NATIONAL INCIDENT MANAGEMENT SYSTEM
INCIDENT COMMAND SYSTEM

EMERGENCY RESPONDER
FIELD OPERATING GUIDE (ERFOG)
DRAFT

Approval. 

TABLE OF CONTENTS

CHAPTER 1: INTRODUCTION......................................................... 1-1

CHAPTER 2: INCIDENT COMMAND SYSTEM (ICS) OVERVIEW 2-1
Modular Extension......................................................................... 2-2
Operations Section........................................................................ 2-4
Planning Section............................................................................ 2-5
Finance/Administration Section .................................................... 2-7


CHAPTER 8: OPERATIONS SECTION ........................................... 8-1
Organization Chart ........................................................................ 8-2
Position Checklists ........................................................................ 8-2

CHAPTER 9: PLANNING SECTION ................................................ 9-1
Organization Chart ........................................................................ 9-2
Position Checklists ........................................................................ 9-2

CHAPTER 10: LOGISTICS SECTION ........................................... 10-1
Organization Chart ...................................................................... 10-2
Position Checklists ...................................................................... 10-3

ii 
CHAPTER 11: FINANCE/ADMINISTRATION SECTION.............. 11-1
Organization Chart ...................................................................... 11-2
Position Checklists ...................................................................... 11-2

CHAPTER 13: ADDITIONAL RESOURCES ................................. 13-1


iii 

CHAPTER 1: INTRODUCTION

This Emergency Responder Field Operating Guide (ERFOG) is designed to assist emergency response personnel in the use of the National Incident Management System’s (NIMS) Incident Command System (ICS) during incident operations. 

decisions and objectives, an example staffing matrix and a list of federal resources. 
The organizational charts throughout this guide are only intended as examples of how an ICS organization may be developed or organized in response to an incident. 
The remainder of the Guide addresses commonly used ICS forms, and a glossary of terms and acronyms. 
1-1

Please note that acronyms are used extensively throughout this guide. A list of acronyms is located in Chapter 14. 
Personnel should have a basic understanding of NIMS and NIMS ICS to ensure they can effectively operate within the ICS organization to properly use and 

1-2


1-3

CHAPTER 2: INCIDENT COMMAND SYSTEM (ICS)

OVERVIEW 
Modular Extension......................................................................... 2-2
Operations Section........................................................................ 2-4
Planning Section............................................................................ 2-5
Finance/Administration Section .................................................... 2-7


Incident Command System (ICS) Overview 
The ICS organization has five major management functions: command, operations, planning, logistics, and finance and administration. 

If one individual can simultaneously manage all major subordinate 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. 
The IC’s initial management assignments will normally be one or more Section Chiefs to manage the major ICS functional areas (operations, planning, logistics, and finance and administration). The Section Chiefs will further delegate management authority for their areas as required. If a Section Chief sees the need, he or she may establish branches, divisions, groups, or units (depending on the section). Similarly, each functional unit leader will further assign individual tasks within the unit as needed. 
Incident Commander 
incident. 

Deputies must have the 
Staff. Command Staff positions may be established to assign/delegate responsibility for command activities that the IC cannot perform due to the complexity of the incident or other situational demands. These positions may include the Public Information Officer (PIO), Safety Officer (SO), and Liaison Officer (LNO), in addition to others, required and assigned by the IC. 

General Staff General Staff encompasses incident management personnel who represent the major functional elements of the ICS, including the Operations Section Chief, Planning Section Chief, Logistics Section Chief, and Finance/Administration Section Chief. Command Staff and General Staff must continually interact and share vital information and estimates of the current and future situation and develop recommended courses of action for consideration by the IC. 

Incident Management Teams 
units in an ICS organization. 
Operations 
Section 
These 
ICS is applicable across a spectrum of incidents and events differing in size, scope, and complexity. The types of agencies that could be included in the Operations Section are fire, law enforcement, public health, public works, medical, and emergency medical services, working together or separately depending on the situation. Many incidents may involve private individuals, companies, or nongovernmental organizations (NGOs), some of which may be fully trained and qualified to participate 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, agencies involved, and objectives and strategies of the incident management effort. In some cases, a method will be selected to 

The Planning Section is responsible for collecting, evaluating, and disseminating incident situational information. 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 Incident Action Plans (IAPs) and incident maps and gathers and disseminates information and intelligence critical to the incident. The Planning Section can have up to four primary units and may include technical specialists to assist in evaluating the situation and forecasting requirements for additional personnel and equipment. 

locations. It also provides facilities, transportation, supplies, equipment maintenance and fueling, food service, communications, and medical services for incident personnel. 
The Logistics Section is led by a Section Chief. When the incident is very large or requires a number of facilities with large numbers of equipment, the Logistics Section can be divided into two branches: Service and 
Support. 

