Handbook on Incident

Response System

Assam State Disaster Management Authority

 Abbreviations

AAR- After Action Report

ADC-Additional District Commissioner

BDO- Block Development Officer

CEO- Chief Executive Officer

CM- Chief Minister

CS- Chief Secretary

CMG- Crisis Management Group

CO-Circle Officer

Com./CUL-Compensation/ Claims Unit Leader

Com.UL-Communication Unit Leader

CUL- Cost Unit Leader

DC-Deputy Commissioner

DDMA-District Disaster Management Authority

Demob-UL-Demobilisation Unit Leader

DIPRO- District Information and Public Relations

DP- Display Processor

DSS- Decision Support System

DUL- Documentation Unit Leader

Dy.-Deputy

EOC- Emergency Operations Centre

ESF- Emergency Support Function

ETA- Expected Time of Arrival

F&ES-Fire & Emergency Services

FB- Finance Branch

FBD- Finance Branch Director

FO- Field Observer

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FUL- Food Unit Leader

GIS- Geographic Information System

GoI- Government of India

GPS- Global Positioning System

GSU- Ground Support Unit

GSUL- Ground Support Unit Leader

HQ- Headquarters

IAP- Incident Action Plan

IC- Incident Commander

ICP- Incident Command Post

ICS- Incident Command System

IDP- Incident Demobilisation Plan

IDRN- India Disaster Resource Network

IMD- India Meteorological Department

IMO- Information and Media Officer

IRS- Incident Response

IRTs- Incident Response Teams

ISS- Incident Status Summary

Jt.- Joint

LBSNAA-Lal Bahadur Shastri National Academy of Administration

LO- Liaison Officer

LS- Logistics Section

LSC- Logistics Section Chief

MHA-Ministry of Home Affairs

NDMA- National Disaster Management Authority

NDRF- National Disaster Response Force

NGO- Non Governmental Organisation

OS- Operations Section

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OSC- Operations Section Chief

PHD- Public Health Department

POL- Petrol, Oil and Lubricants

PS- Planning Section

PSC- Planning Section Chief

PUL- Procurement Unit Leader

RO-Responsible Officer

RUL- Resource Unit Leader

SA- Staging Area

SAM- Staging Area Manager

SDO- Sub-Divisional Officer

SDRF- State Disaster Response Force

SEC- State Executive Committee

SO- Safety Officer

SOPs- Standard Operating Procedures

SUL- Situation Unit Leader

Sup.BD-Support Branch Director

TB-Transportation Branch

TBD- Transportation Branch Director

TS- Technical Specialist

TUL- Time Unit Leader

UC- Unified Command

ULBs- Urban Local Bodies

USA-United States of America

USAID-United States Agency for International Development

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 CONTENTS
_________________________________________________________________________________

Chapter-I

INTORDUCTION TO INCIDENT RESPONSE SYSTEM (IRS), PRINCIPLES & FEATURES

OF IRS

Chapter-II

ORGANIZATION & STAFFING INCIDENT RESPONSE TEAM (IRT) IN AN INCIDENT

Chapter-III

INCIDENT FACILITIES AS PER INCIDENT RESPONSE SYSTEM

Chapter-IV

INCIDENT RESOURCES AND RESOURCE MANAGEMENT

Chapter-V

INCIDENT AND EVENT PLANNING

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 CHAPTER – I
INTRODUCTION TO INCIDENT RESPONSE SYSTEM-IRS
PRINCIPLES & FEATURES OF IRS

Incident Response System (IRS):

The Incident Response System or IRS broadly refers to a management tool to be used during
various disasters whether natural viz. earthquakes, floods, cyclones, landslides etc. or
manmade such as boat capsize, train/road accidents, epidemics, bomb blasts, terrorist attacks
etc. as well as to manage a major event. Thus IRS as a system is flexible and adaptable to suit
any scale of natural as well as man-made emergency/incidents. IRS provides scope to
organize various functions, tasks and staffs within the overall response process while
emphasizing greater coordination and communication among different organizations
involved. The main intention in using IRS is to transform the confusion during the early stage
of an emergency situation into a well-managed response process. It will help to reduce chaos
and confusion during response to any situation. In fact, as a management system IRS draws
its strengths from its applicability to different wide range of incidents/disasters of varying
scales e.g. the routine emergencies such as flood incidences every year in Assam to large
complex multi-jurisdictional disasters such as Earthquakes.

ICS in India

Keeping in view the occurrence of disasters on a frequent basis and the difficulties faced in
responding to such emergencies, the Government of India had collaborated with the United
States Agency for International Development (USAID) for institutionalizing Incident
Command System (ICS) of USA in India after making required adaptation to make it suitable
for our system of administration. This is one of the important components of GOI-USAID
‘Disaster Management Support Program’. Accordingly Lal Bahadaur Shastri National
Academy of Administration (LBSNAA), Mussoorie was designated as the nodal training
Centre for this purpose. Subsequently after several consultations with various stakeholders
and experts, National Disaster Management Authority (NDMA) has come out with a
guideline on Incident Response System based on the ICS principles and adaptation in Indian
condition. In the IRS Logistic & Finance sections have been merged into a single section
called Logistic Section with Finance included as a function of this section.

Principles & features of Incident Response System (IRS):

The Incident Response System is a management tool which constitutes an important part of
the Disaster Response at State and District Level. The Incident Response System (IRS) is an
effective mechanism for reducing the scope for ad-hoc measures in response. It incorporates

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all the tasks that may be performed during Disaster Management irrespective of their level of
complexity. It envisages a composite team with various Sections to attend to all the possible
response requirements.
The IRS identifies and designates officers to perform various duties and get them trained in
their respective roles. If IRS is put in place and stakeholders trained and made aware of their
roles, it will greatly help in reducing chaos and confusion during the response phase.
Everyone will know what needs to be done, who will do it and who is in command, etc. IRS
is a flexible system and all the Sections, Branches and Units need not be activated at the same
time. Various Sections, Branches and Units need to be activated only as and when they are
required.

IRS is more than just an organizational chart. The organization is just one of IRS’s major
features.

IRS Organization:

Figure-1: IRT Organizational Structure

IRS Management Functions & Incident Response Team (IRT):

The IRS organisation functions through Incident Response Teams (IRTs) in the field. In line
with our administrative structure and DM Act 2005, Responsible Officers (ROs) have been
designated at the State and District level as overall in charge of the incident response
management. The RO may however delegate responsibilities to the Incident Commander

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(IC), who in turn will manage the incident through IRTs. The IRTs will be pre-designated at
all levels; State, District, Sub-Division and Revenue Circle. On receipt of Early Warning, the
RO will activate them. In case a disaster occurs without any warning, the local IRT will
respond and contact RO for further support, if required.

The IRS system primarily consists of 4 principal IRS management functions viz.

Command Section:

1. The Command Section consists of Incident Commander (IC), Information & Media
Officer (IMO), Safety Officer (SO) and Liaison Officer (LO). The main function of
the Command Section is to assist the IC in the discharge of his functions. They report
directly to the IC and may have assistants. The Command Staff may or may not have
supporting organisations under them.

General Section:

2. Operations Section (OS): The Operations Section is responsible for directing the
tactical actions to meet incident objectives. Management of disaster may not
immediately require activation of Branch, Division and Group. Expansion of the OS
depends on the enormity of the situation and number of different types and kinds of
functional Groups required in the response management.
3. Planning Section (PS): The planning Section is responsible for the collection,
evaluation, and display of incident information, maintaining status of resources, and
preparing the Incident Action Plan (IAP) and necessary incident-related documentation.
They will assess the requirement of additional resources, propose from where it can be
mobilised and keep IC informed. This Section also prepares the demobilisation plan.
4. Logistics Section (LS): The Logistics Section is responsible for providing facilities,
services, materials, equipment and other resources in support of the incident response.
The Section Chief participates in development and implementation of the IAP, activates
and supervises Branches and Units of his section. In order to ensure prompt and smooth
procurement and supply of resources as per financial rules, the Finance Branch has been
included in the LS.

Details of the roles & responsibilities of the above 4 principal IRS management
functions are given in annexure –I

Each of these functional areas can be expanded as needed into additional organizational
units with further delegation of authority.

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The individual designated as the Incident Commander (IC) has responsibility for all
functions. That person may elect to perform all functions, or delegate authority to perform
functions to other people in the organization. Delegation does not, however, relieve the
Incident Commander from overall responsibility.

