requesting resources by

periods. Decisions about resource allocation are circumventing the official resource 

based on organization or agency protocol and coordination process within the multiagency 

possibly the resource demands of other coordination system supporting the 

incidents. Requested resources will be incident(s). These requests do not proceed mobilized only with the consent of the within the context of orderly resource jurisdiction that is being asked to provide the management systems, and typically lead to 

resources. Discrepancies between requested inefficient use and/or lack of accounting of resources and those available for delivery must resources. 

be communicated to the requestor. 

3. MOBILIZE 

Emergency management/response personnel begin mobilizing when notified through 

established channels. At the time of notification, they are given the date, time, and place of 

departure; mode of transportation to the incident; estimated date and time of arrival; 

reporting location (address, contact name, and phone number); anticipated incident 

assignment; anticipated duration of deployment; resource order number; incident number; 

and applicable cost and funding codes. The resource-tracking and mobilization processes 

are directly linked. When resources arrive on scene, they must be formally checked in. 

This starts the on-scene check-in process and validates the order requirements. Notification 

that the resources have arrived is made through the appropriate channels. 

The mobilization process may include deployment planning based on existing interagency 

mobilization guidelines; equipping; training; designating assembly points that have facilities 

suitable for logistical support; and obtaining transportation to deliver resources to the 

incident most quickly, in line with priorities and budgets. Mobilization plans should also 

recognize that some resources are fixed facilities, such as laboratories, hospitals, EOCs, 

shelters, and waste management systems. These facilities assist operations without moving 

into the incident area in the way that other resources are mobilized. Plans and systems to 

monitor resource mobilization status should be flexible enough to adapt to both types of 

mobilization. 

Managers should plan and prepare for the demobilization process at the same time that 

they begin the resource mobilization process. Early planning for demobilization facilitates 

accountability and makes the transportation of resources as efficient as possible—in terms 

of both costs and time of delivery. 

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COMPONENT III: RESOURCE MANAGEMENT 

4. TRACK AND REPORT 

Resource tracking is a standardized, integrated process conducted prior to, during, and after 

an incident by all emergency management/response personnel and their affiliated 

organizations, as appropriate. This process provides a clear picture of where resources are 

located; helps staff prepare to receive resources; protects the safety and security of 

equipment, supplies, and personnel; and enables their coordination and movement. Those 

with resource management responsibilities use established procedures to track resources 

continuously from mobilization through demobilization. Managers should follow all 

procedures for acquiring and managing resources, including reconciliation, accounting, 

auditing, and inventorying. 

5. RECOVER AND DEMOBILIZE 

Recovery involves the final disposition of all resources, including those located at the 

incident site and at fixed facilities. During this process, resources are rehabilitated, 

replenished, disposed of, and/or retrograded. 

Demobilization is the orderly, safe, and efficient return of an incident resource to its original 

location and status. It can begin at any point of an incident, but should begin as soon as 

possible to facilitate accountability. The demobilization process should coordinate between 

incident(s) and MACS to reassign resources, if necessary, and to prioritize critical resource 

needs during demobilization. 

The Demobilization Unit in the Planning Section develops an Incident Demobilization Plan, 

containing specific demobilization instructions, as part of the Incident Action Plan. 

Demobilization planning and processes should include provisions addressing the safe return 

of resources to their original location and status, and notification of return. Demobilization 

should also include processes for tracking resources and for addressing applicable 

reimbursement. Furthermore, documentation regarding the transportation of resources 

should be collected and maintained for reimbursement, if applicable. Demobilization 

provisions may need to meet specific organizational requirements. 

a. Nonexpendable Resources 

Nonexpendable resources (such as personnel, fire engines, and durable equipment) are fully 

accounted for both during the incident and when they are returned to the providing 

organization. The organization then restores the resources to fully functional capability and 

readies them for the next mobilization. Broken or lost items should be replaced through the 

appropriate resupply process by the organization with invoicing responsibility for the 

incident, or as defined in existing agreements. It is critical that fixed-facility resources also 

be restored to their full functional capability in order to ensure readiness for the next 

mobilization. In the case of human resources, such as Incident Management Teams, 

adequate rest and recuperation time and facilities should be provided. Important 

occupational health and mental health issues should also be addressed, including monitoring 

the immediate and long-term effects of the incident (chronic and acute) on emergency 

management/response personnel. 

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COMPONENT III: RESOURCE MANAGEMENT 

b. Expendable Resources 

Expendable resources, such as water, food, fuel, and other one-time-use supplies, must be 

fully accounted for. The incident management organization bears the costs of expendable 

resources, as authorized in financial agreements executed by preparedness organizations. 

Restocking occurs at the point from which a resource was issued. Returned resources that 

are not in restorable condition, whether expendable or nonexpendable, must be declared as 

excess according to established regulations and policies of the controlling jurisdiction, 

agency, or organization. Waste management is of special note in the process of recovering 

resources, as resources that require special handling and disposition (e.g., biological waste 

and contaminated supplies, debris, and equipment) are handled according to established 

regulations and policies. 

6. REIMBURSE 

Reimbursement provides a mechanism to recoup funds expended for incident-specific 

activities. Processes for reimbursement play an important role in establishing and 

maintaining the readiness of resources and should be in place to ensure that resource 

providers are reimbursed in a timely manner. They should include mechanisms for 

collecting bills, validating costs against the scope of the work, ensuring that proper 

authorities are involved, and accessing reimbursement programs. Reimbursement 

mechanisms should be included in preparedness plans, mutual aid agreements, and 

assistance agreements. Some resources rendered may or may not be reimbursed, based 

on agreements established before the incident. 

7. INVENTORY 

Resource management uses various resource inventory systems to assess the availability of 

assets provided by jurisdictions. Preparedness organizations should inventory and maintain 

current data on their available resources. The data are then made available to 

communications/dispatch centers and EOCs and organizations within MACS. Resources 

identified within an inventory system are not an indication of automatic availability. The 

jurisdiction and/or owner of the resources has the final determination on availability. 

Inventory systems for resource management should be adaptable and scalable and should 

account for the potential of double-counting personnel and/or equipment. In particular, 

resource summaries should clearly reflect any overlap of personnel across different resource 

pools. Personnel inventories should reflect single resources with multiple skills, taking care 

not to overstate the total resources. For example, many firefighters also have credentials 

as emergency medical technicians (EMTs). A resource summary, then, could count a 

firefighter as a firefighter or as an EMT, but not as both. The total should reflect the 

number of available personnel, not simply the sum of the firefighter and EMT counts. 

Deployable resources have different inventory, ordering, and response profiles depending on 

their primary use during the response or recovery phases of an incident. Planning for 

resource use, inventory, and tracking should recognize the fundamental difference in 

resource deployment in the response and recovery phases. The response phase relies 

heavily on mutual aid agreements and assistance agreements, while recovery resources are 

typically acquired through contracts with NGOs and/or the private sector. 

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COMPONENT III: RESOURCE MANAGEMENT 

a. Credentialing 

The credentialing process entails the objective evaluation and documentation of an 

individual’s current certification, license, or degree; training and experience; and 

competence or proficiency to meet nationally accepted standards, provide particular 

services and/or functions, or perform specific tasks under specific conditions during an 

incident. 

For the purpose of NIMS, credentialing is the administrative process for validating personnel 

qualifications and providing authorization to perform specific functions and to have specific 

access to an incident involving mutual aid. 

Figure 3 illustrates the following NIC-recommended process for credentialing under NIMS: 

When a request for mutual aid is received, the potential supporting department or 

agency evaluates its capacity to accommodate the anticipated loss of the resources that 

would be deployed without compromising mission performance (e.g., can a fire 

department allow 20 percent of its equipment and personnel to be deployed to another 

jurisdiction for 30 days and still meet its own community’s needs?). 

If the potential supporting department or agency determines that it can accommodate 

the requested deployment of resources, it must next identify specific personnel who will 

be deployed. The department or agency then submits applications for each member 

selected for deployment to an authorized accrediting agency identified by the 

credentialing authority of the State to which the mutual aid will be provided. 

The accrediting agency evaluates each application and determines whether the applicant 

meets the established criteria for the positions required by the mission. Applications 

that the authorized accrediting agency determines fail to meet established criteria are 

returned to the submitting department or agency, and may be resubmitted with 

additional documentation or when the applicant’s qualifications change. For applications 

that are approved by the authorized accrediting agency, the following steps are taken: 

• The applicant’s department or agency is notified. 

• A record is created on the individual in the official credentialing database. 

• An identification card or other credential is issued to the individual. (The 

identification card or credential should include an expiration date and be reissued 

as appropriate.) 

• Information on the applicant is uploaded to the incident management 

infrastructure. 

While credentialing includes the issuing of identification cards or credentials, it is separate 

and distinct from the incident badging process. When access to a site is controlled through 

special badging, the badging process must be based on verification of identity, 

qualifications, and deployment authorization. 

Organizations utilizing volunteers, especially spontaneous volunteers, are responsible for 

ensuring each volunteer’s eligibility to participate in a response. These organizations— 

governmental agencies responsible for coordinating emergency responses, volunteer 

management agencies (e.g., Red Cross, Emergency System for Advance Registration of 

Volunteer Health Professionals, Medical Reserve Corps, etc.), and other potential users of 

volunteers (e.g., hospitals, fire and police departments, etc.)—must develop protocols 

governing the activation and use of volunteers. Careful coordination is required to ensure 

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COMPONENT III: RESOURCE MANAGEMENT 

the provision of services is not hindered by unaddressed safety and security considerations 

or legal or regulatory issues. 

Figure 3. Recommended NIMS Personnel Credentialing Process 

b. Identifying and Typing Resources 

Resource typing is categorizing, by capability, the resources requested, deployed, and used 

in incidents.17 Measurable standards identifying resource capabilities and performance 

levels serve as the basis for categories. Resource users at all levels use these standards to 

identify and inventory resources. Resource kinds may be divided into subcategories to 

define more precisely the capabilities needed to meet specific requirements. Resource 

typing is a continuous process designed to be as simple as possible; it facilitates frequent 

use and accuracy in obtaining needed resources. To allow resources to be deployed and 

used on a national basis, the NIC (with input from Federal, State, tribal, local, private17 See pages 83–87, Appendix A, for more information on resource typing. 

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COMPONENT III: RESOURCE MANAGEMENT 

sector, nongovernmental, and national professional organizations) is responsible for 

facilitating the development and issuance of national standards for resource typing and 

ensuring that these typed resources reflect operational capabilities.18 

(1) Category 

This is the function for which a resource would be most useful. Table 2 lists examples of 

categories used in a national resource-typing protocol. 

Table 2. Example Categories for National Resource Typing 

• Transportation • Health and medical 

• Communications • Search and rescue 

• Public works and • Hazardous materials 

engineering response 

• Firefighting • Food and water 

• Information and planning • Energy 

• Law enforcement and • Public information 

security • Animals and agricultural 

• Mass care issues 

• Resource management • Volunteers and donations 

(2) Kind 

Kind refers to broad classes that characterize like resources, such as teams, personnel, 

equipment, supplies, vehicles, and aircraft. 

(a) Components 

Components are the elements that make up a resource. For example, an engine company 

may be listed as having the eight components shown in Table 3. 

Table 3. Example of a Resource With Multiple Components 

(Firefighting Engine Company) 

(1) Pump (5) Water tank 

(2) Hose 21⁄2” (6) Ladder 

(3) Hose 13⁄4” (7) Master stream 

(4) Hand tools (8) Personnel 

18 Proposals for additions to the NIMS Typed Resources Definitions may be submitted to the NIC, Incident 

Management Systems Division, for consideration. 

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COMPONENT III: RESOURCE MANAGEMENT 

As another example, urban search and rescue teams consist of two 31-person teams, four 

canines, and a comprehensive equipment cache. The cache is divided into five separate 

color-coded elements and is stored in containers that meet specific requirements. 

(b) Measures 

Measures are standards that identify capability and/or capacity. The specific measures used 

will depend on the kind of resource being typed and the mission envisioned. Measures must 

be useful in describing a resource’s capability to support the mission. As an example, one 

measure for a disaster medical assistance team is the number of patients it can care for per 

day. An appropriate measure for a hose might be the number of gallons of water per hour 

that can flow through it. 

(3) Type 

Type refers to the level of resource capability. Assigning the Type 1 label to a resource 

implies that it has a greater level of capability than a Type 2 of the same resource (for 

example, due to its power, size, or capacity), and so on to Type 4. Typing provides 

managers with additional information to aid in the selection and best use of resources. In 

some cases, a resource may have fewer than or more than four types; in such cases, either 

additional types will be identified, or the type will be described as “not applicable.” The type 

assigned to a resource or a component is based on a minimum level of capability described 

by the identified measure(s) for that resource. For example, the U.S. Coast Guard has 

typed oil skimmers based on barrels per day, as outlined in Table 4. 

Table 4. Example of a Resource With Multiple Types 

(Coast Guard Oil Skimmer) 

Type 1 9,600 bbls/day Type 3 480 bbls/day 

Type 2 2,880 bbls/day Type 4 N/A 

(4) Additional Information 

The national resource-typing protocol will also provide the capability to use additional 

information that is pertinent to resource decisionmaking. For example, if a particular set of 

resources can be released to support an incident only under particular authorities or laws, 

the protocol should alert responsible parties to such limitations. 

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COMPONENT IV: 

COMMAND AND MANAGEMENT 

The NIMS components discussed previously—Preparedness, Communications and 

Information Management, and Resource Management—provide a framework to facilitate 

clear response authority, resource acquisition, and effective management during incident 

response. The Incident Command System (ICS), Multiagency Coordination System (MACS), 

and Public Information are the fundamental elements of incident management. These 

elements provide standardization through consistent terminology and established 

organizational structures. Emergency management and incident response refer to the 

broad spectrum of activities and organizations providing effective and efficient operations, 

coordination, and support. Incident management, by distinction, includes directing specific 

incident operations; acquiring, coordinating, and delivering resources to incident sites; and 

sharing information about the incident with the public. Taken together, these elements of 

Command and Management are the most visible aspects of incident management, typically 

executed with a sense of urgency. This component describes the systems used to facilitate 

incident Command and Management operations. 

A. INCIDENT COMMAND SYSTEM 

Most incidents are managed locally and are typically handled by local communications/ 

dispatch centers and emergency management/response personnel19 within a single 

jurisdiction. The majority of responses need go no further. In other instances, incidents 

that begin with a single response within a single jurisdiction rapidly expand to 

multidisciplinary, multijurisdictional levels requiring significant additional resources and 

operational support. ICS provides a flexible core mechanism for coordinated and 

collaborative incident management, whether for incidents where additional resources are 

required or are provided from different organizations within a single jurisdiction or outside 

the jurisdiction, or for complex incidents with national implications (such as an emerging 

infectious disease or a bioterrorism attack). When a single incident covers a large 

geographical area, multiple local emergency management and incident response agencies 

may be required. The responding “agencies” are defined as the governmental agencies, 

though in certain circumstances nongovernmental organizations (NGOs) and private-sector 

organizations may be included. Effective cross-jurisdictional coordination using processes 

and systems is absolutely critical in this situation. 

ICS is a widely applicable management system designed to enable effective, efficient 

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

procedures, and communications operating within a common organizational structure. ICS 

is a fundamental form of management established in a standard format, with the purpose of 

enabling incident managers to identify the key concerns associated with the incident—often 

under urgent conditions—without sacrificing attention to any component of the command 

system. 

19 Emergency management/response personnel include Federal, State, territorial, tribal, substate regional, and 

local governments, nongovernmental organizations, private-sector organizations, critical infrastructure owners and 

operators, and all other organizations and individuals who assume an emergency management role. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

ICS is used to organize on-scene operations for a broad spectrum of emergencies from 

small to complex incidents, both natural and manmade. The field response level is where 

emergency management/response personnel, under the command of an appropriate 

authority, carry out tactical decisions and activities in direct response to an incident or 

threat. Resources from the Federal, State, tribal, or local levels, when appropriately 

deployed, become part of the field ICS as prescribed by the local authority. 

As a system, ICS is extremely useful; not only does it provide an organizational structure 

for incident management, but it also guides the process for planning, building, and adapting 

that structure. Using ICS for every incident or planned event helps hone and maintain skills 

needed for the large-scale incidents. 

ICS is used by all levels of government—Federal, State, tribal, and local—as well as by 

many NGOs and the private sector. ICS is also applicable across disciplines. It is normally 

structured to facilitate activities in five major functional areas: Command, Operations, 

Planning, Logistics, and Finance/Administration. Intelligence/Investigations is an optional 

sixth functional area that is activated on a case-by-case basis. 

Acts of biological, chemical, radiological, and nuclear terrorism may present unique 

challenges for the traditional ICS structure. Incidents that are not site specific, are 

geographically dispersed, or evolve over longer periods of time will require extraordinary 

coordination among all participants, including Federal, State, tribal, and local governments, 

as well as NGOs and the private sector. 

1. MANAGEMENT CHARACTERISTICS 

ICS is based on 14 proven management characteristics, each of which contributes to the 

strength and efficiency of the overall system. 

a. Common Terminology 

ICS establishes common terminology that allows diverse incident management and support 

organizations to work together across a wide variety of incident management functions and 

hazard scenarios. This common terminology covers the following: 

(1) Organizational Functions 

Major functions and functional units with incident management responsibilities are named 

and defined. Terminology for the organizational elements is standard and consistent. 

(2) Resource Descriptions 

Major resources—including personnel, facilities, and major equipment and supply items— 

that support incident management activities are given common names and are “typed” with 

respect to their capabilities, to help avoid confusion and to enhance interoperability.20 

(3) Incident Facilities 

Common terminology is used to designate the facilities in the vicinity of the incident area 

that will be used during the course of the incident. 

20 See page 41, Component III, Resource Management, Identifying and Typing Resources. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

b. Modular Organization 

The ICS organizational structure develops in a modular fashion based on the size and 

complexity of the incident, as well as the specifics of the hazard environment created by the 

incident. When needed, separate functional elements can be established, each of which 

may be further subdivided to enhance internal organizational management and external 

coordination. Responsibility for the establishment and expansion of the ICS modular 

organization ultimately rests with Incident Command, which bases the ICS organization on 

the requirements of the situation. As incident complexity increases, the organization 

expands from the top down as functional responsibilities are delegated. Concurrently with 

structural expansion, the number of management and supervisory positions expands to 

address the requirements of the incident adequately. 

c. Management by Objectives 

Management by objectives is communicated throughout the entire ICS organization and 

includes: 

• Establishing incident objectives. 

• Developing strategies based on incident objectives. 

• Developing and issuing assignments, plans, procedures, and protocols. 

• Establishing specific, measurable tactics or tasks for various incident management 

functional activities, and directing efforts to accomplish them, in support of defined 

strategies. 

• Documenting results to measure performance and facilitate corrective actions. 

d. Incident Action Planning 

Centralized, coordinated incident action planning should guide all response activities. An 

Incident Action Plan (IAP) provides a concise, coherent means of capturing and 

communicating the overall incident priorities, objectives, strategies, and tactics in the 

context of both operational and support activities. 

Every incident must have an action plan. However, not all incidents require written plans. 

The need for written plans and attachments is based on the requirements of the incident 

and the decision of the Incident Commander (IC) or Unified Command (UC). Most initial 

response operations are not captured with a formal IAP. However, if an incident is likely to 

extend beyond one operational period, become more complex, or involve multiple 

jurisdictions and/or agencies, preparing a written IAP will become increasingly important to 

maintain effective, efficient, and safe operations. 

e. Manageable Span of Control 

Examples of Manageable 

Span of control is key to effective and efficient Span of Control 

incident management. Supervisors must be able to 

adequately supervise and control their subordinates, In ICS, the span of control of any individual 

as well as communicate with and manage all with incident management supervisory 

resources under their supervision. The type of responsibility should range from 3 to 7 

incident, nature of the task, hazards and safety subordinates, with 5 being optimal. During a 

factors, and distances between personnel and large-scale law enforcement operation, 8 to 

resources all influence span-of-control 10 subordinates may be optimal. 

considerations. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

f. Incident Facilities and Locations 

Various types of operational support facilities are established in the vicinity of an incident, 

depending on its size and complexity, to accomplish a variety of purposes. The IC will direct 

the identification and location of facilities based on the requirements of the situation. 

Typically designated facilities include Incident Command Posts, Bases, Camps, Staging 

Areas, mass casualty triage areas, point-of-distribution sites, and others as required. 

g. Comprehensive Resource Management 

Maintaining an accurate and up-to-date picture of resource utilization is a critical component 

of incident management and emergency response. Resources to be identified in this way 

include personnel, teams, equipment, supplies, and facilities available or potentially 

available for assignment or allocation. Resource management is described in detail in 

Component III. 

h. Integrated Communications 

Incident communications are facilitated through the development and use of a common 

communications plan and interoperable communications processes and architectures. The 

ICS 205 form is available to assist in developing a common communications plan. This 

integrated approach links the operational and support units of the various agencies involved 

and is necessary to maintain communications connectivity and discipline and to enable 

common situational awareness and interaction. Preparedness planning should address the 

equipment, systems, and protocols necessary to achieve integrated voice and data 

communications. 

i. Establishment and Transfer of Command 

The command function must be clearly established from the beginning of incident 

operations. The agency with primary jurisdictional authority over the incident designates 

the individual at the scene responsible for establishing command. When command is 

transferred, the process must include a briefing that captures all essential information for 

continuing safe and effective operations. 

j. Chain of Command and Unity of Command 

Chain of command refers to the orderly line of authority within the ranks of the incident 

management organization. Unity of command means that all individuals have a designated 

supervisor to whom they report at the scene of the incident. These principles clarify 

reporting relationships and eliminate the confusion caused by multiple, conflicting directives. 

Incident managers at all levels must be able to direct the actions of all personnel under their 

supervision.21 

21 Concepts of “command” and “unity of command” have distinct legal meanings for military forces and operations. 

For military forces, command runs from the President to the Secretary of Defense to the Commander of the 

combatant command to the commander of the forces. The “Unified Command” concept utilized by civil authorities 

is distinct from the military chain of command. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

k. Unified Command 

In incidents involving multiple jurisdictions, a single jurisdiction with multiagency 

involvement, or multiple jurisdictions with multiagency involvement, Unified Command 

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

responsibilities to work together effectively without affecting individual agency authority, 

responsibility, or accountability. 

l. Accountability 

Effective accountability of resources at all jurisdictional levels and within individual 

functional areas during incident operations is essential. To that end, Check-In/Check-Out, 

Incident Action Planning, Unity of Command, Personal Responsibility, Span of Control, and 

Resource Tracking are the principles of accountability, which must be adhered to.22 

m. Dispatch/Deployment 

Resources should respond only when requested or when dispatched by an appropriate 

authority through established resource management systems. Resources not requested 

must refrain from spontaneous deployment to avoid overburdening the recipient and 

compounding accountability challenges. 

n. Information and Intelligence Management 

The incident management organization must establish a process for gathering, analyzing, 

assessing, sharing, and managing incident-related information and intelligence. 

2. INCIDENT COMMAND AND COMMAND STAFF 

Incident Command is responsible for overall management of the incident. Overall 

management includes Command Staff assignments required to support the command 

function. The Command and General Staffs are typically located at the Incident Command 

Post (ICP). 

a. Incident Command 

The command function may be conducted in one of two general ways: 

(1) Single Incident Commander 

When an incident occurs within a single jurisdiction and there is no jurisdictional or 

functional agency overlap, a single IC should be designated with overall incident 

management responsibility by the appropriate jurisdictional authority. (In some cases 

where incident management crosses jurisdictional and/or functional agency boundaries, a 

single IC may be designated if agreed upon.) Jurisdictions should consider designating ICs 

for established Incident Management Teams (IMTs). 

22 The principles of accountability are individually defined in the glossary. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

The designated IC will develop the incident objectives on which subsequent incident action 

planning will be based. The IC will approve the IAP and all requests pertaining to ordering 

and releasing incident resources. 

(2) Unified Command 

UC is an important element in multijurisdictional 

or multiagency incident management. It provides 

guidelines to enable agencies with different legal, 

geographic, and functional responsibilities to 

coordinate, plan, and interact effectively. As a 

team effort, UC allows all agencies with 

jurisdictional authority or functional responsibility 

for the incident to jointly provide management 

direction through a common set of incident 

objectives and strategies and a single IAP. Each 

participating agency maintains its authority, 

responsibility, and accountability. 

UC functions as a single integrated management 

organization, which involves: 

• Co-located command at the ICP. 

• One Operations Section Chief to direct 

tactical efforts. 

• A coordinated process for resource 

ordering. 

• Shared planning, logistical, and 

finance/administration functions, wherever 

possible. 

• Coordinated approval of information releases. 

All agencies in the UC structure contribute to the process of: 

• Selecting objectives. 

• Determining overall incident strategies. 

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

approved incident objectives. 

• Ensuring the integration of tactical operations. 

• Approving, committing, and making optimum use of all assigned resources. 

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

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

(i.e., which functional agencies of the involved jurisdiction(s) or organization(s) are 

required). The designation of a single IC for some multijurisdictional incidents, if planned 

for in advance, may be considered in order to promote greater unity of effort and efficiency. 