When there is a need for financial reimbursement (individual, agency, or department), and/or administrative services to support incident/event management activities, a Finance/Administration Section is established. Under ICS, not all agencies will require such assistance. In large, complex scenarios involving significant funding originating from multiple sources, the Finance/Administrative Section is an essential part of incident management organization. The Section Chief must track and report incident costs to the IC. The Section Chief may also need to monitor cost expenditures to ensure that applicable statutory rules are met. Close coordination with the Planning Section and Logistics Section is also essential so that operational records can be reconciled with financial 

ICS Organizational Chart



CHAPTER 3: COMMON RESPONSIBILITIES 
Accountability Procedures ............................................................ 3-2
Common Responsibilities.............................................................. 3-3
Leadership Responsibilities .......................................................... 3-6


3-1


Accountability Procedures 
(1) 
Check-In. All responders, regardless of agency affiliation, must check-in to verify their assignment. This can be coordinated by using an Incident Check-in List (ICS 211). 

(2) 
Incident Action Plan (IAP). Incident/event operations must be directed and coordinated as outlined in the IAP
. Any deviation must be approved by the Operations Chief and communicated to and approved by the IC. Response organizations’ personnel accountability procedures should be documented within the IAP. 

(3) 
Unity of Command. 

(5) 
Resource Tracking. Supervisors must record resource status changes as they occur and report those changes to the Resources Unit. Accountability is dependent upon the incident management organization having a standard resource tracking method. 



3-2


Common Responsibilities 
The following checklist is applicable to all personnel in an Incident Command System (ICS) organization: 


of incident. 


Receive assignment from agency, including: 
• Job assignment (e.g
., designation, position, etc.). 
• 
• Resource order number and incident number. 
• 
• 
instructions (e.g., travel, radio 
• 
• 
Monitor incident related information from media, internet, etc., if available. 

• 
Assess personal equipment readiness for specific incident and climate (e.g., medications, money, computer, medical record, etc.). Assemble items for travel and personal support. 

• 
Inform necessary individuals as to incident assignment and contact information. 

• 
Take advantage of available travel to rest prior to arrival. 


Complete  Common Responsibilities  
•  Upon arrival at the incident, check-in at one of the following designated check-in locations: • Incident Command Post (ICP); • Base; • Staging Areas; or • Helibases. Note: If instructed to report directly to a tactical assignment, check-in with the Division/Group Supervisor or the Operations Section Chief (OSC).  
•  Receive briefing from immediate supervisor and document briefing on a Unit Log (ICS 214).  
•  Agency representatives (AREPs) from assisting or cooperating agencies: Report to the Liaison Officer (LNO) at the ICP after check-in.  
•  Acquire work materials.  
•  Abide by organizational code of ethics, policies, procedures, and applicable labor agreements.  
•  Participate in Incident Management Team (IMT) meetings and briefings as appropriate.  

Complete  Common Responsibilities  
•  Ensure compliance with all safety practices and procedures. Report unsafe conditions to the Safety Officer (SO).  
•  Supervisors: Maintain accountability for their assigned personnel with regard to exact location(s), personal safety, and welfare at all times, especially when working in or around incident operations.  
•  Supervisors: Organize and brief subordinates.  
•  Know the assigned communication methods and procedures for the Area of Responsibility (AOR) and ensure that communications equipment is operating properly.  
•  Use plain language and ICS terminology (no codes) in all radio communications.  
•  Complete forms, reports, and Unit Log (ICS 214) that are required of the assigned position and ensure proper disposition of incident documentation as directed by the Documentation Unit.  
•  Ensure all equipment is operational prior to each work period.  
•  Report any signs/symptoms of extended incident stress, injury, fatigue, or illness to a supervisor.  

Complete  Common Responsibilities  
•  Brief shift replacement about ongoing operations when relieved at operational periods or during rotation.  
•  Respond to demobilization orders and brief subordinates regarding demobilization.  
•  Prepare personal belongings for demobilization.  
•  Complete demobilization check-out process before being released from the incident, including the return of all equipment.  
•  Upon demobilization, report ETA to home agency.  
•  Participate in after-action activities as directed.  


Common responsibilities of Unit These will not be repeated in 
chapters. 
Complete  Leadership Responsibilities  
•  Review Common Responsibilities.  
•  Upon check-in, receive briefing from Supervisor.  
•  Participate in incident meetings and briefings, as required.  

