ER Disaster

Response
and Basic
312 Incident
Command
System
(Modified Module from
OCD XI BICS Training
Course)
STUDENT MODULE
Contents
Course Overview 1

Module 1: The Philippine Disaster Risk Reduction and Management System 8

Module 2: Introduction to ICS 26

Module 3: Organization and Staffing 35

Module 4: ICS Facilities 43

Module 5: Managing Planned Events and Incidents 46

Module 6: Incident/Event Assessment and Management by Objectives50

Module 7: Organizing and Managing Incident Resources 55

Module 8: Incident/ Event Planning 60

Module 9: Transfer of Command, Demobilization, and Close-out 64

 Course Overview:
Basic Incident Command System

Baround
Following the enactment of Republic Act (RA) 10121, otherwise known as
the Philippine DRRM Act of 2010, the Philippine government took a
proactive approach to manage the disaster consequences and reduce
disaster risks by institutionalizing various mechanisms. Among these is
the Incident Command System (ICS).

ICS is one of the flagship programs of the OCD. By virtue of various

NDRRMC issuances, ICS has been institutionalized as an on-scene disaster
response tool of the Philippine DRRM System. ICS is a standard, on-scene,
and all-hazard incident management concept introduced by the US Forest
Service that can be used by all DRRM Councils, emergency management,
and response agencies. It is a disaster response tool that coordinates the
actions of all response groups.

ICS has been proven effective in managing potential and actual disaster
consequences. It has significantly enhanced the mechanisms for resource
management, reporting and documentation, promotion of responder
safety, and optimum achievement of response objectives as evident in
past major disaster response operations, including management of
planned high-density population gatherings.

To develop better appreciation and understanding of the ICS, there is a

need to conduct a basic level of training, which will highlight discussions
on the core principles, features, and functions of ICS.

Course Ob
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
basic concepts and principles of ICS in any disaster situation.

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Basic Incident Command System
 Specific Objectives
Upon completion of the training, the students will be able to:

1. Explain the concept of ICS, its background, overview, principles, and features;
2. Describe the ICS organization;
3. Determine the ICS facilities;
4. Learn how to manage planned events and major incidents;
5. Explain the principle of management by objectives;
6. Determine the essentials in managing resources in ICS;
7. Understand the considerations for incident and event planning; and
8. Discuss the use of transfer of command, demobilization, and close-out.

Teaching-Learning Methodologies
As we transition into the “new normal,” the instructor ushers its students
into a variety of online tools designed to fit the course and accommodate
its learners. The course utilizes the following teaching-learning methods:
● Face to Face learning where students report to school on a
scheduled date and time for personal learning discussion, hands-on,
role play and simulation activities.
● Online Evaluation, in the forms of pre-training and post-training tests,
is administered to assess the effectiveness of the training course.
Likewise, self- paced quizzes and assignments are given during for
the course duration.

Duration: 18 weeks

Course Modules

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Basic Incident Command System
 Self-paced

Introduction to ICS

Philippine DRRM System

This is an introduction to the concept of ICS, highlighting its background and development
as well as the key features and principles.

Provides an overview of the Philippine DRRM System and the paradigm shift brought about
by RA 10121.

VTC Modules
This module explains the Philippine Disaster
Module 1: The Philippine
Profile, Philippine Disaster Risk Reduction
Disaster Risk Reduction and
and Management System
Management System
Module 2: Introduction to This module emphasizes the basic ICS:
ICS Definition, Mechanisms and

This module presents the composition of the

Module 3: ICS Organization
ICS organization and the roles and
responsibilities of the members of the
Incident Management Team.

Module 4: ICS Facilities This module emphasizes the basic ICS

facilities, their uses and map symbols.
Module 5: Managing Planned This module underscores the considerations
Events and Incidents for managing planned events and major
incidents using several incident
management options.
Module 6:
Incident/ Event This module highlights the process for assessing
the
Assessment and Management situation and coming up with set of actions
by Objectives using the principle of management by
objectives.
Module 7: Organizing and This module is about the different
Managing Resources standards and approaches used in ICS
when it comes to resource management.

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 This module presents the step-by-step
Module 8: Incident and
process for planning as the cornerstone of
Event Planning
ICS. Further, it introduces the incident action
plan as a document that enumerates tactical
actions for response.
Module 9: Transfer of
This module provides an overview of the
Command, Demobilization, and
transfer of command, demobilization, and
Closeout
closeout as among the key activities when
terminating an ICS operation.

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Basic Incident Command System
MODULE 1: THE PHILIPPINE DISASTER RISK REDUCTION
AND MANAGEMENT SYSTEM

Module Objectives

Upon completion of the module, you will be able to:

1. Explain about the Philippine Disaster Risk Profile;
2. Describe the paradigm shift in the Philippine DRRM System;
3. Describe the four DRRM Thematic Areas; and
4. Determine the DRRM challenges.

TIME FRAME: Week 1

INTRODUCTION:

Good day! Welcome to Module 1. This lesson tackles the role of OCD in terms of disaster response
and the basic concept of ICS. It is significant to know about the concept of ICS to have better
disaster response. The activities in this lesson will help you understand the relationship between
OCD, NDRP and other national and local plans. It is also significant to know about the concept of
ICS to have better disaster response. So let’s start to dig deeper about ICS!