Advantages of Using 

Unified Command 

• A single set of objectives is developed 

for the entire incident. 

• A collective approach is used to 

develop strategies to achieve incident 

objectives. 

• Information flow and coordination are 

improved between all jurisdictions and 

agencies involved in the incident. 

• All agencies with responsibility for the 

incident have an understanding of 

joint priorities and restrictions. 

• No agency’s legal authorities will be 

compromised or neglected. 

• The combined efforts of all agencies 

are optimized as they perform their 

respective assignments under a single 

IAP. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

The designated agency officials participating in the 

UC represent different legal authorities and 

functional areas of responsibility and use a 

collaborative process to establish, identify, and rank 

incident priorities and to determine appropriate 

objectives consistent with the priorities. Agencies 

that are involved in the incident but lack 

jurisdictional responsibility or authorities are 

defined as supporting and/or assisting agencies. 

They are represented in the command structure and 

effect coordination on behalf of their parent agency 

through the Liaison Officer. Jurisdictional 

responsibilities of multiple incident management 

officials are consolidated into a single planning 

process that includes: 

• Responsibilities for incident management. 

• Incident objectives. 

• Resource availability and capabilities. 

• Limitations. 

• Areas of agreement and disagreement 

between agency officials. 

Incidents are managed under a single collaborative 

approach that includes: 

• Common organizational structure. 

• Single Incident Command Post. 

• Unified planning process. 

• Unified resource management. 

Under UC, the IAP is assembled by the Planning Section and is approved by the UC. A 

single individual, the Operations Section Chief, directs the tactical implementation of the 

IAP. The Operations Section Chief will usually come from the organization with the greatest 

jurisdictional involvement. UC participants will agree on the designation of the Operations 

Section Chief. 

UC works best when the participating members of the UC co-locate at the ICP and observe 

the following practices: 

• Select an Operations Section Chief for each operational period. 

• Keep each other informed of specific requirements. 

• Establish consolidated incident objectives, priorities, and strategies. 

• Establish a single system for ordering resources. 

• Develop a consolidated written or oral IAP to be evaluated and updated at regular 

intervals. 

• Establish procedures for joint decisionmaking and documentation. 

b. Command Staff 

In an incident command organization, the Command Staff typically includes a Public 

Information Officer, a Safety Officer, and a Liaison Officer, who report directly to the IC/UC 

and may have assistants as necessary (see Figure 4). Additional positions may be required, 

Comparison of Single 

IC and UC 

Single Incident Commander: 

The IC is solely responsible (within the 

confines of his or her authority) for 

establishing incident objectives and 

strategies. The IC is directly responsible for 

ensuring that all functional area activities 

are directed toward accomplishment of the 

strategy. 

Unified Command: 

The individuals designated by their 

jurisdictional or organizational authorities (or 

by departments within a single jurisdiction) 

must jointly determine objectives, strategies, 

plans, resource allocations, and priorities 

and work together to execute integrated 

incident operations and maximize the use of 

assigned resources. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

depending on the nature, scope, complexity, and location(s) of the incident(s), or according 

to specific requirements established by the IC/UC. 

(1) Public Information Officer 

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

with other agencies with incident-related information requirements. The Public Information 

Officer gathers, verifies, coordinates, and disseminates accurate, accessible, and timely 

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

other matters of general interest for both internal and external audiences. The Public 

Information Officer may also perform a key public information-monitoring role. Whether the 

command structure is single or unified, only one Public Information Officer should be 

designated per incident. Assistants may be assigned from other involved agencies, 

departments, or organizations. The IC/UC must approve the release of all incident-related 

information. In large-scale incidents or where multiple command posts are established, the 

Public Information Officer should participate in or lead the Joint Information Center (JIC) in 

order to ensure consistency in the provision of information to the public. 

(2) Safety Officer 

The Safety Officer monitors incident operations and advises the IC/UC on all matters 

relating to operational safety, including the health and safety of emergency responder 

personnel. The ultimate responsibility for the safe conduct of incident management 

operations rests with the IC/UC and supervisors at all levels of incident management. The 

Safety Officer is, in turn, responsible to the IC/UC for the systems and procedures 

necessary to ensure ongoing assessment of hazardous environments, including the incident 

Safety Plan, coordination of multiagency safety efforts, and implementation of measures to 

promote emergency responder safety as well as the general safety of incident operations. 

The Safety Officer has immediate authority to stop and/or prevent unsafe acts during 

incident operations. It is important to note that the agencies, organizations, or jurisdictions 

that contribute to joint safety management efforts do not lose their individual identities or 

responsibility for their own programs, policies, and personnel. Rather, each contributes to 

the overall effort to protect all responder personnel involved in incident operations. 

(3) Liaison Officer 

The Liaison Officer is Incident Command’s point of contact for representatives of other 

governmental agencies, NGOs, and the private sector (with no jurisdiction or legal 

authority) to provide input on their agency’s policies, resource availability, and other 

incident-related matters. Under either a single-IC or a UC structure, representatives from 

assisting or cooperating agencies and organizations coordinate through the Liaison Officer. 

Agency and organizational representatives assigned to an incident must have the authority 

to speak for their parent agencies or organizations on all matters, following appropriate 

consultations with their agency leadership. Assistants and personnel from other agencies or 

organizations, public or private, involved in incident management activities may be assigned 

to the Liaison Officer to facilitate coordination. 

(4) Additional Command Staff 

Additional Command Staff positions may also be necessary, depending on the nature and 

location(s) of the incident or specific requirements established by Incident Command. For 

example, a legal counsel might be assigned to the Planning Section as a technical specialist 

or directly to the Command Staff to advise Incident Command on legal matters, such as 

52 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

COMPONENT IV: COMMAND AND MANAGEMENT 

emergency proclamations, the legality of evacuation and quarantine orders, and legal rights 

and restrictions pertaining to media access. Similarly, a medical advisor might be 

designated to provide advice and recommendations to Incident Command about medical 

and mental health services, mass casualty, acute care, vector control, epidemiology, or 

mass prophylaxis considerations, particularly in response to a bioterrorism incident. In 

addition, a special needs advisor might be designated to provide expertise regarding 

communication, transportation, supervision, and essential services for diverse populations in 

the affected area.23 

Figure 4. Incident Command System: Command Staff and General Staff 

c. Incident Command Organization 

The incident Command and Management organization is located at the ICP. Incident 

Command directs operations from the ICP, which is generally located at or in the immediate 

vicinity of the incident site. Typically, one ICP is established for each incident. As 

emergency management/response personnel deploy, they must, regardless of agency 

affiliation, report to and check in at the designated Staging Area, Base, Camp, or location 

and notify the IC/UC to receive an assignment in accordance with the procedures 

established by the IC/UC. 

23 See Tab 3, Section F, for more information on technical specialists. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

3. GENERAL STAFF 

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

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

Finance/Administration Section Chiefs. The Section Chiefs may have one or more deputies 

assigned, with the assignment of deputies from other agencies encouraged in the case of 

multijurisdictional incidents. The functional Sections are discussed more fully below. 

a. Operations Section 

This Section is responsible for all tactical activities focused on reducing the immediate 

hazard, saving lives and property, establishing situational control, and restoring normal 

operations. Lifesaving and responder safety will always be the highest priorities and the 

first objectives in the IAP. 

Figure 5 depicts the organizational template for an Operations Section. Expansions of this 

basic structure may vary according to numerous considerations and operational factors. In 

some cases, a strictly functional approach may be used. In other cases, the organizational 

structure will be determined by geographical/jurisdictional boundaries. In still others, a mix 

of functional and geographical considerations may be appropriate. ICS offers flexibility in 

determining the right structural approach for the specific circumstances of the incident at 

hand. 

Figure 5. Major Organizational Elements of Operations Section 

(1) Operations Section Chief 

The Operations Section Chief is responsible to Incident Command for the direct 

management of all incident-related tactical activities. The Operations Section Chief will 

establish tactics for the assigned operational period. An Operations Section Chief should be 

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COMPONENT IV: COMMAND AND MANAGEMENT 

designated for each operational period, and responsibilities include direct involvement in 

development of the IAP. 

(2) Branches 

Branches may be functional, geographic, or both, depending on the circumstances of the 

incident. In general, Branches are established when the number of Divisions or Groups 

exceeds the recommended span of control. Branches are identified by the use of Roman 

numerals or by functional area. 

(3) Divisions and Groups 

Divisions and/or Groups are established when the number of resources exceeds the 

manageable span of control of Incident Command and the Operations Section Chief. 

Divisions are established to divide an incident into physical or geographical areas of 

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

For certain types of incidents, for example, Incident Command may assign evacuation or 

mass-care responsibilities to a functional Group in the Operations Section. Additional levels 

of supervision may also exist below the Division or Group level. 

(4) Resources 

Resources may be organized and managed in three different ways, depending on the 

requirements of the incident. 

• Single Resources: Individual personnel or equipment and any associated 

operators. 

• Task Forces: Any combination of resources assembled in support of a specific 

mission or operational need. All resource elements within a Task Force must have 

common communications and a designated leader. 

• Strike Teams: A set number of resources of the same kind and type that have an 

established minimum number of personnel. All resource elements within a Strike 

Team must have common communications and a designated leader. 

The use of Task Forces and Strike Teams is encouraged, when appropriate, to optimize the 

use of resources, reduce the span of control over a large number of single resources, and 

reduce the complexity of incident management coordination and communications. 

b. Planning Section 

The Planning Section collects, evaluates, and disseminates incident situation information 

and intelligence to the IC/UC and incident management personnel. This Section then 

prepares status reports, displays situation information, maintains the status of resources 

assigned to the incident, and prepares and documents the IAP, based on Operations Section 

input and guidance from the IC/UC. 

As shown in Figure 6, the Planning Section is comprised of four primary Units, as well as a 

number of technical specialists to assist in evaluating the situation, developing planning 

options, and forecasting requirements for additional resources. Within the Planning Section, 

the following primary Units fulfill functional requirements: 

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COMPONENT IV: COMMAND AND MANAGEMENT 

• Resources Unit: Responsible for recording the status of resources committed to 

the incident. This Unit also evaluates resources committed currently to the incident, 

the effects additional responding resources will have on the incident, and anticipated 

resource needs. 

• Situation Unit: Responsible for the collection, organization, and analysis of incident 

status information, and for analysis of the situation as it progresses. 

• Demobilization Unit: Responsible for ensuring orderly, safe, and efficient 

demobilization of incident resources. 

• Documentation Unit: Responsible for collecting, recording, and safeguarding all 

documents relevant to the incident. 

• Technical Specialist(s): Personnel with special skills that can be used anywhere 

within the ICS organization. 

Figure 6. Planning Section Organization 

The Planning Section is normally responsible for gathering and disseminating information 

and intelligence critical to the incident, unless the IC/UC places this function elsewhere. The 

Planning Section is also responsible for assembling the IAP. The IAP includes the overall 

incident objectives and strategies established by Incident Command. In the case of a UC, 

the IAP must adequately address the mission and policy needs of each jurisdictional agency, 

as well as interaction between jurisdictions, functional agencies, and private organizations. 

The IAP also addresses tactics and support activities required for the planned operational 

period, generally 12 to 24 hours. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

The IAP should incorporate changes in strategies and tactics based on lessons learned 

during earlier operational periods. A written IAP is especially important when: 

• Resources from multiple agencies and/or jurisdictions are involved; 

• The incident will span several operational periods; 

• Changes in shifts of personnel and/or equipment are required; or 

• There is a need to document actions and decisions. 

The IAP will typically contain a number of components, as shown in Table 5. 

Table 5. Sample IAP Outline 

Component Normally Prepared By 

Incident Objectives (Form: ICS 202) 

Organization Assignment List or Chart 

(Form: ICS 203) 

Assignment List (Form: ICS 204) 

Incident Radio Communications Plan 

(Form: ICS 205) 

Medical Plan (Form: ICS 206) 

Incident Maps 

General Safety Message/Site Safety Plan 

Incident Commander 

Resources Unit 

Resources Unit 

Communications Unit 

Medical Unit 

Situation Unit 

Safety Officer 

Other Potential Components (incident dependent) 

Air Operations Summary Air Operations 

Traffic Plan Ground Support Unit 

Decontamination Plan Technical Specialist 

Waste Management or Disposal Plan Technical Specialist 

Demobilization Plan Demobilization Unit 

Site Security Plan Law Enforcement, Technical 

Specialist, or Security Manager 

Investigative Plan Law Enforcement 

Evidence Recovery Plan Law Enforcement 

Evacuation Plan As required 

Sheltering/Mass Care Plan As required 

Other (as required) As required 

c. Logistics Section 

The Logistics Section (see Figure 7) is responsible for all service support requirements 

needed to facilitate effective and efficient incident management, including ordering 

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COMPONENT IV: COMMAND AND MANAGEMENT 

resources from off-incident locations. This Section also provides facilities, security (of the 

incident command facilities and personnel), transportation, supplies, equipment 

maintenance and fuel, food services, communications and information technology support, 

and emergency responder medical services, including inoculations, as required. Within the 

Logistics Section, six primary Units fulfill functional requirements: 

• Supply Unit: Orders, receives, stores, and processes all incident-related resources, 

personnel, and supplies. 

• Ground Support Unit: Provides all ground transportation during an incident. In 

conjunction with providing transportation, the Unit is also responsible for maintaining 

and supplying vehicles, keeping usage records, and developing incident Traffic Plans. 

• Facilities Unit: Sets up, maintains, and demobilizes all facilities used in support of 

incident operations. The Unit also provides facility maintenance and security 

services required to support incident operations. 

• Food Unit: Determines food and water requirements, plans menus, orders food, 

provides cooking facilities, cooks, serves, maintains food service areas, and manages 

food security and safety concerns. 

• Communications Unit: Major responsibilities include effective communications 

planning as well as acquiring, setting up, maintaining, and accounting for 

communications equipment. 

• Medical Unit: Responsible for the effective and efficient provision of medical 

services to incident personnel. 

Figure 7. Logistics Section Organization 

d. Finance/Administration Section 

A Finance/Administration Section is established when the incident management activities 

require on-scene or incident-specific finance and other administrative support services. 

Some of the functions that fall within the scope of this Section are recording personnel time, 

maintaining vendor contracts, administering compensation and claims, and conducting an 

overall cost analysis for the incident. If a separate Section is established, close coordination 

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COMPONENT IV: COMMAND AND MANAGEMENT 

with the Planning Section and Logistics Section is also essential so that operational records 

can be reconciled with financial documents. 

The Finance/Administration Section is a critical part of ICS in large, complex incidents 

involving significant funding originating from multiple sources. In addition to monitoring 

multiple sources of funds, the Section Chief must track and report to Incident Command the 

accrued cost as the incident progresses. This allows the IC/UC to forecast the need for 

additional funds before operations are negatively affected. Figure 8 illustrates the basic 

organizational structure for a Finance/Administration Section. When such a Section is 

established, the depicted Units may be staffed as required. Within the 

Finance/Administration Section, four primary Units fulfill functional requirements: 

• Compensation/Claims Unit: Responsible for financial concerns resulting from 

property damage, injuries, or fatalities at the incident. 

• Cost Unit: Responsible for tracking costs, analyzing cost data, making estimates, 

and recommending cost savings measures. 

• Procurement Unit: Responsible for financial matters concerning vendor contracts. 

• Time Unit: Responsible for recording time for incident personnel and hired 

equipment. 

Figure 8. Finance/Administration Section Organization 

e. Intelligence/Investigations Function 

The collection, analysis, and sharing of incident-related intelligence are important elements 

of ICS. Normally, operational information and situational intelligence are management 

functions located in the Planning Section, with a focus on three incident intelligence areas: 

situation status, resource status, and anticipated incident status or escalation (e.g., weather 

forecasts and location of supplies). This information and intelligence is utilized for incident 

management decisionmaking. In addition, technical specialists in the Planning Section may 

be utilized to provide specific information that supports tactical decisions. 

Incident management organizations must also establish a system for the collection, 

analysis, and sharing of information developed during intelligence/investigation efforts. 

Some incidents require intelligence and investigative information, which is defined in either 

of two ways. First, it is defined as information that leads to the detection, prevention, 

apprehension, and prosecution of criminal activities or the individuals involved, including 

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COMPONENT IV: COMMAND AND MANAGEMENT 

terrorist incidents. Second, it is defined as information that leads to determination of the 

cause, projection of spread, assessment of impact, or selection of countermeasures for a 

given incident (regardless of the source) such as public health events, disease outbreaks, or 

fires with unknown origins. 

ICS allows for organizational flexibility, so the Intelligence/Investigations Function can be 

embedded in several different places within the organizational structure. 

• Within the Planning Section: This is the traditional placement for this function 

and is appropriate for incidents with little or no investigative information 

requirements nor a significant amount of specialized information. 

• As a Separate General Staff Section: This option may be appropriate when a 

there is a significant intelligence/investigations component to the incident for 

criminal or epidemiological purposes or when multiple investigative agencies are 

involved. A separate Intelligence/Investigations Section may be needed when highly 

specialized information requiring technical analysis is both critical and time sensitive 

to lifesaving operations (e.g., chemical, biological, radiological, or nuclear incidents) 

or when there is a need for classified intelligence. 

• Within the Operations Section: This option may be appropriate for incidents that 

require a high degree of linkage and coordination between the investigative 

information and the operational tactics that are being employed. 

• Within the Command Staff: This option may be appropriate for incidents with 

little need for tactical information or classified intelligence and where supporting 

Agency Representatives are providing real-time information to the IC/UC. 

The mission of the Intelligence/Investigations Function is to ensure that all investigative and 

intelligence operations, functions, and activities within the incident response are properly 

managed, coordinated, and directed in order to: 

• Prevent/deter additional activity, incidents, or attacks. 

• Collect, process, analyze, and appropriately disseminate intelligence information. 

• Conduct a thorough and comprehensive investigation. 

• Identify, process, collect, create a chain of custody for, safeguard, examine/analyze, 

and store all probative evidence. 

• Determine source or cause and control spread and impact, in the investigation of 

emerging incidents (fire, disease outbreak, etc.). 

The Intelligence/Investigations Function has responsibilities that cross all interests of 

departments involved during an incident; however, certain functions remain specific to law 

enforcement response and mission areas. Two examples of these are to expeditiously 

identify and apprehend all perpetrators, and to successfully prosecute all defendants. 

Regardless of how the Intelligence/Investigations Function is organized, a close liaison will 

be maintained, and information will be transmitted to Incident Command, the Operations 

Section, and the Planning Section. However, classified information requiring a security 

clearance, sensitive information, or specific investigative tactics that would compromise the 

investigation will be shared only with those who have the appropriate security clearance or 

a need to know. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

The Intelligence/Investigations Function can be organized in a variety of ways. The 

following are examples of Groups that may be activated if needed: 

• Investigative Operations Group: Responsible for overall investigative effort. 

• Intelligence Group: Responsible for obtaining unclassified, classified, and open 

source intelligence. 

• Forensic Group: Responsible for collection and integrity of forensic evidence, and 

in incidents of a criminal nature, the integrity of the crime scene. 

• Investigative Support Group: Responsible for ensuring that required investigative 

personnel are made available expeditiously and that the necessary resources are 

properly distributed, maintained, safeguarded, stored, and returned, when 

appropriate. 

Other Groups may be created to handle the following responsibilities: ensuring that missing 

or unidentified persons and human remains are investigated and identified expeditiously and 

that required notifications are made in a timely manner. These responsibilities include the 

collection of ante mortem information and exemplars in a family assistance center. 

4. INCIDENT MANAGEMENT TEAMS 

An IMT is an incident command organization made up of the Command and General Staff 

members and other appropriate personnel in an ICS organization and can be deployed or 

activated, as needed. National, State, and some local IMTs have formal certification and 

qualification, notification, deployment, and operational procedures in place. In other cases, 

IMTs are formed at an incident or for specific events. The level of training and experience 

of the IMT members, coupled with the IMT’s identified formal response requirements and 

responsibilities, are factors in determining an IMT’s type, or level. 

5. INCIDENT COMPLEX: MULTIPLE INCIDENT MANAGEMENT 

WITHIN A SINGLE ICS ORGANIZATION 

a. Description 

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

area that are assigned to a single IC or a UC. When an Incident Complex is established 

over several individual incidents, the general guideline is that the previously identified 

incidents become Branches within the Operations Section of the IMT. This provides greater 

potential for future expansion if required. Each Branch thus has the increased flexibility to 

establish Divisions or Groups. Additionally, because Divisions and Groups may already have 

been established at each of the incidents, the same basic structure can be propagated. If 

any of the incidents within a complex has the potential to become a large-scale incident, it 

is best to establish it as a separate incident with its own ICS organization. 

The following are examples where a complex may be appropriate: 

• An earthquake, tornado, flood, or other situation where many separate incidents are 

occurring in close proximity. 

• Several similar incidents are occurring in close proximity to one another. 

• One incident underway with an IMT assigned, with other smaller incidents occurring 

in the same area. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

A complex may be managed under a single IC or a UC. The following are additional 

considerations for the use of a complex: 

• The incidents are close enough to be managed by the same IMT. 

• A combined management approach could achieve some staff or logistical support 

economies. 

• The number of overall incidents within the jurisdiction requires consolidations 

wherever possible to conserve staff and reduce costs. 

• A single Incident Command can adequately provide Planning, Logistics, and 

Finance/Administration activities to the complex. 

6. AREA COMMAND 

a. Description 

Area Command is an organization to oversee the management of multiple incidents handled 

individually by separate ICS organizations or to oversee the management of a very large or 

evolving incident engaging multiple IMTs. An Agency Administrator/Executive or other 

public official with jurisdictional responsibility for the incident usually makes the decision to 

establish an Area Command. An Area Command is activated only if necessary, depending 

on the complexity of the incident and incident management span-of-control considerations. 

Area Commands are particularly relevant to incidents that are typically not site specific, are 

not immediately identifiable, are geographically dispersed, and evolve over longer periods of 

time (e.g., public health emergencies, earthquakes, tornadoes, civil disturbances, and any 

geographic area where several IMTs are being used and these incidents are all requesting 

similar resources). Incidents such as these, as well as acts of biological, chemical, 

radiological, and nuclear terrorism, require a coordinated intergovernmental, NGO, and 

private-sector response, with large-scale coordination typically conducted at a higher 

jurisdictional level. Area Command is also used when a number of incidents of the same 

type in the same area are competing for the same resources, such as multiple hazardous 

material incidents, spills, or fires. 

When incidents are of different types and/or do not have similar resource demands, they 

are usually handled as separate incidents or are coordinated through an Emergency 

Operations Center (EOC) or Multiagency Coordination Group (MAC Group). If the incidents 

under the authority of the Area Command span multiple jurisdictions, a Unified Area 

Command should be established (see Figure 9). This allows each jurisdiction to have 

appropriate representation in the Area Command. 

Area Command should not be confused with the functions performed by MACS: Area 

Command oversees management coordination of the incident(s), while a MACS element, 

such as a communications/dispatch center, EOC, or MAC Group, coordinates support. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

Figure 9. Chain of Command and Reporting Relationships 

b. Responsibilities 

For incidents under its authority, an Area Command has the following responsibilities: 

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

• Coordinate the development of individual incident objectives and strategies. 

• (Re)allocate resources as the established priorities change. 

• Ensure that incidents are properly managed. 

• Ensure effective communications. 

• Ensure that incident management objectives are met and do not conflict with each 

other or with agency policies. 

• Identify critical resource needs and report them to the established EOC/MAC Groups. 

• Ensure that short-term “emergency” recovery is coordinated to assist in the 

transition to full recovery operations. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

B. MULTIAGENCY COORDINATION SYSTEMS 

Multiagency coordination is a process that allows all levels of 

government and all disciplines to work together more efficiently MACS is a system . . . 

and effectively. Multiagency coordination occurs across the not simply a facility. different disciplines involved in incident management, across 

jurisdictional lines, or across levels of government. 

Multiagency coordination can and does occur on a regular basis whenever personnel from 

different agencies interact in such activities as preparedness, prevention, response, 

recovery, and mitigation. Often, cooperating agencies develop a MACS to better define how 

they will work together and to work together more efficiently; however, multiagency 

coordination can take place without established protocols. MACS may be put in motion 

regardless of the location, personnel titles, or organizational structure. MACS includes 

planning and coordinating resources and other support for planned, notice, or no-notice events. 

MACS defines business practices, standard operating procedures, processes, and protocols by 

which participating agencies will coordinate their interactions. Integral elements of MACS are 

dispatch procedures and protocols, the incident command structure, and the coordination and 

support activities taking place within an activated EOC. Fundamentally, MACS provide support, 

coordination, and assistance with policy-level decisions to the ICS structure managing an 

incident. 

Written agreements allow agencies within the system to conduct activities using established 

rules and are often self-defined by the participating organizations. A fully implemented 

MACS is critical for seamless multiagency coordination activities and essential to the success 

and safety of the response whenever more than one jurisdictional agency responds. 

Moreover, the use of MACS is one of the fundamental components of Command and 

Management within NIMS, as it promotes scalability and flexibility necessary for a 

coordinated response. 

