Trainees Manual

ICSPC
INCIDENT COMMAND SYSTEM

POSITION COURSE
TRAINEE’S MANUAL
INCIDENT COMMAND SYSTEM
POSITION COURSE
TRAINEE’S MANUAL
Rationale
The Philippines, situated along the Pacific Ring of Fire and the Typhoon Belt, is exposed to
natural hazards such as typhoons, earthquakes, volcanic eruptions, and tsunamis.
Furthermore, human-induced hazards such as crimes, terrorism and bombing also threaten the
lives of the Filipinos.
The disaster risk profile of the Philippines necessitates the establishment of an efficient and
effective response system that shall help manage the consequences of disasters. Hence, as
provided for in the Republic Act (RA) 10121, otherwise known as the Philippine Disaster
Risk Reduction and Management (DRRM) Law, the Office of Civil Defense (OCD) has been
mandated to establish the Incident Command System (ICS) in the country.
ICS is an on-scene disaster response tool that is used to integrate the complex inter-agency
structures of different agencies to work for a common set of objectives during operations. It
has been institutionalized as a disaster response mechanism of the in the Philippine DRRM
System by virtue of the National Disaster Risk Reduction and Management Council
(NDRRMC) Memorandum Circular No. 4 s. 2012 issued on 28 March 2012.
Through years of constant training and practice on ICS, the operations of disaster responders
have significantly improved in terms of resource management, reporting and documentation,
promoting responders’ safety, and efficient utilization of response assets. The success stories
in the utilization of ICS have been evident in the past operations for disasters such as
Typhoon Ruby and Mt. Apo Fire Incident as well as for planned events such as the Asia-
Pacific Economic Cooperation (APEC) hosting.
In the Integrated Planning Course on ICS, it was learned how the members of the Planning
Section work together for effective and efficient ICS planning. It involves collaboration
among the Planning Section Chief and the Unit Leaders, namely, Resources Unit, Situation
Unit, Documentation Unit and Demobilization Unit. The outputs of the integrated planning
process will then be implemented by the rest of the Incident Management Team (IMT)
members to achieve the incident objectives.
In order to develop better appreciation and understanding of the different positions in the
IMT, there is a need to conduct an ICS training that will highlight the roles and
responsibilities of the Incident Commander, the Operations Section, the Logistics Section and
Finance and Administration Section. Hence, the training course design for the conduct of
five-day ICS Position Courses is prepared.
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General Objective
At the end of the training, the participants will be able to obtain the knowledge, skills and
attitude that are essential for the application of duties and responsibilities an Incident
Commander, together with the functions of the Operations Section, the Logistics Section
and Finance and Administration Section.
Specific Objectives
Upon completion of the training, the participants will be able to:
1. Determine the duties, responsibilities and considerations for managing the following
positions:
a. Incident Commander
b. Operations Section
c. Logistics Section
d. Finance and Administration Section
2. Determine the common responsibilities to be undertaken by all Section Chiefs and
Unit Leaders.
Module Descriptions
MODULES DESCRIPTIONS
Module 1: Incident This module describes the roles and responsibilities of the Incident
Commander Commander as the overall in charge of the IMT.
Module 2: This module presents the Operations Section as the Section
Operations Section responsible for the implementation of tactical operations.
Module 3: Logistics This module highlights the roles of the Logistics Section in
Section providing logistical support to the IMT.
Module 4: Finance This module presents the importance of Finance and Administration
and Administration Section in managing financial and administrative concerns.
Section
Module 5: Common This module determines the overall responsibilities that ICS
Responsibilities practitioners holding key positions.
Teaching-Learning Methodologies
Interactive-lecture discussion
Workshops
Structured learning exercises
Demonstration
Duration
Five (5) days
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Course Schedule
DAY 1
TIME PARTICULARS
0800H - 0830H Arrival and Registration
0830H - 0930H Opening Program
0930H – 1000H Preliminaries

 Admin Announcements
 Course Overview
 Pre-Exam
 Expectations Setting
1000H - 1015H AM Break
1015H - 1100H Module 1: Incident Commander

 Session 1: Staff Overview
1100H - 1200H  Session 2: Working with the RO
1200H - 1300H Lunch Break
1300H - 1430H  Session 3: Managing the IMT (with exercise)
1430H - 1445H PM Break
1445H - 1615H  Session 4: Unified Command and Area Command
1615H - 1630H Daily Evaluation
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DAY 2
TIME PARTICULARS
0800H - 0830H Recapitulation
0830H - 0930H  Session 5: Objectives, Strategies and Tactics (with exercise)
0945H - 1200H  Session 6: IC in the Planning Process
1300H - 1400H  Session 7: Special Functions (with exercise)
1400H – 1530H  Session 8: Transfer of Command (with exercise)
1545H - 1645H  Session 9: Demobilization and Closeout
DAY 3
TIME PARTICULARS
0830H - 0900H Module 2: Operations Section

0915H - 1200H  Session 2: Operations Management Cycle (with exercise)
1300H - 1500H  Session 3: OSC in the Planning Process
1515H - 1645H  Session 4: Adjusting the Operations Section (with exercise)
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DAY 4
TIME PARTICULARS
0830H - 0930H Module 3: Logistics Section

0945H - 1200H  Session 2: Service Branch
1300H - 1500H  Session 3: Support Branch
1515H - 1645H  Session 4: LSC in the Planning Process (with exercise)
DAY 5
TIME PARTICULARS
0800H - 0830H Day 4 Recap
0830H - 1000H Module 4: Finance and Administration Section
1015H – 1200H Module 5: Common Responsibilities
1200H – 1300H Lunch Break
1300H – 1400H Final Exercise
1400H - 1500H Concluding Activities

 Final Course Evaluation
 Post-Exam
 Closing Program
1500H End of Training
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Module 1: Incident Commander
Session 1: Staff Overview
Session Objectives
Upon completion of this session, the participants will be able to:
1. Determine the IC’s typical functions;
2. Explain the characteristics of an effective IC; and
3. Determine the common contents of an IC kit.
IC Common Functions
• Has overall ________ for on-scene response operations