ACTIVITY:

1. Watch a video about Philippine Hazards

ANALYSIS:

1. Describe your output in activity 1.

2. What part of the activity motivates you?
3. Tell us about your experience in doing the activity.

ABSTRACTION:

Philippine Disaster Risk Profile

Pacific Ring of Fire

One major reason why we have disasters in the Philippines is because of
our geographic location along the highly-seismic Pacific Ring of Fire. This is
the area where the Philippine Sea and Eurasian Tectonic Plates meet and
is prone to occurrences of earthquakes, tsunamis and volcanic eruptions.

Because of this geographic location, our country has around 300 volcanoes in which
24 are active.

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Basic Incident Command System
6
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 Active Faults and Trenches

If we will look at the distribution of active faults

and trenches in the Philippines, these are found
in several areas of the country.

Seismicity

If we will examine the seismicity or the

frequency of occurrence of earthquakes, almost
all parts of the country experience earthquakes.
Generally, we encounter an average of 20
earthquakes a day, per latest figures from
the Philippine Institute of Volcanology and
Seismology (PHIVOLCS).

Reference: DOST PHIVOLCS

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Basic Incident Command System
 Pacific Typhoon Belt

Aside from being situated in the

Pacific Ring of Fire, the Philippines
is also located along the Pacific
Typhoon Belt. This explains the
occurrences of different weather
disturbances such as typhoons.

Our country is visited by an

average of 20 typhoons per year,
according to the Philippine
Atmospheric Geophysical and
Astronomical Services
Climate Change Administration (PAGASA).

In addition, we also have to

contend with the irreversible
impacts of climate change that is
largely characterized by
increasing global temperatures.

Too many greenhouse gases are

released in the atmosphere that
trap the heat and make the
planet warmer, this is referred to
as Greenhouse Effect.

Major Disasters caused by Natural Hazards

2009 Tropical Storm Ondoy

464 Dead

37 Missing

529 Injured

4.9 M Affected

PhP 11B Damages

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Basic Incident Command System
 2013 Bohol Earthquake

209 Dead

8 Missing

877 Injured

3.2 M Affected

PhP 2.25B Damages

2013 Typhoon Yolanda

6 300 Dead

1 062 Missing

28 688 Injured

16 M Affected

PhP 89.6B Damages

2018 Mayon Volcano Eruption

Around 90 000

Affected PhP 166 M

Damages

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 2018 Typhoon Ompong

82 Dead

2 Missing

138 Injured

3 M Affected

PhP 33.9B Damages

2019 Major Earthquakes

Porac, Pampanga (M 6.1)

Itbayat, Batanes (M 5.9)

Castillejos, Zambales (M
5.9)
San Julian, E. Samar (M
6.5)
Tulunan, Cotabato (M 6.6)

Davao Del Sur (M 6.9)

2020 Taal Volcano Eruption

737 K Affected
PhP 3B
Damages

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 2020 Typhoons Quinta-Rolly-Ulysses

Combined
effects: 153
dead
20 missing
524 injured

Major Disasters caused by Human-induced Hazards

2008, Wowowee Stampede

73 Dead
392 Injured

2010, Quirino Grandstand Hostage Taking

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 8 Dead
13 Injured

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 2013, Zamboanga Crisis

7
Dead
119 000
Displaced PhP
3.2B Damages

2015, Kentex Factory Fire

2017, Marawi Crisis

87 Dead
350 000
Displaced PhP
17B Damages

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Basic Incident Command System
Late 2019- 2022: COVID-19 PANDEMIC

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Basic Incident Command System
 Cost of Disasters
It was estimated by the Philippine
Institute for Development Studies
(PIDS) that the estimated cost of
disasters per year in the Philippine
economy based on 1905 to
2017data is around 85 to 422 billion
pesos.

World Risk Index Report 2020

In 2020, the Philippines ranked as
the 9th country at risk to disasters
globally, according to the World
Risk Report.

Rank in the previous years:

● 3rd in 2011 to 2013

● 2nd in 2014
● 3rd in 2015 to 2018
● 9th in 2019

Paradigm Shift in the Philippine DRRM System

What is DRRM?

Disaster Risk Reduction and Management (DRRM): the systematic process of

using administrative directives, organizations, and operational skills and
capacities to implement strategies, policies and improved coping
capacities in order to lessen the adverse impacts of hazards and the
possibility of disaster.

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Basic Incident Command System
 Republic Act 10121: “An act strengthening the Philippine Disaster Risk
Reduction And Management System, providing for the National Disaster
Risk Reduction and Management Framework and institutionalizing the
National Disaster Risk Reduction and Management Plan, appropriating
funds therefor and for other purposes”.

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Basic Incident Command System
 The paradigm shift to DRRM is brought about by the enactment of
Republic Act (RA) 10121 on 10 May 2020. RA 10121 is the legal basis for
DRRM in the Philippines.

Shift from Reactive to Proactive

Before RA 10121 was enacted, we used to have a

reactive stance characterized by a top-down and
centralized approach to disaster management.
Reactive
We also used to consider disasters as function of physical hazards
and had been largely focusing on disaster response.

Now, with RA 10121, we have shifted from reactive

Proactive approach to the proactive stance in DRRM.
We take a bottom-up participatory DRRM approach and view
disasters as a reflection of people’s vulnerability. Further, we
adopt an integrated approach by looking at all aspects to reduce
disaster risk.
National Disaster Risk Reduction and Management Council
RA 10121 constituted and mandated the NDRRMC as the highest
organized and authorized body in DRRM in the Philippines. The NDRRMC
replaced the former National Disaster Coordinating Council (NDCC).