Complete  Leadership Responsibilities  
•  Determine current status of unit activities and personnel (Personnel Status Report).  
•  Determine resource needs.  
•  Order additional resources, as needed.  
•  Confirm dispatch and ETA of staff and supplies.  
•  Conduct briefings.  
•  Assign specific duties to staff and supervise staff.  
•  Develop and implement accountability, safety, and security measures for assigned resources.  
•  Supervise demobilization of unit, including storage of supplies.  
•  Conduct de-briefings with any assigned personnel.  
•  Provide Supply Unit Leader with a list of supplies to be replenished.  
•  Maintain unit records, including Unit Log (ICS 214).  
•  Complete Incident Personnel Performance Rating (ICS 225).  


3-8

CHAPTER 4: OPERATIONAL PLANNING CYCLE 
Operational Planning Cycle ..............................................................4-2
Special Purpose Meetings ..............................................................4-18



Operational Planning Cycle 
Sound, timely planning provides the foundation for effective incident management. The NIMS planning process represents a template for strategic, operational, and tactical planning that includes all steps an IC and other members of the Command and General Staffs 

period. 
The following five primary phases must be followed, in sequence, to ensure a comprehensive IAP: 
(1) 
Understand the Situation; 

(2) 
Establish Incident Objectives and Strategy; 

(3) 
Develop the Plan; 

(4) 
Prepare and Disseminate the Plan; and 

(5) 
Evaluate and Revise the Plan. 


The IAP must provide clear strategic direction and include a comprehensive listing of the tactical objectives, resources, reserves, and support required to accomplish each overarching incident objective. The comprehensive IAP will state the sequence of events in a coordinated way for achieving multiple incident objectives. However, the IAP 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
. 
During the initial stages of incident management, planners must develop a simple plan that can be 
communicated through concise oral briefings. Frequently, this plan must be developed very quickly INITIAL RESPONSE AND ASSESSMENT – The period of initial response and assessment occurs in all incidents. Responses small in scope and/or duration can be coordinated using the Incident Briefing Form (ICS 201). 

INCIDENT BRIEFING (ICS 201) – During the transfer-ofcommand process, the initial IC briefing provides the incoming Incident Command/Unified Command (IC/UC) with basic information regarding the incident situation and the resources requested/assigned to the incident. Most importantly, the Incident Briefing (ICS 201) serves as the Incident Action Plan (IAP) for the initial response, and remains in force and continues to develop (receive 
generates the incident'

Incident Brief 
Incident Commander 
•	
Receives incident brief from the IC/UC or Planning Section Chief (PSC) using ICS 201. 

•	
Assesses operational requirements. 

•	
Determines current/future organizational and response requirements and objectives. 


Incident Briefing (ICS 201) Agenda: 
Using ICS 201 as an outline, include: 
•	
Current situation (note territory, exposures, safety concerns, etc.; use map/charts). 

•	
Priorities, issues and objectives. 

•	
Current and planned actions. 

•	
Current incident management organization. 

•	
Resource assignments. 

•	
Resources en route and/or ordered. 

•	
Facilities established. 

•	
Incident potential. 



INITIAL UNIFIED COMMAND MEETING – Provides UC officials with an opportunity to discuss and concur on important issues prior to the Unified Command Objectives Meeting. The meeting should be brief and document all important decisions and directions. Prior to the meeting, ICs should have an opportunity to review and prepare to address the agenda items. The results of this meeting will help to guide the overall response efforts. 



Initial UC Meeting 
Incident Commander. 
•	
Negotiates UC participation. 

•	
Clarifies UC roles & responsibilities. 

•	
Negotiates and agrees on key decisions including: 

•	
Jurisdictional boundaries; 

•	
Name of the incident; 

•	
Overall incident management organization; 

•	
Location of ICP, facilities, and support; 

•	
Operational Period length and start time; 

•	
Deputy IC assignments; and 

•	
Other key Command and General staff and technical support as needed. 


Operations 
•	Briefs UC members on current operations. 
Planning 
•	If available, facilitates and documents meeting. 
Logistics & Finance/Administration 
•	May not be activated at this time. 

UNIFIED COMMAND OBJECTIVES MEETING (Sometimes called STRATEGY MEETING) – The Unified Command will identify incident/event priorities, identify any limitations and constraints, and establish incident objectives. For recurring meetings, all products will be reviewed and updated as needed. Products resulting from this meeting, along with decisions and direction from the Initial UC meeting
, will be presented at the Command and General Staff Meeting. 

Unified Command
Objectives Meeting



Command 
•	
Identifies incident priorities. 

•	
Identifies priorities, limitations, and constraints. 

•	
Develops incident objectives. 

•	
Identifies key procedures. 