1. DEFINITION 

The primary function of MACS is to coordinate activities above the field level and to 

prioritize the incident demands for critical or competing resources, thereby assisting the 

coordination of the operations in the field. MACS consists of a combination of elements: 

personnel, procedures, protocols, business practices, and communications integrated into a 

common system. For the purpose of coordinating resources and support between multiple 

jurisdictions, MACS can be implemented from a fixed facility or by other arrangements 

outlined within the system. 

In some instances, MACS is informal and based on oral agreements between jurisdictions, 

but usually it is more formalized and supported by written agreements, operational 

procedures, and protocols. The formal process, where issues are addressed before an 

incident occurs, is the preferred and recommended approach, as it streamlines the 

coordination function. While ad hoc arrangements between jurisdictions may result in 

effective multiagency coordination on relatively minor incidents, coordination on larger, 

more complex incidents is most successful when it takes place within a planned and wellestablished system. 

Figure 10 illustrates an overview of MACS as it transitions over the course of an incident. 

The graphic shows how an incident begins, with the on-scene single command; as it grows 

64 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

COMPONENT IV: COMMAND AND MANAGEMENT 

in size and complexity, potentially developing into a Unified Command, the incident may 

require off-scene coordination and support. 

2. SYSTEM ELEMENTS 

MACS includes a combination of facilities, equipment, personnel, and procedures integrated 

into a common system with responsibility for coordination of resources and support to 

emergency operations. 

Figure 10. Multiagency Coordination System (MACS) 

a. Facilities 

The need for location(s)—such as a communications/dispatch center, EOC, city hall, virtual 

location—to house system activities will depend on the anticipated functions of the system. 

b. Equipment 

To accomplish system activities, equipment (such as computers and phones) must be 

identified and procured. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

c. Personnel 

Typical personnel include Agency Administrators/Executives, or their appointed 

representatives, who are authorized to commit agency resources and funds in a coordinated 

response effort. Personnel can also be authorized representatives from supporting 

agencies, NGOs, and the private sector who assist in coordinating activities above the field 

level. 

d. Procedures 

Procedures include processes, protocols, agreements, and business practices that prescribe 

the activities, relationships, and functionality of the MACS. Identifying the interactive 

communications activities and associated implementation plans are critical components of 

the system. 

3. EXAMPLES OF SYSTEM ELEMENTS 

The two most commonly used elements of 

the Multiagency Coordination System are 

EOCs and MAC Groups. 

a. Emergency Operations Center 

EOCs may be organized by major discipline 

(e.g., fire, law enforcement, or emergency 

medical services); by emergency support 

function (e.g., transportation, 

communications, public works and 

engineering, or resource support); by 

jurisdiction (e.g., city, county, or region); 

or, more likely, by some combination 

thereof. ICPs need good communication 

links to EOCs to ensure effective and 

efficient incident management. 

Often, agencies within a political jurisdiction 

will establish coordination, communications, 

control, logistics, etc., at the department 

level for conducting overall management of 

their assigned resources. Governmental 

departments (or agencies, bureaus, etc.) or 

private organizations may also have 

operations centers (referred to here as 

Department Operations Centers, or DOCs) 

that serve as the interface between the 

ongoing operations of that organization and 

the emergency operations it is supporting. 

The DOC may directly support the incident 

and receive information relative to its 

operations. In most cases, DOCs are 

An EOC is activated: 

• To support the on-scene response during an 

escalating incident by relieving the burden of 

external coordination and securing additional 

resources. 

An EOC is: 

• A physical location. 

• Staffed with personnel trained for and authorized 

to represent their agency/discipline. 

• Equipped with mechanisms for communicating 

with the incident site and obtaining resources and 

potential resources. 

• Managed through protocols. 

• Applicable at different levels of government. 

An EOC consists of: 

• Personnel and equipment appropriate to the level 

of incident. 

An EOC is used: 

• In varying ways within all levels of government 

and the private sector. 

• To provide coordination, direction, and support 

during emergencies. 

An EOC may: 

• Facilitate MACS functions and may be needed to 

support Area Command, IC, or UC when resource 

needs exceed local capabilities. 

An EOC does not: 

• Command the on-scene level of the incident. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

physically represented in a combined agency EOC by authorized agent(s) for the 

department or agency. 

EOCs may be staffed by personnel representing multiple jurisdictions and functional 

disciplines and a wide variety of resources. For example, a local EOC established in 

response to a bioterrorism incident would likely include a mix of law enforcement, 

emergency management, public health, and medical personnel (local, State, or Federal 

public health officials and possibly representatives of health care facilities, emergency 

medical services, etc.). 

The physical size, staffing, and equipping of an EOC will depend on the size of the 

jurisdiction, resources available, and anticipated incident management workload. EOCs may 

be organized and staffed in a variety of ways. Regardless of its specific organizational 

structure, an EOC should include the following core functions: coordination; 

communications; resource allocation and tracking; and information collection, analysis, and 

dissemination. 

Upon activation of a local EOC, communications and coordination must be established 

between Incident Command and the EOC. ICS field organizations must also establish 

communications with the activated local EOC, either directly or through their parent 

organizations. Additionally, EOCs at all levels of government and across functional agencies 

must be capable of communicating appropriately with other EOCs, including those 

maintained by private organizations. Communications between EOCs must be reliable and 

contain built-in redundancies. The efficient functioning of EOCs most frequently depends on 

the existence of mutual aid agreements and joint communications protocols among 

participating agencies. 

b. MAC Group 

Typically, Agency Administrators/Executives, or their designees, who are authorized to 

represent or commit agency resources and funds are brought together to form MAC Groups. 

MAC Groups may also be known as multiagency committees, emergency management 

committees, or as otherwise defined by the system. Personnel assigned to the EOC who 

meet the criteria for participation in a MAC Group may be asked to fulfill that role. 

A MAC Group does not have any direct incident involvement and will often be located some 

distance from the incident site(s). In many cases a MAC Group can function virtually to 

accomplish its assigned tasks. 

A MAC Group may require a support organization for its own logistics and documentation 

needs; to manage incident-related decision support information such as tracking critical 

resources, situation status, and intelligence or investigative information; and to provide 

public information to the news media and public. The number and skills of its personnel will 

vary by incident complexity, activity levels, needs of the MAC Group, and other factors 

identified through agreements or by preparedness organizations. A MAC Group may be 

established at any level (e.g., national, State, or local) or within any discipline (e.g., 

emergency management, public health, critical infrastructure, or private sector). 

4. PRIMARY FUNCTIONS OF MACS 

The Multiagency Coordination System should be both flexible and scalable to be efficient 

and effective. MACS will generally perform common functions during an incident; however, 

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COMPONENT IV: COMMAND AND MANAGEMENT 

not all of the system’s functions will be performed during every incident, and functions may 

not occur in any particular order. 

a. Situation Assessment 

This assessment includes the collection, processing, and display of all information needed. 

This may take the form of consolidating situation reports, obtaining supplemental 

information, and preparing maps and status boards. 

b. Incident Priority Determination 

Establishing the priorities among ongoing incidents within the defined area of responsibility 

is another component of MACS. Typically, a process or procedure is established to 

coordinate with Area or Incident Commands to prioritize the incident demands for critical 

resources. Additional considerations for determining priorities include the following: 

• Life-threatening situations. 

• Threat to property. 

• High damage potential. 

• Incident complexity. 

• Environmental impact. 

• Economic impact. 

• Other criteria established by the Multiagency Coordination System. 

c. Critical Resource Acquisition and Allocation 

Designated critical resources will be acquired, if possible, from the involved agencies or 

jurisdictions. These agencies or jurisdictions may shift resources internally to match the 

incident needs as a result of incident priority decisions. Resources available from incidents 

in the process of demobilization may be shifted, for example, to higher priority incidents. 

Resources may also be acquired from outside the affected area. Procedures for acquiring 

outside resources will vary, depending on such things as the agencies involved and written 

agreements. 

d. Support for Relevant Incident Management Policies and 

Interagency Activities 

A primary function of MACS is to coordinate, support, and assist with policy-level decisions 

and interagency activities relevant to incident management activities, policies, priorities, 

and strategies. 

e. Coordination With Other MACS Elements 

A critical part of MACS is outlining how each system element will communicate and 

coordinate with other system elements at the same level, the level above, and the level 

below. Those involved in multiagency coordination functions following an incident may be 

responsible for incorporating lessons learned into their procedures, protocols, business 

practices, and communications strategies. These improvements may need to be 

coordinated with other appropriate preparedness organizations. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

f. Coordination With Elected and Appointed Officials 

Another primary function outlined in MACS is a process or procedure to keep elected and 

appointed officials at all levels of government informed. Maintaining the awareness and 

support of these officials, particularly those from jurisdictions within the affected area, is 

extremely important, as scarce resources may need to move to an agency or jurisdiction 

with higher priorities. 

g. Coordination of Summary Information 

By virtue of the situation assessment function, personnel implementing the multiagency 

coordination procedures may provide summary information on incidents within their area of 

responsibility as well as provide agency/jurisdictional contacts for media and other 

interested agencies. 

5. DIFFERENCES BETWEEN A MAC GROUP AND AREA 

COMMAND 

MAC Groups are often confused with Area Command (as defined earlier in Component IV). 

Table 6 highlights some of the primary differences between the two. 

Table 6. Differences Between a MAC Group and Area Command 

MAC Group Area Command 

Off-scene coordination and support 

organization with no direct incident authority or 

responsibility. 

Management function of ICS with oversight 

responsibility and authority of IMTs assigned at 

multiple incidents. Area Command may be 

established as Unified Area Command. 

Members are Agency Administrators/ 

Executives or designees from the agencies 

involved or heavily committed to the incident. 

Members are the most highly skilled incident 

management personnel. 

Organization generally consists of multiagency 

coordination personnel (including Agency 

Administrators/Executives), MAC Group 

coordinator, and an intelligence and information 

support staff. 

Organization generally consists of an 

Area Commander, Assistant Area 

Commander—Planning, and Assistant Area 

Commander—Logistics. 

Members are Agency Administrators/ 

Executives or designees. 

Authority for specific incident(s) is delegated 

from the Agency Administrator/Executive. 

Allocates and reallocates critical resources 

through the communications/dispatch system 

by setting incident priorities. 

Assigns and reassigns critical resources 

allocated to it by MACS or the normal 

communications/dispatch system organization. 

Makes coordinated decisions at the Agency 

Administrator/Executive level on issues that 

affect multiple agencies. 

Ensures that incident objectives and strategies 

are complementary between IMTs. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

C. PUBLIC INFORMATION 

1. INTRODUCTION 

Public Information consists of the processes, procedures, and systems to communicate 

timely, accurate, and accessible information on the incident’s cause, size, and current 

situation to the public, responders, and additional stakeholders (both directly affected and 

indirectly affected). Public information must be coordinated and integrated across 

jurisdictions, agencies, and organizations; among Federal, State, tribal, and local 

governments; and with NGOs and the private sector. Well-developed public information, 

education strategies, and communications plans help to ensure that lifesaving measures, 

evacuation routes, threat and alert systems, and other public safety information are 

coordinated and communicated to numerous audiences in a timely, consistent manner. 

2. SYSTEM DESCRIPTION AND COMPONENTS 

a. Public Information Officer 

The Public Information Officer supports the incident 

Roles of Public command structure as a member of the Command staff. 

The Public Information Officer advises the IC/UC on all Information Officer 

public information matters relating to the management of 

The Public Information Officer the incident. The Public Information Officer also handles 

inquiries from the media, the public, and elected officials; gathers, verifies, coordinates, and 

emergency public information and warnings; rumor disseminates accurate, accessible, 

monitoring and response; media relations; and other and timely information on the 

functions required to gather, verify, coordinate, and incident’s cause, size, and current 

disseminate accurate, accessible, and timely information situation; resources committed; 

related to the incident. Information on public health, and other matters of general 

safety, and protection is of particular importance. interest for both internal and 

Public Information Officers are able to create coordinated external use. 

and consistent messages by collaborating to: 

• Identify key information that needs to be 

communicated to the public. 

• Craft messages conveying key information that are clear and easily understood by 

all, including those with special needs. 

• Prioritize messages to ensure timely delivery of information without overwhelming 

the audience. 

• Verify accuracy of information through appropriate channels. 

• Disseminate messages using the most effective means available. 

b. Joint Information System 

The Joint Information System (JIS) provides the mechanism to organize, integrate, and 

coordinate information to ensure timely, accurate, accessible, and consistent messaging 

across multiple jurisdictions and/or disciplines with NGOs and the private sector. The JIS 

includes the plans, protocols, procedures, and structures used to provide public information. 

Federal, State, tribal, territorial, regional, or local Public Information Officers and 

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COMPONENT IV: COMMAND AND MANAGEMENT 

established JICs are critical supporting elements of the JIS. Key elements include the 

following: 

• Interagency coordination and integration. 

• Gathering, verifying, coordinating, and disseminating consistent messages. 

• Support for decisionmakers. 

• Flexibility, modularity, and adaptability. 

c. Joint Information Center 

The JIC is a central location that facilitates Possibility of a Virtual JIC 

operation of the JIS, where personnel with public 

information responsibilities perform critical A JIC may involve real-time, constant 

emergency information functions, crisis links to other sites, thus creating a virtual 

communications, and public affairs functions. JICs JIC. All participants should be fully 

may be established at various levels of government integrated and linked into the JIC so that 

or at incident sites, or can be components of it functions as a single-site operation. 

Federal, State, tribal, territorial, regional, or local 

MACS (e.g., MAC Groups or EOCs). Depending on Advantages include: 

the requirements of the incident, an incident- • Rapid establishment of the JIC specific JIC is typically established at a single, on- functions. 

scene location in coordination with Federal, State, • Access to expanded resources. and local agencies, or at the national level if the • Relationship building. situation warrants. Releases are cleared through 

the IC/UC, EOC/MAC Group, and/or Federal officials 

in the case of federally coordinated incidents to 

ensure consistent messages, avoid release of conflicting information, and prevent negative 

impact on operations. This formal process for releasing information ensures the protection 

of incident-sensitive information. Agencies may issue their own releases related to their 

policies, procedures, programs, and capabilities; however, these should be coordinated with 

the incident-specific JIC(s). 

A single JIC location is preferable, but the system is flexible and adaptable enough to 

accommodate multiple physical or virtual JIC locations. For example, multiple JICs may be 

needed for a complex incident spanning a wide geographic area or multiple jurisdictions. In 

instances when multiple JICs are activated, information must be coordinated among all 

appropriate JICs; each JIC must have procedures and protocols to communicate and 

coordinate effectively with one another. Whenever there are multiple JICs, the final release 

authority must be the senior command, whether using Unified or Area Command structures. 

A national JIC may be used when an incident requires Federal coordination and is expected 

to be of long duration (e.g., weeks or months) or when the incident affects a large area of 

the country. 

In light of the need for real-time communications, JICs can be organized in many ways, 

depending on the nature of the incident. 

Table 7 identifies several types of JICs. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

Table 7. Types of Joint Information Centers 

Incident • Optimal physical location for local and IC-assigned Public Information 

Officers to co-locate 

• Easy media access is paramount to success 

Virtual • Established when physical co-location is not feasible 

• Incorporates technology and communication protocols 

Satellite • Smaller in scale than other JICs 

• Established primarily to support the incident JIC 

• Operates under the control of the primary JIC for that incident 

• Is not independent of that direction 

Area • Supports wide-area multiple-incident ICS structures 

• Could be established on a local or statewide basis 

• Media access is paramount 

Support • Established to support several incident JICs in multiple States 

• Offers supplemental staff and resources outside of the disaster area 

National • Established for long-duration incidents 

• Established to support Federal response activities 

• Staffed by numerous Federal departments and/or agencies 

• Media access is paramount 

d. Organizational Independence 

Organizations participating in incident management retain their independence. Incident 

Command and MACS are responsible for establishing and overseeing JICs, including 

processes for coordinating and clearing public communications. In the case of Unified 

Command, the departments, agencies, organizations, or jurisdictions that contribute to joint 

public information management do not lose their individual identities or responsibility for 

their own programs or policies. Rather, each agency/organization contributes to the overall 

unified message. 

e. Getting Information to the Public and Additional Stakeholders 

The process of getting information to the public and additional stakeholders during an 

incident is an ongoing cycle that involves four steps. 

(1) Gathering Information 

Gathering information is the first step in the process of getting information to the public and 

additional stakeholders. Information is collected from: 

• On-Scene Command: A source of ongoing, official information on the response 

effort. 

• On-Scene Public Information Officers: Report to the JIC what they are 

observing and hearing at the incident from the news media, elected officials and 

their staff, and the public. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

• Media Monitoring: Used to assess the accuracy and content of news media 

reports. It also helps to identify trends and breaking issues. 

• News Media: A valuable source of developing information and current issues. 

• Public and Elected/Appointed Officials: Inquiries from elected/appointed 

officials, community leaders, and the general public point to the specific concerns of 

those in the affected areas. 

(2) Verifying Information 

The next step in the process is to verify the accuracy of the information that has been 

collected, by consulting the following sources: 

• Other Public Information Officers in the JIC: Comparing notes—especially with 

the lead Public Information Officer and Public Information Officers who are liaisons to 

the various assistance programs or response/recovery partners—is one way to verify 

information accuracy. 

• EOC Sources: Including program leads, who should be asked to confirm 

information. 

• On-Scene Public Information Officers: A valuable source for checking the 

accuracy of information reported to the EOC with reports from the news media, the 

offices of elected officials, and people on the scene. 

(3) Coordinating Information 

The next step in the process is to coordinate with other Public Information Officers who are 

part of the JIS. These Public Information Officers include both those represented in the JIC 

and those working from another location who are part of the JIS. Coordinating information 

involves: 

• Establishing Key Message(s): After gathering information from all sources, 

unified messages are crafted that address all informational needs and are prioritized 

according to the overall Federal, State, tribal, and local response/recovery strategy. 

The mission includes getting accurate, consistent information to the right people at 

the right time so they can make informed decisions. 

• Obtaining Approval/Clearance From Those With Authority: Ensuring that the 

information is consistent, accurate, and accessible. The approval process should be 

streamlined, however, to ensure that the information is released in a timely manner. 

(4) Disseminating Information 

The next step in the process is to disseminate information to the public and additional 

stakeholders. This step involves: 

• Using Multiple Methods: In an emergency, there may not be many options. 

Phone calls and interviews might be the primary means of getting information to the 

news media. Personal visits or town meetings may be the most effective avenue for 

the public, elected/appointed officials, or other stakeholders. These outreach efforts 

can be supported by providing talking points and fliers to on-scene Public 

Information Officers. 

• Monitoring the Media: Media monitoring is invaluable for ensuring that the 

message is understood by the news media and reported accurately and completely. 

Important inaccuracies should be addressed before they are reported incorrectly a 

second time. 

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COMPONENT IV: COMMAND AND MANAGEMENT 

3. PUBLIC INFORMATION COMMUNICATIONS PLANNING 

Information communications strategies and planning are essential to all aspects of public 

information. Plans should include processes, protocols, and procedures that require the 

development of draft news releases; media lists; and contact information for 

elected/appointed officials, community leaders, private-sector organizations, and public 

service organizations to facilitate the dissemination of accurate, consistent, accessible, and 

timely public information. Public information communications should be a critical 

component of training and exercises. 

D. RELATIONSHIPS AMONG COMMAND AND MANAGEMENT 

ELEMENTS 

ICS, MACS, and Public Information have been described herein as separate elements of 

Command and Management within NIMS. However, NIMS relies on the relationships among 

these elements along with the elements themselves. 

Some relationships are specifically defined. For example, an Area Command or Incident 

Command coordinates with Public Information on incident-specific public information 

through an incident Public Information Officer within the JIS. The relationship between Area 

Command or Incident Command and MACS is primarily defined by a communications link 

between Command and/or field-level personnel with resource management responsibilities 

and a particular staff position within multiagency coordination. 

These relationships—along with other relationships among Command and Management 

elements that are not as clearly defined in advance—must be clearly defined and 

documented as each element evolves during an incident. 

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COMPONENT V: 

ONGOING MANAGEMENT AND 

MAINTENANCE 

The Ongoing Management and Maintenance component of NIMS contains two subsections: 

the National Integration Center (NIC) and Supporting Technologies. The NIC section of the 

document sets forth the responsibilities of the NIC. The Supporting Technologies Section 

discusses principles necessary to leverage science and technology to improve capabilities 

and lower costs. 

A. NATIONAL INTEGRATION CENTER 

Homeland Security Presidential Directive 5 required the Secretary of Homeland Security to 

establish a mechanism for ensuring the ongoing management and maintenance of NIMS, 

including regular consultation with other Federal departments and agencies; State, tribal, 

and local stakeholders; nongovernmental organizations (NGOs); and the private sector. To 

this end, the Secretary established the NIC to serve as an informational assistance resource 

for government agencies at all levels, NGOs, and the private sector that are implementing 

NIMS. The NIC provides strategic direction for and oversight of NIMS, supporting routine 

maintenance and continuous refinement of the system and its components over the long 

term. The NIC solicits participation from Federal departments and agencies; State, tribal, 

and local governments; and emergency management/response personnel,24 including those 

from NGOs and the private sector. Revisions to NIMS and other issues can be proposed by 

all NIMS users (including Federal, State, tribal, substate regional, and local governments, as 

well as the private sector, voluntary organizations, academia, nonprofit organizations, and 

other NIMS-related professional associations). 

Additionally, the NIC administers NIMS compliance requirements, facilitates the 

development of guidance standards for typing and credentialing, supports NIMS training and 

exercises, and manages the publication of various NIMS-related materials. 

1. CONCEPTS AND PRINCIPLES 

The process for managing and maintaining NIMS ensures that all users and stakeholders— 

including all levels of government, functional disciplines, NGOs, and the private sector—are 

given the opportunity to participate in NIC activities. The NIMS management and 

maintenance process relies heavily on lessons learned from actual incidents and incident 

management training and exercises, as well as recognized best practices across jurisdictions 

and functional disciplines. 

24 Emergency management/response personnel include Federal, State, territorial, tribal, substate regional, and 

local governments, nongovernmental organizations, private-sector organizations, critical infrastructure owners and 

operators, and all other organizations and individuals who assume an emergency management role. 

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COMPONENT V: ONGOING MANAGEMENT AND MAINTENANCE 

2. NIMS REVISION PROCESS 

The NIMS document will be reviewed on a 2-year cycle and revised to incorporate new 

Presidential directives, legislative changes, and procedural changes based on lessons 

learned from exercises, actual incidents, and planned events. Proposed changes to NIMS 

will be submitted to the NIC for consideration, approval, and publication. 

The Secretary is responsible for publishing revisions and modifications to NIMS-related 

documents, including supplementary standards, procedures, and other materials, and will 

do so with regular consultation with other Federal departments and agencies and State and 

local governments. 

3. NIC RESPONSIBILITIES 

a. Administration and Compliance 

To manage ongoing administration and implementation of NIMS, including specification of 

compliance measures, the NIC is responsible for working toward the following: 

• Developing and maintaining a national program for NIMS education and awareness, 

including specific instruction on the purpose and content of this document and NIMS 

in general. 

• Promoting compatibility between national-level standards for NIMS and those 

developed by other public, private, and professional groups. 

• Facilitating the establishment and maintenance of a documentation and database 

system related to qualification, certification, and credentialing of emergency 

management/response personnel and organizations that includes reviewing and 

approving discipline-specific requirements (with input from Federal, State, tribal, 

local, private-sector, nongovernmental, and national professional organizations, as 

appropriate). 

• Developing assessment criteria for the various components of NIMS, as well as 

compliance requirements and timelines for Federal, State, tribal, and local 

governments regarding NIMS standards and guidelines. 

• Integrating into the national research and development (R&D) agenda—in 

coordination with the Department of Homeland Security (DHS) Under Secretary for 

Science and Technology—the NIMS-related science and technology needs of 

departments, agencies, disciplines, NGOs, and the private sector operating within 

NIMS. 

b. Standards and Credentialing 

The NIC will work with appropriate standards development organizations (SDOs) to ensure 

the adoption of common national standards and credentialing systems that are compatible 

and aligned with the implementation of NIMS. Identification, adoption, and development of 

common standards and credentialing programs include the following: 

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COMPONENT V: ONGOING MANAGEMENT AND MAINTENANCE 

• Facilitating the development and publication of national standards, guidelines, and 

protocols for the qualification, licensure, and certification of emergency 

management/response personnel, as appropriate. 

• Reviewing and approving disciplinespecific qualification and certification The NIC recommends that State and local 

requirements (with input from Federal, governments voluntarily adopt the following 

State, tribal, local, nongovernmental, National Fire Protection Association (NFPA) private-sector, and national professional standards: NFPA 1600, “Standard on organizations, as appropriate). Disaster/Emergency Management and 

Business Continuity Programs,” and NFPA • Establishing a data maintenance system 1561, “Standard on Emergency Services to provide incident managers with the Incident Management System.” These detailed qualification, experience, and standards, if adopted by the jurisdiction, can training information needed to credential assist in NIMS implementation. For personnel for prescribed national incident information regarding the latest NIC- management positions. recommended standards, please visit the 

NIMS guidance section of the NIC Web site. • Coordinating minimum professional Other standards may be issued periodically certification standards and facilitating the by the NIC and recommended for voluntary design and implementation of a adoption. nationwide credentialing system. 