• Selected by ________ based on qualifications and experience
• Acts as ________ to the incident
• IC Typical Functions
• Receives briefing from RO / ________
• Determines incident ________ based on situation assessment and priorities
• Establishes the ________ as key facility
• Establishes ICS ________ composed of key personnel
• Determines response ________
• Coordinates activities for ________ and ________ Staff
• Ensures ________ are scheduled
• Approves ________ for implementation
• Ensures ________ measures are in place
• Coordinates with key ________
• Keeps ________ informed about incident status
• Authorizes release of information to ________
• Approves deployment of ________, volunteers and auxiliary personnel
• Orders ________
• Ensures complete ________
• Displays ________ presence
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Deputy IC
• DPIC must be fully qualified as the IC
• There can be more than one Deputies
• May be assigned with special tasks
Command Staff
The IC may designate Command Staff to provide information, liaison, and safety services.
Public Information Officer (PIO)

• Focal person for ________ dissemination
• Works closely with other PIOs and the ________
• May have assistant(s)
Liaison Officer (LOFR)

• ________ point for agency representatives (AREPS)
Safety Officer (SOFR)

• Works with Operations
• Anticipates, detects, and corrects ________ situations
• Has emergency authority to ________ unsafe operations
Characteristics of an effective IC
Understands ICS Quick thinker

Has command presence Good communicator
Proven manager Adaptable and flexible
Puts safety first Realistic about personal limitations
Proactive Politically astute
Decisive Has courage and conviction
Objective God-fearing
Calm
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IC Kit
Common Contents
• Position identification (for the IMT members)
• ICS Forms
• Relevant documents
– Agency specific forms
– Office Orders/ Memorandum Orders
– Reports (e.g. EOC Situation Report)
– Delegation of Authority
– ICS Field Operations Guide
ICS Field Operations Guide

• Approved on 23 October 2014
• Contains checklists and step-by-step guides on the application of ICS and the roles
and responsibilities of each IMT member
Other Contents
• Camera
• Recorder
• Radio
• Laptop
• Storage drives
• GPS receiver
• Batteries
• Relevant maps
• Writing materials
• Relevant office supplies
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NOTES
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Module 1 Session 2: Working with the RO
Session Objectives
Upon completion of this session, the participants will be able to :
1. Determine the essentials of working with the RO; and
2. Explain the different methods for RO monitoring and management.
Responsible Official
• Generic title of the decision making authority in an agency or organization

• Also known as “Agency Official” or “Chief Executive”
Common Examples of ROs in the Philippines
Duties of the RO
• Determines complexity
• Assigns qualified IC
• Clarifies authority
• Establishes priorities and guidance
• Briefs the IC and IMT
• Assigns Area Command, if needed
• Supervises the IC or Area Commander
• Assigns EOC manager
• Monitors IC and IMT performance
IC Briefing
RO provides the IC with:
1. Policy
2. Mission
3. Direction
4. Authority
Location of RO
• RO is generally NOT at the Incident
• RO usually operates from:
o Main office, or
o EOC
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Lines of Authority
• RO should designate one IC (unless using UC)
• IC is accountable to RO
• RO orients, counsels, and instructs IC
• If needed, a written Delegation of Authority is issued to IC
Common DOA Components

• Legal and policy references
• Duties and responsibilities
• Priorities
• Duration of delegation
• Other concerns (political, social, environmental, etc.)
RO Representative
• The RO may assign a key staff officer as representative
• Written authorization for the RO rep may be needed
RO Monitoring and Management
IAP Review
Check if the objectives in the IAP match the priorities of the RO and the coordination of the
EOC
RO Briefing
• Used to convey management objectives to the AC/IC
• Provides critical information required by the IMT to do their jobs
• Provides information needed to establish Incident Objectives
RO Briefing Considerations
• Brief early
• Brief the entire IMT
• Do it right the first time
• Complete the DOA
• IC should establish IMT protocol
• Usually 60 – 90 minutes and not much longer
Common RO Briefing Agenda

• General situation
• Current authority over the incident
• Priorities and expectations
• Communication procedures
• Interacting with the media
• Meeting / reporting timelines
• Policies, political factors or other constraints
Situation Report
• Documentation of the overall response operations
• Should be updated regularly by the EOC
• ICS 209 from the IMT becomes the reference for the final situation report
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Close-out
RO meets with IMT to discuss the proceedings of the response.
Performance Evaluation
• ROs may require for a complete performance evaluations on ICs
• Other agencies may ask for a performance evaluation at the end of the operations
• ICs also require evaluation for certain positions on the ICS organization
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NOTES
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Module 1 Session 3: Managing the IMT
Session Objectives
1. Describe the “team” in ICS;
2. Determine procedures for orienting new IMT members;
3. Explain indicators for IMT’s success; and
4. Determine considerations for managing the Command and General Staff.
The “Team” in ICS
• The team in ICS is called Incident Management Team

• Each member of the basic IMT is also a leader of a functional team
• Even the IC may be part of another team
• All of the teams join together in the overall response efforts
• The attitude and effectiveness of the IMT will spread through the entire response
organization
Orientation for New IMT Members

Welcome New Members
Common Concerns by New IMT Members
Agenda for Orientation

• Laws and agency policies
• RO instructions
• Responsibilities and expectations
• Communications protocols
• Meeting and briefing schedules
• Deadlines
• Work ethics
• Others?
Establish Team Professionalism

• Get team support and buy-in
• Working as a team creates synergism
Ensure Team Identify

• Team Uniform (e.g. vests)
• Team Pins
• Others?
Indicators of IMT’s Success
• Differences are managed

• There is transition period to prepare the IMT.
• Purpose of incident management is effectively and efficiently achieved.
• RO, agencies and stakeholders are satisfied.
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Managing the IMT
• Stick to the Planning P

• Supervise the work flow as your IMT moves through the planning process
• Ensure Team Communication: Good communication must be evident between all
IMT members and responders.
• Empower the Members: Command and General Staff members down to the Unit
Leaders are also supervisors on their own.
Managing the Command Staff
• Only one person for each position

• Select from qualified agency or organization
• Positions should not be combined
• Command Staff members report directly to the IC
• Command Staff members may interact with any position within the ICS organization
for purposes of information exchange
SOFR Perils and Pitfalls

• Retaining the safety function too long alone
• Failure to consider all disciplines
• Inadequate number of Assistant SOFRs
• Reliance on non-responder assets for help
LOFR Perils and Pitfalls

• Trying to maintain tactical coordination through the LOFR
• Underestimating IC’s personal contacts
• Forgetting to ensure coordination between the LOFR and PIO
• Forgetting the LOFR
PIO Perils and Pitfalls