•	
Develops tasks for Command and General Staff. 

•	
Agrees on division of UC workload. 

•	
IC of the IMT receives and signs the Delegation of Authority. 


Operations 
•	May be present if required. 

Planning 
•	
Facilitates and documents meeting. 

•	
Proposes draft objectives to Command. 



COMMAND AND GENERAL STAFF MEETING – At the Command and General Staff Meeting, IC/UC will present their decisions and management direction to the Command and General Staff Members. This meeting should clarify and help to ensure understanding among the core IMT members on the decisions, objectives, priorities, procedures and functional assignments (tasks) that the IC/UC has discussed and 
approved. Ensuing Command and General Staff Meetings will cover any changes in Command direction, and review the open actions and status of assigned tasks. 

Command & General
Staff Meeting


Command 
•	
Reviews key decisions, priorities, constraints, limitations, objectives, and procedures. 

•	
Presents/reviews functional work assignments (tasks) to the Command and General Staff members. 

•	
Reviews status of open actions, work assignments (tasks) from previous meetings. 


Operations 
•	Provides update on current operations. 

Planning 
•	
Facilitates and documents meeting. 

•	
Sets up meeting room. 



Situation Unit Leader 
•	Provides update on current situation and projections if available. 
Documentation Unit Leader 
•	Documents meeting and distributes meeting materials. 

PREPARING FOR THE TACTICS MEETING – During this phase of the Operational Planning Cycle, the IC and Planning Section Chief (PSC) begin the work of preparing for the upcoming Tactics Meeting. The Operations Section Chief drafts an Operational Planning Worksheet (ICS 215) and an Operations Section organization chart for the next operational period. Also, the Safety Officer (SO) develops in conjunction with the Operations Section Chief the Hazard Risk Analysis Worksheet (Incident Safety Analysis – ICS 215a). The PSC should facilitate/support this process to the greatest extent possible to ensure that the materials, information, resources, etc., to be presented in the Tactics Meeting are organized and accurate. 

TACTICS MEETING – This 30 to 60 minute work session produces information needed to prepare the IAP. The Operations Section organization will be prepared by the Operations Section Chief (OSC) prior to the completion of the Operational Planning Worksheet (ICS 215). The SO will prepare the Hazard Risk Analysis Worksheet (Incident Safety Analysis – ICS 215a). OSC/PSC will solicit input from attendees in order to refine these draft products for full staff approval at the Planning Meeting. 

Tactics Meeting 
Planning 
•	
Sets up meeting room. 

•	
Facilitates meeting. 

•	
Presents current situation and provides projections. 

•	
Presents resources status. 

•	
Documents meeting. 



Operations: 
•	
Briefs current operations. 

•	
Presents strategies, tactics, and resource needs using ICS 215. 

•	
Identifies alternative strategies. 

•	
Presents the Operations Section Organization. 



Safety 


When: Prior to Planning Meeting 
Facilitator: PSC 
Attendees: PSC, OSC, LSC, (Resource, Situation, Documentation, & Comm Unit leaders) & tech specialists 
PREPARING FOR THE PLANNING MEETING – The Command and General Staff prepare for the upcoming Planning Meeting. The PSC ensures the material, information, resources, etc., used or discussed in the Planning Meeting are prepared and ready for presentation during the meeting. These preparations include posting the agenda, incident objectives, map, Operations Section organizational chart, ICS 215 Operational Planning Worksheet, ICS 215a Incident Safety Analysis, etc. 

Preparing for the Planning
Meeting


Command 
•	
Prepares further guidance/clarification. 

•	
As needed, meets informally with appropriate staff members. 


Operations 
•	
Prepares on-going operations update. 

•	
Prepares final draft ICS 215. 

•	
Coordinates with other staff as needed. 


Planning 
•	
Sets up meeting room. 

•	
Develops resource, support, and overhead requests and submits to Logistics after the planning meeting. 

•	
Publishes/distributes meeting schedule and ensures attendees are prepared (Posted Agenda). 

•	
Makes duplicate documents for Command that are needed to support presentations. 


Logistics 
•	
Prepares resources orders to support IAP. (submitted after the planning meeting) 

•	
Prepares for Planning Meeting. 

•	
Verifies support requirements. 



Finance/Admin 
•	
Prepares for Planning Meeting. 

•	
Verifies financial and administrative requirements. 