• Facilitating—with input from Federal, 

State, tribal, local, nongovernmental, private-sector, and national professional 

organizations—the establishment of standards for the performance, compatibility, 

and interoperability of incident management equipment and communications 

systems, including the following: 

- Facilitating the development and publication of national standards, guidelines, 

and protocols for equipment certification, including the incorporation of 

existing standards and certification programs used by incident management 

and emergency response organizations nationwide. 

- Reviewing and approving lists of equipment that meet these established 

equipment certification requirements. 

- Collaborating with organizations responsible for emergency-responder 

equipment evaluation and testing. 

• Facilitating the development and issuance of national standards for resource typing. 

• Facilitating the definition and maintenance of the information framework required for 

the development of NIMS information systems, including the development of data 

standards. 

• Coordinating the establishment of technical and technology standards for NIMS users 

in concert with the DHS Under Secretary for Science and Technology and recognized 

SDOs. 

December 2008 National Incident Management System 77 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

COMPONENT V: ONGOING MANAGEMENT AND MAINTENANCE 

c. Training and Exercise Support 

To lead the development of training and exercises that further appropriate agencies’ and 

organizations’ knowledge, adoption, and implementation of NIMS, the NIC will coordinate 

with them to do the following: 

• Facilitate the definition of general training requirements and the development of 

national-level training standards and course curricula associated with NIMS, including 

the following: 

- The use of modeling and simulation capabilities for training and exercise 

programs. 

- Field-based training, specification of mission-essential tasks, requirements for 

specialized instruction and instructor training, and course completion 

documentation for all NIMS users. 

- The review and recommendation (in coordination with Federal, State, tribal, 

local, nongovernmental, private-sector, and national professional 

organizations) of discipline-specific NIMS training courses. 

• Facilitate the development of national standards, guidelines, and protocols for 

incident management training and exercises, including consideration of existing 

exercise and training programs at all jurisdictional levels. 

• Facilitate the development of training necessary to support the incorporation of NIMS 

across all jurisdictional levels. 

• Establish and maintain a repository for reports and lessons learned from actual 

incidents, training, and exercises, as well as for best practices, model structures, and 

processes for NIMS-related functions. 

d. Publication Management 

Publication management for NIMS includes the development of naming and numbering 

conventions, the review and certification of publications, development of methods for 

publications control, identification of sources and suppliers for publications and related 

services, management of publication distribution, and assurance of product accessibility.25 

NIMS publication management includes the following types of products: 

• Qualifications information. 

• Training course and exercise information. 

• Task books. 

• Incident Command System training, forms, and templates (and other necessary 

forms). 

• Job aids and guides. 

• Computer programs. 

• Audio and video resources. 

• Best-practices manuals/models/recommendations. 

25 47 U.S.C. § 794, Rehabilitation Act of 1973. 

78 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

COMPONENT V: ONGOING MANAGEMENT AND MAINTENANCE 

To manage NIMS-related publications, the NIC will coordinate with appropriate agencies and 

organizations and take the lead on the following: 

• Facilitating the establishment and maintenance of a publication management system 

for NIMS-related publications and materials, including the development or 

coordination of general publications for all NIMS users. 

• Issuing documents or information by means of the NIMS publication management 

system. 

• Facilitating the development and publication of standardized templates and 

materials, such as supplementary documentation and desk guides, to support the 

implementation and continuous refinement of NIMS. 

• Reviewing discipline-specific publication management requirements (with input from 

Federal, State, tribal, and local governments, as well as nongovernmental, privatesector, and national professional organizations). 

B. SUPPORTING TECHNOLOGIES 

Ongoing development of science and technology is integral to the continual improvement 

and refinement of NIMS. Strategic R&D ensures that this development takes place. NIMS 

also relies on scientifically based technical standards that support incident management. 

Maintaining a focus on appropriate science and technology solutions will necessitate a longterm collaborative effort among NIMS partners. 

To ensure the effective development of incident-management science and technology 

solutions, the NIC must work in coordination with the DHS Under Secretary for Science and 

Technology to assess the needs of emergency management/response personnel and their 

affiliated organizations. 

1. CONCEPTS AND PRINCIPLES 

NIMS leverages science and technology to improve capabilities and lower costs. It observes 

the five key principles defined below. 

a. Interoperability and Compatibility 

Systems operating in an incident management environment must be able to interact 

smoothly across disciplines and jurisdictions. Interoperability and compatibility are 

achieved through the use of tools such as common communications and data standards, 

digital data formats, equipment standards, and design standards. 

b. Technology Support 

Technology support is the use and incorporation of new and existing technologies to 

improve efficiency and effectiveness in all aspects of incident management. Technology 

support permits organizations using NIMS to enhance all aspects of emergency 

management and incident response. Technology support facilitates incident operations and 

sustains the R&D programs that underpin the long-term investment in the Nation’s future 

incident management capabilities. 

December 2008 National Incident Management System 79 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

COMPONENT V: ONGOING MANAGEMENT AND MAINTENANCE 

c. Technology Standards 

Supporting systems and technologies are based on requirements developed in collaboration 

with Federal, State, tribal, and local governments, as well as NGOs, the private sector, and 

national professional organizations. National standards may be required to facilitate the 

interoperability and compatibility of key systems across jurisdictions and/or disciplines. 

d. Broad-Based Requirements 

Needs for new technologies, procedures, protocols, and standards to facilitate incident 

management are identified before, during, and after an incident. As these needs could 

exceed available resources, NIMS provides a mechanism for aggregating and prioritizing 

needs and resources. These needs will be met by coordinating testing and evaluation 

activities for basic, applied, developmental, and demonstration-based research. 

e. Strategic R&D Planning 

Strategic R&D planning identifies future technologies that can improve or lower the cost of 

existing incident management capabilities. To ensure effective R&D, the NIC, in 

coordination with the DHS Under Secretary for Science and Technology, will integrate into 

the national R&D agenda the incident management science and technology needs of all 

emergency management/response personnel and their affiliated organizations. 

2. SUPPORTING INCIDENT MANAGEMENT WITH SCIENCE AND 

TECHNOLOGY 

Supporting technologies enhance incident management capabilities or lower costs through 

three principal activities, which are more fully defined below. 

a. Operational Scientific Support 

Operational scientific support identifies and, on request, mobilizes scientific and technical 

resources that can be used to support incident management activities. Operational 

scientific support draws on the scientific and technological expertise of other agencies and 

organizations. Planning for this category of support is done at each level of government 

through NIMS preparedness organizations.26 Operational scientific support is requested and 

provided through various programs coordinated by DHS and other organizations and 

agencies. 

b. Technical Standards Support 

Technical standards support enables the development and coordination of technology 

standards for NIMS to ensure that personnel, organizations, communications and 

information systems, and other equipment coordinate and perform consistently, effectively, 

and reliably without disrupting one another. In coordination with the DHS Science and 

Technology Directorate, the NIC will coordinate the establishment of technical standards for 

NIMS users. The following principles will be used in defining these standards: 

26 See page 13, Component I: Preparedness, Preparedness Organizations. 

80 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

COMPONENT V: ONGOING MANAGEMENT AND MAINTENANCE 

(1) Performance Measurement 

Performance measurement (the collection of “hard” data) is the most reliable basis for 

standards that ensure the safety and mission effectiveness of emergency responders and 

incident managers. Within the technology standards process, a performance measurement 

infrastructure develops guidelines, performance standards, testing protocols, personnel 

certification, reassessment, and training procedures to help incident management 

organizations use equipment systems effectively. 

(2) Consensus-Based Performance 

A consensus-based approach to developing and modifying standards takes advantage of 

existing SDOs with longstanding interest and expertise in incident management. These 

SDOs include the National Institute of Justice, National Institute for Standards and 

Technology, National Institute for Occupational Safety and Health, American National 

Standards Institute, ASTM International, and NFPA. NIMS, through the NIC, enables 

working relationships among these SDOs and incident management organizations to 

develop performance standards for incident management technology. 

(3) Testing and Evaluation 

NIMS technology criteria will rely on private- and public-sector testing laboratories to 

evaluate equipment against NIMS technical standards. These organizations will be selected 

in accordance with guidelines that ensure that testing organizations are both technically 

proficient and objective (free from conflicting interests) in their testing. The NIC will issue 

appropriate guidelines as part of its standards development and facilitation responsibilities. 

(4) Technical Guidelines for Training Emergency Responders on Equipment Use 

Inputs from vulnerability analysts, equipment developers, users, and standards experts are 

employed to develop scientifically based technical guidelines for training emergency 

management/response personnel on proper use of equipment. Based on incident 

management protocols, instruments, and instrument systems, these training guidelines 

reflect threat and vulnerability information, equipment and systems capabilities, and a 

range of expected operating conditions. In addition, performance measures and testing 

protocols developed from these training guidelines provide a repeatable method of 

measuring the effectiveness of equipment and systems. 

c. R&D Support 

R&D planning will be based on the operational needs of the entire range of NIMS users. 

These needs represent key inputs as the Nation formulates its R&D agenda for developing 

new and improved incident management capabilities. Since operational needs may exceed 

the resources available for research to address them, these needs must be validated, 

integrated, and prioritized. DHS is responsible for integrating user needs at all levels into 

the national R&D agenda. 

December 2008 National Incident Management System 81 
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82 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

APPENDIX A: 

EXAMPLES OF RESOURCES FOR 

WHICH TYPING HAS BEEN 

COMPLETED 

As an illustration of how national resource typing is used, Table A-1 shows a single resource 

that has been completely typed, a Track Dozer. Table A-2 is an example of a team resource 

that has been completely typed, a Swiftwater/Flood and Rescue Team. 

Table A-1. Single Resource (Track Dozer) That Has Been Typed 

Resource: Track Dozer 

Category: Public Works and Engineering (ESF #3) Kind: Equipment 

Minimum Capabilities: Type I Type II Type III Type IV Other 

Component Measures 

Equipment Example 

D10R – 

Cat 3412E 

Turbo Charged 

Diesel 

D6N – 

Cat 3126B Diesel 

D3G – 

Cat 3046 Diesel 

D10R WHA 

(Waste Handling) 

– Cat 3412E 

Turbo Charged 

Diesel 

Gross Power RPM 1,900 2,100 2,400 1,900 

Gross Power kw/hp 457/613 127/170 57/77 457/613 

Operating Weight lbs 144,191 34,209 16,193 144,986 

Blade Capacity 3 yd 24.2 5.6 1.88 63.9 

Digging Depth in 26.5 20.5 21.8 26.5 

Height ft/in 6′11′′ 4′1′′ 3′.8′′ 10′5′′

Ground Clearance ft/in 4′11′′ 3′2.7′′ 4′10′′

Total Tilt ft/in 3′3′′ 2′2.2′′ 1′2.5′′ 3′6.3′′

Width Over End Bits ft/in 15′11′′ 10′6′′ 8′.9′′ 17′3′′

Blade Lift Height in 27.1 

Digging Depth in 21.8 

Multishanks 

Arrangements 

1 to 3 3 1 to 3 

Ground Clearance 

Under Tip 

in 35 19.9 16.2 35 

Machine Ground 

Clearance 

in 14.7 

Max Penetration in 14.2 37 

Max Reach at 

Ground Line 

in 29.1 29.1 

December 2008 National Incident Management System 83 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

APPENDIX A: EXAMPLES OF RESOURCES FOR WHICH TYPING HAS BEEN 

COMPLETED 

Table A-1. Single Resource (Track Dozer) That Has Been Typed—continued 

Resource: Track Dozer 

Category: Public Works and Engineering (ESF #3) Kind: Equipment 

Minimum Capabilities: Type I Type II Type III Type IV Other 

Component Measures 

Equipment Example 

D10R – 

Cat 3412E 

Turbo Charged 

Diesel 

D6N – 

Cat 3126B Diesel 

D3G – 

Cat 3046 Diesel 

D10R WHA 

(Waste Handling) 

– Cat 3412E 

Turbo Charged 

Diesel 

Width ft/in 9′7′′ 7′2.7′′ 8′.9′′ 9′7′′

Winch-Drum 

Capacity 

ft 226 371 371 226 

Fuel Capacity gal 293 79 43.6 293 

Max Line Pull Bare 

Drum 

lbs 40,000 

Full Drum lbs 25,000 

Equipment Example 

D10R D6N D3G D10R WH 

Comments: Caterpillar is used as an example only. The major difference for D10R WHA (Waste Handling) – 

Cat 3412E Turbo Charged Diesel is that it contains a larger blade and protection guards to 

prevent landfill type debris from tangling its drives. 

General Example 

84 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

APPENDIX A: EXAMPLES OF RESOURCES FOR WHICH TYPING HAS BEEN 

COMPLETED 

Table A-2. Team Resource (Swiftwater/Flood Search and Rescue Team) 

That Has Been Typed 

Resource: Swiftwater/Flood Search and Rescue Team 

Category: Search and Rescue Kind: Team 

Minimum Capabilities: 

Type I Type II Type III Type IV Component Measure 

Personnel Team Composition 14-member 

team: 

2 managers 

2 squad leaders 

10 personnel 

6-member team: 

1 squad leader 

5 personnel 

4-member 

team: 

1 squad leader 

3 personnel 

3-member team: 

1 squad leader 

2 personnel 

Personnel Minimum number: 

Technical Animal Rescue 

2 1 1 

Personnel Minimum number: 

ALS Certified 

2 

Personnel Minimum number: 

Helicopter/Aquatic Rescue 

Operations 

4 2 

Personnel Minimum number: 

Powered Boat Operators 

4 2 

Personnel Minimum number: SCUBAtrained Support Personnel with 

Equipment 

4 2 2 

Personnel Number and level EMTs 14 EMTs – B 

2 EMTs – P 

Same as Type III Same as Type 

IV 

1 EMT – B 

Team Sustained Operations Same as Type II 24-hour 

operations 

Same as Type 

IV 

18-hour 

operations 

Team Capabilities Manage search 

operations 

Power vessel 

operations 

Helicopter 

rescue 

operations 

Animal rescue 

HAZMAT 

ALS 

Communications 

Logistics 

Manage search 

operations 

Power vessel 

operations 

Helicopter 

rescue 

operations 

Animal rescue 

HAZMAT 

BLS 

Assist in 

search 

operations 

Nonpowered 

watercraft 

Animal rescue 

HAZMAT 

BLS 

Low-risk 

operations 

Land-based 

HAZMAT 

BLS 

Team Specialty S&R Capabilities Same as Type II Same as Type III 

plus: 

Technical rope 

systems 

In-water 

contact rescue 

Dive rescue 

December 2008 National Incident Management System 85 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

APPENDIX A: EXAMPLES OF RESOURCES FOR WHICH TYPING HAS BEEN 

COMPLETED 

Table A-2. Team Resource (Swiftwater/Flood Search and Rescue Team) 

That Has Been Typed—continued 

Resource: Swiftwater/Flood Search and Rescue Team 

Category: Search and Rescue Kind: Team 

Minimum Capabilities: Type I Type II Type III Type IV 

Component Measure 

Team Training Same as Type II 

except: 

Divers to have 

80 hours of 

formal public 

safety diver 

training 

Same as Type III 

plus: 

Helicopter 

operations 

awareness 

Technical rope 

rescue 

Same as Type 

IV plus: 

Divers to have 

60 hours of 

formal public 

safety diver 

training 

Class 3 paddle 

skills 

Contact and selfrescue skills 

HAZMAT 

ICS 

Swiftwater 

rescue 

technician 

Team Certifications ALS 

Advanced First 

Aid & CPR 

Same as Type IV Same as Type 

IV 

BLS 

Advanced First 

Aid & CPR 

Equipment Transportation Resources Equipment 

trailer, personnel 

support vehicle 

Personnel Team Composition 14-member 6-member team: 4-member 3-member team: 

team: 1 squad leader team: 1 squad leader 

2 managers 

2 squad leaders 

10 personnel 

5 personnel 1 squad leader 

3 personnel 

2 personnel 

Equipment Communication Same as Type II Same as Type III 

plus: 

Aircraft radio 

Same as Type 

IV plus: 

Headset 

Batteries 

Portable radios 

Cell phone 

Equipment Medical ALS medical kit 

Blankets 

Spineboard 

Litter 

Same as Type III 

plus: 

Spineboard 

Same as Type 

IV plus: 

Litter 

BLS medical kit 

Blankets 

Equipment Personal Same as Type II Same as Type III 

plus: 

Life vests 

HEED 

except: 

PFD Type V 

Same as Type 

IV plus: 

Fins 

Lamps 

Light sticks; 

Flares; Markers; 

Flashlight; Bags; 

Helmets; Gloves; 

Knives; PFD 

Type III/IV; 

Shoes; Whistles 

86 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

 

APPENDIX A: EXAMPLES OF RESOURCES FOR WHICH TYPING HAS BEEN 

COMPLETED 

Table A-2. Team Resource (Swiftwater/Flood Search and Rescue Team) 

That Has Been Typed—continued 

Resource: Swiftwater/Flood Search and Rescue Team 

Category: Search and Rescue Kind: Team 

Minimum Capabilities: Type I Type II Type III Type IV Component Measure 

Equipment SCUBA Same as Type III Same as Type III SCUBA 

cylinder 

Buoyancy 

compensator 

Weight belt 

2 cutting tools 

Chest harness 

& snap shackle 

Full face mask 

Underwater 

communication 

Dry suit 

Search line 

Spare SCUBA 

cylinder 

Vehicle Rescue Boat 2 - Fueled 1 - Fueled 1 -

Nonpowered 

4-person 

Comments: Conduct search and rescue operations in all water environments, including swiftwater and flood 

conditions. Water rescue teams come with all team equipment required to conduct operations safely 

and effectively. 

For a complete list of recommended training, skills, and equipment, please refer to the FIRESCOPE 

Swiftwater/Flood Search and Rescue definition at http://www.firescope.org/ics-usar/ICS-SF-SAR020-1.pdf. 

Note: ALS = advanced life support; EMT = emergency medical technician; BLS = basic life support; CPR = 

cardiopulmonary resuscitation; HAZMAT = hazardous material; HEED = helicopter emergency egress device; PFD = 

personal flotation device 

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88 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

APPENDIX B: 

INCIDENT COMMAND SYSTEM 

A. PURPOSE 

Appendix B provides additional explanation and examples relating to the Incident Command 

System (ICS); this appendix, however, is not a substitute for ICS training. 

ICS is used for a broad spectrum of incidents, from routine to complex, both naturally 

occurring and manmade, by all levels of government—Federal, State, tribal, and local—as 

well as nongovernmental organizations (NGOs) and the private sector. It is the combination 

of facilities, equipment, personnel, procedures, and communications operating within a 

common organizational structure, designed to aid in incident management activities. 

Some of the more important “transitional steps” that are necessary to apply ICS in the 

incident scene environment include the following: 

• Recognizing and anticipating the requirement that organizational elements be 

activated and taking the necessary steps to delegate authority, as appropriate. 

• Establishing incident facilities as needed, located to support field operations. 

• Establishing the use of common terminology for organizational elements, position 

titles, facilities, and resources. 

• Rapidly evolving from oral direction to the development of a written Incident Action 

Plan (IAP). 

B. ORGANIZATION OF THIS APPENDIX 

The major elements of ICS are organized into the following 10 tabs: 

• Tab 1—ICS Organization 

• Tab 2—The Operations Section 

• Tab 3—The Planning Section 

• Tab 4—The Logistics Section 

• Tab 5—The Finance/Administration Section 

• Tab 6—Establishing an Area Command 

• Tab 7—Facilities and Locations 

• Tab 8—The Planning Process and the IAP 

• Tab 9—ICS Forms 

• Tab 10—Summary of Major ICS Positions 

December 2008 National Incident Management System 89 
 

 

APPENDIX B: INCIDENT COMMAND SYSTEM 

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90 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

APPENDIX B: INCIDENT COMMAND SYSTEM 

TAB 1—ICS ORGANIZATION 

A. FUNCTIONAL STRUCTURE 

The Incident Command System comprises five major functional areas: Command, 

Operations, Planning, Logistics, and Finance/Administration. (A sixth functional area, 

Intelligence/Investigations, may be established if required.) 

B. MODULAR EXPANSION 

The ICS organizational structure is modular, extending to incorporate all elements 

necessary for the type, size, scope, and complexity of an incident. It builds from the top 

down; responsibility and performance begin with Incident Command. When the need 

arises, four separate Sections can be used to organize the General Staff. Each of these 

Sections may have several subordinate units, or Branches, depending on the incident’s 

management requirements. If one individual can simultaneously manage all major 

functional areas, no further organization is required. If one or more of the functions 

requires independent management, an individual is assigned responsibility for that function. 

To maintain a manageable span of control, the initial responding Incident Commander (IC) 

may determine it necessary to delegate functional management to one or more Section 

Chiefs. The Section Chiefs may further delegate management authority for their areas, as 

required. A Section Chief may establish Branches, Groups, Divisions, or Units, depending 

on the Section. Similarly, each functional Unit Leader will further assign individual tasks 

within the Unit, as needed. 

The use of deputies and assistants is a vital part of both the organizational structure and the 

modular concept. The IC may have one or more deputies, who may be from the same or an 

assisting agency. Deputies may also be used at Section and Branch levels of the 

organization. A deputy, whether at the Command, Section, or Branch level, must be fully 

qualified to assume the position. 

The primary reasons to designate a Deputy IC are: 

• To perform specific tasks as requested by the IC. 

• To perform the incident command function in a relief capacity (e.g., to take over the 

next operational period; in this case, the deputy will then assume the primary role). 

• To represent an assisting agency that may share jurisdiction or have jurisdiction in 

the future. 

Assistants are used as subordinates to the Command Staff, which includes the Public 

Information Officer, Safety Officer, and Liaison Officer. They have a level of technical 

capability, qualifications, and responsibility subordinate to the primary positions. 

The modular concept described above is based on the following considerations: 

• Developing the organization’s structure to match the function or task to be 

performed. 

• Staffing only the functional elements required to perform the task. 

• Implementing recommended span-of-control guidelines. 

December 2008 National Incident Management System 91 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

APPENDIX B: INCIDENT COMMAND SYSTEM 

• Performing the function of any nonactivated organizational element at the next 

highest level. 

• Deactivating organizational elements no longer required. 

For reference, Table B-1 describes the distinctive title assigned to each element of the ICS 

organization at each corresponding level, as well as the leadership title corresponding to 

each individual element. 

Table B-1. ICS Organization 

Organizational Element Leadership Position Title Support Positions 

Incident Command 

Command Staff 

Section 

Branch 

Divisions and Groups 

Unit 

Strike Team/Task Force 

Single Resource Boss 

Technical Specialist 

Incident Commander 

Officer 

Section Chief 

Branch Director 

Supervisors 

Unit Leader 

Leader 

Boss 

Specialist 

Deputy 

Assistant 

Deputy 

Deputy 

N/A 

Manager, Coordinator 

Single Resource Boss, 

Companies/Crews 

N/A 

N/A 

1. COMMAND STAFF 

In an ICS organization, Incident Command consists of the Incident Commander and various 

Command Staff positions. The Command Staff are specifically designated, report directly to 

the Incident Commander, and are assigned responsibility for key activities that are not a 

part of the General Staff functional elements. Three staff positions are typically identified in 

ICS: Public Information Officer, Safety Officer, and Liaison Officer. Additional positions 

may be required, such as technical specialists, depending on the nature, scope, complexity, 

and location(s) of the incident(s), or according to specific requirements established by the 

IC. 

a. Public Information Officer 

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

with other agencies with incident-related information requirements. The Public Information 

Officer assembles accurate, accessible, and complete information on the incident’s cause, 

size, and current situation; the resources committed; and other matters of general interest 

for both internal and external audiences. The Public Information Officer may also perform a 

key public information-monitoring role, such as implementing measures for rumor control. 

Whether the command structure is single or unified, only one Public Information Officer 

should be designated per incident. Assistants may be assigned from other involved 

departments or agencies. The IC must approve the release of all incident-related 

information. In large-scale incidents or where multiple command posts are established, the 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

Public Information Officer should participate in or lead the Joint Information Center in order 

to ensure consistency in the provision of information to the public. 

b. Safety Officer 

The Safety Officer monitors incident operations and advises Incident Command on all 

matters relating to operational safety, including the health and safety of emergency 

responder personnel. The ultimate responsibility for the safe conduct of incident 

management operations rests with the IC or Unified Command (UC) and supervisors at all 

levels of incident management. In turn, the Safety Officer is responsible for developing the 

Incident Safety Plan—the set of systems and procedures necessary to ensure ongoing 

assessment of hazardous environments, coordination of multiagency safety efforts, and 

implementation of measures to promote emergency management/incident personnel safety, 

as well as the general safety of incident operations. The Safety Officer has emergency 

authority to stop and/or prevent unsafe acts during incident operations. 

In a UC structure, a single Safety Officer should be designated regardless of the 

involvement of multiple jurisdictions or functional agencies. The Safety Officer, Operations 

Section Chief, Planning Section Chief, and Logistics Section Chief must coordinate closely 

regarding operational safety and emergency responder health and safety issues. The Safety 

Officer must also ensure the coordination of safety management functions and issues across 

jurisdictions, across functional agencies, and with NGOs and the private sector. 