NDCC to NDRRMC

NDCC vs. NDRRMC

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Basic Incident Command System
 Office of Civil Defense (OCD)

The OCD is mandated by RA 10121 to serve

as the Executive Arm and Secretariat of the
NDRRMC.

Primary mission of OCD:

To administer a comprehensive national civil

defense and disaster risk reduction and
management program by providing leadership
in the continuous development of strategic and
systematic approaches as well as measures to
reduce the vulnerabilities and risks to hazards
and manage the consequences of disasters

OCD General Functions

● Policy-Making: The OCD shall facilitate development and

implementation of policies, plans, guidelines and procedures related to
DRRM, in coordination with relevant experts and stakeholders.
● Coordination: The OCD shall advise the NDRRMC on matters relating to
DRRM and orchestrate the implementation of programs, projects and
activities.
● Integration: The OCD shall facilitate risk assessment in consultation with
key stakeholders and create an enabling DRRM environment by
capacitating individuals and organizations.
● Supervision: The OCD shall provide technical assistance to local
government units (LGUs) and other stakeholders, and ensure
adherence to the national DRRM standards and programs.
● Monitoring and Evaluation: The OCD shall conduct monitoring and
evaluation as part of the implementation of national DRRM standards.

DRRMC Network

RA 10121 further provides for the establishment of the “DRRMC Network”

or the replication of the NDRRMC from the national down to the regional,
provincial, city, municipal and barangay levels.

To bring down DRRM to the grassroots, RA 10121 further provides for the
establishment of the “DRRM Network” or the replication of the NDRRMC
from the national down to the regional, provincial, city, municipal and
barangay levels. Thus, the formation of additional committee was realized
such as the Barangay Disaster Risk Reduction and Management

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 Committees or BDRRMCs to ensure the high capacity of every Filipino.

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 National Level
1 National DRRM Council

Regional Level
17 Regional DRRM Councils

Secretaries:

DND: Gen. Jose Faustino Jr. Chair of NDRRMC

DILG: Benjamin Abalos Jr.
DSWD: Erwin Tulfo
DOST: Renato Solidum Jr
NEDA: Arsenio Balisacan

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 Provincial Level
81 Provincial DRRM Councils

City Level
146 City DRRM Councils

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 Municipal Level
1,488 Municipal DRRM Councils

Barangay Level
42,406 Barangay DRRM Committees

This is how the coordination works during emergencies. When only one
barangay is affected, coordination will only be within the barangay. When
two (2) or more barangays are affected, the city or municipal level has to

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Basic Incident Command System
 take over. When two (2) or more cities are affected, the provincial level will
be responsible for coordination.

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 Similarly, the regional level will have to assist when two (2) or more
provinces are affected. The NDRRMC will coordinate for response when
two (2) or more regions have been affected.

Provincial DRRMC will respond if 2 or

more regions are affected.
Regional DRRMC will respond if 2 or
more provinces are affected.
Provincial DRRMC will respond if 2 or
more cities or municipalities are
affected.
City/Municipal DRRMC will respond if
2 or more barangays are affected.
Barangay DRRMC will respond if 1
barangay is affected

Local DRRM Office:

RA 10121 further requires that for every province, city, municipality and
barangay, there shall be the Local DRRM Office.
The Local DRRM Office is in charge of setting the direction, development,
implementation and coordination of DRRM programs in their areas.
Important Note from Section 15, RA 10121

LGUs shall take the LEAD.

NDRRMC shall always act as SUPPORT to LGUs.

DRRM Thematic Areas

RA 10121 provides for the

institutionalization and operationalization
of DRRM through four (4) interoperable
and mutually reinforcing DRRM thematic
areas.

Four DRRM Thematic Areas

The four DRRM thematic areas are

Disaster Prevention and Mitigation,
Disaster Preparedness, Disaster
Response, and Disaster Rehabilitation
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Basic Incident Command System
 and Recovery.

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Basic Incident Command System
 Disaster Prevention and Mitigation

To address current and reduce future risks of communities and

government through mainstreaming integrated risk management into
science, policy and practice.

● Early warning systems

● Forecasting and monitoring
● Hazard and risk mappings
● Structural and non-structural interventions

Disaster Preparedness

To establish and strengthen capacities of governments, communities,

CSOs, and private sector to anticipate, cope, and recover from the adverse
impacts of hazards and potential cascading disasters, and minimize losses
and disruption of daily life.

● Planning
● Propositioning and stockpiling
● Organizing responders
● Training, drills and exercises

Disaster Response and Early Recovery

To provide risk-based, timely and anticipatory response actions to address

basic, life- preservation and immediate needs of communities and
government. Also, affected communities/population are able to continue
life with dignity and prevent or minimize exacerbation of emergency
situation.

● Damage assessment
● Evacuation
● Issuance of advisories
● Search, rescue and retrieval
● Relief distribution
● Management of evacuation centers

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Basic Incident Command System
 Disaster Rehabilitation and Recovery

To speed up recovery from disaster losses through rehabilitation

and recovery programs that are aligned to sustainable development
and “Build Back Better” principle.
● Post-disaster needs assessment
● Review of policies and plans
● Resettlement
● Provision of new sources of livelihood

National DRRM Plan

To operationalize the DRRM Thematic Areas at the national level and

achieve the respective targets, the NDRRMC formulated the NDRRM Plan.

The National DRRM Plan encompasses the four (4) DRRM Thematic
Areas, with corresponding long term goals, objectives, outcomes,
outputs and activities. The provisions of the plan were then updated in
2020 for implementation until 2030.