PLANNING MEETING – This meeting provides an overview of the tactical plan to achieve IC current objectives for the upcoming operational period. The OSC will present the proposed plan to the Command and General Staff for review and comment. OSC will discuss strategy and tactics that were considered and chosen to best meet the objectives for the next operational period. The OSC will also briefly discuss how the incident will be INCIDENT ACTION PLAN PREPARATION AND APPROVAL – Appropriate IMT members must immediately complete the assigned task/products that need to be included in the IAP. These products must meet the deadline as set by the PSC so that Planning Section can assemble the IAP components. The deadline must be early enough to permit timely IC/UC review, approval, and duplication of sufficient copies for the Operations Briefing and other IMT members. The Safety Officer develops the General Safety Message/Site Safety Plan for the IAP. 




IAP Preparation &
Approval


Command 
•	Reviews, approves and signs IAP. 

Operations 
•	
Provides required information for inclusion into IAP (ICS 220). 

•	
Works with Planning to ensure that the chart and ICS 204(s) are complete. 


Planning 
•	
Facilitates gathering of required documents and assembles IAP. 

•	
Reviews IAP for completeness. 

•	
Provides completed IAP to IC/UC for review/approval. 

•	
Makes sufficient copies of the IAP. 

•	
Distributes IAP to appropriate team members and files original. 


Logistics 
•	
Reviews Logistics Section products for completeness (ICS 205, ICS 206, etc.). 

•	
Provides logistics information for IAP. 

•	
Verifies resources ordered/status. 



Finance/Admin 
•	Verifies financial and administrative requirements for IAP. 




Decontamination Plan Technical Specialist 
Waste Management or Technical Specialist Disposal Plan 
Other Plans and/or 
As required 
documents, as required (215a, Risk/Hazard Analysis) OPERATIONS BRIEFING – This briefing (30 minutes or less) presents the IAP to the Operations Section oncoming supervisory personnel. After this briefing and during the shift change, off-going supervisors should be interviewed by their relief and by the OSC in order to validate IAP effectiveness. The Division/Group Supervisor may make last minute adjustments to tactics over which they have purview. Similarly, a supervisor may reallocate resources within that Division/Group to adapt to changing conditions. 


ASSESS PROGRESS – Assessment is an ongoing, continuous process to help adjust current operations and help plan for future operations. Following the briefing and shift change, all Command Staff Section Chiefs will review the incident management progress and make recommendations to the IC/UC in preparation for the next IC/UC Objectives Meeting. This feedback/information is continuously gathered from various sources, including 
they are supporting. 



Execute Plan & Assess
Progress


Incident Commander (IC/UC) 
•	
Monitors ongoing incident management activities. 

•	
Considers Best Response practices, evaluates prior decisions, direction, priorities, and task assignments. 


Operations 
•	
Monitors ongoing operations and makes strategic and tactical changes as necessary. 

•	
Measures/ensures progress against assigned objectives. 

•	
Briefs Command on a scheduled basis. 


Planning 
•	
Ensures ongoing operational information is being collected and documented. 

•	
Develops new/revised incident objectives and provides them to IC/UC. 


Logistics 
•	Evaluates logistical support effectiveness and makes organizational and procedural adjustments as needed. 
Finance/Admin 
•	Monitors ongoing operations to ensure accurate and timely administrative and financial reporting. 
Safety Officer 
•	
Monitors ongoing operations and corrects unsafe practices. 

•	
Evaluates effectiveness of the Risk Hazard Analysis (ICS 215a) and Site Safety Plan. 





Special Purpose Meetings 
Special Purpose meetings are most applicable to larger incidents requiring an Operational Period Planning Cycle, but may also be useful during the Initial Response Phase. 
BUSINESS MANAGEMENT MEETING – The purpose of this meeting is to develop and update the Business Management Plan for finance and logistical support. The agenda could include: documentation issues, cost sharing, cost analysis, finance requirements, resource procurement, and financial summary data. Attendees normally include the Finance/Administration Section Chief (FSC), Cost Unit Leader, Procurement Unit Leader, Logistics Section Chief (LSC), Situation Unit Leader, and 

incident. (It is not necessary to establish a JIC for all incidents.) Its purpose is to brief the media and the public on the most current and accurate facts. It is set up by the Public Information Officer (PIO), moderated by an IC/UC spokesperson, and features selected spokespersons. Spokespersons should be prepared by the PIO to address anticipated issues. The briefing should be well-planned, organized, and scheduled to meet the media’s needs. 
TECHNICAL SPECIALIST MEETING – Meetings to gather Technical Specialist input for the IAP. 
DEMOBILIZATION PLANNING MEETING – This meeting is held to gather functional requirements from Command, Command Staff, and General Staff that would be included in the incident Demobilization Plan. 