Main Principles of Incident Response System (IRS):

Unity of Command & Chain of Command in IRS:

Unity of Command means that every individual has a designated supervisor (report or receive
assignment from one supervisor). Chain of Command means that there is an orderly line of
authority within the ranks of the IRS organization with lower levels subordinate to and
connected to higher levelse.g. in case of planning section in IRS the chain of command would
be as follows-

Responsible Officer (RO)

Incident Commander (IC)

Planning Section Chief (PSC)

Unit Leaders (UL)

Figure-2: Orderly Line of authority (or chain of command)

However as incidents expand the Chain of Command is established through an organizational
structure, which can consist of several layers as needed.
 Command
 Sections
 Branches
 Divisions/Groups
 Units
 Resources

Establishment and Transfer of Command:

Command at an incident is initially established by the highest ranking authority at the scene
that has jurisdiction for the incident. Transfer of Command at an incident may take place for
the following reasons:
 A more qualified person assumes command.

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  The incident situation changes over time to where a jurisdictional or agency change in
command in command is legally required, or it makes good management sense to
make a transfer of command.
 Normal turnover of personnel on long or extended incidents.
 It has noticed that in absence of proper procedure, transfer of command does not take
place smoothly and it may lead to a poor response. IRS provides for a clear
documentation to facilitate this through Formats which is very useful for this purpose
as initial incident briefing.

Unified Command:

Unified Command is an IRS management process which allows all agencies who have
jurisdictional or functional responsibility for the incident to jointly develop a common set of
incident objectives and strategies. This is accomplished without losing or giving up agency
authority, responsibility, or accountability.

Unified Command is important feature of IRS. It allows agencies having a legitimate

responsibility at an incident to be part of the Incident Command function. Under Unified
Command, the following always applies:

 The incident will function under a single, coordinated Incident Action Plan.
 One Operations Section Chief will have responsibility for implementing the Incident
Action Plan.
 One Incident Command Post will be established.

The Concept of Unified Command is already followed in our country on certain occasions
especially in fighting extremist related incidents in various States or while tacking the
problem of insurgency by the affected State Governments and Govt. of India.

Span of Control:
Span of control apply to the number of individuals one supervisor can effectively manage.
Maintaining an effective span of control is particularly important on incidents where safety
and accountability have top priority. In IRS the span of control for any supervisor falls within
a range of 3 to 7. If a supervisor has fewer than three people reporting, or more than seven,
some adjustment to the organization should be considered. Ideally, the thumb rule of span of
control in IRS is one supervisor to 5subordinates.

This in relation to direct supervision. In case of complex situations involving large number of
personnel required to work on the incident, organizational structure has to be so arranged that
different organizational elements are activated.

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Common Terminology:
In the IRS, common terminology is applied to:
 Organizational elements  Resources
 Position titles  Facilities
Organizational Elements: There is a consistent pattern for designating each level of the
organization (e.g.; sections, branches, etc.)
Position Titles: Those charged with management or leadership responsibility in IRS are
referred to by position title such as Responsible Officer, Section Chief, Director, Supervisor,
etc. This is done to provide a way to place the most qualified personnel in organizational
positions on multiagency incidents without confusion caused by various multi-agency rank
designations. It also provides a standardized method for ordering personnel to fill positions.
Resources: Common designations are assigned to various kinds of resources.
Many kinds of resources may also be classified by type, which will indicate their capabilities
(e.g., type of vehicles, search and teams, equipment, mobile kitchen units, etc).
For example, in IRS a search &rescue equipment is bulldozer and there may be a variety of
bulldozer, for which a type classification is required so that appropriate category of resource
can be ordered.
Facilities: Different kinds of facilities have to be established to meet the need of the
incident.IRS tries to standardize them using common terminology like Incident Command
Post, Incident Base, Camp, Staging Area, Heli Base, Heli Spots etc.
Personnel Accountability:
Several procedures within IRS ensure personnel accountability,
 Check-In: Mandatory for all personal upon arrival at an incident.
 Unity of Command: Ensures everybody has only one supervisor.
 Resource Status Unit: Maintains status of all assigned resources.
 Division/Group Assignment Lists: Identifies resources with active assignment in the
Operations section.
 Unit Logs: A record of personnel assigned and major events in all IRS organization
elements.

Integrated Communications:
The ability to communication within IRS is absolutely essential. Communications can be
looked at in at least three different ways.
1. The “hardware” systems that transfer information.
2. Planning for the use of all available communication frequencies/ nets and resources.
3. The procedures and processes for transferring information.

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Just as every incident requires an Incident Action Plan, every incident also needs a
Communications Plan. Like the action plan, it can be very simple and stated orally, or it can
be quite complex, and form a part of a written Incident Action Plan. Several communication
networks may be established depending upon the size and complexity of the incident. These
may include:

 Command net: Established to link supervisory personnel from Incident Commander

down to and including division and group supervisors. For example, Wireless set with
a specific frequency for handing disaster management by district administrations.

 Tactical Nets: Established in a variety of ways, e.g., by agency, department,

geographical area, or function. Tactical nets may be established for each branch, or for
divisions and groups, depending on hardware and frequently availability, and specific
incident needs. For example Fire & Emergency Services, NDRF have their own
frequency to carry out operation at the field.

 Support Nets: Established on incidents to handle traffic and resource status changes.
For example Traffic Police have their own frequency.

 Ground-to-Air: Established by Air Force to coordinate ground-to-air traffic.

 Air-to-Air: Assigned for coordination between aircraft assigned to an incident. An

awareness of available communications systems and frequencies, combined with an
understanding of incident requirements, will enable the Communications Unit Leader
to develop an effective Communications Plan for each operational period.
An essential part of an effective multi-agency incident management system is for all
communications to be in clear text.

Resources Management:
Resources assigned to an incident are managed in one of the following ways:
 Single Resources: Single Resources include both personnel and their required
equipment.

 Task Forces: A Task Force is any combination of single resources within span of
control guidelines. They are assembled for a particular tactical need, with common
communications and a leader. Task Forces can be pre-determined or assembled at an
incident from available single resources.

 Strike Teams: A Strike Team is a combination of a designated number of the same

kind and type of resources with common communications and a leader. The number
of resources to be used in the team will be based on what is needed to perform the
function. Span of control guidelines should apply. Strike Teams can be pre-
determined or assembled at an incident from available single resources.

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The use of Task Forces Strike Teams:

 Maximizes effective use of resources

 Reduces span of control
 Reduces communications traffic

Resources Status:

Tactical resources assigned to an incident will always be in one of three status conditions.

 Assigned: Resources performing an active assignment

 Available: Resources ready for deployment
 Out of Service: Resources not assigned or not available

Fig-3: Example of Single Resource Fig-4: Example of Strike Team

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 Fig 5: Example of Task Force

The Incident Action Plan (IAP):

Every incident needs an action plan.
 The purpose of the plan is to provide all incident supervisory personnel with
appropriate direction for future actions.
 The plan may be oral or written.
Written plans should be used when it is essential that all levels of a growing organization
have a clear understanding of the tactical actions associated with the next operational period.
It is important to use written action plans whenever:

 Two or more jurisdictions are involved.

 The incident will overlap major changes in personnel changes or go into a new
operational period.
 There is a partial or full activation of the IRS organization.
In IRS, an Incident Briefing Form is used on smaller incidents to record initial actions and list
assigned and available resources. As incidents grow in complexity and/or size IRS provides a
format for a written action plan.

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 CHAPTER – II
ORGANIZATION & STAFFING INCIDENT RESPONSE TEAM (IRT) IN AN
INCIDENT

The IRS organization is functional, modular, and flexible. One way to view it is like a
template. Within each of the major functional area, there are several sub-levels that can be
used or expanded if necessary. The flexibility comes in because any position can be filled
without the necessity of filling all position above it.

Organizational Terminology:
The use of position titles in IRS serves important purposes. Titles provide a common standard
for multi-agency use at an incident. For example, if one agency uses the title Branch Chief,
another Branch Manager, another Branch Officer, etc., this can cause confusion and reflect
the lack of standardization on the scene.
The use of distinctive titles for IRS positions allows for filling IRS positions with the most
qualified individuals independent of their rank within their own organization.The lack of
standardization of position titles can also confuse the ordering process when requesting
qualified personnel. For example, in ordering additional personnel to fill unit positions, it is
important for proper communication between the incident and the agency dispatch facilities
to know if they will be Unit Leaders, Unit Officers, Supervisors, etc.