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Basic Incident Command System
 National DRRM Framework

The updated framework has two primary features. The first feature
shows the existing framework. The second feature depicts the
transformation and recalibration of the framework.

Centrality of risk and all hazards approach

It recognizes that risks are systemic in nature that changes over time with
the interplay of people’s level of capacity and vulnerabilities amidst the
changing climate, including extreme and slow onset events and manmade
activities. The all hazards concept is referred to by Sendai framework as
the concept to strengthen technical and scientific capacity to capitalize on
and consolidate existing knowledge and to develop and apply
methodologies and models to assess disaster risks, vulnerabilities and
exposure to all hazards.

Coherence and mutual reinforcement of strategies among actors

across thematic pillars
The framework recognizes the need to establish credible linkages to
enhance coherence and harmonization across goals, systems, plans, and
policies to avoid duplication, overlapping of efforts and wastage of
resources. Thus, the thematic pillars are organized and clustered into
three (3) key result areas (KRAs): KRA 1: disaster risk reduction; KRA 2:
preparedness and response; and, KRA 3: build back better.

Priorities of the Sendai Framework

The adoption of the four priorities for action of the Sendai framework as
strategies toward the attainment of our goal of a safer, adaptive, and

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Basic Incident Command System
 disaster resilient filipino communities toward sustainable development.

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 Challenges

“Buy-in” of Stakeholders
We need the cooperation and buy-in of our stakeholders. also need
correct the notion that DRRM is only a government concern.
Rather, DRRM requires the whole-of-society approach.

DRRM as “Way of life”

DRRM is relevant to be applied in all aspects of our lives, not just during
emergency times. Therefore, DRRM should be considered as our “way of
life.”

Prioritization
DRRM should be among the top priorities of our officials and leaders, both
for public and private stakeholders.

Continuous innovation in the “New Normal” situation

We need to continuously innovate our DRRM policies, plans and programs
in view of the “new normal” characterized by the increasing in terms of
scope, magnitude, frequency, and complexities of disasters

APPLICATION

1. Draw a Philippine Map

2. Illustrate different hazards found in the Philippines

ASSESSMENT

Instruction: Prepare ½ lengthwise and answer questions read by the

instructor.
1. Give at least five (5) various hazards in the Philippines.
2. Enumerate the four (4) thematic areas

Closure:

"The capacity to learn is a gift; the ability to learn is a skill; the willingness to learn
is a choice." - Brian Herbert

Congratulations for completing this module!

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31
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 MODULE 2: INTRODUCTION TO ICS

Module Objectives

Upon completion of the module, you will be able to:

1. Determine lessons from past incidents that led to the development of ICS;
2. Explain the overview of ICS;
3. Describe the key principles and features of ICS; and
4. Determine key events in which ICS was applied.

TIME FRAME: Week 2

INTRODUCTION:

Good day! Welcome to Module 2. This module tackles introduction to ICS. You will learn lessons
from past incidents that led to the development of ICS; overview of ICS; key principles
and features of ICS; and key events in which ICS was applied. So let’s start to dig deeper
about ICS!

ACTIVITY:

1. `List down countries that are adapting ICS.

ANALYSIS:

1. Why are those countries used ICS?

ABSTRACTION:

Lessons from Past Incidents

Philippines: a country that is at risk to disasters

Natural hazards abound in the Philippines primarily because of our
geographic location along the Pacific Ring of Fire and Pacific Typhoon Belt.
This makes our country prone to natural hazards such as earthquakes,
tsunamis, typhoons and tropical storms.

Aside from natural hazards, we also have to contend with various human-
induced hazards such as fires, bombing and terrorist attacks.

Common Issues with Disaster Response

1. Lack of reliable incident information

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Basic Incident Command System
 It is unclear who is the assigned public information officer to
disseminate official and legitimate situation update.

2. Inadequate communications
Stakeholders rely on their own communication tools and channels that
are not interoperable and interconnected with the rest.

3. Too many responders

● There are too many rescuers, emergency medical teams, fire
fighters, social workers, etc. in one incident area that
compromise efficiency.
● “Span of control” is overwhelming, e.g., 1 supervisor
commanding around 10 to 15 responders.
● Various responding agencies and organizations have their own
organization structures, with their respective chain of commands
and authorities.

4. Lack of accountability
Some of the responders act as “freelancers” by initiating action on
their own without adhering to the authority of the persons in command
or the leaders in the jurisdiction.

5. Lack of structure for coordinated planning and response

There is no clear mechanism to harmonize multi-stakeholder planning
and response.

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 6. Unclear lines of authority
There are different “bosses” in one area and too many supervisors.
There is no clarity on who is calling the shots and in charge.

7. Terminology differences
Some personnel are unfamiliar with the terminologies and jargons used
by others, leading to confusion and ineffective communication.

8. Unclear or unspecified incident objectives

Since most of the responders are freelancer during those past incident,
incident objectives are unclear or not properly disseminated to all
involved in the response effort.

9. Confusion arising from catastrophic events

Due to too many responders, no clear objectives, unclear chain of
command, in addition to the pressures of catering to the overlapping
demands of the communities (e.g., requests for rescue and assistance,
instructions of higher officials, etc) -- all these lead to confusion.

10. Political intervention

Some take advantage of the disaster for political interests. Others even
abuse their authorities.

Overview of ICS

What is ICS?
ICS is a standard, on-scene, all-hazard incident management concept that
can be used by DRRMCs at all levels, particularly response groups.