• Poor coordination of instructions
• Understaffing the function
• Failure to retain control of PIO time and priorities
Managing the General Staff
• Only one person for each position

• Select from qualified agency or organization
• Each General Staff member reports directly to the IC
• Deputy positions may be established
• General Staff members may exchange information with any person within the
organization
• Direction of instructions / orders takes place through the chain of command
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Clear Separation of Sections
OSC Perils and Pitfalls

• Too much or not enough oversight
• Single discipline focus
• Lack of communication between Operations, Plans, and Logistics
• Tactical information is not getting to PSC in time to create a good IAP
PSC Perils and Pitfalls

• Planning process is not followed or lags behind
• Failure to discuss information needs with PSC
• IAP has mistakes or is not usable by Operations
• Resource Unit is not effective
• Inadequate maps and intelligence
• Operations and Plans aren’t talking about incident potential and progress
• No contingency or long-range plan
LSC Perils and Pitfalls

• Tactical resources procured directly by Operations
• Slow response from some logistics functions
• Operational activities get ahead of Logistics
• Lack of communication between Logistics, Plans, and Operations
• End runs and lack of advanced planning for critical resources
• Problems between Logistics and EOC
FSC Perils and Pitfalls

• Neglect for finance and admin concerns
• Underutilization of FSC and unit members
• Non monitoring of expenses and chargeability
• Disallowance by COA
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NOTES
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Module 1 Session 4: Command Structures
Session Objective
Upon completion of this module, the participants will be able to explain the concept Unified
Command and Area Command as Command Structures.
Review: What is Command?

• On-scene management and supervision of tactical activities on the incident
• Involves establishment and implementation of Incident Objectives
Review: Incident Management Options

• Single Command
• Unified Command
• Incident Complex
• Single Incident Divided
• Area Command
Unified Command (UC)
What is Unified Command (UC)?
• Allows agencies or jurisdictions (or event countries) with responsibility for the
incident to jointly provide management direction.
• Works with a common set of incident objectives and strategies.
• OSC uses SINGLE IAP.
Agency vs Jurisdiction
Agency
• An organization with functional assignment
• Can come from government, private sector or CSOs
Jurisdiction
• Refers to geographical or political authority over the incident
UC Considerations
• There should only be one IC unless using UC
• Multiple agencies or jurisdictions do not automatically require UC
• An agency cannot ignore its jurisdictional responsibilities by law (nor can it assume
jurisdiction where it has none)
• There is team effort to establish objectives
UC Applications
• More than one geographic jurisdiction
• Multiple agencies within a single jurisdiction
• Incidents involving multiple geographic and functional agencies
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Elements to Consider in UC
• Policies, objectives, and strategies
• Organization
• Resources
• Operations
Guidelines for the Use of UC

• Understand the purpose of UC
• Determine essential functions
• Implement early
• Concur with OSC and other IMT members
• ICs should meet privately
• There should only be one spokesperson for all ICs
• ICs should report to single EOC for support activities
Area Command (AC)
What is Area Command (AC)?

Used to perform the following:
• Oversee management of multiple incidents by multiple IMTs; or
• Oversee multiple IMTs managing a single very large incident
Features of AC
• Used on a number of incidents in the same area, and often of the same kind
• Used when there is multi- jurisdictional competition for critical resources
• Provides an intermediate level of command
• ICs report to the Area Commander but does not replace IC’s authority and
responsibility
Area Command Team (ACT)

• Establishes the overall priorities for the multiple IMTs
• Allocates critical resources based on the priorities
• Reports the progress of actions of the multiple IMTs to the overall agency
Chain of Command and Reporting Relationships
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Module 1 Session 5: Objectives, Strategies and Tactics
Session Objective
Upon completion of this module, the participants will be able to define objectives, strategies
and tactics in the context of ICS.
Objectives
Definition of Objective
“Something toward which effort is directed;”
“An aim, goal, or end of action”
Management Objectives
• Also refer to priorities and directives based on laws, regulations, policies, etc.
• Provided by the RO to the IMT
• Seldom change
• Examples:
o Ensure zero casualties
o Protect endangered species habitat
o Preserve cultural resources
Incident Objectives
• Actions to be accomplished within the Operational Period
• Anchored on Management Objectives
• Often change
• Displayed on ICS 202
Review: “SMART” Objectives
Review: Priorities for Developing Incident Objectives
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Common Sequence of Incident Objectives
1. Ensure responder and public safety
2. Define the magnitude of the problem
3. Contain the problem
4. Establish incident mitigation standards
5. Identify incident mitigation options
6. Establish incident mitigation priorities
7. Mitigate the problem
Strategy and Tactics
Review: Strategy
• General method selected to accomplish management/incident objectives.
• Provides general direction
• Use of Divisions (Geographical) or Groups (Functional) is an example of strategy
Review: Tactics
• Short term, site-specific actions
• Determined by the OSC
• Documented in IAP
• Has appropriate amount of detail
Review: Management by Objectives
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Module 1 Session 6: IC in the Planning Process
Session Objectives
1. Explain the importance of planning process to the IC; and
2. Determine the roles of the IC in the Planning P Cycle
Importance of Planning Process
• To be focused on moving forward

• To provide timely routines
• To provide input
• To document decisions and actions
General Planning Roles of IC

• Ensures adherence to the Planning Process
• Ensures facilitating role of the PSC
• Supervises IMT members’ engagement
• Ensures completeness of other plans
• Directs for plan adjustments if needed
Common Incident Plans

• Incident Action Plan (IAP)
• Other plans:
o Contingency Plans
o Agency Emergency Plans
o Response Cluster Plans
Example Triggers for Plan Adjustments

• Existence of threats
• Logistical challenges
• Other activities in the area
• Special situations
• External influences
• Restrictions of local and national policies
Roles of IC in Planning P
IC Roles in Initial Response

• Undertakes response and assessment
• Receives RO briefing
• Prepares ICS 201
• Establishes initial objectives
• Conducts Initial Strategy and Information Sharing Meeting
Length of Operational Period

• Driven by operational requirements
• May cover long periods
• May change whenever needed
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IMPORTANT: Length of Operational Period is determined by the IC
IC Roles in Tactical Meeting