IRS Organization:
The IRS organization is built around five major functions that are applied on any incident
whether it is large or small. A major advantage of the IRS organization is the ability to fill
only those parts of the organization those are required. For some incidents, and in some
applications, only a few of the organization’s functional elements may be required. However,
if there is need to expand the organization, additional positions exist within the IRS
framework to meet virtually any need.
Unified Command, which is a management method to use for multi-jurisdictional and/or
multi-agency events, is a major feature of IRS and will be discussed in later section.
IRS establishes lines of supervisory authority and formal reporting relationships. There is
complete unity of command as each position and person within the system has designated
supervisor. Direction and supervision follows established organizational lines at all times.
With this in mind, we will now examine each of the five major functional elements,
concentrating on major responsibilities rather than detailed duties.

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Incident Commander (IC) and Command Staff:
The Incident Commander’s responsibility is the overall management of the incident. On most
incidents a single Incident Commander carries out the command activity. The Incident
Commander is selected by qualifications and experience.
The Incident Commander may have a deputy who may be from the same agency/department,
or from an assisting agency/department. Deputies may also be used at section and branch
levels of the IRS organization. Deputies must have the same qualifications as the person for
whom they work, as they must be ready to take over that position at any time.
A Unified Command organizational structure should be established in multi jurisdiction or
multi-agency incidents. The Unified Command concept is a method to provide coordinated
management team when there are several agencies or jurisdictions involved in an incident.

Incident Commander’s Major Responsibilities and Duties:

Details of the responsibilities of IC is given in annexure –I. However, some of the

responsibilities are more complex and require discussions which are as follows:

Establishing an Incident Command Post (ICP)

Initially, the ICP will be wherever the Incident Commander is located. As the incident grows,
it is important for the Incident Commander to establish a fixed location for the ICP and to
work from that location.
The ICP provides a central coordination point from which the Incident Commander,
Command Staff, and Planning functions will normally operate. Depending on the incident,
other members of the General Staff may be operating in other locations; however, they will
attend planning meetings and be in close contact with the Incident Commander.
The ICP can be any type of facility that is available and appropriate, e.g., vehicle, tent, an
open area, or a room. The ICP may locate at the Incident Base if that facility has been
established.
Once established, the ICP should not be moved unless absolutely necessary. (For additional
description of the ICP, see Chapter-III on Incident Facilities.)
Establish the immediate priorities

First Priority is always safety of:

 People involved in the incident
 Responders
 Other emergency workers

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  Bystanders
Second Priority: Incident stabilization. Stabilization is normally tied directly to incident
complexity.
When considering stabilizing the incident situation, the following “musts” are essential for
the Incident Commander.
The IC must:
 Ensure life safety  Stay in command
 Ensure protection of life &  Manage resources efficiently and
property cost effectively

Determine Incident Objectives, Strategy and Tactical Direction:

It is safe to say that all agencies employ some sequence of steps to meet incident-related
goals and objectives. Several different approaches have been suggested. Some of these have
more steps and are more detailed than others. A suggested four-phased approach is offered
below:

1. Know Agency/Government Policy

The Incident Commander must be fully aware of agency/govt. policy. This includes any
operating or environmental restrictions, and any limits of authority. He may contact relevant
department or agencies to brief him about existing rules, norms and policies.

2. Establish Incident Objectives

The Incident Commander has the responsibility to determine the Incident Objectives. Incident
Objectives are statements are statements of intent related to the overall incident. Essentially,
the objectives answer the question of what do we want to do. For some kinds of incidents the
time to achieve the objectives is critical. In others, while always important, this may not be
overriding issue. All Incident Objectives must be measurable.
The following are some examples of Incident Objectives for several different kinds of
incidents. Each of these is measurable and some are time dependent.

 Release all hostages safely with no further casualties.

 Stop any further flow of toxic material to riverbed.
 Contain fire within existing structures.

3. Develop Appropriate Strategy(s)

Strategy describes the general method or methods that should be used either singly or in
combination that will result in achieving the incident objective.
For example, for one of the Incident Objectives listed above; i.e, to reduce the water level
from the water logged areas of a city, several strategies could be employed:

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  Strategy#1- Reduce / divert inflow
 Strategy #2- Open spillways
 Strategy #3- Use pumps
Any one of these strategies would contribute to meeting the objective. All three could be used
together.
4. Executive Tactical Direction
Tactical Direction describes what must be accomplished within the selected strategy or
strategy in or to achieve the Incident Objectives. Tactical Direction is the responsibility of the
Incident Commander or the Operations Section Chief that position has been established. The
Operations Section Chief, or the Incident Commander if the Operations Section Chief has not
been established, should interact with Branch Directors and Division and / or Group
Supervisors on the tactics that should be employed to meet the incident objectives.
This is particularly important when the incident involves personnel from multiple disciplines.
Jointly developed tactics can assure understanding and enhance commitment.
Tactical Direction consists of the following steps:

Establish Tactics
i. Determine the tactics that are to be used appropriate to the strategy
The tactics are normally established to be conducted within an operational period. For
example, for one of the above strategies the tactic might be: Use truck-mounted pumps
working from the GS road side discharging into drainage that falls into Bharalu river, and
portable or stationery pumps on the Anil Nagar/Nabin nagar side discharging into Bharalu
River.

ii. Assign Resources

Determine and assign the kind and type of resources appropriate for the selected tactics.
For examples:
Obtain three truck mounted pumps on east side of Bharalu river from WR department.

iii. Monitor performance

Performance monitoring will determine if the tactics and resources selected for the various
strategies are both valid and adequate.
For example, using the above example, it may be necessary to increase the pumping
capacity. This would require ordering and installing additional pumping equipment. It
could also be determined that due to clogging, the use of pumps as a strategy may have to
be abandoned.
It should be noted that while the above examples relate to incidents, the planning for an
event would entail the same basic phases.

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 iv. Monitor Scene Safety
Public safety at the scene of an incident is always the top priority. If the incident is
complex, or the Incident Commander is not a tactical expert in all the hazards present, a
Safety Officer should be assigned. Note that, hazardous materials incidents require the
assignment of a Safety Officer.

v. Establish and Monitor Incident Organization

One of the primary duties of the Incident Commander is overseeing the management
organization needs to large enough to do the job at hand; yet, resource use must be cost-
effective. Anticipated expansion or diminishment of the incident will call for
corresponding changes to the organization. The Incident Commander is responsible to
delegate authority as appropriate to meet the need.

vi. Manage Planning Meetings as Required

Planning meetings and the overall planning process are essential to achieving the incident
objectives. On many incidents, the time factor does not allow prolonged planning. On the
other hand, lack of planning can be disastrous. Proactive planning is essential to consider
future needs.

vii. Approve and Authorize the Implementation of an Incident Action plan

IRS offers great flexibility in the use of Incident Action Plans. Plans can be oral or written.
Written plans should be provided for multi-jurisdiction or multi-agency incidents, or when
the incident will continue for more than one Operational Period.

viii. Approve Requests for Additional Resources or for the Release of Resources
On small incidents, the IC will personally determine additional resources needed and order
them. As incidents grow in size and complexity, the ordering responsibility for required
resources will shift to the Logistics Section Chief and to the Supply Unit if those elements
of the organization have been established.

ix. Authorize Release of Information to the News Media

One significant change of recent years is the increased capability and desire of the media
to obtain immediate access to information. The sophistication of modern news gathering
methods and equipment make it very important that all incidents have procedures in place
for managing the release of information to the media, as well as responding appropriately
to media inquiries.
It is not at all unusual that on some incidents the media may have recent and accurate
information that is not yet available to the Incident Commander through internal lines of
communication. In some cases, media coverage may inadvertently affect priorities.

Characteristics of an Effective Incident Commander

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The Incident Commander is normally the most visible person on the incident. Following are
just some of the characteristics associated with an effective IC:
 Command presence  Calm
 Understands IRS  Quick thinking
 A proven manager  Good communicator
 Puts safety first  Adaptable and flexible
 Proactive  Realistic about personal limitations
 Decisive  Politically astute
 Objective

Command Staff
There are three important staff functions that are the responsibility of the Incident
Commander unless Command Staff positions are established.
 Public information and media relations.
 Maintaining liaison with assisting and cooperating agencies.
 Ensuring safety.
On some incidents, any one of these functions can consume much of the Incident
Commander’s time. Therefore, it is important to recognize their importance and quickly fill
the positions if necessary.
Note that the Command Staff differs from the General Staff positions for the line
organization of Operations, Planning and Logistics.