It is a universally accepted concept, a response mechanism attuned to

international guidelines. ICS is used is on the spot or at the actual scene of
the incident. It can be applied for all types of disasters, whether caused by
natural or human-induced hazards.

ICS is made practically for all stakeholders, whether government or non-

government disaster managers and responders.

Origin of ICS
ICS was brought to the Philippines by the US Forest Service
with funding from USAID through the ASEAN-US
Cooperation on Disaster Management, which started way
back in 2003.
Originally referred to as FIRESCOPE, ICS was designed for
managing forest fires in the US and was eventually
adopted for use in managing tactical resources or all
forms of emergencies.

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 ICS around the World

At the ASEAN, the practice of ICS promotes regional

cooperation among the 10 ASEAN Member States,
including the Philippines, as part of the declaration “One
ASEAN One Response.”

The use of ICS is widespread in several countries around the world:

● United States ● Bhutan
● Canada ● India
● Australia ● Sri Lanka
● New Zealand ● Ethiopia
● Mexico ● Ghana
● China ● Latin American Countries
● Vanuatu ● Many other countries

Harmonized Response
ICS allows users to adopt an integrated organizational structure to match
the complexities and demands of single or multiple incidents without
being hindered by agency or jurisdictional boundaries.

It allows different actors to harmonize their efforts, have a common

objective despite their differences in mandates, functions and priorities.

ICS Legal Bases

2010 🡪 Republic Act 10121

ICS was mandated to be established in the Philippines
through Republic Act 10121, particularly in the following
provisions:
Section 9 (g): The Office of Civil Defense (OCD) shall
"formulate standard operating procedures for the
deployment of rapid assessment teams, information sharing
among different government agencies, and coordination
before and after disasters at all levels."

Rule 7 (h), Implementing Rules and Regulations: The OCD

shall “establish an incident command system (ICS) as part of
the country's existing on-scene disaster response system, to
ensure effective consequence management of disasters or
emergencies.”
2012 🡪 NDRRMC Memo No. 4, s. 2012
Issued on 28 March 2012, this provides the guidelines on use
of ICS as an on-scene disaster response and management

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 mechanism under the Philippine DRRM System.

🡪 Executive Order No. 82, s. 2012

On 04 September 2012, Executive Order No. 82
was issued. Specifically, under Section 4D, the Executive
Order states that “as soon as an incident is declared as
approaching crisis level, the

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 responding Crisis Manager activates the Incident Command
System (ICS)...”

2014 🡪 OCD Memo 758A

OCD Memo No. 758A, s. 2014
Issued on 23 October 2014, this approves the ICS Field
Operations Guide for use and dissemination by the OCD.

2015 🡪 NDRRMC Memo No. 48, s. 2015

Issued on 12 November 2015, this provides for the
localization of ICS forms in the Philippine context.

2016 🡪 NDRRMC Memo No. 43, s. 2016

Issued on 18 August 2016, this provides the guidelines on the
interoperability of the Incident Management Teams and
Response Clusters.

🡪 NDRRMC Memo No. 44, s. 2016

Also issued on 18 August 2016, this provides the guidelines on
the mobilization of Incident Management Teams.

🡪 NDRRMC-NSC JMC No. 1, s. 2016

Issued on 30 August 2016, this Joint Memorandum Circular of
the NDRRMC and the National Security Council requires the
use of ICS as an integral component of contingency plan for
both natural and human- induced hazards.

2017 🡪 NDRRMC Memo No. 100, s. 2017

Approved on 16 August 2017, this reiterates the training
qualifications to become recognized by the OCD as an ICS
Cadre or Master Trainer.
2018 🡪 DILG Memo No. 2018-49
Issued on 06 April 2018, this provides guidelines for the
implementation of the Seal of Good Local Governance.
Specifically, ICS training has been required as one of the
assessment criteria that must be satisfied by local
government units to become qualified for the awarding of the
Seal of Good Local Governance.
🡪
NDRRMC Memorandum No. 131, s. 2018
Issued on 25 October 2018, this provides for the
standardization of Emergency Operations Center (EOC) in
terms of establishment, operationalization and management.
It clarifies the application of ICS principles in EOC. It also
highlights how the EOC should work with the Incident
Management Teams during response.

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 Present Regional and Local Institutionalization
🡪 With references to the issuances from the national
government,
regional and local DRRMCS also formulated their respective
policies,
guidelines and ordinances to institutionalize ICS in their areas
of
jurisdiction.

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 Purposes of ICS

Safety of responders and others

This is the number one priority: safety of the responders before
proceeding to help others. In ICS, a response operation can be put on hold
or even terminated if the site is not safe for the responders.

Achievement of tactical objectives

Tactical objectives are formulated as bases for the actions of the
responders. In other words, when you are deployed on-scene, you should
know what your actual role and contribution for the operations is.

Efficient use of resources

ICS ensures that resources match the needs of the incident. This is to
prevent wastage and overlapping of functions.

Proof of Effectiveness of ICS

The effectiveness of ICS in the Philippines has been proven academically

through the study conducted by the OCD and the Polytechnic University of
the Philippines (PUP) on the ASEAN 2017 Operations.

Based on findings, ICS is effective in terms of maintaining an integrated

management organization, ensuring agencies’ contribution, management
of agency responsibilities, and implementation of overall command and
control.