It is important to note that the agencies, organizations, or jurisdictions that contribute to 

joint safety management efforts do not lose their individual identities or responsibility for 

their own programs, policies, and personnel. Rather, each contributes to the overall effort 

to protect all responder personnel involved in incident operations. 

Assistant Safety Officers may be assigned from departments or agencies constituting the 

UC. Some types of incidents, such as a hazardous materials incident, require Assistant 

Safety Officers to have special skill sets. The Assistant Safety Officer positions described 

below are examples of such positions, and Figure B-1 illustrates how the Safety Officer and 

example Assistant Safety Officers could be positioned in an incident. 

• The Assistant Safety Officer for hazardous materials would be assigned to carry out 

the functions outlined in 29 CFR 1910.120 (Hazardous Waste Operations and 

Emergency Response). This person should have the required knowledge, skills, and 

abilities to provide oversight for specific hazardous material operations at the field 

level. 

• The Assistant Safety Officer for fire would be assigned to assist the Branch Director 

providing oversight for specific fire operations. This person would have the required 

knowledge, skills, and abilities to provide this function. 

• The Assistant Safety Officer for food would be assigned to the Food Unit to provide 

oversight of food handling and distribution. This person would have the required 

knowledge, skills, and abilities to provide this function. An example would be a food 

specialist from a local health department. 

December 2008 National Incident Management System 93 
 

 

 

APPENDIX B: INCIDENT COMMAND SYSTEM 

Figure B-1. Example of the Role of Safety Officer and 

Assistant Safety Officers in ICS in a Multibranch Incident 

94 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

APPENDIX B: INCIDENT COMMAND SYSTEM 

c. Liaison Officer 

The Liaison Officer is Incident Command’s point of contact for representatives of other 

governmental departments and agencies, NGOs, and/or the private sector (with no 

jurisdiction or legal authority) to provide input on their organization’s policies, resource 

availability, and other incident-related matters. In either a single or unified command 

structure, representatives from assisting or cooperating organizations coordinate through 

the Liaison Officer. Organizational representatives assigned to an incident must have the 

authority to speak for their parent agencies and/or organizations on all matters, following 

appropriate consultations with their agency leadership. Assistants and personnel from 

NGOs and the private sector involved in incident management activities may be assigned to 

the Liaison Officer to facilitate coordination. 

d. Additional Command Staff 

Additional Command Staff positions may also be necessary depending on the nature and 

location(s) of the incident, or specific requirements established by Incident Command. For 

example, a legal counsel may be assigned to the Planning Section as a technical specialist 

or directly to the Command Staff to advise Incident Command on legal matters, such as 

emergency proclamations, legality of evacuation orders, isolation and quarantine, and legal 

rights and restrictions pertaining to media access. Similarly, a medical advisor may be 

designated and assigned directly to the Command Staff to provide advice and 

recommendations to Incident Command in the context of incidents involving medical and 

mental health services, mass casualty response, acute care, vector control, epidemiology, or 

mass prophylaxis considerations, particularly in the response to a bioterrorism incident. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

TAB 2—THE OPERATIONS SECTION 

The Operations Section is responsible for managing operations directed toward reducing the 

immediate hazard at the incident site, saving lives and property, establishing situation 

control, and restoring normal conditions. Incidents can include acts of terrorism, wildland 

and urban fires, floods, hazardous material spills, nuclear accidents, aircraft accidents, 

earthquakes, hurricanes, tornadoes, tropical storms, war-related disasters, public health 

and medical emergencies, and other incidents requiring an emergency response. 

Because of its functional management structure, ICS is applicable across a spectrum of 

incidents differing in size, scope, and complexity. The types of agencies that could be 

included in the Operations Section include fire, law enforcement, public health, public works, 

and emergency services. Depending on the situation, these agencies may work together as 

a unit or in various combinations. Many incidents may involve government agencies, NGOs, 

and the private sector as partners in the Operations Section. 

Incident operations can be organized and executed in many ways. The specific method 

selected will depend on the type of incident, the agencies involved, and the objectives and 

strategies of the incident management effort. The following discussion presents several 

different methods of organizing tactical operations in response to an incident. In some 

cases, the approach will be strictly functional. In other cases, a method will be selected to 

accommodate jurisdictional boundaries. In still others, a mix of functional and geographical 

approaches may be appropriate. While ICS organizational management is directly 

correlated with the size and complexity of the incident, the need to maintain a manageable 

span of control for all resources means that the number of subordinate units or single 

resources is what drives the functions of ICS. ICS offers extensive flexibility in determining 

the appropriate approach using the factors described above. 

A. OPERATIONS SECTION CHIEF 

The Operations Section Chief directly manages all incident tactical activities and implements 

the IAP. The Operations Section Chief may have one or more deputies, preferably from 

other agencies in multijurisdictional incidents. An Operations Section Chief should be 

designated for each operational period and will have direct involvement in the development 

of the IAP for the next operational period of responsibility. 

B. BRANCHES 

Branches may be established to meet several challenges: 

1. Maintaining Recommended Span of Control for the Operations 

Section Chief 

The recommended span of control for the Operations Section Chief is 1:5—as for all 

managers and supervisory personnel—or as high as 1:10 for larger scale law enforcement 

operations. When this is exceeded, the Operations Section Chief should set up two 

Branches (see Figure B-2), allocating the Divisions and Groups between them. For 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

example, if one Group and four Divisions are reporting to the Operations Section Chief, and 

two Divisions and one Group are to be added, a two-Branch organization may be formed. 

The type of incident, nature of the task, hazards and safety factors, and distances between 

personnel and resources all have an influence on span-of-control considerations. 

Figure B-2. Geographic Branch Organization 

2. Incident Calls for a Functional Branch Structure 

A functional Branch structure can be illustrated through an example: If a large aircraft 

crashes in a city, various departments within the city (including police, fire, emergency 

services, and public health services) might each have a functional Branch operating under 

the direction of a single Operations Section Chief. In this example (shown in Figure B-3), 

the Operations Section Chief is from the fire department, with deputies from police and 

emergency medical services (EMS). Other alignments could be made, depending on the city 

plan and type of emergency. Note that, in this situation, the command structure could be 

either single or unified, depending on the jurisdiction. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

Figure B-3. Deputy Operations With Functional Branch Structure 

3. Incident Calls for a Multijurisdictional Branch Structure 

The response to a major flood might require combining Federal, State, tribal, and local 

resources. In this case, resources are best managed under the agencies that normally 

control them, creating a multijurisdictional Branch structure, as illustrated in Figure B-4. 

Figure B-4. Multijurisdictional Incident 

C. DIVISIONS AND GROUPS 

Divisions and Groups are established when the number of resources exceeds the Operations 

Section Chief’s manageable span of control. Divisions separate physical or geographical 

areas of operation within the incident area. Groups separate functional areas of operation 

for the incident. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

The use of the two terms is necessary, because Division always refers to a geographical 

assignment and Group always refers to a functional assignment. Both Divisions and Groups 

may be used in a single incident. Maintaining proper coordination is vital to the success of 

these operations. 

As additional types of resources are added to the organization, resources should be 

assigned into a Division structure. 

1. Geographical Divisions 

One way to create geographical Divisions is to separate an area according to natural terrain 

boundaries or other prominent geographical features, such as rivers. When geographical 

features are used for determining boundaries, the size of the Division should correspond to 

appropriate span-of-control guidelines (see Figure B-5). 

Figure B-5. Use of Geographical Divisions 

2. Functional Groups 

Functional Groups can be used to describe areas of like activity (e.g., rescue, evacuation, or 

medical), as shown in Figure B-6. 

Figure B-6. Use of Functional Groups 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

3. Combined Geographical Divisions and Functional Groups 

It is also possible to have both Divisions and Groups within the Operations Section. For 

example, Divisions A, B, and C (based on geographical locations) may work in conjunction 

with functional Groups assigned to specific tasks (e.g., traffic control and smoke ventilation) 

in those locations. Alternatively, Groups may be assigned throughout the entire incident 

and may work independently or in conjunction with Divisions. Organizationally, the 

Supervisors of Divisions and Groups have the same level of authority. 

D. RESOURCE ORGANIZATION 

Initially, in any incident, responding individual resources (single resources, Strike Teams, 

and Task Forces) will report directly to the IC/UC. Task Forces and Strike Teams are an 

effective way to reduce the span of control over a large number of single resources. As the 

incident grows in size or complexity, these individual resources may operate within Divisions 

and/or Groups. 

1. Single Resources 

Resources may be employed on a single basis, such as individual personnel, equipment, and 

any associated operators. This is typically the case in the context of the initial response to 

the incident. 

2. Task Forces 

Task Forces are any combination of resources convened to accomplish a specific mission 

and can be ad hoc or planned. Task Forces include a designated leader and operate with 

common communications. Several key resource elements can be managed under one 

individual’s supervision, thus aiding in span of control. As an example, during a flood 

incident, a public works Task Force might be established, with the mission of opening storm 

drains. It might consist of a dump truck, a backhoe, a front loader, a five-person crew with 

shovels and transportation, and a Task Force Leader (e.g., public works foreman with 

vehicle and communications). 

3. Strike Teams 

A Strike Team consists of a set number of resources of the same kind and type operating 

under a designated leader with common communications between them. Strike Teams 

represent known capability and are highly effective management units. As an example, for 

a fire response a Strike Team could consist of five Type I engines and a Strike Team Leader. 

The Strike Team Leader is required to have a vehicle with communication capabilities to 

communicate with his or her team. 

E. AIR OPERATIONS BRANCH 

The Operations Section Chief may establish an Air Operations Branch and designate its 

director, when the complexity of air operations requires additional support and effort or 

when the incident requires mixing tactical and logistical utilization of helicopters and other 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

aircraft. Aviation safety is a paramount concern in complex operations, and a designated 

Air Operations Branch ensures the safe and efficient use of aviation resources. Figure B-7 

shows a typical organizational structure for air operations. 

Whenever helicopters and fixed-wing aircraft must operate simultaneously within the 

incident airspace, an Air Tactical Group Supervisor should be designated. This individual 

coordinates all airborne activity with the assistance of a helicopter coordinator and a fixedwing coordinator. When only one helicopter is used, however, the helicopter may be 

directly under the control of the Operations Section Chief. 

The Air Support Group establishes and operates bases for rotary-wing air assets and 

maintains required liaison with off-incident fixed-wing bases. The Air Support Group is 

responsible for all timekeeping for aviation resources assigned to the incident. 

Figure B-7. Air Operations Organization 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

TAB 3—THE PLANNING SECTION 

The Planning Section is responsible for collecting, evaluating, and disseminating operational 

information pertaining to the incident. This Section maintains information and intelligence 

on the current and forecasted situation, as well as the status of resources assigned to the 

incident. The Planning Section prepares and documents Incident Action Plans and incident 

maps, and gathers and disseminates information and intelligence critical to the incident. 

The Planning Section has four primary Units and may also include technical specialists to 

assist in evaluating the situation and forecasting requirements for additional personnel and 

equipment. 

A. PLANNING SECTION CHIEF 

The Planning Section Chief oversees all incident-related data gathering and analysis 

regarding incident operations and assigned resources, conducts Planning Meetings, and 

prepares the IAP for each operational period. This individual will normally come from the 

jurisdiction with primary incident responsibility and may have one or more deputies from 

other participating jurisdictions. 

B. RESOURCES UNIT 

1. Responsibilities 

The Resources Unit makes certain that all assigned personnel and resources have checked 

in at the incident. Resources consist of personnel, teams, crews, aircraft, and equipment 

available for assignment to or employment during an incident. The Resources Unit 

maintains a system for keeping track of the current location and status of all assigned 

resources and maintains a master list of all resources committed to incident operations. 

2. Resource Status 

Resources must be categorized by kind and type (capability and capacity), and resource 

status must be tracked continuously to manage them effectively during an incident. The 

following status conditions and procedures are used for maintaining an up-to-date and 

accurate picture of resource status. 

a. Status Conditions 

Tactical resources at an incident can have one of three status conditions: 

• Assigned: Resources that are checked in and are cleared to work on an incident. 

• Available: Personnel, teams, equipment, or facilities that have been assigned to an 

incident and are ready for a specific work detail or function. 

• Out of Service: Assigned resources that are unable to function for mechanical, 

personal, or health reasons. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

b. Changes in Status 

Typically, when the status of a resource has changed (e.g., a unit that was previously listed 

as “out of service” is reclassified as “available”), the Unit Leader or the supervisor who 

approved the status change should immediately notify the Resources Unit Leader, who, in 

turn, will make the appropriate status reclassification. 

C. SITUATION UNIT 

The Situation Unit collects, processes, and organizes ongoing situation information; 

prepares situation summaries; and develops projections and forecasts of future events 

related to the incident. The Situation Unit prepares maps and also gathers and 

disseminates information and intelligence for use in the IAP. This Unit should be prepared 

to provide timely situation reports as scheduled or at the request of the Planning Section 

Chief or IC. This Unit may also require the expertise of technical specialists. 

D. DOCUMENTATION UNIT 

The Documentation Unit maintains accurate and complete incident files, including a 

complete record of the major steps taken to resolve the incident; provides duplication 

services to incident personnel; and files, maintains, and stores incident files for legal, 

analytical, and historical purposes. This Unit compiles and publishes the IAP and maintains 

the files and records that are developed as part of the overall IAP and planning function. 

E. DEMOBILIZATION UNIT 

The Demobilization Unit develops an Incident Demobilization Plan that includes specific 

instructions for all personnel and resources that will require demobilization. This Unit should 

begin its work early in the incident, creating rosters of personnel and resources, and 

obtaining any missing information as check-in proceeds. Note that many city- and countyprovided resources are local, and as such do not require specific demobilization instructions. 

Once the Incident Demobilization Plan has been approved, the Demobilization Unit ensures 

that it is distributed both at the incident and elsewhere as necessary. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

F. TECHNICAL SPECIALISTS 

ICS is designed to function in a wide variety of incident 

scenarios that require the use of technical specialists. These 

personnel have special skills and are activated only when 

needed. Specialists may serve anywhere within the 

organization, including the Command Staff. No specific 

incident qualifications are prescribed or required, as 

technical specialists normally perform the same duties 

during an incident that they perform in their everyday jobs, 

and they are typically certified in their fields or professions. 

Technical specialists are most often assigned to the specific 

area (Section, Branch, Unit, Division, etc.) where their 

services are needed and performed. In some situations they 

may be assigned to a separate Unit within the Planning 

Section, much like a talent pool, and assigned out to various 

jobs on a temporary basis. For example, a tactical specialist 

may be sent to the Operations Section to assist with tactical 

matters, a financial specialist may be sent to the 

Finance/Administration Section to assist with fiscal matters, 

or a legal specialist or legal counsel may be assigned directly 

to the Command Staff to advise the IC/UC on legal matters, 

such as emergency proclamations, legality of evacuation 

orders, isolation and quarantine, and legal rights and 

restrictions pertaining to media access. Generally, if the 

expertise is needed for only a short period and involves only 

one individual, that individual should be assigned to the 

Situation Unit. If the expertise will be required on a longterm basis and requires several persons, it is advisable to 

establish a separate Technical Unit in the Planning Section. 

A specific example of the need to establish a distinct 

Technical Unit within the General Staff is the requirement to 

coordinate and manage large volumes of environmental 

samples or analytical data from multiple sources in the 

context of certain complex incidents, particularly those 

involving biological, chemical, or radiological hazards. To 

meet this requirement, an Environmental Unit could be 

established within the Planning Section to facilitate 

interagency environmental data managing, monitoring, 

sampling, analyzing, and assessing. The Environmental Unit 

would prepare environmental data for the Situation Unit and 

work in close coordination with other Units and Sections 

within the ICS structure to enable effective decision support 

to the IC or UC. Technical specialists assigned to the 

Environmental Unit might include a scientific support 

coordinator as well as technicians proficient in response 

technologies, weather forecast, resources at risk, sampling, 

cleanup assessment, and disposal. 

Examples of Technical 

Specialists 

Agricultural specialist 

Chemical or radiological 

decontamination specialist 

Communication specialist 

Cultural resource specialist 

Data management specialist 

Emergency medical services 

specialist 

Environmental impact specialist 

Epidemiologist 

Explosives specialist 

Faith community representative 

Firefighter specialist 

Flood control specialist 

Forensic pathologist 

Hazardous materials technician 

Homeland security specialist 

Industrial hygienist 

Intelligence specialist 

Law enforcement specialist 

Legal counsel 

Mass care specialist 

Meteorologist 

Military specialist 

Mortuary affairs specialist 

Numerical modeler 

Occupational safety and health 

specialist 

Pharmacist 

Public health specialist 

Public relations specialist 

Radiation health specialist 

Records management specialist 

Resource/cost specialist 

Scientific support coordinator 

Special needs advisor 

Structural engineering specialist 

Toxicologist 

Transportation specialist 

Veterinarian 

Waste management specialist 

Water-use specialist 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

Tasks accomplished by the Environmental Unit might include the following: 

• Identifying sensitive areas and recommending response priorities. 

• Developing a plan for collecting, transporting, and analyzing samples. 

• Providing input on wildlife protection strategies. 

• Determining the extent and effects of site contamination. 

• Developing site cleanup and hazardous material disposal plans. 

• Identifying the need for and obtaining permits and other authorizations. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

TAB 4—THE LOGISTICS SECTION 

The Logistics Section provides for all the support needs for the incident, such as ordering 

resources and providing facilities, transportation, supplies, equipment maintenance and fuel, 

food service, communications, and medical services for incident personnel. 

The Logistics Section is led by a Section Chief, who may also have one or more deputies. 

Having a deputy is encouraged when all designated Units are established at an incident site. 

When the incident is very large or requires a number of facilities with large numbers of 

equipment, the Logistics Section can be divided into Branches. This helps with span of 

control by providing more effective supervision and coordination among the individual Units. 

Conversely, in smaller incidents or when fewer resources are needed, a Branch 

configuration may be used to combine the task assignments of individual Units. Figure B-8 

provides an example of the Logistics Section organized with Service and Support Branches. 

Figure B-8. Logistics Section With Branch Organizational Structure 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

A. SUPPLY UNIT 

The Supply Unit orders, receives, processes, stores, inventories, and distributes all incidentrelated resources and supplies. 

Once established, the Supply Unit also has the basic responsibility for all off-incident 

ordering, including the following: 

• All tactical and support resources (including personnel). 

• All expendable and nonexpendable supplies required for incident support. 

The Supply Unit provides the support required to receive, process, store, and distribute all 

supply orders. The Unit also handles tool operations, which includes storing, disbursing, 

and servicing tools and portable, nonexpendable equipment. Additionally, the Supply Unit 

assists in projecting resource needs based on information provided in the IAP. 

B. FACILITIES UNIT 

The Facilities Unit sets up, maintains, and demobilizes all facilities used in support of 

incident operations. The Unit also provides facility maintenance and law 

enforcement/security services required for incident support. 

The Facilities Unit sets up the Incident Command Post (ICP), Incident Base, and Camps 

(including trailers or other forms of shelter for use in and around the incident area); it also 

provides the services associated with maintaining those functions. The Incident Base and 

Camps may be established in areas having existing structures, which are used in whole or in 

part. The Facilities Unit also provides and sets up necessary personnel support facilities, 

including areas for the following: 

• Food and hydration service. Providing shelter for victims is a critical 

• Sleeping. operational activity, which should be 

• Sanitation and showers. incorporated into the IAP. Sheltering is 

• Staging. normally conducted by appropriate 

nongovernmental organization staff, such 

This Unit also orders, through Supply, such as the American Red Cross or other 

additional support items as portable toilets, shower similar entities. 

facilities, and lighting units. 

C. GROUND SUPPORT UNIT 

The Ground Support Unit: 

• Maintains and repairs primary tactical vehicles and mobile ground support 

equipment. 

• Records usage time for all ground equipment (including contract equipment) 

assigned to the incident. 

• Supplies fuel for all mobile equipment. 

• Provides transportation in support of incident operations (except aircraft). 

• Develops and implements the incident Traffic Plan. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

In addition to its primary functions of maintaining and servicing vehicles and mobile 

equipment, the Ground Support Unit maintains a transportation pool for major incidents. 

This pool consists of vehicles (e.g., staff cars, buses, or pickups) that are suitable for 

transporting personnel. The Ground Support Unit also provides to the Resources Unit up-todate information on the location and status of transportation vehicles assigned to the 

Ground Support Unit. 

D. COMMUNICATIONS UNIT 

The Communications Unit develops the Communications Plan (ICS 205), to make the most 

effective use of the communications equipment and facilities assigned to the incident. 

Additionally, this Unit installs and tests all communications equipment, supervises and 

operates the incident communications center, distributes and recovers communications 

equipment assigned to incident personnel, and maintains and repairs communications 

equipment on site. 

The Communications Unit is responsible for effective incident communications planning, 

especially in the context of a multiagency incident. All communications between 

organizational elements during an incident should be in plain language (clear text) to ensure 

that information dissemination is clear and understood by all intended recipients. Planning 

is critical for determining required radio nets, establishing interagency frequency 

assignments, and ensuring the interoperability and the optimal use of all assigned 

communications capabilities. 

The Communications Unit Leader should attend all incident Planning Meetings to ensure that 

the communication systems available for the incident can support tactical operations 

planned for the next operational period. 

Incident communications are managed through the use of an incident Communications Plan 

and a communications center established solely for the use of tactical and support resources 

assigned to the incident. 

Advance planning is required to ensure that an appropriate communications system is 

available to support incident operations requirements. This planning includes the 

development of frequency inventories, frequency-use agreements, and interagency radio 

caches. 

Most complex incidents will require a Communications Plan. The Communications Unit is 

responsible for planning the use of radio frequencies; establishing networks for command, 

tactical, support, and air units; setting up on-scene telephone and public address 

equipment; and providing any required off-incident communication links. Codes should not 

be used for radio communication. A clear spoken message—based on common terminology 

that avoids misunderstanding in complex and noisy situations—reduces the chances for 

error. The use of common terminology allows emergency management/response personnel 

to communicate clearly with one another and effectively coordinate activities, no matter the 

size, scope, location, or complexity of the incident. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

Radio networks for large incidents may be organized as follows: 

1. Command Net 

The command net links together Incident Command, Command Staff, Section Chiefs, 

Branch Directors, and Division and Group Supervisors. 

2. Tactical Nets 

Several tactical nets may be established to connect departments, agencies, geographical 

areas, or specific functional units. The determination of how nets are set up should be a 

joint function designed by Planning, Operations, and Logistics. 

3. Support Net 

A support net may be established primarily to handle changes in resource status but also to 

handle logistical requests and other nontactical functions. 

4. Air-to-Ground Net 

To coordinate air-to-ground traffic, either a specific tactical frequency may be designated, or 

regular tactical nets may be used. 

5. Air-to-Air Nets 

Air-to-air nets may be designated and assigned for use at the incident. An air-to-air net is 

designed to be used by airborne assets; ground units should not utilize this net. 

E. FOOD UNIT 

The Food Unit determines food and hydration 

requirements of the responders, and has the 

responsibility for planning menus, ordering food, 

providing cooking facilities, cooking and serving 

food, maintaining food service areas, and 

managing food security and safety. 

Efficient food service is important, but it is 

especially important for any extended incident. 

The Food Unit must be able to anticipate incident 

needs, such as the number of people who will need 

to be fed and whether the type, location, or 

complexity of the incident predicates special food 

requirements. The Unit must supply food needs for 

the entire incident, including all remote locations 

(e.g., Camps and Staging Areas), and also supply 

food service to operations personnel who are 

unable to leave their assignments. 

Feeding affected nonresponse persons 

(e.g., victims, evacuees, persons at 

shelters) is a critical operational activity 

that will normally be incorporated into the 

IAP. Feeding activities will normally be 

conducted by members of appropriate 

NGOs, such as the American Red Cross 

or similar entities. Services provided by 

appropriate NGOs would not fall within 

the Food Unit but in a separate functional 

assignment that should be communicated 

and coordinated with the IC and 

Operations Section Chief to ensure 

operational continuity. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

The Food Unit must interact closely with the following elements: 

• Planning Section, to determine the number of personnel who must be fed. 

• Facilities Unit, to arrange food service areas. 

• Supply Unit, to order food, unless provided under contract or agreement. 

• Ground Support Unit, to obtain ground transportation. 

• Air Operations Branch Director, to deliver food to remote locations. 

Careful planning and monitoring is required to ensure food safety before and during food 

service operations, including the assignment, as indicated, of public health professionals 

with expertise in environmental health and food safety. 

F. MEDICAL UNIT 

The Medical Unit is responsible for the effective and 

efficient provision of medical services to incident Patient care and medical services for 

personnel, and reports directly to the Logistics those who are not emergency 

Section Chief. The primary responsibilities of the management/response personnel (e.g., 

Medical Unit include the following: incident victims) are critical operational 

activities. These activities are 

• Develop procedures for handling any major incorporated into the IAP as key 

medical emergency involving incident considerations and should be staffed 

personnel. accordingly with appropriate professional 

• Develop the Incident Medical Plan (for personnel. 

incident personnel). 

• Provide continuity of medical care, including 

vaccinations, vector control, occupational health, prophylaxis, and mental health 

services for incident personnel. 