Information Officer
The Information Officer is responsible for developing and releasing information about the
incident to the news media, to incident personnel, and to other appropriate agencies and
organizations.
Only one Information Officer will be assigned for each incident, including incidents
operating under Unified Command and multi-jurisdiction incidents. The Information Officer
may have assistants as necessary, and the assistants may represent assisting agencies or
jurisdictions.
Reasons the IC to designate an Information Officer:
 An obvious high visibility or sensitive incident.
 Media demands for information may obstruct IC effectiveness.
 Media capabilities to acquire their own information are increasing.
 Reduces the risk of multiple sources releasing information.

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  Need to alert, warn or instruct the public.
 The Information Office should consider the following when determining a location to
work from at incident.
 Be separate from the Command Post, but close enough to have access to information.
 An area for media relations and press/media briefings must be established.
 Information displays and press hand-outs may be required.
 Tours and photo opportunities may have to be arranged.
Liaison Officer and Agency/Department Representatives
Incidents that are multi-jurisdictional, or have several agencies involved, may require the
establishment of the Liaison Officer position on the Command Staff.
The Liaison Officer is the contact for Dept. /Agency Representatives assigned to the incident
by assisting or cooperating agencies. These are personnel other than those on direct tactical
assignments or those involved in a Unified Command.
What are the differences between an assisting department/agency and a cooperating
department/agency? These are not large distinctions, but may be useful in some applications
or to some agencies.
Assisting Departments/Agencies- An Agency that is assisting on an incident is directly
contributing tactical resources to the agency or jurisdiction that is responsible for the incident.
Thus, fire, police, or public works equipment sent to another jurisdiction’s incident would be
considered assisting agency resources.

Cooperating Departments/Agencies- An agency that supports the incident or supplies

assistance other than tactical resources would be considered a cooperating agency. Examples
include the International Red Cross, utility companies, etc. On some law enforcement
incidents a fire agency may not send fire equipment but may supply an Agency
Representative for coordination purposes. In this case, the fire agency would be considered a
cooperating agency.

The following are some of the main reasons to establish the Liaison Officer position at an
incident:
 When several agencies send, or plan to send, Agency/Department Representatives to
an Incident in support of their resources.
 When the IC can no longer provide the time for individual coordination with each
Department/Agency Representative.
 When it appears that two or more jurisdictions may become involved in the incident
and the incident will require on-site liaison.

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Agency/Department Representatives- In many multi-jurisdiction incidents, an agency/dept. or
jurisdiction will send a representative to assist in coordination efforts.

An Agency/Department Representative is an individual assigned to an incident from an

assisting or cooperating agency who has been delegated full authority to make decision on all
matters affecting that agency’s participation at the incident.
Agency/Department Representatives report to the Liaison Officer or to the Incident
Commander in the absence of a Liaison Officer.

Safety Officer
The Safety Officer’s function on the Command Staff is to develop and recommend measure
for assuring personnel safety, and to assess and/or anticipate hazardous and unsafe situations.
All public safety agencies stress the importance of safety as an individual responsibility.
Supervisors are instructed to watch for potential unsafe conditions.
Only one Safety Officer will be assigned for each incident. The Safety Officer may have
assistants as necessary, and the assistants may also represent assisting agencies/departments
or jurisdictions. Safety assistants may have specific responsibilities such as air operations,
hazardous materials, etc.
The Safety Officer will correct unsafe situations by working through the chain of command.
However, the Safety Officer may exercise emergency authority to directly stop unsafe acts if
personnel are in imminent life-threatening danger.

General Staff Positions:

The General Staff consists of the following positions:
A. Operations Section Chief
B. Planning Section Chief
C. Logistics Section Chief

Operations Section

 The Operations Section is responsible for managing all tactical operations at an incident.
The build-up of the Operations Section is generally dictated by the number of tactical
resources involved and span of control considerations.

 There is no precise guideline for when the Operations Section will be established on an
incident. In some cases, depending upon the complexity of the incident and the desires of
the Incident Commander, it may be the first section to be established. In other situations,
the IC may elect maintain control of Operations, and establish Logistics, Planning, and,

17
 if necessary, Finance/Administration functions as separate sections before designating an
Operations Section.

 The Operations Section consists of the following components:

 Ground or surface-based tactical resources
 Aviation (Air) resources- helicopters and fixed-wing aircraft
 Staging Areas

 Incidents will use any or all of these components, depending on the need.

Ground or Surface Tactical Resources

There are three ways of organizing tactical resources on an incident. The determination of
how resources will be used, will be determined based on the application area and the tactical
requirement.
Resources can used as:
 Single Resources
 Task Forces
 Strike Teams
Depending on the need, tactical resources can be placed into an Operations organization
made up of:
 Resources reporting to the Incident Commander or Operations Section Chief
 Divisions or Groups
 Branches

Aviation Resources
Many incidents require the use of tactical or logistical aircraft to support the incident. In IRS,
all aviation resources assigned for exclusive use of the incident are assigned to the Operations
Section. These include aircraft providing logistical support.
The Operations Section Chief may establish a separate Air Operations Branch when:
 The complexity (or expected complexity) of air operations and/or the number of
aircraft assigned to the incident requires additional management support.
 The incident requires both tactical and logistical use of air support.
 When the Air Operations organization is formally established on an incident, it will be
set up as an Air Operations Branch within the Operations Section.
Staging Areas
The third component of the Operations Section is the Staging Area. The term Staging Area.
The term Staging Area is commonly used in emergency management; however, in IRS the
use of Staging Areas takes on some special meanings.

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Three of these special meanings are:
 An IRS Staging Area is a temporary location for placing resources available for
incident assignments. All resources within the Staging Area belong to the Incident
Staging areas should, if possible, be so located so that resources can be at the scene of
their assignment within three to five minutes.
 Resources assigned to a Staging Area are available on a three-minute basis to take on
active assignment.
 Staging Areas are temporary facilities. They can be set up at any appropriate location
in the incident area and moved or deactivated as needed. Several Staging Areas may
be used on single incident.
Staging Area Managers report to the Operations Section Chief or to the Incident Commander
if the Operations Section Chief position has not been filled.

Planning Section
In IRS, the Planning Section is responsible for managing all information relevant to an
incident. When activated, the Planning Section Chief who is a member of the General Staff
manages the Section.
The Planning Section collects, evaluates, processes, and disseminates information for use at
the incident. Dissemination can be in the form of the Incident Action Plan, formal briefings,
or through map and status board displays.
Some incidents may require personal with specialized skills to be temporarily assigned to the
Planning Section. These Persons are called technical Specialists. Examples of Technical
Specialists
 Meteorologist
 Epidemiologist
 Hydrologist
 Geologist
 Training Specialist
A wide variety of Technical Specialists could be used, depending upon the requirement of the
incident. There are four units within the planning Section that can be activated as necessary:
 Resources Unit
 Situation Unit
 Documentation Unit
 Demobilization Unit

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The Planning Section Chief will determine the need to active or deactivate a unit. If a unit is
not activated, then the responsibility for that unit’s duties will remain with the Planning
SectionChief.
In IRS, a number of the Unit Leader’s responsibilities are common to all units in all parts of
the organization. Common Responsibilities of Unit Leader are listed below. These will not be
repeated in Unit listing below:
 Obtain briefing from Section Chief.
 Participate in incident planning meeting, as required.
 Determine current status of unit activities.
 Confirm dispatch and estimated time of arrival of staff and supplies.
 Assign specific duties to staff, supervise staff.
 Develop and implement accountability, safety, and security measures for personnel
and resources
 Supervise demobilization of unit, including storage of supplies.
 Provide Supply Unit
 Leader with a list of supplies to be replenished
 Maintain unit records, including Unit Log.
Resources Unit
This unit is responsible for maintaining the status if all assigned resources (primary and
support) at an incident. It achieves this through:
 Overseeing the check-in of all resources.
 Maintaining a status-keeping system indicating current location and status of all
resources.
 Maintenance of a master list of all resources, e.g., key supervisory personnel, primary
and support resources, etc.
Situation Unit
The collection, processing and organization of all incident information tales place within the
Situation Unit. The Situation Unit may prepare future projection of incident growth, maps
and intelligence information.
Three position report directly to the Situation Unit Leader:
 Display Processor- Maintain incident status information obtains from Field
Observed, Resources status report, etc. Information is posted on maps and status
boards as appropriate.
 Field Observer- Collects and reports on information from the field.