Another study assessed the reliability and effectiveness of ICS in three (3)
criteria: policy, training and operations. The findings of the study indicate
that ICS is reliable and effective as an on-scene disaster response and
management mechanism in the country. ICS puts order in disasters. It
systematizes and standardizes processes by integrating mandates and
functions of various stakeholders. ICS is a platform of convergence for
government, private sector, CSOs/NGOs and the community to work

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 together in managing disasters, and yield mutually desired results.

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 Principles and Features of ICS

Common Terminology
● All ICS communications should be done in plain language. Radio
codes, agency- specific codes, acronyms, and other jargon should
be avoided to ensure that radio traffic can be understood by
everyone on that channel. This ensures better communication and a
safer work environment.

● Common terminology allows diverse incident management and

support entities to work together. Major functions and functional
units with incident management responsibilities are named and
defined. Terminology for the organizational elements involved is
standard and consistent.

Modular Organization
● The ICS organization is flexible and modular. Organization develops
in a top- down fashion, beginning with the Incident Commander (IC).
The IC establishes organization based on incident size, complexity,
and specific hazards.

● ICS also adheres to the principle of “Form follows function”, i.e., only
functions/positions necessary for the incident will be filled or
activated.

Management by Objectives
The ICS is managed by objectives. In order to achieve the desired goal at
the top of the triangle. There are four essential steps. These steps take
place in every incident regardless of size or complexity.

1. Understand agency policy and direction

2. Establish incident objectives
3. Select appropriate strategy
4. Perform tactical direction (applying tactics appropriate to the
strategy, assigning the right resources, and monitoring
performance)

Span of Control
● Span of control pertains to the number of individuals one supervisor
can effectively manage.

● Maintaining an effective span of control is particularly important in

incidents where safety and accountability have top priority.

● In ICS, the ideal span of control for any supervisor falls within a
range of 3 to 7 subordinates. If a supervisor has fewer than 3, or
more than 7, people reporting to him/her, some adjustments to the
organization should be considered.

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Basic Incident Command System
 Incident Facilities and Locations
In ICS, there are several incident facilities and locations being established
depending on the needs of the incident. Examples are shown in the slide.
The functions of the facilities will be discussed in the succeeding modules.

42
Basic Incident Command System
 Resource Management
● Resource management includes processes for categorizing,
ordering, dispatching, tracking, and recovering resources.
● Maintaining an accurate and up-to-date picture of resource
utilization is a critical component of incident management.

Integrated Communications
The ability to communicate within the ICS is essential. Communications can
be viewed in at least three different ways:
● The "hardware" systems that transfer information
● Planning for the use of all available communications frequencies and
resources
● The procedures and processes for transferring information
Just as every incident requires an IAP, every incident also needs a
Communications Plan. Like the action plan, the Communications Plan can
be very simple and stated orally, or it can be quite complex, and form a
part of a written IAP.

Establishment and Transfer of Command

● The command function must be clearly established from the
beginning of incident operations. The agency with primary
jurisdictional authority over the incident designates the individual at
the scene responsible for establishing command.
● The command may also be transferred from one IC to another
depending on the situation. When command is transferred, the
process must include a briefing that captures all essential
information for continuing safe and effective operations.

Chain of Command and Unity of Command

● Chain of Command means that there is an orderly line of authority
within the ranks of the organization with lower levels subordinate to,
and connected to, higher levels.
● Unity of command is ensuring unity of effort under one responsible
person (or commander) for completing a task.
● Chain of Command and Unity of Command help to ensure that clear
reporting relationships exist. They eliminate the confusion caused
by multiple, conflicting directives.

Unified Command
● Unified Command enables all responsible agencies to manage an
incident together by establishing a common set of incident
objectives and strategies.
● It allows Incident Commanders to make joint decisions by
establishing a single command structure. In maintaining unity of
command, each employee only reports to one supervisor. There is
shared responsibility and accountability.

“Check-in” for Accountability

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Basic Incident Command System
 ● Several procedures within the ICS ensure personnel accountability.
Among these procedures is the conduct of "check-in."
● Upon arrival at the response site, all responders, regardless of
agency or affiliation, must check-in by reporting to the person in
charge, the Incident Commander, and receive an assignment in
accordance with the procedures established.

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Basic Incident Command System
 Dispatch/Deployment
● Resources should respond only when requested or when dispatched
by an appropriate authority through established resource
management systems.
● Receipt of a complete deployment briefing is important. The
situation must be assessed, and the response must be thoroughly
planned. Managing resources safely and effectively is the most
important consideration.

Information and Intelligence Management

Information and intelligence are critical to incident response. It is
important that the incident management organization establishes a
process for gathering, sharing, and managing incident-related information
and intelligence.

Forms and Tools

ICS has a variety of tools, including forms, to help standardize procedures
and documentation.

Incident Action Plan

● Every incident needs an action plan. At first, response operations
commence based on existing practices and standards. As incidents
grow in complexity and/or size, ICS provides a format for a written
action plan, referred to as the Incident Action Plan (IAP).
● The purpose of the IAP is to provide all incident supervisory
personnel with appropriate direction for action. The IAP specifies
tactical actions associated with the next operational period.

Documentation of ICS Application

2013 🡪 Black Nazarene Translacion

Since 2013, ICS is implemented during the celebration of
Black Nazarene Traslacion to ensure the safety of devotees
from security threats, stampede, and other untoward
incidents. Principles such as unity of command are applied to
effectively manage event requirements.