• Provide transportation for injured incident personnel. 

• Coordinate and establish the routine rest and rehabilitation of incident responders. 

• Ensure that injured incident personnel are tracked as they move from their origin to 

a care facility and from there to final disposition. 

• Assist in processing all paperwork related to injuries or deaths of incident-assigned 

personnel. 

• Coordinate personnel and mortuary affairs for incident personnel fatalities. 

The Medical Unit Leader will develop a Medical Plan, which will, in turn, form part of the IAP. 

The Medical Plan should provide specific information on medical assistance capabilities at 

incident locations, potentially hazardous areas or conditions, and off-site medical assistance 

facilities and procedures for handling complex medical emergencies. The Medical Unit will 

also assist the Finance/Administration Section with the administrative requirements related 

to injury compensation, including obtaining written authorizations, billing forms, witness 

statements, administrative medical documents, and reimbursement as required. The 

Medical Unit will ensure patient privacy to the fullest extent possible. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

TAB 5—THE FINANCE/ 

ADMINISTRATION SECTION 

A Finance/Administration Section is established 

when there is a specific need for financial and/or While the functions of 

administrative services to support incident Finance/Administration are critical 

management activities. Large or evolving components of effective command and 

scenarios involve significant funding originating management, components of the 

from multiple sources. In addition to monitoring Finance/Administration Section are not 

multiple sources of funds, the Section Chief must necessarily staffed on the incident scene. 

track and report to the IC/UC the accrued cost as Wireless communications systems enable 

the incident progresses. This allows the IC/UC to some of the Finance/Administration 

forecast the need for additional funds before functions to be performed away from the 

operations are affected negatively, and it is incident scene, typically in the 

particularly important if significant operational workstations where these functions 

resources are under contract from the private would customarily be performed. 

sector. 

The Section Chief may also need to monitor expenditures to ensure that applicable statutory 

rules are met. Close coordination with the Planning and Logistics Sections is essential so 

that operational records can be reconciled with financial documents. 

The Finance/Administration Section Chief will determine, given current and anticipated 

future requirements, the need for establishing specific subordinate units. Because of the 

specialized nature of finance functions, the Section Chief should come from the agency that 

has the greatest requirement for this support. The Finance/Administration Section Chief 

may also have one or more deputies. 

A. TIME UNIT 

The Time Unit is responsible primarily for ensuring proper daily recording of personnel time, 

in accordance with the policies of the relevant agencies. The Time Unit also ensures that 

the Logistics Section records or captures equipment-use time. 

If applicable (depending on the agencies involved), personnel time records will be collected 

and processed for each operational period. The Time Unit Leader may require the 

assistance of personnel familiar with the relevant policies of any affected agencies. These 

records must be verified, checked for accuracy, and posted according to existing policies. 

Excess hours worked must also be determined, for which separate logs must be maintained. 

B. PROCUREMENT UNIT 

The Procurement Unit administers all financial matters pertaining to vendor contracts. This 

Unit coordinates with local jurisdictions to identify sources for equipment, prepares and 

signs equipment rental agreements, and processes all administrative requirements 

associated with equipment rental and supply contracts. In some cases, the Supply Unit in 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

the Logistics Section will be responsible for certain procurement activities. The Procurement 

Unit will also work closely with local cost authorities. 

C. COMPENSATION AND CLAIMS UNIT 

Under ICS, a single Unit handles injury compensation and claims. Depending on the 

incident, the specific activities are varied and may not always be accomplished by the same 

person. The individual handling injury compensation ensures that all forms required by 

workers’ compensation programs and local agencies are completed. This individual also 

maintains files on injuries and illnesses associated with the incident, and ensures that all 

witness statements are obtained in writing. Since the Medical Unit may also perform some 

of these tasks, close coordination between the Medical and Compensation and Claims Units 

is essential. The claims function handles investigations of all civil tort claims involving 

property associated with or involved in the incident. The Compensation and Claims Unit 

maintains logs on the claims, obtains witness statements, and documents investigations and 

agency followup requirements. 

D. COST UNIT 

The Cost Unit provides cost analysis data for the incident. This Unit must ensure that 

equipment and personnel for which payment is required are properly identified, obtain and 

record all cost data, and analyze and prepare estimates of incident costs. The Cost Unit 

also provides input on cost estimates for resource use to the Planning Section. The Cost 

Unit must maintain accurate information on the actual costs of all assigned resources. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

TAB 6—ESTABLISHING AN 

AREA COMMAND 

As described in the Command and Management component, the purpose of an Area 

Command is either to oversee the management of multiple incidents that are each being 

handled by a separate ICS organization or to oversee the management of a very large or 

evolving incident that has multiple Incident Management Teams (IMTs) engaged. 

A. RESPONSIBILITIES 

The Area Command does not have operational responsibilities. For the incidents under its 

authority, the Area Command: 

• Develops broad objectives for the impacted area(s). 

• Coordinates the development of individual incident objectives and strategies. 

• (Re)allocates resources as the established priorities change. 

• Ensures that incidents are properly managed. 

• Ensures effective communications. 

• Ensures that incident management objectives are met and do not conflict with each 

other or with agency policies. 

• Identifies critical resource needs and reports them to the established 

EOCs/Multiagency Coordination Groups. 

• Ensures that short-term “emergency” recovery is coordinated to assist in the 

transition to full recovery operations. 

The function of Area Command is to develop broad objectives for the impacted area and to 

coordinate the development of individual incident objectives and strategies. Additionally, 

the Area Commander will set priorities for the use of critical resources allocated to the 

incident. 

B. ORGANIZATION 

The Area Command organization operates under the same basic principles as ICS. 

Typically, an Area Command will comprise the following key personnel, all of whom must 

possess appropriate qualifications and certifications: 

1. Area Commander (Unified Area Command) 

The Area Commander is responsible for the overall direction of the IMTs assigned. This 

responsibility includes ensuring that conflicts are resolved, incident objectives established, 

and strategies selected for the use of critical resources. The Area Commander is also 

responsible for coordinating with Federal, State, tribal, and local departments and agencies, 

as well as NGOs and the private sector. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

2. Assistant Area Commander–Logistics 

The Area Command Logistics Chief provides facilities, services, and materials at the Area 

Command level and ensures the effective allocation of critical resources and supplies among 

the IMTs. 

3. Assistant Area Commander–Planning 

The Area Command Planning Chief collects information from various IMTs to assess and 

evaluate potential conflicts in establishing incident objectives, strategies, and priorities for 

allocating critical resources. 

4. Area Command Aviation Coordinator 

An Aviation Coordinator is assigned when aviation resources are competing for common 

airspace and critical resources, and works in coordination with incident aviation 

organizations to evaluate potential conflicts, develop common airspace management 

procedures, ensure aviation safety, and allocate critical resources in accordance with Area 

Command priorities. 

5. Area Command Support Positions 

The following Area Command positions are activated as necessary: 

• Resources Unit Leader: Tracks and maintains the status and availability of critical 

resources assigned to each incident under the Assistant Area Commander–Planning. 

• Situation Unit Leader: Monitors the status of objectives for each incident or IMT 

assigned to the Assistant Area Commander–Planning. 

• Public Information Officer: Provides coordination between incident locations and 

serves as the point of contact for media requests to the Area Command. 

• Liaison Officer: Helps maintain off-incident interagency contacts and coordination. 

C. LOCATION 

The following guidelines should be followed in locating an Area Command: 

• To the extent possible, the Area Command should be established in close proximity 

to the incidents under its authority. This makes it easier for the Area Commander 

and the ICs to meet and otherwise interact. 

• It is, however, best not to co-locate an Area Command with any individual ICP. 

Doing so might cause confusion with the Command and Management activities 

associated with that particular incident. 

• Area Commands must establish effective, efficient communications, coordination 

processes, and protocols with subordinate ICs, as well as with other incident 

management organizations involved in incident operations. 

• The facility used to house the organization should be large enough to accommodate 

a full Area Command staff. It should also be able to accommodate meetings 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

between the Area Command staff, the ICs, and Agency Administrators/Executives as 

well as news media representatives. 

D. REPORTING RELATIONSHIPS 

When an Area Command is involved in coordinating multiple incident management 

activities, the following reporting relationships will apply: 

• The ICs for the incidents under the Area Command’s authority report to the Area 

Commander. 

• The Area Commander is accountable to the agency(s) or to the jurisdictional 

executive(s) or administrator(s). 

• If one or more incidents within the Area Command are multijurisdictional, a Unified 

Area Command should be established. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

TAB 7—FACILITIES AND LOCATIONS 

Several kinds and types of facilities may be established in and around the incident area. 

The requirements of the incident and the desires of the IC/UC will determine the specific 

kinds and locations of facilities and may consist of the following designated facilities, among 

others. 

A. INCIDENT COMMAND POST 

The ICP signifies the location of the tactical-level, on-scene incident command organization. 

It typically comprises the Incident Command and the Command and General Staffs, but 

may include other designated incident personnel from Federal, State, tribal, and local 

departments and agencies, as well as NGOs and the private sector. Typically, the ICP is 

located at or in the immediate vicinity of the incident site and is the location for the conduct 

of direct, on-scene control of tactical operations. Incident planning is conducted at the ICP; 

an incident communications center also would normally be established at this location. The 

ICP may be co-located with the Incident Base, if the communications requirements can be 

met. 

B. INCIDENT BASE 

An Incident Base is the location at which primary support activities are conducted. A single 

Incident Base is established to house equipment and personnel support operations. The 

Incident Base should be designed to be able to support operations at multiple incident sites. 

C. CAMPS 

Camps are separate from the Incident Base and are located as satellites to the Incident 

Base, where they can best support incident operations. Camps provide support, such as 

food, sleeping areas, and sanitation. Camps may also provide minor maintenance and 

servicing of equipment. Camps may be relocated to meet changing operational 

requirements. 

D. STAGING AREAS 

Staging Areas are established for the temporary location of available resources. Staging 

Areas will be established by the Operations Section Chief to enable positioning of and 

accounting for resources not immediately assigned. A Staging Area can be any location in 

which personnel, supplies, and equipment can be temporarily housed or parked while 

awaiting operational assignment. Staging Areas may include temporary feeding, fueling, 

and sanitation services. The Operations Section Chief assigns a manager for each Staging 

Area, who checks in all incoming resources, dispatches resources at the Operations Section 

Chief’s request, and requests Logistics Section support, as necessary, for resources located 

in the Staging Area. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

TAB 8—THE PLANNING PROCESS AND 

THE IAP 

A. OVERVIEW 

Sound, timely planning provides the foundation for effective incident management. The 

NIMS planning process described below represents a template for strategic, operational, and 

tactical planning that includes all steps that an IC/UC and other members of the Command 

and General Staffs should take to develop and disseminate an IAP. The planning process 

may begin with the scheduling of a planned event, the identification of a credible threat, or 

the initial response to an actual or impending event. The process continues with the 

implementation of the formalized steps and the staffing required to develop a written IAP. 

A clear, concise IAP template is essential to guide the initial incident management decision 

process and the continuing collective planning activities of IMTs. The planning process 

should provide the following: 

• Current information that accurately describes the incident situation and resource 

status. 

• Predictions of the probable course of events. 

• Alternative strategies to attain critical incident objectives. 

• An accurate, realistic IAP for the next operational period. 

Five primary phases should be followed in sequence to 

ensure a comprehensive IAP. These phases are designed The five primary phases in the 

to enable the accomplishment of incident objectives within planning process are to 

a specified time. The IAP must provide clear strategic understand the situation; 

direction and include a comprehensive listing of the tactics, establish incident objectives and 

resources, reserves, and support required to accomplish strategy; develop the plan; 

each overarching incident objective. The comprehensive prepare and disseminate the 

IAP will state the sequence of events for achieving multiple plan; and execute, evaluate, and 

incident objectives in a coordinated way. However, the revise the plan. 

IAP is a living document that is based on the best available 

information at the time of the Planning Meeting. Planning 

Meetings should not be delayed in anticipation of future information. 

The primary phases of the planning process are essentially the same for the IC who 

develops the initial plan, for the IC and Operations Section Chief revising the initial plan for 

extended operations, and for the IMT developing a formal IAP. During the initial stages of 

incident management, planners should develop a simple plan that can be communicated 

through concise oral briefings. Frequently, this plan must be developed very quickly and 

with incomplete situation information. As the incident management effort evolves, 

additional lead time, staff, information systems, and technologies enable more detailed 

planning and cataloging of events and lessons learned. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

The five primary phases in the planning process are: 

1. Understand the Situation 

The first phase includes gathering, recording, analyzing, and displaying situation, resource, 

and incident-potential information in a manner that will facilitate: 

• Increased situational awareness of the magnitude, complexity, and potential impact 

of the incident. 

• The ability to determine the resources required to develop and implement an 

effective IAP. 

2. Establish Incident Objectives and Strategy 

The second phase includes formulating and prioritizing measurable incident objectives and 

identifying an appropriate strategy. The incident objectives and strategy must conform to 

the legal obligations and management objectives of all affected agencies, and may need to 

include specific issues relevant to critical infrastructure. 

Reasonable alternative strategies that will accomplish overall incident objectives are 

identified, analyzed, and evaluated to determine the most appropriate strategy for the 

situation at hand. Evaluation criteria include public health and safety factors, estimated 

costs, and various environmental, legal, and political considerations. 

3. Develop the Plan 

The third phase involves determining the tactical direction and the specific resources, 

reserves, and support requirements for implementing the selected strategies and tactics for 

the operational period. 

Before the formal Planning Meetings, each member of the Command and General Staffs is 

responsible for gathering certain information to support the proposed plan. 

4. Prepare and Disseminate the Plan 

The fourth phase involves preparing the plan in a format that is appropriate for the level of 

complexity of the incident. For the initial response, the format is a well-prepared outline for 

an oral briefing. For most incidents that will span multiple operational periods, the plan will 

be developed in writing according to ICS procedures. 

5. Execute, Evaluate, and Revise the Plan 

The planning process includes the requirement to execute and evaluate planned activities 

and check the accuracy of information to be used in planning for subsequent operational 

periods. The General Staff should regularly compare planned progress with actual progress. 

When deviations occur and when new information emerges, it should be included in the first 

step of the process used for modifying the current plan or developing the plan for the 

subsequent operational period. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

B. RESPONSIBILITIES AND SPECIFIC PLANNING ACTIVITIES 

1. Operational Period Planning Cycle 

Figure B-9 is a graphical representation of the planning cycle. 

Figure B-9. Operational Period Planning Cycle 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

2. Planning Steps: Understanding the Situation and Establishing 

Objectives and Strategy 

The Planning Section Chief should take the following actions prior to the initial Planning 

Meeting (if possible, obtain a completed Incident Briefing (ICS 201)): 

• Evaluate the current situation and decide whether the current planning is adequate 

for the remainder of the operational period (i.e., until the next plan takes effect). 

• Advise the IC and the Operations Section Chief of any suggested revisions to the 

current plan, as necessary. 

• Establish a planning cycle for the incident. 

• When requested, participate in the Objectives Meeting to contribute to the 

development/update of incident objectives and strategies. The task of developing 

incident objectives and strategies is often the sole responsibility of the IC/UC. 

• Participate in the Tactics Meeting, if held, to review the tactics developed by the 

Operations Section Chief. 

• Determine Planning Meeting attendees in consultation with the IC. For major 

incidents, attendees should include the following: 

- Incident Commander. 

- Command Staff members. 

- General Staff members. 

- Resources Unit Leader. 

- Situation Unit Leader. 

- Air Operations Branch Director (if established). 

- Communications Unit Leader. 

- Technical specialists (as required). 

- Agency Representatives (as required). 

• Establish the location and time for the Planning Meeting. 

• Ensure that planning boards and forms are available. 

• Notify necessary support staff about the meeting and their assignments. 

• Ensure that a current situation and resource briefing will be available for the 

meeting. 

• Obtain an estimate of resource availability for use in planning for the next 

operational period. 

• Obtain necessary agency policy, legal, or fiscal constraints for use in the Planning 

Meeting. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

3. Conducting the Planning Meeting 

The Planning Meeting is normally conducted by the Planning Section Chief. The sequence of 

steps that follows is intended to aid the Planning Section Chief in developing the IAP. The 

planning steps are used with the Operational Planning Worksheet (ICS 215). 

a. Give a briefing on situation, resource status, and incident 

potential 

The Planning Section Chief and/or Resources and Situation Unit Leaders should provide an 

up-to-date briefing on the situation. Information for this briefing may come from any or all 

of the following sources: 

• Initial Incident Commander. 

• Incident Briefing (ICS 201). 

• Field observations. 

• Operations reports. 

• Regional resources and situation reports. 

b. Set/Review established objectives 

The IC/UC is responsible for this step. The incident objectives are not limited to any single 

operational period but will consider the total incident situation. The IC/UC establishes the 

general strategy to be used, states any major constraints (policy, legal, or fiscal) on 

accomplishing the objectives, and offers appropriate contingency considerations. 

c. Plot operational lines, establish Branch/Division boundaries, 

and identify Group assignments 

This step is normally accomplished by the Operations Section Chief (for the next operational 

period) in conjunction with the Planning Section Chief, who will establish Division and 

Branch boundaries for geographical Divisions and determine the need for functional Group 

assignments for the next operational period. The operational boundaries will be plotted on 

the map. 

d. Specify tactics for each Division/Group 

After determining Division geographical assignments or Group functions, the Operations 

Section Chief will establish the specific work assignments to be performed for the next 

operational period. Tactics (work assignments) should be specific and within the boundaries 

set by the IC/UC general objectives and established strategies. These work assignments 

should be recorded on the Operational Planning Worksheet (ICS 215). At this time, the 

IC/UC, Operations Section Chief, and Planning Section Chief should also consider the need 

for any alternative strategies or tactics and ensure that these are properly noted on the 

Operational Planning Worksheet . 

e. Specify resources needed by Division/Group 

After specifying tactics for each Division/Group, the Operations Section Chief, in conjunction 

with the Planning Section Chief, will determine the resource needs to accomplish the work 

assignments. Resource needs will be recorded on the Operational Planning Worksheet (ICS 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

215). Resource needs should be considered on the basis of the type of resources required 

to accomplish the assignment. 

f. Specify operations facilities and reporting locations and plot on 

map 

The Operations Section Chief, in conjunction with the Planning and Logistics Section Chiefs, 

should designate and make available the facilities and reporting locations required to 

accomplish Operations Section work assignments. The Operations Section Chief should 

indicate the reporting time requirements for the resources and any special resource 

assignments. 

g. Develop resource order 

The Planning Section Chief should assess resource needs based on the needs indicated by 

the Operations Section Chief and resources data available from the Resources Unit. The 

Operational Planning Worksheet (ICS 215), when properly completed, will show resource 

requirements and the resources available to meet those requirements. Subtracting the 

resources available from those required will indicate any additional resource needs. From 

this assessment, a new resource order can be developed and provided to the IC/UC for 

approval and then placed through normal dispatch channels by the Logistics Section. 

h. Consider Communications, Medical, and Traffic Plan requirements 

The IAP will normally consist of the Incident Objectives (ICS 202), Organization Chart (ICS 

203), Assignment List (ICS 204), and a map of the incident area. Larger incidents may 

require additional supporting attachments, such as a separate Incident Radio 

Communications Plan (ICS 205), a Medical Plan (ICS 206), and possibly a Traffic Plan. The 

Planning Section Chief should determine the need for these attachments and ensure that 

the appropriate Units prepare them. The IAP and attachments will normally include the 

items listed in Table B-2. 

Table B-2. The IAP and Typical Attachments 

Component Normally Prepared By 

Incident Objectives (ICS 202) 

Organization Assignment List or Chart 

(ICS 203) 

Assignment List (ICS 204) 

Incident Radio Communications Plan 

(ICS 205) 

Medical Plan (ICS 206) 

Incident Maps 

Safety Message Plan (ICS 208) 

Incident Commander 

Resources Unit 

Resources Unit 

Communications Unit 

Medical Unit 

Situation Unit 

Safety Officer 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

Other Potential Components (incident dependent) 

Air Operations Summary (ICS 220) 

Traffic Plan 

Decontamination Plan 

Waste Management or Disposal Plan 

Demobilization Checkout (ICS 221) 

Site Security Plan 

Investigative Plan 

Evidence Recovery Plan 

Evacuation Plan 

Sheltering/Mass Care Plan 

Other (as required) 

Air Operations 

Ground Support Unit 

Technical Specialist 

Technical Specialist 

Demobilization Unit 

Law Enforcement, Technical 

Specialist, or Security Manager 

Law Enforcement 

Law Enforcement 

As required 

As required 

As required 

i. Finalize, approve, and implement the Incident Action Plan 

The Planning Section, in conjunction with the Operations Section, is responsible for seeing 

that the IAP is completed, reviewed, and distributed. The following is the sequence of steps 

for accomplishing this: 

• Set the deadline for completing IAP attachments (see Table B-3). 

• Obtain plan attachments and review them for completeness and approvals. Before 

completing the plan, the Planning Section Chief should review the Division and Group 

tactical work assignments for any changes due to lack of resource availability. The 

Resources Unit may then transfer Division/Group assignment information, including 

alternatives from the Operational Planning Worksheet (ICS 215), onto the Division 

Assignment Lists (ICS 204). 

• Determine the number of IAPs required. 

• Arrange with the Documentation Unit to reproduce the IAP. 

• Review the IAP to ensure it is up to date and complete prior to the operations 

briefing and plan distribution. 

• Provide the IAP briefing plan, as required, and distribute the plan prior to beginning 

of the new operational period. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

Table B-3. ICS Forms That Can Aid the Planning Process* 

Number Purpose 

ICS 201 (p.1)** Incident Briefing Map 

ICS 201 (p.2)** Summary of Current Actions 

ICS 201 (p.3)** Current Organization 

ICS 201 (p.4)** Resources Summary 

ICS 202 Incident Objectives 

ICS 203 Organization Assignment List 

ICS 204 Assignment List 

ICS 205 Incident Radio Communications Plan 

ICS 206 Medical Plan 

ICS 207 Incident Organization Chart (wall mounted) 

ICS 209 Incident Status Summary 

ICS 210 Status Change 

ICS 211 Incident Check-In List 

ICS 213 General Message 

ICS 215 Operational Planning Worksheet 

ICS 215A Hazard Risk Analysis 

*ICS Forms are guidance documents to assist in writing an agency’s IAP. Some modification to the forms can be 

made to suit an agency’s need more effectively, as long as the nature of each form or numbering is not altered. 

**The ICS 201 Forms are the initial summary forms provided at the start of an incident. The information they provide 

can help craft an IAP, but the ICS 201 Forms may not be included in the formal written IAP. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

TAB 9—ICS FORMS 

This section describes some common ICS Forms. The individual forms may be tailored to 

meet an agency’s needs. More importantly, even though the format is flexible, the form 

number and purpose of the specific type of form (e.g., Assignment List (ICS 204) defines 

the assignments for a Division or Group) must remain intact in order to maintain 

consistency and facilitate immediate identification and interoperability, and for ease of use. 

A. ICS FORMS 

The following provides brief descriptions of selected ICS Forms. This list is not all inclusive; 

other forms are available online, commercially, and in a variety of formats. 

1. ICS 201 – Incident Briefing 

Most often used by the initial IC, this four-section document (often produced as four pages) 

allows for the capture of vital incident information prior to the implementation of the formal 

planning process. ICS 201 allows for a concise and complete transition of command briefing 

to an incoming new IC. In addition, this form may serve as the full extent of incident 

command and control documentation if the situation is resolved by the initial response 

resources and organization. This form is designed to be transferred easily to the members 

of the Command and General Staffs as they arrive and begin work. It is not included as a 

part of the formal written IAP. 

2. ICS 202 – Incident Objectives 

ICS 202 serves as the first page of a written IAP. It includes incident information, a listing 

of the IC’s objectives for the operational period, pertinent weather information, a general 

safety message, and a table of contents for the plan. Signature blocks are provided. 

3. ICS 203 – Organization Assignment List 

ICS 203 is typically the second page of the IAP. It provides a full accounting of incident 

management and supervisory staff for that operational period. 

4. ICS 204 – Assignment List 

ICS 204 is included in multiples, based on the organizational structure of the Operations 

Section for the operational period. Each Division/Group will have its own page, listing the 

Supervisor for the Division/Group (including Branch Director if assigned) and the specific 

assigned resources with leader name and number of personnel assigned to each resource. 

This document then describes in detail the specific actions the Division or Group will be 

taking in support of the overall incident objectives. Any special instructions will be included 

as well as the elements of the Incident Radio Communications Plan (ICS 205) that apply to 

that Division or Group. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

5. ICS 205 – Incident Radio Communications Plan 

ICS 205 is used to provide information on all radio frequency assignments down to the 

Division/Group level. 

6. ICS 206 – Medical Plan 

ICS 206 presents the incident’s Medical Plan to care for responder medical emergencies. 

7. ICS 209 – Incident Status Summary 

ICS 209 collects basic incident decision support information and is the primary mechanism 

for reporting this situational information to incident coordination and support organizations 

and the Agency Administrators/Executives. 