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  Weather observer- Collects current weather information from the weather service or
an assigned meteorologist.
Documentation Unit
The Documentation Unit is responsible for the maintenance of accurate, up-to-date incident
files. Duplication services will also be provided by the Documentation Unit.
Incident Files will be stored for legal, analytical and historical purposes.
Demobilization Unit
The Demobilization Unit is responsible for developing the Incident Demobilization Plan. On
large incidents, demobilization can be quite complex, requiring a separate planning activity.
Note that not all agencies require specific demobilization instructions.
Planning for demobilization should begin at the early stages of an incident, particularly in the
development of rosters of personnel and resources, thus ensuring the efficient and safe
demobilization of all resources.
After generating an approved plan, the Demobilization Unit is responsible for distributing the
plan at the incident and off-incident, as necessary.
Technical Specialists
Certain incidents or event may require the use if Technical Specialists who have specialized
knowledge and expertise. Technical Specialist may function within the
Planning section, or be assigned wherever their services are required. In the Planning Section,
Technical Specialists may report to the following:
 Planning section Chief
 A Designated Unit Leader
In some cases, they may be reassigned to other part of the organization (e.g., resource use
specialists assigned to the Logistics Section)
Often, Technical Specialists are assigned to the Situation Unit if their expertise is needed for
a short time only. If they will be required for a longer length of time, or if several specialists
are assigned to the same task, a separate unit may be established in the Planning section. For
example, if hazardous materials are a major on-going factor within an incident, Toxic
substance specialists may be created.
While each incident dictates the need for Technical Specialists, some examples of the more
commonly used specialists are:
 Meteorologist
 Environmental Impact Specialist
 Flood Control Specialist
 Water Use Specialist

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  Hazardous Substance Specialist
 Fire Behaviour Specialist
 Structural Engineer
 Training Specialist
Logistics Section
The Logistics Section, with the exception of aviation support, provides all incident support
needs. The Air Support Group in the Air Operations Branch handles aviation support.
The Logistics Section is responsible for the following:
 Facilities
 Transportation
 Communications
 Supplies
 Equipment maintenance and fuelling
 Food services
 Medical services
The Logistics Section Chief, who may assign a Deputy, manages the Logistics Section. A
Deputy is most often assigned when all designated units (listed below) within the Logistics
Section are activated.
On very large incidents, or on incidents requiring a great deal of equipment or facilities, the
Logistics Section may be divided into three Branches-Service Branch, Support Branch and
Finance& Administration Branch. A Branch Director, who reports to the Logistics
Section Chief, leads each Branch. This is most often done for span of control reasons,
resulting in a more manageable organization.
Ten units may be established within the Logistics Section:
 Supply Unit
 Facilities Unit
 Ground Support Unit
 Communications Unit
 Food Unit
 Medical Unit
 Time Unit
 Compensation Unit
 Procurement Unit
 Cost Unit

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The Logistics Section Chief will determine the need to activate or deactivate a unit. If a unit
is not activated, responsibility for that unit’s duties will remain with the Logistics Section
Chief.
Support Branch:
Supply Unit
The Supply Unit is responsible for ordering, receiving, processing, and storing all incident-
related resources.
All off-incident resources will be ordered through the Supply Unit, including:
 Tactical and support resources (including personnel).
 All expendable and non-expendable support supplies.
As needed, the Supply Unit will manage tool operations, including, the storage,
disbursement, and service of all tools and portable non-expendable equipment.
Two Managers report directly to the Supply Unit Leader:
 Ordering Manger – Places all orders for incident supplies and equipment.
 Receiving and Distribution Manager – Receives and distributes all supplies and
equipment (other than primary tactical resources), and is responsible for the service
and repair of tools and equipment.
For some applications, a Tool and Equipment Specialist may be assigned to service and
repair all hand tools. The specialist reports to the Receiving and Distribution Manager.
Facilities Unit
This unit is responsible for set-up, maintenance, and demobilization of all incident support
facilities except Staging Areas. These facilities are:
 Incident Command Post
 Incident Base
 Camps
 Other facilities within the incident area to be used for feeding, sleeping, and sanitation
services.
Note that existing structures in the vicinity of the incident may be used as incident facilities
as found appropriate. Additional support items (e.g., portable toilets, shower facilities, food
handling units, etc.) will be ordered through the Supply Unit.
The Facilities Unit will also provide security services to the incident as needed.
Three manages report directly to the Facilities Unit Leader. When established at an incident,
they have important responsibilities.

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 Security Manager - Provides safeguards necessary for protection of personnel and
property from loss or damage.
Base Manager – Ensures that appropriate sanitation, security, security, and facility
management services are in place at the Base.
Camp Manager – On large incidents, one or more camps may be established. Camps
may be in place several days or they may be moved to various locations. Activities at
the Base (e.g., Supply, Food, Medical, Resources, etc.). Camp Managers are
responsible for providing non-technical coordination for all Units operating within the
camp.
Ground Support Unit
The Ground Support Unit primarily responsible for the maintenance, service, and fuelling of
all mobile equipment and vehicles, with the exception of aviation resources. The Unit also
responsibility for the ground transportation of personnel, Supplies, and equipment, and the
development of the Incident Traffic Plan.
An Equipment manager reports to the Ground Support Unit Leader and ia responsible for the
service, repair, and fuel for all equipment, transportation and support vehicle services, and to
maintain equipment use and service records.
Service Branch:
Communication Unit
The Communications unit is responsible for developing plans for the use of incident
communication equipment and facilities, installing and testing of equipment and
facilities; installing and testing of communication equipment; supervision of the incident
Communication Centre; and the distribution and maintenance of communication
equipment.
Communication planning is particularly important in IRS, where an incident may grow to
include numerous agencies. Determining required radio nets, establishing interagency
frequency assignments, and ensuring maximum use of communications capability is
essential.
If an Incident communications Centre is established, an Incident dispatcher is responsible
for receiving and transmitting radio, telephone, FAX, and computer messages, and
providing incident dispatch services.
Food Unit
The Food Unit is responsible for supplying the food needs for the entire incident,
including all remote locations (e.g. Camps, Staging Areas), as well as providing food for
personal unable to leavefor field assignments.

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 Planning is essential to the efficient supply of food. Working with the planning Section
resources Unit, the food unit must anticipate the numbers of personnel to before and
develop plans for supplying food to all incident areas.
The food unit interacts with the facilities Unit for location of fixed-feeding site, the
supply Unit for food ordering, and the ground and air Support Units for Transporting
food.
Medical Unit
Mostmajor incident requires the establishment of a Medical Unit that is responsible for all
medical services for incident assigned personnel. The Unit will develop an Incident
Medical Plan (to be included in the Incident Action Plan); develop procedures for
managing major medical emergencies; provide medical aid; and assist the
Finance/Administration Section with processing injury-related claims.
Note that the provision of medical assistance to the public or victims of the emergency is
an operational function, and would be done by the Operations Section and not by the
Logistics Section Medical Unit.
Finance Branch:
The Finance Branch is responsible for managing all financial aspects of an incident.
Not all incidents will require a Finance / Administration Branch. Only when the involved
agencies have a specific need for Finance / Administration services, the branch will be
activated.
On some incidents only one Finance / Administration function may be required (e.g., cost
analysis). Often, it is more efficient to fill that function through a Technical Specialist
 Time Unit
 Procurement Unit
 Compensation/Claims Unit
 Cost Unit
The Finance Branch will determine the need to activate a unit. In certain functional areas,
e.g., Compensation, a unit may not be established if only one person would be assigned.
Instead, in this example, a single Claims Specialist may be assigned.
Time Unit
The Time Unit is responsible for ensuring the accurate recording of daily personnel time,
compliance with specific agency time recoding policies, and managing commissary
operations if established at the incident.

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As applicable, personnel time records will be collected and processed for each operational
period. (The Time Unit Leader may find it helpful to select assistants familiar with the
various agency time recording policies.)
Procurement Unit
All financial matters pertaining to vendor contracts, leases, and fiscal agreements are
managed by the Procurement Unit. The unit is also responsible for maintaining
Procurement Unit
All financial matters pertaining to vendor contracts, leases, and fiscal agreements are
managed by the Procurement Unit. The unit is also responsible for maintaining equipment
time records.
The Procurement Unit establishes local sources for equipment and supplies; manages all
equipment rental agreements; and processes all rental and supply fiscal document billing
invoices. The unit works closely with local fiscal authorities to ensure efficiency.
Compensation / Claims Unit
In IRS, Compensation-for-Injury and Claims are contained within one Unit. Separate
personnel may perform each function, however, given their differing activities. These
functions are becoming increasingly important on many kinds of incidents.
Compensation-for-Injury oversees the completion of all forms required by workers’
compensation and local agencies. A file of injuries and illnesses associated with the incident
will also be maintained, and all witness statements will be obtained in writing. Close
coordination with the Medical Unit is essential.
The Claims is responsible for investigating all claims involving property associated with or
involved in the incident. This can be an extremely important function on some incidents.
Two Specialists report to the Compensation/ Claims Unit Leader in more complex incident:
 Compensation-for-Injury Specialist – Administers financial matters arising from
serious injuries and deaths on an incident. Work is done in close cooperation with the
Medical Unit.
 Claims Specialist – Manages all claims-related activities (other than injury) for an
incident.
Cost Unit
The cost unit provides all incident cost analysis. It ensures the proper identification of all
equipment and personnel requiring payment records all cost data, analyses and prepares
estimates of incident cost, and maintains accurate records of incident cost.