• IC need NOT to be present
• Key attendees:
o OSC
o SOFR
o LSC
o RESL
o Others
IC Roles in Planning Meeting

• Ensures all issues are resolved
• Confirms validity of objectives
• Reviews strategy
• Ensures PSC effectiveness
• Allows IMT to perform
To conclude the Planning Meeting, EVERYONE staff should support the PLAN
IC Roles in IAP Preparation

• Ensures adequate staff in Planning Section
• Supervises working hours
• Ensures IAP is completed on time
• Checks enough copies of IAP
IC Roles in IAP Approval

• Signs IAP
• Prior to signing:
o Ensure IAP accuracy
o Ensure incident objectives will be met
o Ensure IAP reflects reality
IC Roles in Operational Briefing

• Attends all briefings
• Allows the IMT members to perform
• Gives some meaningful closing remarks
• Recognizes outstanding performances
• Ensures all tactical resources receive briefing
• Ensures IMT members conduct remote briefings/ breakout meetings
• Makes oneself available during individual briefings
After the Operational Period Briefing

• IC ensures IAP execution
• IC assesses progress and validates objectives
• Another Strategy Meeting is conducted based on progress
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Command and General Staff Meeting
• To raise and resolve issues and concerns
• To provide information
• To clarify instructions
• To share updates from previous assignments
• To serve as regular reality check
Daily Operational Debriefing

• Formal meetings with all Operating Units at end of Operational period
• Discussion between OSC and other Operations personnel
Other Meetings and Briefings

• Demobilization Planning Meeting
• Transition Meeting
• Individual Section/Unit Debriefing
• Closeout Meeting
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Module 1 Session 7: Special Functions
Session Objectives
1. Describe considerations for managing special situations; and
2. Explain the roles of IC in documentation.
Special Situations
Situations or events that are not planned for or expected during the operations.
Taking Over an Incident with a Special Situation

As an IC, don’t let special situations become separate operations
Considerations for Special Situations

• Prepare for ownership and accountability
• Anticipate and prevent unnecessary disputes
• Prepare for heightened media and political interest
• Demand for assistance may increase
• Some may be reluctant to work anymore
• Identify those who need stress debriefing
• Prepare for “extraordinary” requests
• Expand IMT and responders staffing
Documentation
General Consideration: All documentation should contain:

• Time
• Date
• Location
• Status updates
• Actions taken
• Names of persons involved
• Other critical items
IC Logs the Three “D”s

• Decisions
• Discussions
• Disputes
IC Notes the Three “I”s

• Information and Intelligence
• Issues
• Ideas
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Common Documentation Tools
• ICS 214 Unit Log
• Pen and paper
• Notebook
• Computer
• Smartphones
• Others
Incident Documentation
• Completed by Planning Section using ICS 209
• IC should ensure incident documentation by the PSC
• Other documentation should also be prepared as required by agencies
Important Notes
• Documentation is useful to handle special situations
• Documentation may exonerate or criticize
• Documentation can help resolve issues and even lawsuits
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Module 1 Section 8: Transfer of Command
Session Objectives
Upon completion of this session, the participants will be able to :
1. Describe the elements of transfer of command;
2. Determine the considerations when undertaking transfer of command; and
3. Explain the processes involved in transferring command to local IC.
Elements of Transfer of Command
Transition Plan: Outgoing IMT to establish schedule of events for the transfer
RO Briefing: RO to brief incoming IC or IMT
Initial Strategy Meeting: Incoming IMT develops objectives and strategies based on RO
briefing
Overlap/ Shadow
• Outgoing IMT to conduct briefing
• Incoming IMT to join activities of outgoing IMT
Demonstration: Outgoing IMT to demonstrate briefings, meetings and other processes
Official Transfer: Incoming IMT to official take command
Considerations for Transfer of Command
Preparations
• Prepare schedule
• Prepare briefing for RO
• Inform agencies and stakeholders
• Coordinate with other Unified Commanders
• Assign a coordinator from the C&G
• Prepare the outgoing team
• Prepare briefing for incoming team
• Prepare necessary documents
Common Documents for Transfer

• ICS Form 201
• ICS Form 209 (if available)
• Previous IAPs
• All resource documents
• EOC Situation Report
IC to IC Briefing: Conducted when an RO’s Briefing is not required or possible
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Transfer of Command Agenda
• Introductions
• Current situation (with appropriate maps)
• Objectives and actions taken
• Facilities established
• Resources status
• Environmental considerations
• Limitations/ constraints
• Unresolved issues
Important Notes
• Existing personnel remain in charge until replacements are briefed and officially
assume command of the incident
• Establish a specific and official date and time for the transfer
• When feasible, overlap for at least one operational period for a smooth transition
• Determine all safety concerns before taking command
• Make sure ALL INCIDENT PERSONNEL are aware about the transfer.
• Make sure that all concerned assisting and cooperating agencies are notified.
Transfer to Local IC
• An IMT is leaving but work will continue under the local IC

• Must be clarified with concerned RO
• Before doing the transfer, current team should not be released unless the local team
can reasonably reassume command
Considerations
• Unneeded resources are demobilized
• Facilities are reduced or shut down
• Known issues are already resolved
• IMT has prepared all reports and documentations
• Allow adequate overlap for local team
• Plan ahead
• Don’t rush it
• Allow time for individual transfers and contacts
Use the Team Concept

• Transfer the incident to local management as a team, not as individuals
• Agencies concerned must be comfortable
• Don’t take shortcuts or leave jobs undone
• Don’t leave problems
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Module 1 Session 9: Demobilization and Close-out
Session Objective
Upon completion of this session, the participants will be able to determine the roles of the IC
in demobilization and close-out.
Demobilization
Demobilization Timing Process

• DMOB starts with arrival of first resources
• Prepare the plan early in the incident
Triggers for Demobilization