CHAPTER 5: COMMAND STAFF

Organization Chart......................................................................... 5-2
Position Checklists......................................................................... 5-2


5-1

Organization Chart


and determine the most appropriate direction for the management team to follow during the response. This is accomplished by making key decisions, setting priorities, developing response objectives, and assigning work (tasks) to primary staff within the first operational period and ongoing throughout the incident/event. Information and examples for key decisions and objectives are located in chapter 13. 
5-2

The IC may have Deputy Incident Commanders who may be from the same agency or from an assisting agency. The Deputy Incident Commander must have the same certifications/qualifications as the person for whom they work, as they must be ready to take over that position at any time. When span of control becomes an issue for the IC, a Deputy Incident Commander/Chief of Staff may be assigned to manage the Command Staff. 
The major responsibilities of the IC are: 
Complete  Incident Commander Major Responsibilities  
•  Review the Common Responsibilities in Chapter 3.  
•  Upon arrival, assess the situation and obtain incident briefing from IC.  
•  Establish priorities.  
•  Determine incident objectives and general direction for managing the incident.  
•  Establish an Incident Command Post (ICP).  
•  Brief the Command Staff and Section Chiefs.  
•  Ensure scene security.  
•  Establish an appropriate organization.  
•  If applicable, consider the incident as a potential crime scene; preserve evidence and coordinate with law enforcement.  
•  Ensure adherence to the operational planning cycle.  

Complete  Incident Commander  
Major Responsibilities  
•  Approve and authorize the implementation of an Incident Action Plan (IAP).  
•  Ensure that adequate safety measures are in place, including the assignment of a safety officer.  
•  Coordinate activities for all Command and General Staff.  
•  Coordinate with key stakeholders.  
•  Make appropriate notifications (e.g., hospitals, health department, etc.).  
•  Approve requests for additional resources or for the release of resources.  
•  Keep agency administrator informed of incident status.  
•  Approve the use of trainees, volunteers, and auxiliary personnel.  
•  Authorize release of information to the news media.  
•  Ensure Incident Status Summary (ICS 209) is completed and forwarded to the appropriate higher authority.  
•  Order the demobilization of the incident when appropriate.  
•  Ensure establishment and oversight of a Joint Information Center (JIC).  
•  Maintain a Unit Log (ICS 214).  

PUBLIC INFORMATION OFFICER (PIO) – The PIO is responsible for developing and releasing information about the incident to the news media, incident personnel, and other appropriate agencies and organizations. 
Only one primary PIO will be assigned for each incident, including incidents operating under Unified 
generally apply on any incident. 

Complete  Public Information Officer Major Responsibilities  
•  Review the Common Responsibilities in Chapter 3.  
•  Determine from the IC if there are any limits on information release.  
•  Develop material for use in media briefings.  
•  Obtain IC approval of media releases.  
•  Inform the media and conduct media briefings.  
•  Arrange for tours and other interviews or briefings as required.  

Complete  Public Information Officer  
Major Responsibilities  
•  Evaluate the need for and, as appropriate, establish and operate a Joint Information System (JIS).  
•  Establish a JIC to coordinate and disseminate accurate and timely incident-related information as necessary.  
•  Obtain media information that may be useful to incident planning.  
•  Maintain current information summaries and/or displays on the incident and provide information on the status of the incident to assigned personnel.  
•  Ensure that all required agency forms, reports, and documents are completed prior to demobilization.  
•  Brief Command on PIO issues and concerns.  
•  Advise Incident Command or Unified Command (IC/UC) on all public information matters.  
•  Manage media and public inquiries.  
•  Coordinate emergency public information and warnings.  
•  Conduct rumor monitoring and control.  
•  Conduct media monitoring.  
•  Have debriefing session with the IC prior to demobilization.  
•  Maintain a Unit Log (ICS 214).  

SAFETY OFFICER (SO) – The SO’s function is to develop and recommend measures for ensuring personnel safety and to assess and/or anticipate hazardous and unsafe situations. The SO has the authority and obligation to alter, delay, suspend, and terminate any and all operations immediately dangerous to life and health of any personnel. 
Only one primary incident SO will be assigned for each incident. 


Complete  Safety Officer Major Responsibilities  
•  Coordinate with law enforcement to provide security and control of perimeters.  
•  Confirm control zones have been established and monitored.  
•  Ensure the selection of Personal Protective Equipment (PPE) and other equipment meets the needs of the incident.  
•  Ensure that personnel accountability system is in place for all personnel.  
•  Ensure that working conditions are monitored and work/rest guidelines are adhered to.  
•  Designate emergency evacuation guidelines.  
•  Review the IAP for safety implications.  
•  Provide safety advice in the IAP for assigned responders.  
•  Ensure identified resources are in place to meet the mental health needs of responders.  
•  Exercise emergency authority to stop and prevent unsafe acts and notify IC.  
•  Investigate accidents that have occurred within the incident area.  
•  Assign assistants, as needed.  
•  Review and approve the Medical Plan (ICS 206).  
•  Develop the Site Safety Plan as required.  