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The Cost Unit function is becoming increasingly important, with frequent requests by the
planning section for cost estimates related to strategies for achieving Incident Objectives.
Accurate information on the actual cost of all assigned resources is essential.

Reporting Relationships and Information Flow within the Incident Response Teams
(IRT):
As the incident organization grows to meet the needs of the incident, care must be taken to
ensure that information transfer is handled effectively.
There are essentially two principles to be followed:
 To the extent possible there is complete freedom within the organization to
exchange information.
 Orders, directives, resource requests, and status changes must follow the
hierarchy of command unless otherwise directed.
Each of these is elaborated as follows.
Information Exchange within IRT
The IRS organization framework is open for individuals to freely supply and exchange
information. Three examples are:
 The Food Unit Leader may directly contact the Planning Section’s Resources Unit to
determine the number of persons requiring feeding.
 The cost Unit Leader may directly discuss and share information on alternative
strategies with the Planning Section Chief.
 Division Superior A may contact the Situation Unit Leader to share information on an
unusual environmental hazard in the Division.
Flow of Orders and Directives within the Incident Response Teams (IRT)
Three Examples are:
 Division B supervisor requests fuel for resources within the division. This request will
be passed through the Branch or Operation Section Chief to ensure that fuel requests
can be consolidated before going to Logistics.
 Operation Section Chief in a branch and Division organization will pass directives to
change the status of resources within a particular division through the Branch
Director. (This ensures that Branch is aware of any changes)
 The Situation Unit Leader will request additional personnel to work in the unit
through the Planning Section will Section will be used if available. (This ensures that
personnel already assigned to the Planning Section will be used if available.)

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 CHAPTER – III
INCIDENT FACILITIES AS PER INCIDENT RESPONSE SYSTEM(IRS)

This chapter will describe different following kinds of facilities that can be established at an
incident:
 Incident Command Post
 Staging Areas
 Base
 Camps
 Helibase and Helispots

As we will see, each facility has a unique purpose on an incident. These six facilities
should be able to fulfil almost all incident facility requirements. Not all incidents,
however, will use all facilities. Base, Camps, Helibase, and Helispots are primary used on
larger incidents. Moreover, specific application may make use of other facilities, e.g.,
triage centre, temporary morgue, etc.

INCIDENT RESPONSE SYSYTEM FACILITIES

What are some of the factor to take into consideration when establishing incident
facilities?

First priority is the needs of the incident

Length of time the facility will be used
Cost to establish it
Environmental considerations
Incident Command Post

Back Ground
The Incident Command Post (ICP) is the location at which the primary command
functions are performed. The Incident Commander will be located at the ICP.
All incidents must have a designated location for the Incident Command Post (ICP).
There will only be one ICP for each incident. This also applies on multi-agency or
multijurisdictional incidents operating under a single or a unified command.

The ICP can be located with other incident facilities. Initial location for the ICP
should consider the nature of the incident, whether it is growing or moving, and whether
the ICP Location will be suitable in size and safe for the expected duration of the
incident.

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 The ICP may be located in a vehicle, tent or within a building, to name just a few
examples. On long-term incidents, it is desirable to provide an ICP facility which will
provide adequate lighting and/ or protection from the weather.
Larger and more complex incidents will often require large ICP facilities. Examples of
incidents that usually require an expanded ICP facility include:
 Multi-agency incidents run under a Unified Command
 Long-term incidents
 Incidents requiring an on-scene communications centre
 Incidents requiring a separate planning function
 Incidents requiring the use of Command Staff and Agency Representative
positions
ICPs will be designated by the name of the incident, e.g. Jorabat Landslide ICP or Medertary
Boat Accident ICP.
Some incidents may be large enough to have an on-site communications centre to dispatch
assigned resources. The communications centre is often associated with or adjacent to the
ICP. Also, some incidents will require space at the ICP to allow for various Command Staff
and Planning Section functions.

Characteristics of the ICP

The following are some general characteristics of the ICP that should be known and
understood:
 There is only one ICP Per incident, even if the incident is multi-jurisdictional.
 The incident communications centre, if established at an incident, is often located
with or adjacent to the ICP.
 The Incident Command function is carried out at the ICP
 The ICP may be located with other incident facilities such as the Incident Base.
 The planning function is normally done at the ICP.
 The ICP should be large enough to provide Adequate working room for assigned
personnel
 The ICP should contain situation and resource status display necessary for the
incident, and other information necessary for the planning purpose.
 Agency Representatives are normally located at the ICP.
 Once Established, The ICP will normally not be relocated

Establishing the ICP

The following are general guidelines to be used in establishing the ICP:
 Position away from the general noise and confusion associated with the incident.
 Position outside of the present and potential hazard zone.

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  Position within view of the incident(when appropriate)
 Have the ability to expand as the incident grows.
 Have the ability to provide security, and to control access to the ICP as necessary
 Identify location with distinctive banner or sign
 Announce ICP activation and location via radio or other communication so all
appropriate personnel are notified.

STAGING AREAS
Background
A Staging Area is a temporary location at an incident where personnel and equipment are
kept while awaiting tactical assignments. Staging Areas should be located within five minutes
travel to the area of expected need. An incident may have more than one Staging Area.
Staging Areas can be set up to meet specific functional needs. For example for ambulances,
possible Staging Area locations and to plan their layouts in advance.
Resources in a Staging Area are always in or on an available status, which means they are
ready for assignment within three minutes. This is an important consideration for resource
use planning and should be closely adhered to.
Staging Areas may include temporary fuelling and sanitation facilities. All Staging Areas will
have Staging Area Manager. Staging Areas will be given a name which describes their
general location, e.g., Latashil Playground Staging Area, G
The Staging Area manager reports to the Operations section Chief, or to the Incident
Commander if an Operation Section has not Been Established.
A Staging Area may be in the same general area or adjacent to other incident facilities;
however, it should have its own separate location established.
Some incidents may use the Staging Area(s) for only certain kinds of resource. For example,
all police vehicles or all ambulances may be located boats used in a water incident.

General Characteristics of Staging Areas

Staging Areas should:
 Be close to the location of tactical assignments(Within five minutes)
 Be located out of any possible line of direct hazard effects to minimize risk
 Be relocated if necessary.
 Have different access roués for incoming and outgoing resources.
 Be large enough to accommodate available resources and have room for growth.
 Be clearly marked
 Be located to minimize environmental damage

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  Have necessary security control.

Benefits of using Staging Areas

Listed below are several benefit from the use of Staging Area at an Incident. Students may be
able to add additional benefits.
Staging Areas:
 Provide location for immediately available resources to await active
assignments.
 Provide locations to allow resources to be formed into operational units such as
task forces and strike teams
 Provide for greater accountability by having available personnel and rescues
togetherin one location.
 Provide safe locations for personnel and equipment to await assignment
 Prevent resources from freelancing or “doing their own thing.”
 Minimize excessive communications of resources calling for assignments.
 Control and assist the check-in of personal who arrive at the incident via
privately owned vehicles or other private means.
 Allow the Operation Section Chief or IC to properly plan for resource use, and
to provide for contingencies.

Incident base
An Incident Base will be established or some incidents
All primary services and support activity for the incident are usually located and
performed at the Base.
The logistics Section will be located at the base
Normally, the incident Base is the location where all uncommitted (out-of service)
equipment and personnel support operations are located.
Tactical resources assigned to the Incident Base will normally be out-of –service
There should be only one Base established for each incident, and normally the Base
will not be relocated.
The Base will be designated by incident name, e.g., Jorabatland slide Base
In locations where major incidents are known to occur frequently, it is advisable to
predesigned possible Base locations, and to plan their layout in advance.
The management of the Base comes under the Logistics Section. If an Incident Base
is established, a base Manager will be designated. The Base Manager in a fully
activated IRS organization will be in the Facilities Unit of the Logistics Section.