• More resources than job requires
• Unassigned resources
• No new resource requests
• Incident stabilization insight
Safety First!
• Don’t sacrifice safety for speed
• Ensure that resources arrive home in a safe, orderly, cost effective manner
Roles of IC in Demobilization
• Ensure between IMT members, DMOB and RO through the EOC
• Ensure participation of all IMT members in preparation of DMOB plan.
• Approve the DMOB plan
• Ensure that all agency requirements are met
• Make sure all responders are briefed
• Ensure that DMOB is cost effective
Close-Out
Purposes of Close-Out
• To discuss successes and issues, including recommendations
• To focus on process improvements
• To give commendations, if warranted
• To establish follow-up on recommendations
Roles of IC in Close-Out
• Make arrangements (time and place) with RO
• Ensure participation of all IMT members
Team Debriefing
• IC should hold team debriefing prior to close-out with RO
• There must be frank and honest critique of team performance
• Create atmosphere of trust and confidentiality
• May generate issues for close-out meeting
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Performance Evaluation
• Conducted as required by IMT or agency policy
• During closeout, the RO provides an evaluation of the IMT performance
• Should be based on objectives and direction and the IMT’s ability to implement
Close-out Considerations
• Be professional
• Be positive and constructive
• Concentrate on situations and processes, not on personal matters
• Deal only with major points
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Module 2: Operations Section Chief
Session Objective
Upon completion of the session, the participants will be able to have an overview of the
different positions under the Operations Section and their respective functions.
Operations Section Chief (OSC)
An OSC is:
• A Planner
• A Supervisor
• A Coordinator
General Responsibilities
• Supervises ________ operations
• Directs the execution of the ________
• Implements the ________ plan
• Makes expedient ________ to IAP, as needed
Specific Responsibilities
• Provide for safety and welfare of assigned resources
• Establish and maintain positive interpersonal and interagency working relationships
• Specific Responsibilities
• Gather information to determine immediate needs and actions
• Evaluate and monitor situation
• Evaluate resource status and tactical needs
• Participate in preparation of IAP
• Observe and review tactics
• Include inputs of technical specialists in the operations
• Present Operations portion of the Operational Period briefing to incident organization
• Supervise and adjust Operations organization
• Coordinate shift changes
• Keep IC informed about actions taken
• Consider early planning for demobilization
• Identify excess resources
• Complete demobilization and check out
Staging Area Manager (STAM)

• Provides logistical needs for staging areas
• Plans and organizes the staging area for quick and effective deployment of resources
• Advises OSC when resource levels reach minimums
Branch Director
• Manages branch organization and resources
• Organizes, assigns, briefs and directs supervisors
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Division / Group Supervisor
• Manages division/group organization and resources
• Organizes, assigns, briefs and directs assistants
• Implements IAP for the division/ group
OSC vs Division/Group Supervisor

If there is a Division/Group Supervisor, the OSC becomes responsible for the ENTIRE
operations.
Unit Leader
• Organizes, assigns, briefs assistants and assign tasks
• Monitors work progress and makes changes as needed
• Keeps supervisor informed
Air Operations Branch Director (AOBD)

• Manages air tactics and air resources
• Maintains constant communication with the OSC
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Module 2 Session 2: Operations Management Cycle
Session Objective
Upon completion of this session, the participants will be able to explain the Management
Cycle as applied in the context of Operations Section.
What is a Manager? Any individual with authority in the interest of the organization to
manage resources
Becoming an Effective Manager

• Empower subordinates
• Listen to your personnel
• Assign personnel according to their qualifications, experience, and ability
• Others?
Management Cycle
• A thought process used in problem solving

• Uses as a step-by-step approach
• Takes place rapidly as a mental exercise
• Once familiar, the steps become automatic
Planning
• Determine objectives and decide which resources should be utilized in the most
effective and efficient manner
• Elements of Planning in Operations:
o Objectives
o Strategies
o Tactics
Organizing
• Bring together essential resources and incorporate them into the organization
structure.
• The organization established in the ICS is the mechanism for grouping activities
together.
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Staffing
• Assign adequate staff under the Operations Section based on response needs.
• Directing
• Guide the personnel, communicate with them and supervise their efforts
• Important elements:
o Motivation
o Leadership style
o Delegation
Controlling
• Monitor and correct response performance as necessary
• To establish control:
o Set standards
o Compare actions with standards
o Make adjustments
Evaluating
• Determine whether the IAP plan is adequate based on objectives.
• Evaluation must be done objectively.
Proper Managerial Communication
• Communicate instructions and expectations during briefings or individual discussions

• Request for feedback
• Clarify instructions where problems exist
• Provide honest performance evaluations
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Module 2 Session 3: OSC in the Planning Process
Session Objective
Upon completion of this session, the participants will be able to describe the roles of the OSC
in strategy, tactics, and planning meetings, operational period briefing and the
implementation of the IAP.
Strategy Meeting
• Venue to determine overall approach for managing response
• Reflect priorities of the IC and RO
OSC’s Roles in Strategy Meeting

• Discuss the following:
o Summary of current situation
o Anticipated problems
o Safety issues
o Expected duration of response
o Resource needs
• Other IMT members will verify if they can support the objectives
Tactics Meeting
• Venue to specify and account tactical resources for response based on strategies
• Has controlled attendance
Information Gathering: OSC must know:

• Current and projected situation status
• Current and projected resource status
These elements are critical for developing tactical plans
OSC Sources of Information

• RO/IC Briefing
• Delegation of Authority
• Technical Specialists
• Currently assigned resources
• Agency representatives
OSC’s Roles in Tactics Meeting

• Ensure implementation of Incident Objectives
• Ensure completion of ICS 215
• Work with SOFR for the completion of ICS 215A
OSC’s Roles in ICS 215

• Establish divisions or groups
• Determine staging areas and locations
• Identify resource needs
• Identify transportation needs
• Set drop-off/pick-up points
• Specify clear and achievable assignments
• Provide special instructions
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Resource Status Systems: OSC works with RESL or PSC to update the Resource Status
Systems
Planning for Safety: LCES

Lookouts
Communications
Escape Routes
Safety Zones
These are analyzed and mitigation measures are identified on ICS 215A
Planning Meeting
• Venue to select specific strategies and tactics for the operational period
• All IMT members to signify if they can support the plan
OSC’s Roles in Planning Meeting

• Present current situation
• Discuss current and anticipated accomplishments
• Determine status of resources and recommend resource needs
• Determine tactical control points
• Recommend need for technical specialists
Operational Period Briefing

• Present situation update
• Provide overall assignments by Divisions / Groups/ Branches
• Have resources identify themselves when called
Tips for Effective Briefing