Complete  Safety Officer Major Responsibilities  
•  Ensure that all required agency forms, reports, and documents are completed prior to demobilization.  
•  Brief the IC on safety issues and concerns.  
•  Have a debriefing session with the IC prior to demobilization.  
•  Maintain a Unit Log (ICS 214).  


5-9

Complete  Liaison Officer Major Responsibilities  
•  Assist in establishing and coordinating interagency contacts.  
•  Keep agencies supporting the incident aware of the incident’s status.  
•  Monitor incident operations to identify current or potential inter-organizational problems.  
•  Participate in planning meetings and provide current resource status, including limitations and capability of assisting agency resources.  
•  Coordinate response resource needs for incident investigation activities with the OSC.  
•  Ensure that all required agency forms, reports, and documents are completed prior to demobilization.  
•  Brief the IC on agency issues and concerns.  
•  Have debriefing session with the IC prior to demobilization.  
•  Maintain a Unit Log (ICS 214).  

AGENCY REPRESENTATIVES – In many multi-jurisdiction incidents, an agency or jurisdiction may send a representative to assist in coordination efforts. 
An AREP is an individual assigned to an incident from an assisting or cooperating agency who has been delegated authority to make decisions on matters affecting that agency's participation at the incident. 
5-10

AREPs report to the LNO or to the IC in the absence of a LNO. 
The major responsibilities of the AREPs are: 
Complete  Agency Representatives  
Major Responsibilities  
•  Review the Common Responsibilities in Chapter 3.  
•  Ensure that all agency resources are properly checked in at the incident.  
•  Obtain a briefing from the LNO or IC.  
•  Inform any assisting or cooperating agency personnel at the incident that the AREP position for that agency has been filled.  
•  Attend briefings and planning meetings as required.  
•  Provide input on the use of agency resources unless resource technical specialists are assigned from the agency.  
•  Cooperate fully with the IC/UC and the General Staff on agency involvement at the incident.  
•  Ensure the well-being of agency personnel assigned to the incident.  
•  Advise the LNO of any special agency needs or requirements.  
•  Report to home agency dispatch or headquarters on a pre-arranged schedule.  

Complete  Agency Representatives  
Major Responsibilities  
•  Ensure that all agency personnel and equipment are properly accounted for and released prior to departure.  
•  Ensure that all required agency forms, reports, and documents are completed prior to demobilization.  
•  Have a debriefing session with the LNO or IC/UC before demobilization.  
•  Maintain a Unit Log (ICS 214).  


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CHAPTER 6: UNIFIED COMMAND

Introduction .................................................................................... 6-2
UC Composition:............................................................................ 6-2


6-1


Introduction 
Unified Command (UC) is a feature of the Incident Command System (ICS). UC members can include agencies, organizations, or private industries (when an incident affects their facilities). The need for UC is brought about when an incident affects the jurisdictional or statutory responsibility of more than one agency. The UC links the responding organizations to the incident and provides a forum for these agencies to make consensus decisions. ICs continue to carry out their respective agency’s jurisdictional responsibilities. Under UC, the various jurisdictions and/or agencies and non-government responders may blend together throughout the organization to create an integrated 
hazardous substance, health care, and Emergency Medical Service (EMS)). 

UC Composition: 
Actual UC composition for a specific incident will be determined on a case-by-case basis taking into account: 
• The specifics of the incident. 

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• 
Determinations outlined in existing response plans. 

• 
Decisions reached during the initial meeting of the UC. 

• 
The flexible composition of the UC, which may change as an incident progresses in order to account for changes in the situation. 



UC is responsible for overall management of the incident. UC directs incident activities, including development and implementation of overall objectives and strategies, and approves ordering and releasing of resources. UC is not a “decision by committee”. The principals are there to command the response to an incident. Speed is critical. UC should develop synergy based on the significant capabilities that are brought by the various representatives. There should be personal 
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acknowledgement of each representative’s unique capabilities, a shared understanding of the situation, and agreement on the common objectives. Contentious issues may arise, but the UC framework provides a forum and a process to resolve problems and find solutions. 
A cooperative attitude and a thorough understanding of 

The UC may assign Deputy IC(s) to assist in carrying out IC and/or UC responsibilities. UC members may also be assigned individual legal and administrative support from their own organizations. 

To be considered for inclusion as a UC representative, the involved organization: 
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1.	
Must have jurisdictional authority or functional responsibility under a law or ordinance for the incident. 