8. ICS 211 – Incident Check-In List 

ICS 211 documents the check-in process. Check-in recorders report check-in information to 

the Resources Unit. 

9. ICS 215 – Operational Planning Worksheet 

ICS 215 is used in the incident Planning Meeting to develop tactical assignments and 

resources needed to achieve incident objectives and strategies. 

10. ICS 215A – Hazard Risk Analysis 

ICS 215A communicates to the Operations and Planning Section Chiefs the safety and 

health issues identified by the Safety Officer. The ICS 215A form identifies mitigation 

measures to address the identified safety issues. 

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APPENDIX B: INCIDENT COMMAND SYSTEM 

TAB 10—SUMMARY OF MAJOR 

ICS POSITIONS 

This section lists the primary functions of each major ICS position. 

Table B-4. Summary Table of Major ICS Positions* 

Major ICS Position Primary Functions 

Incident Commander or • Have clear authority and know agency policy. 

Unified Command • Ensure incident safety. 

• Establish the ICP. 

• Set priorities, and determine incident objectives and strategies 

to be followed. 

• Establish ICS organization needed to manage the incident. 

• Approve the IAP. 

• Coordinate Command and General Staff activities. 

• Approve resource requests and use of volunteers and auxiliary 

personnel. 

• Order demobilization as needed. 

• Ensure after-action reports are completed. 

• Authorize information release to the media. 

Public Information Officer • Determine, according to direction from IC, any limits on 

information release. 

• Develop accurate, accessible, and timely information for use in 

press/media briefings. 

• Obtain the IC’s approval of news releases. 

• Conduct periodic media briefings. 

• Arrange for tours and other interviews or briefings that may be 

required. 

• Monitor and forward media information that may be useful to 

incident planning. 

• Maintain current information summaries and/or displays on the 

incident. 

• Make information about the incident available to incident 

personnel. 

• Participate in Planning Meetings. 

• Implement methods to monitor rumor control. 

*The Intelligence/Investigations Function may be under the direction of a separate General Staff position. 

December 2008 National Incident Management System 131 
 

 

 

APPENDIX B: INCIDENT COMMAND SYSTEM 

Major ICS Position Primary Functions 

Safety Officer • Identify and mitigate hazardous situations. 

• Create a Safety Plan. 

• Ensure safety messages and briefings are made. 

• Exercise emergency authority to stop and prevent unsafe acts . 

• Review the IAP for safety implications. 

• Assign assistants qualified to evaluate special hazards. 

• Initiate preliminary investigation of accidents within the incident 

area. 

• Review and approve the Medical Plan. 

• Participate in Planning Meetings to address anticipated hazards 

associated with future operations. 

Liaison Officer • Act as a point of contact for Agency Representatives. 

• Maintain a list of assisting and cooperating agencies and 

Agency Representatives. 

• Assist in setting up and coordinating interagency contacts. 

• Monitor incident operations to identify current or potential 

interorganizational problems. 

• Participate in Planning Meetings, providing current resource 

status, including limitations and capabilities of agency 

resources. 

• Provide agency-specific demobilization information and 

requirements. 

Operations Section Chief • Ensure safety of tactical operations. 

• Manage tactical operations. 

• Develop operations portions of the IAP. 

• Supervise execution of operations portions of the IAP. 

• Request additional resources to support tactical operations. 

• Approve release of resources from active operational 

assignments. 

• Make or approve expedient changes to the IAP. 

• Maintain close contact with the IC, subordinate Operations 

personnel, and other agencies involved in the incident. 

132 National Incident Management System December 2008 
 

 

 

 

APPENDIX B: INCIDENT COMMAND SYSTEM 

Major ICS Position Primary Functions 

Planning Section Chief • Collect and manage all incident-relevant operational data. 

• Supervise preparation of the IAP. 

• Provide input to the IC and Operations in preparing the IAP. 

• Incorporate Traffic, Medical, and Communications Plans and 

other supporting material into the IAP. 

• Conduct/facilitate Planning Meetings. 

• Reassign out-of-service personnel within the ICS organization 

already on scene, as appropriate. 

• Compile and display incident status information. 

• Establish information requirements and reporting schedules for 

Units (e.g., Resources Unit, Situation Unit). 

• Determine need for specialized resources. 

• Assemble and disassemble Task Forces and Strike Teams not 

assigned to Operations. 

• Establish specialized data collection systems as necessary 

(e.g., weather). 

• Assemble information on alternative strategies. 

• Provide periodic predictions on incident potential. 

• Report significant changes in incident status. 

• Oversee preparation of the Demobilization Plan. 

Logistics Section Chief • Provide all facilities, transportation, communications, supplies, 

equipment maintenance and fueling, food, and medical services 

for incident personnel, and all off-incident resources. 

• Manage all incident logistics. 

• Provide logistics input to the IAP. 

• Brief Logistics staff as needed. 

• Identify anticipated and known incident service and support 

requirements. 

• Request additional resources as needed. 

• Ensure and oversee development of Traffic, Medical, and 

Communications Plans as required. 

• Oversee demobilization of Logistics Section and associated 

resources. 

December 2008 National Incident Management System 133 
 

 

APPENDIX B: INCIDENT COMMAND SYSTEM 

Major ICS Position Primary Functions 

Finance/Administration • Manage all financial aspects of an incident. 

Section Chief • Provide financial and cost analysis information as requested. 

• Ensure compensation and claims functions are being addressed 

relative to the incident. 

• Gather pertinent information from briefings with responsible 

agencies. 

• Develop an operational plan for the Finance/Administration 

Section and fill Section supply and support needs. 

• Determine the need to set up and operate an incident 

commissary. 

• Meet with assisting and cooperating Agency Representatives as 

needed. 

• Maintain daily contact with agency(s) headquarters on finance 

matters. 

• Ensure that personnel time records are completed accurately 

and transmitted to home agencies. 

• Ensure that all obligation documents initiated at the incident are 

properly prepared and completed. 

• Brief agency administrative personnel on all incident-related 

financial issues needing attention or followup. 

• Provide input to the IAP. 

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GLOSSARY OF KEY TERMS 

For the purposes of NIMS, the following terms and definitions apply: 

Accessible: Having the legally required features and/or qualities that ensure easy 

entrance, participation, and usability of places, programs, services, and activities by 

individuals with a wide variety of disabilities. 

Acquisition Procedures: A process used to obtain resources to support operational 

requirements. 

Agency: A division of government with a specific function offering a particular kind of 

assistance. In the Incident Command System, agencies are defined either as jurisdictional 

(having statutory responsibility for incident management) or as assisting or cooperating 

(providing resources or other assistance). Governmental organizations are most often in 

charge of an incident, though in certain circumstances private-sector organizations may be 

included. Additionally, nongovernmental organizations may be included to provide support. 

Agency Administrator/Executive: The official responsible for administering policy for an 

agency or jurisdiction. An Agency Administrator/Executive (or other public official with 

jurisdictional responsibility for the incident) usually makes the decision to establish an Area 

Command. 

Agency Dispatch: The agency or jurisdictional facility from which resources are sent to 

incidents. 

Agency Representative: A person assigned by a primary, assisting, or cooperating 

Federal, State, tribal, or local government agency, or nongovernmental or private 

organization, that has been delegated authority to make decisions affecting that agency’s or 

organization’s participation in incident management activities following appropriate 

consultation with the leadership of that agency. 

All-Hazards: Describing an incident, natural or manmade, that warrants action to protect 

life, property, environment, and public health or safety, and to minimize disruptions of 

government, social, or economic activities. 

Allocated Resource: Resource dispatched to an incident. 

Area Command: An organization established to oversee the management of multiple 

incidents that are each being handled by a separate Incident Command System organization 

or to oversee the management of a very large or evolving incident that has multiple 

Incident Management Teams engaged. An Agency Administrator/Executive or other public 

official with jurisdictional responsibility for the incident usually makes the decision to 

establish an Area Command. An Area Command is activated only if necessary, depending 

on the complexity of the incident and incident management span-of-control considerations. 

Assessment: The process of acquiring, collecting, processing, examining, analyzing, 

evaluating, monitoring, and interpreting the data, information, evidence, objects, 

measurements, images, sound, etc., whether tangible or intangible, to provide a basis for 

decisionmaking. 

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GLOSSARY OF KEY TERMS 

Assigned Resource: Resource checked in and assigned work tasks on an incident. 

Assignment: Task given to a personnel resource to perform within a given operational 

period that is based on operational objectives defined in the Incident Action Plan. 

Assistant: Title for subordinates of principal Command Staff positions. The title indicates 

a level of technical capability, qualifications, and responsibility subordinate to the primary 

positions. Assistants may also be assigned to Unit Leaders. 

Assisting Agency: An agency or organization providing personnel, services, or other 

resources to the agency with direct responsibility for incident management. See 

Supporting Agency. 

Available Resource: Resource assigned to an incident, checked in, and available for a 

mission assignment, normally located in a Staging Area. 

Badging: The assignment of physical incident-specific credentials to establish legitimacy 

and limit access to various incident sites. 

Branch: The organizational level having functional or geographical responsibility for major 

aspects of incident operations. A Branch is organizationally situated between the Section 

Chief and the Division or Group in the Operations Section, and between the Section and 

Units in the Logistics Section. Branches are identified by the use of Roman numerals or by 

functional area. 

Cache: A predetermined complement of tools, equipment, and/or supplies stored in a 

designated location, available for incident use. 

Camp: A geographical site within the general incident area (separate from the Incident 

Base) that is equipped and staffed to provide sleeping, food, water, and sanitary services to 

incident personnel. 

Categorizing Resources: The process of organizing resources by category, kind, and 

type, including size, capacity, capability, skill, and other characteristics. This makes the 

resource ordering and dispatch process within and across organizations and agencies, and 

between governmental and nongovernmental entities, more efficient, and ensures that the 

resources received are appropriate to their needs. 

Certifying Personnel: The process of authoritatively attesting that individuals meet 

professional standards for the training, experience, and performance required for key 

incident management functions. 

Chain of Command: The orderly line of authority within the ranks of the incident 

management organization. 

Check-In: The process through which resources first report to an incident. All responders, 

regardless of agency affiliation, must report in to receive an assignment in accordance with 

the procedures established by the Incident Commander. 

Chief: The Incident Command System title for individuals responsible for management of 

functional Sections: Operations, Planning, Logistics, Finance/Administration, and 

Intelligence/Investigations (if established as a separate Section). 

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GLOSSARY OF KEY TERMS 

Command: The act of directing, ordering, or controlling by virtue of explicit statutory, 

regulatory, or delegated authority. 

Command Staff: The staff who report directly to the Incident Commander, including the 

Public Information Officer, Safety Officer, Liaison Officer, and other positions as required. 

They may have an assistant or assistants, as needed. 

Common Operating Picture: An overview of an incident by all relevant parties that 

provides incident information enabling the Incident Commander/Unified Command and any 

supporting agencies and organizations to make effective, consistent, and timely decisions. 

Common Terminology: Normally used words and phrases—avoiding the use of different 

words/phrases for same concepts—to ensure consistency and to allow diverse incident 

management and support organizations to work together across a wide variety of incident 

management functions and hazard scenarios. 

Communications: The process of transmission of information through verbal, written, or 

symbolic means. 

Communications/Dispatch Center: Agency or interagency dispatch centers, 911 call 

centers, emergency control or command dispatch centers, or any naming convention given 

to the facility and staff that handles emergency calls from the public and communication 

with emergency management/response personnel. The center can serve as a primary 

coordination and support element of the Multiagency Coordination System(s) (MACS) for an 

incident until other elements of the MACS are formally established. 

Complex: Two or more individual incidents located in the same general area and assigned 

to a single Incident Commander or to Unified Command. 

Comprehensive Preparedness Guide 101: A guide designed to assist jurisdictions with 

developing operations plans. It promotes a common understanding of the fundamentals of 

planning and decisionmaking to help emergency planners examine a hazard and produce 

integrated, coordinated, and synchronized plans. 

Continuity of Government: A coordinated effort within the Federal Government's 

executive branch to ensure that National Essential Functions continue to be performed 

during a catastrophic emergency (as defined in National Security Presidential Directive 

51/Homeland Security Presidential Directive 20). 

Continuity of Operations: An effort within individual organizations to ensure that Primary 

Mission Essential Functions continue to be performed during a wide range of emergencies. 

Cooperating Agency: An agency supplying assistance other than direct operational or 

support functions or resources to the incident management effort. 

Coordinate: To advance an analysis and exchange of information systematically among 

principals who have or may have a need to know certain information to carry out specific 

incident management responsibilities. 

Corrective Actions: The implementation of procedures that are based on lessons learned 

from actual incidents or from training and exercises. 

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GLOSSARY OF KEY TERMS 

Credentialing: The authentication and verification of the certification and identity of 

designated incident managers and emergency responders. 

Critical Infrastructure: Assets, systems, and networks, whether physical or virtual, so 

vital to the United States that the incapacitation or destruction of such assets, systems, or 

networks would have a debilitating impact on security, national economic security, national 

public health or safety, or any combination of those matters. 

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 the Incident Commander prior to assuming command on larger 

incidents. (Also known as Letter of Expectation.) 

Demobilization: The orderly, safe, and efficient return of an incident resource to its 

original location and status. 

Department Operations Center (DOC): An Emergency Operations Center (EOC) specific 

to a single department or agency. The focus of a DOC is on internal agency incident 

management and response. DOCs are often linked to and, in most cases, are physically 

represented in a combined agency EOC by authorized agent(s) for the department or 

agency. 

Deputy: A fully qualified individual who, in the absence of a superior, can be delegated the 

authority to manage a functional operation or to perform a specific task. In some cases a 

deputy can act as relief for a superior, and therefore must be fully qualified in the position. 

Deputies generally can be assigned to the Incident Commander, General Staff, and Branch 

Directors. 

Director: The Incident Command System title for individuals responsible for supervision of 

a Branch. 

Dispatch: The ordered movement of a resource or resources to an assigned operational 

mission, or an administrative move from one location to another. 

Division: The organizational level having responsibility for operations within a defined 

geographic area. Divisions are established when the number of resources exceeds the 

manageable span of control of the Section Chief. See Group. 

Emergency: Any incident, whether natural or manmade, that requires responsive action to 

protect life or property. Under the Robert T. Stafford Disaster Relief and Emergency 

Assistance Act, an emergency means any occasion or instance for which, in the 

determination of the President, Federal assistance is needed to supplement State and local 

efforts and capabilities to save lives and to protect property and public health and safety, or 

to lessen or avert the threat of a catastrophe in any part of the United States. 

Emergency Management Assistance Compact (EMAC): A congressionally ratified 

organization that provides form and structure to interstate mutual aid. Through EMAC, a 

disaster-affected State can request and receive assistance from other member States 

quickly and efficiently, resolving two key issues up front: liability and reimbursement. 

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GLOSSARY OF KEY TERMS 

Emergency Management/Response Personnel: Includes Federal, State, territorial, 

tribal, substate regional, and local governments, NGOs, private sector-organizations, critical 

infrastructure owners and operators, and all other organizations and individuals who assume 

an emergency management role. (Also known as emergency responder.) 

Emergency Operations Center (EOC): The physical location at which the coordination of 

information and resources to support incident management (on-scene operations) activities 

normally takes place. An EOC may be a temporary facility or may be located in a more 

central or permanently established facility, perhaps at a higher level of organization within a 

jurisdiction. EOCs may be organized by major functional disciplines (e.g., fire, law 

enforcement, medical services), by jurisdiction (e.g., Federal, State, regional, tribal, city, 

county), or by some combination thereof. 

Emergency Operations Plan: An ongoing plan for responding to a wide variety of 

potential hazards. 

Emergency Public Information: Information that is disseminated primarily in 

anticipation of or during an emergency. In addition to providing situational information to 

the public, it frequently provides directive actions required to be taken by the general 

public. 

Evacuation: The organized, phased, and supervised withdrawal, dispersal, or removal of 

civilians from dangerous or potentially dangerous areas, and their reception and care in safe 

areas. 

Event: See Planned Event. 

Federal: Of or pertaining to the Federal Government of the United States of America. 

Field Operations Guide: Durable pocket or desk guide that contains essential information 

required to perform specific assignments or functions. 

Finance/Administration Section: The Incident Command System Section responsible for 

all administrative and financial considerations surrounding an incident. 

Function: One of the five major activities in the Incident Command System: Command, 

Operations, Planning, Logistics, and Finance/Administration. A sixth function, 

Intelligence/Investigations, may be established, if required, to meet incident management 

needs. The term function is also used when describing the activity involved (e.g., the 

planning function). 

General Staff: A group of incident management personnel organized according to function 

and reporting to the Incident Commander. The General Staff normally consists of the 

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

Finance/Administration Section Chief. An Intelligence/Investigations Chief may be 

established, if required, to meet incident management needs. 

Group: An organizational subdivision established to divide the incident management 

structure into functional areas of operation. Groups are composed of resources assembled 

to perform a special function not necessarily within a single geographic division. See 

Division. 

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GLOSSARY OF KEY TERMS 

Hazard: Something that is potentially dangerous or harmful, often the root cause of an 

unwanted outcome. 

Incident: An occurrence, natural or manmade, that requires a response to protect life or 

property. Incidents can, for example, include major disasters, emergencies, terrorist 

attacks, terrorist threats, civil unrest, wildland and urban fires, floods, hazardous materials 

spills, nuclear accidents, aircraft accidents, earthquakes, hurricanes, tornadoes, tropical 

storms, tsunamis, war-related disasters, public health and medical emergencies, and other 

occurrences requiring an emergency response. 

Incident Action Plan: An oral or written plan containing general objectives reflecting the 

overall strategy for managing an incident. It may include the identification of operational 

resources and assignments. It may also include attachments that provide direction and 

important information for management of the incident during one or more operational 

periods. 

Incident Base: The location at which primary Logistics functions for an incident are 

coordinated and administered. There is only one Base per incident. (Incident name or 

other designator will be added to the term Base.) The Incident Command Post may be colocated with the Incident Base. 

Incident Command: The Incident Command System organizational element responsible 

for overall management of the incident and consisting of the Incident Commander (either 

single or unified command structure) and any assigned supporting staff. 

Incident Commander (IC): The individual responsible for all incident activities, including 

the development of strategies and tactics and the ordering and release of resources. The IC 

has overall authority and responsibility for conducting incident operations and is responsible 

for the management of all incident operations at the incident site. 

Incident Command Post (ICP): The field location where the primary functions are 

performed. The ICP may be co-located with the Incident Base or other incident facilities. 

Incident Command System (ICS): A standardized on-scene emergency management 

construct specifically designed to provide an integrated organizational structure that reflects 

the complexity and demands of single or multiple incidents, without being hindered by 

jurisdictional boundaries. ICS is the combination of facilities, equipment, personnel, 

procedures, and communications operating within a common organizational structure, 

designed to aid in the management of resources during incidents. It is used for all kinds of 

emergencies and is applicable to small as well as large and complex incidents. ICS is used 

by various jurisdictions and functional agencies, both public and private, to organize fieldlevel incident management operations. 

Incident Management: The broad spectrum of activities and organizations providing 

effective and efficient operations, coordination, and support applied at all levels of 

government, utilizing both governmental and nongovernmental resources to plan for, 

respond to, and recover from an incident, regardless of cause, size, or complexity. 

Incident Management Team (IMT): An Incident Commander and the appropriate 

Command and General Staff personnel assigned to an incident. The level of training and 

experience of the IMT members, coupled with the identified formal response requirements 

and responsibilities of the IMT, are factors in determining “type,” or level, of IMT. 

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GLOSSARY OF KEY TERMS 

Incident Objectives: Statements of guidance and direction needed to select appropriate 

strategy(s) and the tactical direction of resources. Incident objectives are based on realistic 

expectations of what can be accomplished when all allocated resources have been 

effectively deployed. Incident objectives must be achievable and measurable, yet flexible 

enough to allow strategic and tactical alternatives. 

Information Management: The collection, organization, and control over the structure, 

processing, and delivery of information from one or more sources and distribution to one or 

more audiences who have a stake in that information. 

Integrated Planning System: A system designed to provide common processes for 

developing and integrating plans for the Federal Government to establish a comprehensive 

approach to national planning in accordance with the Homeland Security Management 

System as outlined in the National Strategy for Homeland Security. 

Intelligence/Investigations: An organizational subset within ICS. Intelligence gathered 

within the Intelligence/Investigations function is information that either leads to the 

detection, prevention, apprehension, and prosecution of criminal activities—or the 

individual(s) involved—including terrorist incidents or information that leads to 

determination of the cause of a given incident (regardless of the source) such as public 

health events or fires with unknown origins. This is different from the normal operational 

and situational intelligence gathered and reported by the Planning Section. 

Interoperability: Ability of systems, personnel, and equipment to provide and receive 

functionality, data, information and/or services to and from other systems, personnel, and 

equipment, between both public and private agencies, departments, and other 

organizations, in a manner enabling them to operate effectively together. Allows 

emergency management/response personnel and their affiliated organizations to 

communicate within and across agencies and jurisdictions via voice, data, or video-ondemand, in real time, when needed, and when authorized. 

Job Aid: Checklist or other visual aid intended to ensure that specific steps of completing a 

task or assignment are accomplished. 

Joint Field Office (JFO): The primary Federal incident management field structure. The 

JFO is a temporary Federal facility that provides a central location for the coordination of 

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

organizations with primary responsibility for response and recovery. The JFO structure is 

organized, staffed, and managed in a manner consistent with National Incident Management 

System principles. Although the JFO uses an Incident Command System structure, the JFO 

does not manage on-scene operations. Instead, the JFO focuses on providing support to 

on-scene efforts and conducting broader support operations that may extend beyond the 

incident site. 

Joint Information Center (JIC): A facility established to coordinate all incident-related 

public information activities. It is the central point of contact for all news media. Public 

information officials from all participating agencies should co-locate at the JIC. 

Joint Information System (JIS): A structure that integrates incident information and 

public affairs into a cohesive organization designed to provide consistent, coordinated, 

accurate, accessible, timely, and complete information during crisis or incident operations. 

The mission of the JIS is to provide a structure and system for developing and delivering 

coordinated interagency messages; developing, recommending, and executing public 

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GLOSSARY OF KEY TERMS 

information plans and strategies on behalf of the Incident Commander (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. 

Jurisdiction: A range or sphere of authority. Public agencies have jurisdiction at an 

incident related to their legal responsibilities and authority. Jurisdictional authority at an 

incident can be political or geographical (e.g., Federal, State, tribal, local boundary lines) or 

functional (e.g., law enforcement, public health). 

Jurisdictional Agency: The agency having jurisdiction and responsibility for a specific 

geographical area, or a mandated function. 

Key Resource: Any publicly or privately controlled resource essential to the minimal 

operations of the economy and government. 

Letter of Expectation: See Delegation of Authority. 

Liaison: A form of communication for establishing and maintaining mutual understanding 

and cooperation. 

Liaison Officer: A member of the Command Staff responsible for coordinating with 

representatives from cooperating and assisting agencies or organizations. 

Local Government: Public entities responsible for the security and welfare of a designated 

area as established by law. A county, municipality, city, town, township, local public 

authority, school district, special district, intrastate district, council of governments 

(regardless of whether the council of governments is incorporated as a nonprofit corporation 

under State law), regional or interstate government entity, or agency or instrumentality of a 

local government; an Indian tribe or authorized tribal entity, or in Alaska a Native Village or 

Alaska Regional Native Corporation; a rural community, unincorporated town or village, or 

other public entity. See Section 2 (10), Homeland Security Act of 2002, Pub. L. 107-296, 

116 Stat. 2135 (2002). 

Logistics: The process and procedure for providing resources and other services to support 

incident management. 

Logistics Section: The Incident Command System Section responsible for providing 

facilities, services, and material support for the incident. 

Management by Objectives: A management approach that involves a five-step process 

for achieving the incident goal. The Management by Objectives approach includes the 

following: establishing overarching incident objectives; developing strategies based on 

overarching incident objectives; developing and issuing assignments, plans, procedures, 

and protocols; establishing specific, measurable tactics or tasks for various incidentmanagement functional activities and directing efforts to attain them, in support of defined 

strategies; and documenting results to measure performance and facilitate corrective 

action. 

Manager: Individual within an Incident Command System organizational unit who is 

assigned specific managerial responsibilities (e.g., Staging Area Manager or Camp 

Manager). 

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GLOSSARY OF KEY TERMS 

Mitigation: Activities providing a critical foundation in the effort to reduce the loss of life 

and property from natural and/or manmade disasters by avoiding or lessening the impact of 

a disaster and providing value to the public by creating safer communities. Mitigation seeks 

to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities 

or actions, in most cases, will have a long-term sustained effect. 

Mobilization: The process and procedures used by all organizations—Federal, State, tribal, 

and local—for activating, assembling, and transporting all resources that have been 

requested to respond to or support an incident. 

Mobilization Guide: Reference document used by organizations outlining agreements, 

processes, and procedures used by all participating agencies/organizations for activating, 

assembling, and transporting resources. 

Multiagency Coordination (MAC) Group: A group of administrators or executives, or 

their appointed representatives, who are typically authorized to commit agency resources 

and funds. A MAC Group can provide coordinated decisionmaking and resource allocation 

among cooperating agencies, and may establish the priorities among incidents, harmonize 

agency policies, and provide strategic guidance and direction to support incident 

management activities. MAC Groups may also be known as multiagency committees, 

emergency management committees, or as otherwise defined by the Multiagency 

Coordination System. 