• Be situated away from noise and traffic
• Provide plenty of light
• Use sound system if needed
• Platform must be elevated
• Provide space to post maps
• Display large map of incident
• Provide adequate copies of IAPs, especially to those with critical positions
• Review IAP ahead of time
• Display command presence
• Speak clearly
• Avoid disruption of briefing
Branch/Division/Group Sub-Briefings
• Done after Operational Period Briefing
• OSC to undertake the following, as needed:
• Provide specific directions to the responders
• Answer specific questions
• Advise expected timelines
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IAP Implementation
OSC monitors the IAP’s:
• Accuracy
• Efficiency
• Effectiveness
Safety Management
• OSC shall ensure that safety is a high priority.
• Work with Others for Safety
OSC’s Safety Commitment

• Stress safety in briefings
• Listen to safety concerns
• Ensure subordinates understand their safety responsibilities
• Visit the responders and their facilities
• Be a role model. Wear appropriate PPEs.
• Expect the unexpected.
• Consider personnel welfare needs
Contingency Planning
• Make adjustments on the IAP based on potential threats/ risks
• Utilize technical specialists
• Determine probability based on intelligence
• Determine “trigger” points (If the incident reaches “this point”) then specify:
o the amount of resources needed
o time needed to obtain them
o time needed to get them in position, etc.
• Use ICS 215 and 215A for resource needs based on likely scenarios.
• The “increasing threat” condition will draw the media. Coordinate with PIO.
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Module 2 Session 4: Managing and Adjusting the Operations Section
Session Objectives
1. Determine the situations requiring multiple OSCs; and
2. Explain salient points for managing and adjusting tactical resources.
Multiple OSCs
• One OSC for Tactical Operations and One OSC for Planning and Coordination
• Day-shift OSC and Night-shift OSC
• The OSC may also delegate tasks to his/her Deputy.
OSC as Planner and Coordinator

• Monitor and request resources to staff all Operational Periods
• Follow-up requests
• Utilize and staff staging areas
• Plan for demobilization
Managing and Adjusting Tactics
• The Operations Section begins with OSC.

• All tactical resources work under OSC. This applies for Single Resources, Strike
Teams and Task Forces.
• OSC mobilizes STAM to manage resources waiting for assignments.
• As resources expand, OSC arranges them into Divisions or Groups.
• More STAMs are eventually required as additional resources arrive.
• More Divisions or Groups are added.
• The OSC organizes Branches to maintain span of control.
Adjusting Tactics: Compare actual accomplishments versus planned tactical activities.
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Need for Adjustments
• Sudden change in weather or environmental condition
• Present tactics are found to be ineffective
• Safety considerations
• Political/social events
• Resource availability/capability
• Other significant events
Considerations
• Don’t hesitate to adjust if needed
• Involve others in decision making
• Notify IC if time permits prior to change
• Notify incident personnel of change
• Monitor effects of changes
Demobilization
• Occurs throughout the incident

• Resources may be demobilized prior to the completion of the incident for many
reasons
OSC’s Roles in Demobilization

• Provide input
• Identify excess resources
• Identify resources available for release
• Review demobilization plan for accuracy
• Cancel or delay demobilization if situation changes
• Ensure subordinates are informed and follow demobilization procedures
Considerations
• Consider demobilizing resources from the same geographic area together (“Banding”
of resources)
• Demobilize most expensive excess equipment first
• Consider condition of personnel
• Obtain input from agency representatives
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Module 3: Logistics Section Chief
Session Objectives
Upon completion of the session, the participants will be able to:
1. Discuss the overview of the Logistics Section headed by the LSC;
2. Determine roles of Unit Leaders under Service and Support Branches; and
3. Explain key considerations for Logistics Section management.
Logistics Section Chief (LSC)
Logistics Section
Provides facilities, services, and supplies in support of the incident operations.
Logistics Section Chief (LSC)

• Plans and organizes the Logistics Section
• Identifies ________ and ________ needs
• Processes requests for ________
• Assembles and briefs Unit Leaders
• Estimates resource needs in IAP
• Provides inputs for the Communication, Medical, and Traffic Plan components of the
________
• Reviews and implements the logistics portion of the ________ plan
Coordination with C & G Staff: LSC coordinates for:

• Work space
• Equipment
• Supplies
• Vehicles
• Reconciling files
Service Branch
Food Unit Leader (FDUL)

• Determines and orders ________and ________requirements
• Determines and arranges ________
• Ensures health, sanitation and safety measures
• Supervises food contracts
Medical Unit Leader (MEDL)

• Prepares ICS Form ________
• Participates in the planning meeting
• Plans for emergencies
• Responds to requests for medical aid
• Ensures rehabilitation of personnel
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Communications Unit Leader (COML)
• Prepares and implements ICS ________
• Ensures communications systems are installed and maintained
• Ensures distribution of portable radios per ICS 205
• Ensures completion of contact details
Support Branch
Facilities Unit Leader (FACL)

• Determines facility requirements
• Secures permissions
• Inspects and monitors facility requirements
• Ensures work ________for teams
• Ensures housing for resources
Ground Support Unit Leader (GSUL)

• Develops and implements the ________Plan
• Ensures availability of ground transportation
• Ensures availability of ________to keep vehicles and equipment running
Supply Unit Leader (SPUL)

• Orders, receives, distributes, and stores supplies and equipment
• Maintains inventory
• Services reusable equipment
• Note: The SPUL is the only person who requests resources to the ________
Logistics Section Management
Plan for Activation

• Identify Units to be activated
• Determine duties and responsibilities
• Ensure that there is the need for the Unit
Consider Work Space Requirements

• Communications requirements
• Access (foot, vehicle, traffic flow)
• Safety requirements
Brief Unit Leaders

• Current and anticipated activities of the Section
• RO’s expectations
• IC’s expectations
Instruct Section Members

Set Timelines
Set safety requirements
Establish planning and resource ordering cycle
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Be Aware of External Influences and Limitations
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Module 3 Session 2: Service Branch
Session Objective
Upon completion of this session, the participants will be able to determine the duties and
responsibilities of the following Units under the Service Branch:
1. Food Unit
2. Facilities Unit
3. Communications Unit
Food Unit
• One of the most essential functions