2.	
Incident or response operations must have impact on the organization’s Area of Responsibility (AOR). 

3.	
Must be specifically charged by law or ordinance with commanding, coordinating, or managing a major aspect of the incident response. 



Information Center (JIC), if established. 
•	
Agree on managing sensitive information and operational security issues. 

•	
Agree on logistical support including resource ordering procedures. 

•	
Agree on cost-sharing and cost accounting procedures, as appropriate. 


It is important to note that participation in UC occurs 
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without any agency abdicating authority, responsibility, or accountability. 

If an agency is not represented in UC but is involved in the response effort, a representative may: 
•	
Serve as an assisting or cooperating agency or company representative who has direct contact with the Liaison Officer (LNO). 

•	
Provide stakeholder input to the LNO (for
environmental, economic, social, or political
issues).


•	
Serve as a Technical Specialist in the Planning Section. 


•	Provide input directly to a member of UC. 


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6-7

CHAPTER 7: AREA COMMAND

Area Command (AC) Overview .................................................... 7-2
Area Command Concept of Operations ....................................... 7-3
Area Command Organization Example........................................ 7-6
Area Command Position Checklists ............................................. 7-7
Optional Positions/Technical Specialists...................................... 7-9


7-1


Area Command (AC) Overview 
AC is an expansion of the Incident Command function. An AC is established either to oversee the management of multiple incidents being handled by a separate Incident Command System (ICS) organization or to oversee the management of a very large incident 

7-2

Complete  
•  Ensure that incident(s) objectives are met and do not conflict with each other or with agency policy.  

The organization is normally small, with personnel assigned to Command, Planning, Logistics and 

incidents involved, the AC may issue a Delegation of Authority or re-delegations to the respective ICs. This will help to ensure that agency direction is made clear to all parties. 
The AC team should consist of the best-qualified personnel with respect to their functional areas. The functions of AC require personnel that have experience in, and are qualified to oversee, complex incident 
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situations. The concepts of AC should be part of planning, training, and exercises. 
Area Command Responsibilities 
AC has the overall responsibility for strategic management of the incident(s) and will: 
Completed  Area Command Responsibilities  
•  Establish priorities.  
•  Set overall objectives.  
•  Ensure that incident management teams are qualified.  
•  Allocate/reallocate critical resources.  
•  Identify and report critical resource needs.  
•  Coordinate with agency administrator, Emergency Operations Center (EOC), other Multiagency Coordination (MAC) groups, and the media.  
•  Coordinate the demobilization of assigned resources.  
•  Coordinate short-term recovery activities for transition to full recovery operations.  
•  Ensure effective communications.  
•  Provide for personnel accountability and a safe operating environment.  


Area Command Staffing 
The AC organization should be kept as small as possible. The size of the AC organization will be determined by the authorities and support requirements 
7-4 AREA COMMAND AREA COMMAND 
of the incident(s) and follows standard ICS principles like flexibility and scalability. Under normal circumstances, AC staffing will consist of the following: 
1. 
Area Commander(s) and Deputy/Deputies. 

2. 
AC Logistics Chief. 

3. 
AC Planning Chief. 

4. AC Critical Resources Unit Leader
. 

5. 
AC Situation Unit Leader. 

6. 

7. 
AC Liaison Officer (LNO). 


Optional Staffing: 
8. 
AC Safety Officer (SO). 
19. 
AC Aviation Coordinator. 

20. 
AC Staging Manager. 


The Area Command organization does not, in any way, replace the on-scene incident organization(s) or functions. The above positions, if established, are strictly related to supporting the AC functional responsibilities. Tactical operations continue to be directed at the on-scene IC/UC Command Ievel. 
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7-6

AREA COMMAND AREA COMMAND


Area Command Position Checklists 

AREA COMMANDER 
The Area Commander is responsible for the overall direction of Incident Management Teams (IMTs) assigned to the same incident or to incidents in close proximity. This responsibility includes ensuring that 
established and that strategies are selected for the use of critical resources. 
The Area Commander is responsible for providing the overall direction to the on-scene Incident Commander(s) (IC). This responsibility includes ensuring that conflicts are resolved, incident objectives are established, and strategies are selected to meet AC 
they must be ready to take over that position at any time. When span of control becomes an issue for the AC, a Deputy Area Commander/Chief of Staff may be assigned to manage the AC Command Staff. 


AC LOGISTICS CHIEF 
The AC Logistics Chief is responsible for providing facilities, services, and material at the AC level, and for ensuring effective use of critical resources and supplies among the IMTs. 
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AC PLANNING CHIEF