2014 🡪 Typhoon Ruby

In response to Typhoon Ruby, regional and local IMTs were
mobilized. They developed the Incident Action Plans and
conducted Operational Period Briefings for the responders.
Evacuation procedures, rescue and clearing operations were
conducted efficiently and effectively.
2015 🡪 Asia Pacific Economic Cooperation (APEC)
During the hosting of the APEC in 2015, several Incident
Management Teams were deployed to various engagement

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Basic Incident Command System
 areas, hotels and meeting venues of various regions to
ensure the safety and welfare of the APEC delegates.
Moreover, during the APEC Economic Leaders Meeting, the
concept of Unified Command was applied by the NDRRMC
under the Joint Task Group Emergency Preparedness.

2016 🡪 Mt. Apo Fire Incident

During the Mt. Apo Fire Incident, RDRRMC XI and XII fully
applied the concepts and principles of ICS to facilitate inter-
agency response and prevent further spreading of the fire.
Moreover, the ICS was used for proper coordination with
other neighboring regions offering assistance.
2017 🡪 Marawi Crisis
In response to Marawi Crisis, the National Incident
Management Team was mobilized to augment for
consequence management. The focus was on the provision of
immediate needs for the communities displaced due to the
armed conflict situation.
2018 🡪 Mayon Volcano Eruption
During the Mayon Volcano Eruption, RDRRMC V assisted the
local government units in managing the needs of the
displaced population. An Incident Management Team was
mobilized to facilitate the distribution of relief goods and
other resources.
2019 🡪 Batanes Earthquake
After the earthquake hit Batanes in July 2019, the
mobilization of Incident Management Team was among the
initial actions undertaken by the local government unit. An
Incident Command Post was established, among other ICS
facilities, to manage the entry of external assistance.

2020 🡪 Coronavirus Disease 2019 (COVID-19)

With reference to the National Action Plan, DRRMCs have
been organized as Task Forces for COVID-19. Among the
mechanisms of the Local Task Forces is the mobilization of
Incident Management Teams. Examples of activities are the
management of areas under
community quarantine, the distribution of assistance to
families, and the facilitation of resource needs for the locally
stranded individuals.

APPLICATION

Instructions. In the Philippines, why did the government adapted the ICS?
Rubrics in Scoring

46
Basic Incident Command System
 Criteria Score

Content 5

Organization and Clarity 5

Writing Skills 5

Depth of Reflection 5

Total 20

ASSESSMENT

Instruction. Answer in a direct and correct manner the following questions.

1. List down 5 advantages of ICS.
2. List down 5 disadvantages of ICS.

Closure:

"The goal of education is not to increase the amount of knowledge but to create the
possibilities for a child to invent and discover, to create men who are capable of
doing new things."
- Jean Piaget

Congratulations for completing this module!

47
Basic Incident Command System
 MODULE 3: ORGANIZATION AND STAFFING

Module Objectives

Upon completion of this module, the participants will be able to:

1. Describe the ICS organization;
2. Explain the Responsible Official, Incident Commander, Command
Staff and General Staff positions and responsibilities; and
3. Explain the information flow within the ICS organization.

TIME FRAME: Week 3-4

INTRODUCTION:

Good day! Welcome to Module 3. This module tackles ICS organization and staffing. You will learn
lessons such as ICS organization; the Responsible Official, Incident Commander,
Command Staff and General Staff positions and responsibilities; and the information
flow within the ICS organization.. So let’s start to dig deeper about ICS!

ACTIVITY:

1. Draw an ICS structure.

ANALYSIS:
2. How does the activity motivates you in learning ICS?

ABSTRACTION:

ICS Organization

● Built around five (5) major functions

● Only those parts of the organization required are filled
● Establishes lines or supervisory authority and formal reporting relationships

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Basic Incident Command System
49
Basic Incident Command System
 ICS Position Titles

Organizational Element Leadership Position Titles Support Positions

Command Incident Commander Deputy
Command Staff Officer Assistant
General Staff Section Chief Deputy
Branch Director Deputy
Division Supervisor
Group Supervisor
Unit Leader Assistant; Manager
Strike team Leader Assistant
Task Force Leader Assistant
Single Resource Leader Assistant

Summary: ICS Position Titles

LEADERSHIP POSITIONS SUPPORT POSITIONS

Command Deputy: Acts as substitute
er Officer Assistant: Must have technical
Chief capability
Director
Supervisor
Leader

Important
● ICS positions are international standards.
● Do not confuse ICS positions with your own office titles.

Responsible Official

Responsible Official (RO): Person vested with overall decision-making

authority such as:
● Local Chief Executive
● Department Secretary
● Head of Agency/ Organization / Office
● Chairperson of
DRRMC Roles:
● Provides overall policy direction, guidance and priorities
● Serves as link to other higher authorities
● Delegates authority to Incident Commander

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Basic Incident Command System
 Delegation of Authority
● Verbal or written instruction by the RO
● Grants authority to the IC to assume command and carry
out specific functions.
● Does NOT relieve the RO of the overall responsibility for the incident

Delegation of Authority

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Basic Incident Command System
 Incident Management Team

Composed of the Incident Commander and appropriate Command and General Staff

● ICS organization begins with the IC

● The IC may designate Command Staff to provide information,
liaison, and safety services.
● As the incident expands in complexity, the IC may add General Staff Sections.

Incident Commander (IC)

● Receives authority from the RO

● Sets incident objectives
● Leads the tactical incident response
● Note: First responder is automatically the IC.