• Supplies food and water needs for all responders
Preparations
• Request/ order sufficient food and water supplies for all personnel
• Obtain cooking and refrigeration facilities and equipment
• Ensure well-balanced and variety of menus
• Set standards:
o Meal breakdown (breakfast, lunch, dinner, snacks)
o Feeding/ Distribution method
• Consider the following:
o Dietary restrictions
o Religion
o Culture
Management
• Implement food distribution method
• Maintain safe and clean food service areas
• Provide 24 hour service bar
• Provide MRE
• Provide potable water
• Provide areas for waste disposal/ recycling
• Ensure proper hygiene
Medical Unit
Caters to all medical concerns of the responders
Responsibilities
• Oversees medical triage and treatment.
• Responds to requests for medical aid, transportation, and supplies.
• Declares major medical emergencies.
Medical Plan: MEDL prepares the ICS Form 206
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Coordination MEDL coordinates with:
• OSC
• LSC
• PSC
• FSC
• PIO
• SOFR
Common Medical Needs

• First aid kit
• Preventive medications
• Special needs such as defibrillator
• Triage area
• Vehicles
Other Considerations
• Gender-balance
• Skills and competencies of medical units
• Language
• Communication requirements
Communications Unit
Plans for and supports the effective use of incident communications equipment and facilities.
Responsibilities
• Develops plans for the use of incident communications equipment and facilities
• Installs, distributes, tests, and repairs communications equipment
• Provide technical assistance on utilization of communications
Communications Plan: COML formulates and implements ICS 205
Communications Center
• The COML establishes and supervises the Incident Communications Center.
• The COML also establishes communications in other facilities.
Considerations for Communication

• Incident location
• Exchange contact information
• Status of orders
• Equipment assignments
• Frequency assignments
• Communications coordinator
• Adjacent incident information
• Equipment availability
Demobilization: See to it that communication tools and equipment being demobilized are
recovered and returned to rightful owner.
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Module 3 Session 3: Support Branch
Session Objective
Upon completion of this session, the participants will be able to determine the duties and
responsibilities of the following Units under the Support Branch:
1. Facilities Unit
2. Ground Support Unit
3. Supply Unit
Facilities Unit
Provides personnel with incident facilities (ICP, Base, Camp, etc.) as well as other facilities
Base and Camp Operations

FACL manages base and camp's operations with assigned managers
Sleeping and Sanitation

An important function of FACL is to provide sleeping and sanitation facilities for personnel
Considerations for Establishing Facilities

• Predicted weather conditions
• Turnaround time for support
• Number of operational periods
• Anticipated incident duration
• Incident expansion
• Number of managers and crews per facility
Map and Signage

• Prepare layout map for the facilities
• Make sure each facility has appropriate signage
Safety and Security Standards

• Inspect electricity and communication lines and wires
• Ensure ventilation
• Comply with health/safety regulations
• Provide security per facility
• Ensure sanitation
Other FACL Responsibilities

• Maintains electrical facilities and generators
• Ensures facility access
• Builds shades and shelters
• Provides general services and other utility functions
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Ground Support Unit
Provides and manages ground transportation related services
GSUL Responsibilities
• Requests vehicles and equipment based on anticipated needs
• Maintains roads
• Ensures adequate parking
• Maintains fueling area
• Develops and implements Incident Traffic Plan
• Considers Camp/Base traffic flow
• Provides technical information on equipment capabilities
• Maintains Support Vehicle Inventory
• Notifies Resources Unit of status changes
Transportation Safety
• Life of operations crew depend on the drivers/operators
• Don’t overwork the drivers/operators.
• Provide PPEs even for drivers/operators.
• Avoid the appearance of extravagance.
Coordination with Logistics Section Unit

• Travel routes to other facilities
• Transportation of supplies to drop points
• Fueling of equipment
• Transportation for meal distribution
Coordination with Planning Section

• Development of Transportation Plan
• Implementation of ICS 204
• Provision of special transportation needs
• Demobilization of resources to home units
Coordination with Operations Section

• Transportation for operations crew members
• Identification of under-utilized and excess equipment
• Coordination with air support
• Establishment of emergency/breakdown procedures
Supply Unit
Supports responders with tools, supplies and equipment and other resources necessary to
accomplish incident objectives.
SPUL Responsibilities
• Orders, receives, distributes, and stores supplies and equipment
• Receives and responds to requests for supplies, equipment, and personnel
• Maintains an inventory of supplies and equipment
• Services reusable equipment
• Implements safety requirements
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ICS 213
• Main method of resource request
• For documentation purposes by the SPUL
Role of EOC and Response Clusters

• All resource requests will be coursed through the EOC
• The EOC will coordinate with Response Clusters to provide resources
Methods for Sending Resource Requests to EOC

• Radio
• Phone
• Fax
• Computer
Response Clusters
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Managing Resource Requests
• Check quantity, type, kind of resource
• Check date and time needed (not ASAP)
• Make sure the personnel requesting for the resource is clearly indicated
• Designate an “Ordering Manager”
• Look at the operational aspect
• Document and account all requests received and processed
• Implement a formal resource tracking distribution method
Resource Tracking using T-Cards
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Module 3 Session 4: LSC in the Planning Process
Session Objectives
1. Determine the involvement of the Logistics Section in planning-related activities; and
2. Explain the responsibilities of the Logistics Section in demobilization.
Planning
Strategy and Tactics Formulation

Determine if you can support the requirements indicated in ICS 215
Support for IAP

• Advise on current logistics capabilities to support the IAP and limitations
• Advise alternatives, if any
Applicable IAP Portions

• Traffic Plan
• Medical Plan
• Communications Plan
Meetings
• Set time for meeting with other sections
• Review resource status, predicted incident behavior and weather forecast (Planning
and Operations)
• Have internal Logistics Section meeting
• Discuss general situation
• Discuss status of resource requests
• Read through requests already placed to avoid duplication
• Obtain copies of resource requests
Demobilization
Preparations for Demobilization

• Determine a demobilization procedure early in the incident
• Begin demobilization planning as soon as resources arrive
• Determine status and availability of support resources
• Advise current capabilities, limitations and additional resource needs
Coordination with Operations and Other Sections

• Tactical assignment downsizing
• Possible release of resources
• Time frame
• Release notification
• Travel regulations
• Medical/emergency releases
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Specific Responsibilities
Important Role of Logistics Section

Dispose of surplus supplies, biohazards and hazardous materials properly per government
guidelines
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Module 4: Finance and Administration Section
Module Objectives
Upon completion of the module, the participants will be able to:
1. Determine the overview of functions of the FSC and its unit leaders;
2. Explain the coordination of the FSC with other IMT members; and
3. Determine the FSC’s role in the planning process.
Staff Overview
Finance / Admin Section Chief (FSC)