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Camps
Camps are temporary locations within the general incident area which are equipped
and staffed to provide sleeping, food, water and sanitary services to incident
personnel.
Camps are separate facilities and are not located at the Incident Base.
Camps may be in place for several days, and they may be moved depending upon
incident needs.
Very large incidents may have one or more Camps located in strategic areas. For
example, in a civil disturbance incident there may be several camps designated where
National Guard personnel and equipment are temporarily located.

Collocating Facilities

Incidents ICP Staging Base Camps Helibase Helispot

Facilities
ICP
Staging Area
Base
Camps
Helibase
Helispot

Map Designations for IRS Facilities

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 Incident Command Post(Name)

Staging Areas(Name)

Base (Name)

Camp(Name)

Helibase(Name)

Helispot (Number or Name) i.e.H-3

All IRS function unit activities performed at the base may also be performed at
Camps.
Each camp will have a Camp Manager Assigned.
Camp Mangers are responsible for managing the camp and for providing non-
technical coordination of all organization units operating within the Camp.
Camp Manager will report to the Facilities Unit Leader in the Logistics Section. If
that position has not been activated, the Camp Manager would report to the Logistics
Section Chief.
Initially, personnel requirements for Logistics section units located at Camps will be
determined by the Incident General Staff, based on the kind and size of the incident
and expected duration of Camp operations.

33
 After a camp is established, additional personnel and support needs would normally
be determined and ordered by the Camp Manager.
If logistics units are established at Camps, they would be managed by assistants.
Camps are designated by a geographic name or by a number. An example might be
the City Hospital Camp, or Camp #3.

Helibase
Helibase and Helispots serve somewhat different purposes at an incident.
We will first cover the Helibase.
Helibase is the main location within the general incident area for parking, fuelling,
maintenance, and loading of helicopters.

The Helibase is generally located at a nearby airport, or at another off-incident

location.
A Helibase will be used to load helicopters with personnel, equipment, and supplies
necessary for incident operations.
The incident Helibase will be designated by the name of the location, e.g.,
LakhimpurHelibase.
Large incidents could have more than one Helibase. For example, a second Helibase
would be called DibrugarhHelibase #2.
Helibases will normally not be moved.
The Helibase will be managed by a Helibase Manager.
The Helibase Manageer will report to the Air Support Group Supervisor in the Air
Operations organization if that position has been activated.
If not, the Helibase Manager reports to either the Air Operations Branch Director (if
activated) or to the Operations Section Chief.

Helispots
Helispots are temporary locations in the incident area where helicopter can safely land
and take off.
Helispots can be used to load or off-load personnel, equipment, supplies, water, etc.
Helispots will be managed by Helispot Managers who will function on the ground at
the Helispot.
The Helispot Manager will report to the Helibase Manager.

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If an incident has no established air operations organization but does have one or
more Helispots designated, the Helispot Managers will report to the Operations
Section Chief.
Several IRS facilities may be collocated at an incident.

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 CHAPTER – IV
INCIDENT RESOURCE AND RESOURCE MANAGEMENT

IMPORTANCE OF RESOURCE STATUS KEEPING

On any incident, the effective management of tactical resources is a vital consideration. The
ability to select the right resource for the task to be done is essential to properly accomplish
the job, ensure resource safety, and be cost effective.
Maintaining status of al resources assigned to the incident is an important aspect resource
management. A tactical resource, e.g., a bulldozer (dozer), will have a wide variety of
capabilities and uses. It is obviously not enough to just order a dozer. For this reason, it is
strongly recommended that the various kinds of resources used within IRS be typed
whenever possible.
In addition, not all tactical resources at an incident may be usable at any given time. For a
variety of reasons, some resources may be temporarily out-of-service or placed into an
available (ready) but not assigned status.

DEFINATION OF RESOURCES
In IRS applications, tactical resources consist of all personnel and major items of equipment
available or potentially available for assignment to incidents. Equipment resources will
include the personnel required to operate/staff them.
Resources can be described both by kind and by type.

Resource Kinds
The kind resource describes what the resource is, e.g., patrol vehicle, Search and
Rescue (SAR) unit, helicopter, fire engine, oil skimmer vessel, bulldozer, plow, etc.
The kinds of resources can be as broad as necessary to suit the incident application.
Some of the same kind of tactical resources may be used by different agencies on a
variety of incidents. For example, both police and fire departments will often use
helicopters, fuel tenders, and crew transports.
Other kinds of resources, e.g., patrol cars, search dogs, or fire engines, are specific to
the user agency and to the application area.

Resource Types
The type of resource describes a performance capability for that kind of resource. For
example, a Type 1 FRP Boat will carry up to 16 persons. A Type 3 FRP boat will
carry up to 5 persons.

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 Resources are usually typed by a number, with 1 being the highest capability or
capacity; 2, the next highest, etc. When referring to personnel resources such as crews
or Incident Management Teams, the Type 1 resource has the highest level of training,
experience, and self-sufficiency, and is most suitable for the most complex
assignments.

However, that high capacity does not necessarily mean a Type 1 resource is right
for the job to be done. For example, a Type 1 Fire Tender with Hydraulic platform
which has the greatest size and engine capacitymay not be used in a area like Fancy
Bazar in Guwahati City where most of the bye lanes are narrow for moving Fire
Tender with Hydraulic platform.
There are three distinct advantages to typing resources:

In Planning
Knowing the specific capabilities of the various kinds of resources helps planners
decide the type and quantity of resource best suited to perform activities required by
the Incident Action Plan.

In Ordering
Ordering resources by types saves time, minimizes error, gives a clear indication of
exactly what is needed, and reduces nonessential communications between the
incident and the off-site order point.

In Monitoring Resource Use

An awareness of the type of tactical resource assigned enables the manager to monitor
for under-or-over-capability, and make changes accordingly. Careful monitoring of
resource performance can lead to the use of smaller or less costly resources, which
can result in increased work performance and reduced cost.
While resource typing is a good idea, in Assam context, State Disaster Resources
Network SDRN which is being establishedby ASDMA recently provides on line
inventory for various resources. It also gives detailed specifications of records based
upon which there need to be development of resource typing for different kind of
resources in our State.

OPTIONS FOR USING RESOURCES ON A INCIDENT

There are three ways of using resources at an incident:
 As Single Resources
 As Task Forces
 As Strike Teams
Each these has certain features:

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Single Resources
Single Resources are individual pieces of equipment, or a crew of individuals
Single Resources can be further specified as type to reflect capability. Unless a Single
Resource is specified as a type, its specific resource capabilities may not be clear to
everyone.
Examples of Single Resources:

KIND TYPE
Boats Inflatable Rubber Boats of 10 sitting capacity

FRP boats with 15 sitting capacity.

Task Force
Task Forces are any combination and number of single resources assembled for a
particular tactical need. Task forces may be a mix of all different kinds of resources, be
of the same kind but different types, or be several resources of one kind mixed with other
resources. For example :
Task Force:
 Must have a leader.
 Must have communication between resources and the leader, and from the leader
to the next level supervisor.
 Must have transportation as required.
 Must be within span of control limits (one supervisor control 5-7 men)
Task Forces are very flexible in their makeup with no limitations other than span of
control. Listed below, are some examples of how agencies use Task Force.

Examples of Task Forces:

 Public Works Department Task Force:

Two Bulldozers
Two Dumper Trucks

 Search and Rescue Task Force:

One S&R Team of SDRF of 55 personnel
One Medical Team of Health department of 3 doctors & 5 paramedics

Strike Teams
Requirements of an IRS Strike Team:
 All resources must be of the same kind and type.
 Must have a leader.
 Must have communications between resources and the leader.

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  Must have transportation (as required).
 Must operate within span of control limits.

Example of standardized IRS Strike Teams:

 Ten 108 Ambulances with paramedics

Management of Task Forces and Strike Teams

A requirement for all Task Forces and Strike Teams is that they must have a leader
and common communications.

Depending upon the level of IRT activation for the incident, Task Force and Strike
Team Leaders will report to the Incident Commander, the Operations Section
Chief, or to a Division or Group Supervisor.
RESOURCE STATUS
Knowing resource status is important throughout the incident. If a new critical mission arises,
the Incident Management Team must know where all resources are, and their status, to be
able to move resources to the new priority mission in a timely manner. Likewise, if there is a
need to evacuate resources for their own safety, there is a need to know the whereabouts and
status of the resources in the affected area.

All tactical resources at an incident will be in one of three status conditions.

Assigned
Resources working on a tactical assignment under the direction of a supervisor.

Available
Resources ready for deployment.