Multiagency Coordination System (MACS): A system that provides the architecture to 

support coordination for incident prioritization, critical resource allocation, communications 

systems integration, and information coordination. MACS assist agencies and organizations 

responding to an incident. The elements of a MACS include facilities, equipment, personnel, 

procedures, and communications. Two of the most commonly used elements are 

Emergency Operations Centers and MAC Groups. 

Multijurisdictional Incident: An incident requiring action from multiple agencies that 

each have jurisdiction to manage certain aspects of an incident. In the Incident Command 

System, these incidents will be managed under a Unified Command. 

Mutual Aid Agreement or Assistance Agreement: Written or oral agreement between 

and among agencies/organizations and/or jurisdictions that provides a mechanism to 

quickly obtain emergency assistance in the form of personnel, equipment, materials, and 

other associated services. The primary objective is to facilitate rapid, short-term 

deployment of emergency support prior to, during, and/or after an incident. 

National: Of a nationwide character, including the Federal, State, tribal, and local aspects 

of governance and policy. 

National Essential Functions: A subset of government functions that are necessary to 

lead and sustain the Nation during a catastrophic emergency and that, therefore, must be 

supported through continuity of operations and continuity of government capabilities. 

National Incident Management System: A set of principles that provides a systematic, 

proactive approach guiding government agencies at all levels, nongovernmental 

organizations, and the private sector to work seamlessly to prevent, protect against, 

respond to, recover from, and mitigate the effects of incidents, regardless of cause, size, 

location, or complexity, in order to reduce the loss of life or property and harm to the 

environment. 

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GLOSSARY OF KEY TERMS 

National Response Framework: A guide to how the Nation conducts all-hazards 

response. 

Nongovernmental Organization (NGO): An entity with an association that is based on 

interests of its members, individuals, or institutions. It is not created by a government, but 

it may work cooperatively with government. Such organizations serve a public purpose, not 

a private benefit. Examples of NGOs include faith-based charity organizations and the 

American Red Cross. NGOs, including voluntary and faith-based groups, provide relief 

services to sustain life, reduce physical and emotional distress, and promote the recovery of 

disaster victims. Often these groups provide specialized services that help individuals with 

disabilities. NGOs and voluntary organizations play a major role in assisting emergency 

managers before, during, and after an emergency. 

Officer: The Incident Command System title for a person responsible for one of the 

Command Staff positions of Safety, Liaison, and Public Information. 

Operational Period: The time scheduled for executing a given set of operation actions, as 

specified in the Incident Action Plan. Operational periods can be of various lengths, 

although usually they last 12 to 24 hours. 

Operations Section: The Incident Command System (ICS) Section responsible for all 

tactical incident operations and implementation of the Incident Action Plan. In ICS, the 

Operations Section normally includes subordinate Branches, Divisions, and/or Groups. 

Organization: Any association or group of persons with like objectives. Examples include, 

but are not limited to, governmental departments and agencies, nongovernmental 

organizations, and the private sector. 

Personal Responsibility: The obligation to be accountable for one’s actions. 

Personnel Accountability: The ability to account for the location and welfare of incident 

personnel. It is accomplished when supervisors ensure that Incident Command System 

principles and processes are functional and that personnel are working within established 

incident management guidelines. 

Plain Language: Communication that can be understood by the intended audience and 

meets the purpose of the communicator. For the purpose of the National Incident 

Management System, plain language is designed to eliminate or limit the use of codes and 

acronyms, as appropriate, during incident response involving more than a single agency. 

Planned Event: A scheduled nonemergency activity (e.g., sporting event, concert, parade, 

etc.). 

Planning Meeting: A meeting held as needed before and throughout the duration of an 

incident to select specific strategies and tactics for incident control operations and for 

service and support planning. For larger incidents, the Planning Meeting is a major element 

in the development of the Incident Action Plan. 

Planning Section: The Incident Command System Section responsible for the collection, 

evaluation, and dissemination of operational information related to the incident, and for the 

preparation and documentation of the Incident Action Plan. This Section also maintains 

information on the current and forecasted situation and on the status of resources assigned 

to the incident. 

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GLOSSARY OF KEY TERMS 

Portability: An approach that facilitates the interaction of systems that are normally 

distinct. Portability of radio technologies, protocols, and frequencies among emergency 

management/response personnel will allow for the successful and efficient integration, 

transport, and deployment of communications systems when necessary. Portability includes 

the standardized assignment of radio channels across jurisdictions, which allows responders 

to participate in an incident outside their jurisdiction and still use familiar equipment. 

Pre-Positioned Resource: A resource moved to an area near the expected incident site in 

response to anticipated resource needs. 

Preparedness: A continuous cycle of planning, organizing, training, equipping, exercising, 

evaluating, and taking corrective action in an effort to ensure effective coordination during 

incident response. Within the National Incident Management System, preparedness focuses 

on the following elements: planning; procedures and protocols; training and exercises; 

personnel qualification and certification; and equipment certification. 

Preparedness Organization: An organization that provides coordination for emergency 

management and incident response activities before a potential incident. These 

organizations range from groups of individuals to small committees to large standing 

organizations that represent a wide variety of committees, planning groups, and other 

organizations (e.g., Citizen Corps, Local Emergency Planning Committees, Critical 

Infrastructure Sector Coordinating Councils). 

Prevention: Actions to avoid an incident or to intervene to stop an incident from occurring. 

Prevention involves actions to protect lives and property. It involves applying intelligence 

and other information to a range of activities that may include such countermeasures as 

deterrence operations; heightened inspections; improved surveillance and security 

operations; investigations to determine the full nature and source of the threat; public 

health and agricultural surveillance and testing processes; immunizations, isolation, or 

quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, 

preempting, interdicting, or disrupting illegal activity and apprehending potential 

perpetrators and bringing them to justice. 

Primary Mission Essential Functions: Government functions that must be performed in 

order to support or implement the performance of National Essential Functions before, 

during, and in the aftermath of an emergency. 

Private Sector: Organizations and individuals that are not part of any governmental 

structure. The private sector includes for-profit and not-for-profit organizations, formal and 

informal structures, commerce, and industry. 

Protocol: A set of established guidelines for actions (which may be designated by 

individuals, teams, functions, or capabilities) under various specified conditions. 

Public Information: Processes, procedures, and systems for communicating timely, 

accurate, and accessible information on an incident’s cause, size, and current situation; 

resources committed; and other matters of general interest to the public, responders, and 

additional stakeholders (both directly affected and indirectly affected). 

Public Information Officer: A member of the Command Staff responsible for interfacing 

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

requirements. 

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GLOSSARY OF KEY TERMS 

Publications Management: Subsystem that manages the development, publication 

control, publication supply, and distribution of National Incident Management System 

materials. 

Recovery: The development, coordination, and execution of service- and site-restoration 

plans; the reconstitution of government operations and services; individual, private-sector, 

nongovernmental, and public assistance programs to provide housing and to promote 

restoration; long-term care and treatment of affected persons; additional measures for 

social, political, environmental, and economic restoration; evaluation of the incident to 

identify lessons learned; postincident reporting; and development of initiatives to mitigate 

the effects of future incidents. 

Recovery Plan: A plan developed to restore an affected area or community. 

Reimbursement: A mechanism to recoup funds expended for incident-specific activities. 

Resource Management: A system for identifying available resources at all jurisdictional 

levels to enable timely, efficient, and unimpeded access to resources needed to prepare for, 

respond to, or recover from an incident. Resource management under the National Incident 

Management System includes mutual aid agreements and assistance agreements; the use 

of special Federal, State, tribal, and local teams; and resource mobilization protocols. 

Resource Tracking: A standardized, integrated process conducted prior to, during, and 

after an incident by all emergency management/response personnel and their associated 

organizations. 

Resources: Personnel and major items of equipment, supplies, and facilities available or 

potentially available for assignment to incident operations and for which status is 

maintained. Resources are described by kind and type and may be used in operational 

support or supervisory capacities at an incident or at an Emergency Operations Center. 

Response: Activities that address the short-term, direct effects of an incident. Response 

includes immediate actions to save lives, protect property, and meet basic human needs. 

Response also includes the execution of emergency operations plans and of mitigation 

activities designed to limit the loss of life, personal injury, property damage, and other 

unfavorable outcomes. As indicated by the situation, response activities include applying 

intelligence and other information to lessen the effects or consequences of an incident; 

increased security operations; continuing investigations into nature and source of the 

threat; ongoing public health and agricultural surveillance and testing processes; 

immunizations, isolation, or quarantine; and specific law enforcement operations aimed at 

preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators 

and bringing them to justice. 

Retrograde: To return resources back to their original location. 

Safety Officer: A member of the Command Staff responsible for monitoring incident 

operations and advising the Incident Commander on all matters relating to operational 

safety, including the health and safety of emergency responder personnel. 

Section: The Incident Command System organizational level having responsibility for a 

major functional area of incident management (e.g., Operations, Planning, Logistics, 

Finance/Administration, and Intelligence/Investigations (if established)). The Section is 

organizationally situated between the Branch and the Incident Command. 

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GLOSSARY OF KEY TERMS 

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

crew/team of individuals with an identified work supervisor that can be used on an incident. 

Situation Report: Confirmed or verified information regarding the specific details relating 

to an incident. 

Span of Control: The number of resources for which a supervisor is responsible, usually 

expressed as the ratio of supervisors to individuals. Under the National Incident 

Management System, an appropriate span of control is between 1:3 and 1:7, with optimal 

being 1:5, or between 1:8 and 1:10 for many large-scale law enforcement operations. 

Special Needs Population: A population whose members may have additional needs 

before, during, and after an incident in functional areas, including but not limited to: 

maintaining independence, communication, transportation, supervision, and medical care. 

Individuals in need of additional response assistance may include those who have 

disabilities; who live in institutionalized settings; who are elderly; who are children; who are 

from diverse cultures, who have limited English proficiency, or who are non-Englishspeaking; or who are transportation disadvantaged. 

Staging Area: Temporary location for available resources. A Staging Area can be any 

location in which personnel, supplies, and equipment can be temporarily housed or parked 

while awaiting operational assignment. 

Standard Operating Guidelines: A set of instructions having the force of a directive, 

covering those features of operations which lend themselves to a definite or standardized 

procedure without loss of effectiveness. 

Standard Operating Procedure: A complete reference document or an operations 

manual that provides the purpose, authorities, duration, and details for the preferred 

method of performing a single function or a number of interrelated functions in a uniform 

manner. 

State: When capitalized, refers to any State of the United States, the District of Columbia, 

the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the 

Commonwealth of the Northern Mariana Islands, and any possession of the United States. 

See Section 2 (14), Homeland Security Act of 2002, Pub. L. 107-296, 116 Stat. 2135 

(2002). 

Status Report: Information specifically related to the status of resources (e.g., the 

availability or assignment of resources). 

Strategy: The general plan or direction selected to accomplish incident objectives. 

Strike Team: A set number of resources of the same kind and type that have an 

established minimum number of personnel, common communications, and a leader. 

Substate Region: A grouping of jurisdictions, counties, and/or localities within a State 

brought together for specified purposes (e.g., homeland security, education, public health), 

usually containing a governance structure. 

Supervisor: The Incident Command System title for an individual responsible for a Division 

or Group. 

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GLOSSARY OF KEY TERMS 

Supporting Agency: An agency that provides support and/or resource assistance to 

another agency. See Assisting Agency. 

Supporting Technology: Any technology that may be used to support the National 

Incident Management System, such as orthophoto mapping, remote automatic weather 

stations, infrared technology, or communications. 

System: Any combination of facilities, equipment, personnel, processes, procedures, and 

communications integrated for a specific purpose. 

Tactics: The deployment and directing of resources on an incident to accomplish the 

objectives designated by strategy. 

Task Force: Any combination of resources assembled to support a specific mission or 

operational need. All resource elements within a Task Force must have common 

communications and a designated leader. 

Technical Specialist: Person with special skills that can be used anywhere within the 

Incident Command System organization. No minimum qualifications are prescribed, as 

technical specialists normally perform the same duties during an incident that they perform 

in their everyday jobs, and they are typically certified in their fields or professions. 

Technology Standards: Conditions, guidelines, or characteristics that may be required to 

facilitate the interoperability and compatibility of major systems across jurisdictional, 

geographic, and functional lines. 

Technology Support: Assistance that facilitates incident operations and sustains the 

research and development programs that underpin the long-term investment in the Nation’s 

future incident management capabilities. 

Terrorism: As defined in the Homeland Security Act of 2002, activity that involves an act 

that is dangerous to human life or potentially destructive of critical infrastructure or key 

resources; is a violation of the criminal laws of the United States or of any State or other 

subdivision of the United States; and appears to be intended to intimidate or coerce a 

civilian population, to influence the policy of a government by intimidation or coercion, or to 

affect the conduct of a government by mass destruction, assassination, or kidnapping. 

Threat: Natural or manmade occurrence, individual, entity, or action that has or indicates 

the potential to harm life, information, operations, the environment, and/or property. 

Tools: Those instruments and capabilities that allow for the professional performance of 

tasks, such as information systems, agreements, doctrine, capabilities, and legislative 

authorities. 

Tribal: Referring to any Indian tribe, band, nation, or other organized group or community, 

including any Alaskan Native Village as defined in or established pursuant to the Alaskan 

Native Claims Settlement Act (85 Stat. 688) [43 U.S.C.A. and 1601 et seq.], that is 

recognized as eligible for the special programs and services provided by the United States to 

Indians because of their status as Indians. 

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GLOSSARY OF KEY TERMS 

Type: An Incident Command System resource classification that refers to capability. Type 

1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of 

size, power, capacity, or (in the case of Incident Management Teams) experience and 

qualifications. 

Unified Approach: The integration of resource management, communications and 

information management, and command and management in order to form an effective 

system. 

Unified Area Command: Version of command established when incidents under an Area 

Command are multijurisdictional. See Area Command. 

Unified Command (UC): An Incident Command System application used when more than 

one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies 

work together through the designated members of the UC, often the senior persons from 

agencies and/or disciplines participating in the UC, to establish a common set of objectives 

and strategies and a single Incident Action Plan. 

Unit: The organizational element with functional responsibility for a specific incident 

planning, logistics, or finance/administration activity. 

Unit Leader: The individual in charge of managing Units within an Incident Command 

System (ICS) functional Section. The Unit can be staffed by a number of support personnel 

providing a wide range of services. Some of the support positions are preestablished within 

ICS (e.g., Base/Camp Manager), but many others will be assigned as technical specialists. 

Unity of Command: An Incident Command System principle stating that each individual 

involved in incident operations will be assigned to only one supervisor. 

Vital Records: The essential agency records that are needed to meet operational 

responsibilities under national security emergencies or other emergency or disaster 

conditions (emergency operating records), or to protect the legal and financial rights of the 

government and those affected by government activities (legal and financial rights records). 

Volunteer: For purposes of the National Incident Management System, any individual 

accepted to perform services by the lead agency (which has authority to accept volunteer 

services) when the individual performs services without promise, expectation, or receipt of 

compensation for services performed. See 16 U.S.C. 742f(c) and 29 CFR 553.101. 

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150 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

 

ACRONYMS 

CIKR Critical Infrastructure and Key Resources 

CPG Comprehensive Preparedness Guide 

DHS Department of Homeland Security 

DOC Department Operations Center 

EMAC Emergency Management Assistance Compact 

EMS Emergency Medical Services 

EMT Emergency Medical Technician 

EOC Emergency Operations Center 

HAZMAT Hazardous Material 

HSPD-5 Homeland Security Presidential Directive 5, “Management of Domestic 

Incidents” 

HSPD-7 Homeland Security Presidential Directive 7, “Critical Infrastructure 

Identification, Prioritization, and Protection” 

HSPD-8 Homeland Security Presidential Directive 8, “National Preparedness” 

IAP Incident Action Plan 

IC Incident Commander 

ICP Incident Command Post 

ICS Incident Command System 

IMT Incident Management Team 

IPS Integrated Planning System 

JIC Joint Information Center 

JIS Joint Information System 

MAC Multiagency Coordination 

MACS Multiagency Coordination System 

NFPA National Fire Protection Association 

NGO Nongovernmental Organization 

NIC National Integration Center 

NIMS National Incident Management System 

NIPP National Infrastructure Protection Plan 

NRF National Response Framework 

NSPD National Security Presidential Directive 

R&D Research and Development 

SDO Standards Development Organization 

SOP Standard Operating Procedure 

TCL Target Capabilities List 

UC Unified Command 

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152 National Incident Management System December 2008 
 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

INDEX 

Page numbers in italics refer to figures and Critical infrastructure identification, 

tables. 

A 

Agreements. See also specific types of 

agreements 

communications and information 

management and, 24, 26, 28, 109 

Multiagency Coordination Systems and, 64, 

66-68 

preparedness and, 10, 12-14, 16, 18-20 

resource management and, 31-33, 36, 

38-39, 113 

Air Operations Branch, 101-102, 111, 124 

Appointed officials. See Elected and appointed 

officials 

Area Command, 115-117, 135 

Area Commanders, 116 

B 

Badging, 136 

credentialing and, 40 

Branches, 55, 61, 91, 97, 107, 136 

C 

Camps, 48, 108, 110, 119, 136 

Clear text. See Plain language 

Command and Management, 8-9, 45-74 

Command Staff 

legal counsel, 52, 95 

Liaison Officers, 51, 95, 142 

medical advisors, 53, 95 

Public Information Officers, 52, 70, 74, 

92-93, 145 

Safety Officers, 51-52, 91-94, 146 

special needs advisors, 53 

staff positions, 51-53, 92, 95, 137 

Common operating picture, 7, 23-24, 26, 137 

Common terminology, 28-29, 46, 89, 109, 137 

Communications and Information 

Management, 7, 9, 17, 23-30 

Communications Unit, 58, 109, 124 

Continuity of government planning, 14, 137 

Continuity of operations planning, 14, 16, 137 

Cost Unit, 59, 114 

Credentialing, 138 

badging and, 40 

prioritization, and protection. See 

Homeland Security Presidential 

Directive 7 

D 

Demobilization, 38, 138. See also Incident 

Demobilization Plan 

Demobilization Unit, 56, 104 

Department of Homeland Security 

Science and Technology Directorate, 8 

Divisions and groups, 55, 97, 99-101, 138, 

139 

Documentation Unit, 56, 104 

E 

Elected and appointed officials, 13-14, 69 

functions during an incident, 14–15 

Emergency Operations Centers, 15, 19, 23, 31, 

66, 139 

Environmental Unit, 105 

Equipment, 21, 23, 26-27, 35, 38-42, 65, 81 

Exercises, 19-20, 77-78 

F 

Facilities Unit, 58, 108, 111 

Field operations guide, 19, 139 

Finance/Administration Section, 54, 58-59, 

113, 134, 139 

Flexibility, 6-7 

Food Unit, 63, 93, 110-111 

Functional groups, 55, 100-101, 125 

G 

General Staff, 49, 53-61, 91, 139 

Finance/Administration Section, 54, 58-59, 

113, 134, 139 

Intelligence/Investigations Function, 59-61, 

141 

Logistics Section, 57-58, 107-111, 133, 142 

Operations Section, 54-55, 60, 97-102, 144 

Planning Section, 55-57, 103-106, 111, 

114, 124-127, 133, 144 

Geographical divisions, 100, 126 

Geospatial information, 28 

Ground Support Unit, 58, 108-109 

Groups. See Divisions and groups 

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INDEX 

H 

Homeland Security Presidential Directive 5 

National Integration Center establishment 

and responsibilities, 8, 75 

provisions, 3, 10 

Homeland Security Presidential Directive 7 

provisions, 10-11 

Homeland Security Presidential Directive 8 

provisions, 11 

I 

ICS Forms 

Assignment List (ICS 204), 129 

Hazard Risk Analysis (ICS 215A), 130 

Incident Briefing (ICS 201), 129 

Incident Check-In List (ICS 211), 130 

Incident Objectives (ICS 202), 129 

Incident Radio Communications Plan 

(ICS 205), 130 

Incident Status Summary (ICS 209), 130 

Medical Plan (ICS 206), 130 

Organization Assignment List (ICS 203), 

129 

Operational Planning Worksheet (ICS 215), 

130 

Incident Action Plan, 47, 140 

establishing incident objectives and 

strategy, 122 

executing, evaluating, and revising the 

plan, 122 

operational period planning cycle, 123 

phases of, 121 

Planning Meeting, 125-128 

Planning Section and, 121-122 

preparing and disseminating the plan, 122 

sample outline for, 57 

steps for completing, reviewing and 

distributing, 124 

Incident Base, 108, 119, 140 

Incident Command, 49-51, 140 

Incident Command Post, 108, 119, 140 

Incident Command System, 45-63, 89, 140 

Incident Commanders, 49, 51, 91-92, 140 

Incident Complex, 61-62 

Incident Demobilization Plan, 38, 104 

Incident information 

reporting and documentation procedures, 

27-28 

situation reports, 27 

status reports, 27 

Incident Management Teams, 49, 61, 115, 140 

Information management, 7, 23-30, 141 

Intelligence/Investigations function, 59-61 141 

Interoperability, 79, 141 

Interstate mutual aid agreements, 18 

Investigations. See Intelligence/Investigations 

function 

J 

Job aid, 19, 78, 141 

Joint Information Centers, 29, 52, 71-72, 141 

Joint Information System, 29, 70-71, 141 

L 

Legal counsel, 52, 95, 105 

Liaison Officers, 51, 95, 142 

Local mutual aid agreements, 12, 18 

Logistics Section, 57-58, 107-111, 133, 142 

M 

MAC Groups, 62-63, 66-69, 143 

Maintenance. See Command and 

Management; Ongoing management 

and maintenance 

Management information systems 

resource management, 34 

Medical advisors, 53, 95 

Medical Unit, 58, 111 

Memorandums of agreement, 15, 19 

Memorandums of understanding, 19 

Mitigation, 21-22, 143 

Mobilization, 31, 34, 37, 143 

Mobilization guide, 19, 143 

Multiagency committees. See MAC Groups 

Multiagency Coordination Systems, 13, 31, 37, 

45, 64-69, 143 

Mutual aid agreements, 10, 12-14, 18, 143 

N 

National Integration Center, 28, 35, 75-77 

National Planning Scenarios, 11 

National Preparedness Guidelines, 11 

National Response Framework, 1, 3, 11-12, 

32, 144 

NFPA 1561: “Standard on Emergency Services 

Incident Management System,” 77 

NFPA 1600: “Standard on Disaster/Emergency 

Management and Business Continuity 

Programs,” 77 

O 

Ongoing management and maintenance, 8, 

75-81 

Operational plans, 20 

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INDEX 

Operations Section, 54-55, 60, 97-102, 144 

Ordering procedures, 34, 37 

P 

Personnel qualification and certification, 20-21, 

40 

Plain language, 29, 109, 144 

Planning, 16-19, 25-26, 32, 47, 55-57, 74, 80 

Planning Meeting, 103, 109, 121-124, 125-128 

Planning Section, 55-57, 103-106, 111, 114, 

124-127, 133, 144 

Preparedness, 7, 9-22, 145 

Preparedness planning, 16, 48 

Private sector, 3-5, 7, 10, 15-16, 18, 19-20, 

145 

Procedural documents, 19 

Procurement Unit, 59, 113-114 

Protocols, 19, 34, 66 

Public Information, 52, 67, 70-74, 145 

Public Information Officers, 52, 70, 74, 92-93, 

145 

R 

Recovery of resources, 31 

Redundancy, 7, 23, 24-25 

Regional mutual aid agreements, 18 

Research and development, 76 

strategic R&D planning, 80 

Resiliency, 7, 16, 23, 24-25 

Resource management, 31-43, 48, 146 

Resources Unit, 55, 103-104 

S 

Safety Officers, 51-52, 91-94, 146 

Scalability, 24, 64 

Secretary of Homeland Security, 3, 8, 75 

Security issues, 30 

Situation reports, 27, 30, 68, 104, 125, 147 

Situation Unit, 56, 104, 116 

Special needs advisors, 53 

Staging Areas, 48, 53, 119, 147 

Standard operating procedure manual, 19 

Standardization, 27, 32 

Statewide/intrastate mutual aid agreements, 

18 

Status reports, 27, 55, 147 

Stockpiling, 33 

Strategic plans, 22 

Strike Teams, 55, 101, 147 

Supply Unit, 58, 108, 111 

Supporting technologies, 8, 79-81, 148 

T 

Tactical communications, 25 

Target Capabilities List, 11 

Task Forces, 55, 101, 148 

Technical specialists, 56, 105-106, 148 

Technical standards support, 80-81 

Terminology. See Common terminology 

Terrorism, 5, 148 

Incident Command System and, 45-46, 53, 

62, 67, 95 

Time Unit, 59, 113 

Training, 13, 19-20, 26-27, 78, 81 

U 

Unified Command, 9, 49-51, 65, 72, 149 

V 

Volunteers, 40-41, 149 

credentialing, 41 

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156 National Incident Management System December 2008