• Manage all _______ aspects of an incident
• Provide financial and cost analysis information as needed
Time Unit Leader (TIME)

Records daily personnel _______ (attendance sheet)
Procurement Unit Leader (PROC)

Facilitates procedures or requirements for _______ for the supply needs
Compensation/Claims Unit Leader (COMP)

Facilitates _______ and _______ based on agency guidelines
Cost Unit Leader (COST)

Consolidates, analyzes and reports incident _______ data
Coordination with IMT
Coordination with IC
• Report issues and concerns related to incident financial concerns such as:
o Availability of funds
o Restrictions
o COA guidelines
Coordination with Command and General Staff

• Interact daily during scheduled briefings and meetings
• Command and General Staff can generate their cost estimates, but the ground work
rests on FSC
Coordination with PSC

• Provide cost information for ICS 209
• Obtain resource status information
• Provide review and updates cost information for incident planning and analysis
Coordination with OSC

• Provide information on expensive or underutilized equipment
• Exchange information regarding appropriate expenditures of funds
• Obtain cost information and projections
• Explain spending ceilings
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Coordination with LSC
• Obtain information on facility, support, and property costs
• Collect information on contracts cost
Coordination with PIO

Provides information on incident cost estimates that can be relayed to the public
Role in Planning
Meetings and Briefings

The FSC participates in Planning Meetings and Operational Briefings
Demobilization
• FSC assists in development and approval of Demobilization Plan
• FSC provides information regarding costs associated with demobilization.
Concluding Tips for FSC

• Check funding source.
• Check auditing rules and regulations.
• Follow RA 9184.
• Use 214 for documentation.
• Keep all receipts and proof of transactions!
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Module 5: Common Responsibilities
Module Objective
Upon completion of this module, the participants will be able to determine the common
responsibilities that must be undertaken by all Section Chiefs as well as the individual Unit
Leaders.
Always Prepare your Kit

• Communication tools (smart phones, radio phones, etc.)
• ICS Forms
• Writing materials
• Laptop
• Identification such as vest
• Delegation/ office orders
• PPEs
• Others
Gather Information
Determine the updates, priorities, actions taken and required, status of resources and other
relevant information
Sources of Information
• EOC Situation Report
• RO Briefing
• IC Briefing
• ICS 201/ ICS 209
• Incident Action Plan
• Other Sections, Units
• External stakeholders
Staff your Section

Identify Units to be activated under your Section with corresponding number of personnel
Setup Work Station

Set up your work station based on your staffing needs and resources
Provide Ground Rules

• Priorities and expectations
• Processes for requesting resource and supplies ordering
• Timelines and deadlines
• Report requirements
• Working relationship with other Sections
• Safety precautionary measures
• Admin concerns (meals, rest times, etc.)
Participate in the Planning P

The PSC establishes the meeting and briefing schedules for the IMT:
• Strategy and Tactics Meeting
• Planning Meetings
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• Operational Briefings
• Individual Team Meetings
• Other meetings and briefings
Manage your Personnel

• MBWA – “Management by Walking Around”
• Constantly communicate with your members
• Conduct meetings and briefings as often as needed
Emphasize Information vs Instruction
Conflict Resolution
• Conflicts can arise within the Section or with other Sections.
• Resolve conflicts immediately!
Participation in Demobilization
• Participate in development of the Demobilization Plan
• Coordinate with DMOB or PSC
• Brief staff on demobilization procedures and responsibilities
Section Closeout and Debriefing

All personnel within the Section must receive closeout and debriefing.
Safety!
Ensure the safety of all personnel working under you.
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ICSPC

INCIDENT COMMAND SYSTEM

0800H - 0830H Arrival and Registration

0830H - 0930H Opening Program

0930H – 1000H Preliminaries

1000H - 1015H AM Break

1015H - 1100H Module 1: Incident Commander

1100H - 1200H  Session 2: Working with the RO

1200H - 1300H Lunch Break

1300H - 1430H  Session 3: Managing the IMT (with exercise)

1430H - 1445H PM Break

1445H - 1615H  Session 4: Unified Command and Area Command

1615H - 1630H Daily Evaluation

0800H - 0830H Recapitulation

0830H - 0930H  Session 5: Objectives, Strategies and Tactics (with exercise)

0930H - 0945H AM Break

0945H - 1200H  Session 6: IC in the Planning Process

1200H - 1300H Lunch Break

1300H - 1400H  Session 7: Special Functions (with exercise)

1400H – 1530H  Session 8: Transfer of Command (with exercise)

1530H - 1545H PM Break

1545H - 1645H  Session 9: Demobilization and Closeout

1645H - 1700H Daily Evaluation

0800H - 0830H Recapitulation

0830H - 0900H Module 2: Operations Section

0930H - 0915H AM Break

0915H - 1200H  Session 2: Operations Management Cycle (with exercise)

1200H - 1300H Lunch Break

1300H - 1500H  Session 3: OSC in the Planning Process

1500H - 1515H PM Break

1515H - 1645H  Session 4: Adjusting the Operations Section (with exercise)

1645H - 1700H Daily Evaluation

0800H - 0830H Recapitulation

0830H - 0930H Module 3: Logistics Section

0930H - 0945H AM Break

0945H - 1200H  Session 2: Service Branch

1200H - 1300H Lunch Break

1300H - 1500H  Session 3: Support Branch

1500H - 1515H PM Break

1515H - 1645H  Session 4: LSC in the Planning Process (with exercise)

1700H - 1715H Daily Evaluation

0800H - 0830H Day 4 Recap

0830H - 1000H Module 4: Finance and Administration Section

1000H - 1015H AM Break

1015H – 1200H Module 5: Common Responsibilities

1200H – 1300H Lunch Break

1300H – 1400H Final Exercise

1400H - 1500H Concluding Activities

1500H End of Training

• Has overall ________ for on-scene response operations

Public Information Officer (PIO)

Liaison Officer (LOFR)

Safety Officer (SOFR)

Understands ICS Quick thinker

ICS Field Operations Guide

• Generic title of the decision making authority in an agency or organization

Common Examples of ROs in the Philippines

Common DOA Components

RO Monitoring and Management

Common RO Briefing Agenda