Out-of-service
Resources that are not ready for available or assigned status.
Reasons for resources being out-of-service can include:
 Mechanical (vehicle or equipment services required)
 Rest (personnel)
 Staffing (insufficient personnel to operate the equipment)\
In addition, in some situations resources could also be out-of-service for:
 Weather reasons

 Financial reason
Resources can go out-of-service during an active assignment for mechanical or
staffing reasons. Usually resources out-of-service for other reasons will be located at
the incident base or at camps if these facilities have been established.

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CHANGING RESOURCE STATUS
Resource status on an incident is maintained and changed by the supervisor who has the
resources under assignment. The Resources Unit will not on its own authority change the
status of resources.
Depending on the levels of activation within the incident organization, changes in resource
status may be made by the Incident Commander, Operations Section Chief, Division or
Group Supervisor.
Information about the status change will be passed to the Resource Unit of the Planning
Section.
Normally, the persons who can change status of resources on an incident could include:
 The person in charge of the single resource.
 A Task Force or Strike Team Leader.
 A Division or Group Supervisor.
 The Operations Section Chief or Incident Commander.

RESOURCE STATUS KEEPING SYSTEMS

There are several status keeping method or systems which can be used to keep track of
resources at incidents.

Manual Record Keeping of Forms

Available
Card Systems
Magnetic Symbols on Maps or Status Boards
Computer Systems (GIS based software to reflect current resource status and location).

ACTIVITY AND RESPONSIBILTIES

No. Activity Primary Responsibility
1 Give a resource and situation Planning Section Chief
Briefing on current status
2 Set incident objectives Incident Commander

3 Designate geographic boundaries Operations Section Chief

and identify functional groups
4 Determine tactical assignments Operations Section Chief,
Safety Officer
5 Specify resources needed Operations Section Chief,
By division / group Planning Section Chief

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6 Specify incident facilities and Operations Section Chief,
reporting locations and plot on map Planning Section Chief,
7 Consider incident management team Logistic Section chief,
Needs for communications, safety, Planning Section Chief,
and transportation Safety Officer
8 Place resource order for Logistic Section Chief
additional needs
9 Finalize incident action plan (all forms) All
10 Approve and implement the Incident Commander
incident action plan. Operations Section Chief
OPERATIONAL PLANNING WORKSHEET
The operational Planning Worksheet is a planning tool used during the planning meeting.
It provides information on:
 Incident work location
 Work assignments
 Kind and type of resources needed
 Reporting location
 Requested arrival time for additional resources. By using the worksheet, planners can:
 Determine total resources required
 Subtract the number on hand

 Determine additional resources needed

RESOURCE ORDERING
Responsibility for Ordering Resource
Within the IRS organization, there are three organizational elements authorized to place
resource orders.
If the incident organization is small and General Staff positions have not been filled, then
the Incident Commander will personally request the additional resources.
If the Logistic Section Chief position has been filled, then the Logistic Chief has the
delegated authority to place the resource order after the order has been approved by the
Incident Commander.
On larger incidents, where the Logistic Section contains a Supply Unit, the Supply Unit has
the authority to place the approved resource order.
CHECK-IN PROCESS
IRS has a simple and effective resource check-in process to establish resource accountability
at an incident.

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The Resources check-in is done on an IRSForm Check-in List. A check-in recorder will be
assigned to each location where resources will check-in. There are five incident locations
where check-in can be done:
1) Incident Base
2) Camp
3) Staging Area
4) Resources Unit at the Incident Command Post
5) Helibase
Check-in recorders must have an adequate supply of check-in forms, and be briefed on the
frequency for reporting check-in information to the Resource Unit.

DEMOBILIZING RESOURCES
At all times during an incident, the Incident Commander and General and Command Staff
members must determine when assigned resources are no longer required to meet incident
objectives.
Excess resources must be released in a timely manner to reduce incident-related costs, and to
“free up” resources for other assignments.
On larger incidents, the planning for demobilization should begin almost immediately and
certainly well in advance of when demobilization actually takes place.
The process of demobilizing resources generally begins at the Operations Section level,
where the need for continued tactical resources will be determined.
When tactical resources are no longer needed, other parts of organization can also be reduced.

The Process of Demobilization

On single agency and/ or smaller, the planning and the process of demobilization may be
quite simple and will not require a formal written demobilization plan or a Demobilization
Unit to prepare it.
On large incident, especially those which may have personal and tactical resources from
several jurisdictions or agencies, and where there has been a good integration of multi
jurisdiction or agency personnel into the incident organization, a Demobilization Unit within
the Planning Section should be established early in the life of the incident. A written
demobilization plan is an essential on larger incidents.

Personnel Accountability
The IRS provides a unity of command structure which allows supervisors at every level know
exactly who is assigned and where they are assigned. If the management process is followed,
and the principles of IRS maintained, all resources will be fully account for at all times.

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 CHAPTER-V
INCIDENT AND EVENT PLANNING

IMPORTANCE OF PLANNING
It is essential that every incident or event be managed according to a plan. In the IRS, the
management plan is called Incident Action Plan (IAP).

For simple incidents of short duration, the Incident Action Plan will be developed by the
Incident Commander and communicated to subordinates in a verbal briefing. The
planning process for this kind of incident does not require a formal planning meeting.
Action Plans
Written Incident Action Plans documenting planning decisions should be considered
whenever

 Two or more jurisdictions are involved.

 The incident continues into another Operational Period.

 A number of organizational elements have been activated.

Written action plans provide:

 A clear statement of objectives and actions.

 A basis for measuring work effectiveness and cost effectiveness.

 A basic for measuring work progress and for providing accountability.

The decision to prepare a written action incident action plan will be made by the Incident
Commander. However, it will not always be possible to have a written plan, nor is it always
appropriate on small, short duration incidents even though they may be complex.

Operational Periods
Action plans should be prepared for specific time periods, called Operational Periods.
Operational Periods can be of various lengths, although they should normally be no longer
than 24 hours. It is not unusual to have much shorter Operational Periods covering, for
example, two-or four hour time periods. Decisions on the length of the Operational Period
Will be affected by:

 Length of time available/needed to achieve tactical objectives.

 Availability of fresh resources.

 Future involvement of additional jurisdiction and/ or agencies.

 Environmental considerations, e.g., daylight remaining, weather, etc.

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 Safety considerations
Planning must do far enough in advance to ensure that additional resources needed for the
next Operational period are available.
Essential Elements in the Action Plan.
A. Statement of Objective- Statement of what is expected to be achieved. Objectives must
be measurable.
B. Organization- Describes what elements of the IRT will be in place for the next
Operational Period.
C. Tactics and Assignments- Describes tactics and control operations and what resources
will be assigned. Resources assignments are often done by Division Group.
D. Supporting Material- Examples include a map of the incident, Communications Plan,
Medical Plan, Traffic Plan, Weather data, special precautions, and safety message.
All incident supervisory personnel must be familiar with the current, as well as the next
operational period’s Incident Action Plan. This can be accomplished through briefings, by
distributing a written plan prior to the start of the operational period, or as is often done,
by both methods.

PLANNING PROCESS
The steps are:

 Understand the situation

 Establish Incident Objectives and strategy

 Develop tactical direction and assignments

 Prepare the plan

 Implement the plan

 Evaluate the plan

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 GLOSARY OF TERMENOLOGY

 Single Resources: Single Resources include both personnel and their required
equipment.

 Task Forces: A Task Force is any combination of single resources.

 Strike Teams: A Strike Team is a combination of a designated number of the same kind
and type of resources with common communications and a leader.

 Staging Area: A temporary location for placing resources available for incident
assignments.
 Span of control: It apply to the number of individuals one supervisor can effectively
manage. Maintaining an effective span of control is particularly important on incidents
where safety and accountability have top priority. In IRS, the span of control for any
supervisor falls within a range of 3 to 7.
 Incident Action Plan (IAP): Every incident or event be managed according to a plan. In
the IRS, the management plan is called Incident Action Plan (IAP).

 Incident Command Post (ICP): ICP is the location at which the primary command
functions are performed. The Incident Commander will be located at the ICP.
 Incident base: An Incident Base is a base established in an incident & all primary
services and support activity for the management of the incident are usually located and
performed at the Base.

 Camps: Camps are temporary locations within the general incident area which are
equipped and staffed to provide sleeping, food, water and sanitary services to incident
personnel. Camps are separate facilities and are not located at the Incident Base.

 Helibase: It is the main location within the general incident area for parking, fuelling,
maintenance, and loading of helicopters.

 Helispots: They are temporary locations in the incident area where helicopter can safely
land and take off.

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ANNEXURE-I

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