Other Responsibilities
● Receives briefing from RO or outgoing IC
● Establishes the Incident Command Post (ICP)
● Establishes appropriate ICS organization
● Establishes priorities
● Approves and authorizes the implementation of the Incident Action Plan
● Ensures that adequate safety measures are in place
● Coordinates with key people and officials
● Approves requests for additional resources and for their release
● Reports progress and updates to the RO
● Authorizes release of public information

Response Priorities
The IC decides and sets objectives based on the following priorities:
● Life Safety (responders, victims, public
● Incident Stabilization

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Basic Incident Command System
 ● Property Protection / Conservation

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Basic Incident Command System
Functional Responsibilities

Command Staff

Public Information Officer (PIO)

● Focal person for information dissemination
● Works closely with other PIOs and the media
● May have assistant(s)

Liaison Officer (LOFR) - Contact point for agency representatives (AREPS)

Safety Officer (SOFR)

● Works with Operations
● Anticipates, detects, and corrects unsafe situations
● Has emergency authority to stop unsafe operations
● May have assistant(s)

Agency Representatives
● NOT part of the Command Staff
● Assigned to an incident by assisting/ cooperating agency
● Have authority to make decisions for their agency
● Report to the IC (or LOFR if designated)

ASSISTING AGENCIES COOPERATING AGENCIES

Directly provides tactical Provides assistance other than tactical
resources. Examples: resources.
• BFP Examples:
• AFP • Fast food chains
• DOH • Utility companies
• DSWD
Basic Incident Command 39
System
 General Staff

Operations Section
● Directs execution of all tactical operations
● Usually the first organization assigned to the incident
● Headed by Operations Section Chief (OSC)

Expanding the Operations Section

● Can be expanded as Divisions, Groups or Branches
● Generally dictated by the number of tactical resources and
influenced by span of control

Divisions
● Geographic subdivision of areas of operations
● Labeled using alphabet characters (e.g. Division A, Division B)
● Managed by a Supervisor

Groups
● Functional subdivision of areas of operation
● Labeled according to the function (e.g. Health Group and Relief Group)
● Managed by a Supervisor

Divisions and Groups

● Can be used together in an incident
● Are at an equal level in the organization

Branches
● Used when the number of Divisions or Groups exceeds the span of control
● Either geographical or functional
● Identified by Roman numeral or functional name
● Managed by a Director

Special Operations Branch

● Example: Air Operations Branch
● Activated to coordinate the use of aviation resources
● Managed by the Air Operations Branch Director

Planning Section

● Collects, evaluates and processes information

● Develops Incident Action Plan

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Basic Incident Command System
 ● Maintains situation and resource status
● Headed by Planning Section Chief (PSC)

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Basic Incident Command System
 Units in Planning Section
UNITS FUNCTIONS
Resources Unit Monitors, consolidates and reports resource status
Situation Unit Monitors, consolidates and reports situation status
Documentation Unit Documents meetings and consolidates all reports
Demobilization Unit Facilitates demobilization of resources

Technical Specialists
Assigned wherever needed depending on the requirements of the
incident. Examples:
• Structural engineers
• Geologists
• Environmentalists
• Meteorologists

Logistics Section

● Provides resources and all other services to support the responders

● Headed by Logistics Section Chief (LSC)

Units in Logistics Section

UNITS FUNCTIONS
Supply Unit Manages supplies and equipment
Facilities Unit Manages facilities
Ground Support Unit Manages ground resources
Communications Unit Manages communication
Food Unit Manages food requirements
Medical Unit Manages medical requirements

Branches
SUPPORT BRANCH Supply Unit
Facilities Unit
Ground Support
Unit
SERVICE BRANCH Communications
Unit Food Unit
Medical Unit

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Basic Incident Command System
 Finance/ Administration Section

● Monitors incident costs

● Maintains financial records
● Administers procurement contracts
● Performs time recording
● Headed by Finance/Admin Section Chief (FSC)

Units in Finance/ Admin Section

UNITS FUNCTIONS
Records time of service rendered by
Time Unit
personnel or equipment
Procurement Unit Monitors, consolidates and reports procurement
status
Responsible for concerns such as property
Compensation/ Claims
damage, injuries, etc.
Unit
Cost Unit Tracks operations costs

Flow of Information

INFORMATION EXCHANGE Open and free for all

ORDERS, DIRECTIVES, Follow chain of command

REQUESTS, STATUS
CHANGES

Applying the ICS Organization

● ICS positions are different from office titles.

● Activate the other positions only when needed.
● Rank does not apply in ICS

Rank does not apply

Age, sex, educational background and years of experience are STATISTICALLY

INSIGNIFICANT to effective unity of command.

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Basic Incident Command System
 APPLICATION

1. List down the responsibilities of each member of the ICS structure.

ASSESSMENT

1. Construct an ICS structure of DNSC and label roles and responsibilities of each
assigned individuals.

Rubrics in Scoring
Criteria Score

Content 5

Organization and Clarity 5

Writing Skills 5

Drawing 5

Total 20

Closure:

"An investment in knowledge pays the best interest." - Benjamin Franklin

Congratulations for completing this module!

44
Basic Incident Command System
 MODULE 4: ICS FACILITIES

Module Objective

Upon completion of this module, participants will be able to describe the

facilities used in ICS, their purposes and appropriate map symbols.

TIME FRAME: Week 5-6

INTRODUCTION:

Good day! Welcome to Module 4. This module tackles ICS facilities. You will be able to describe
the facilities used in ICS, their purposes and appropriate map symbols. So let’s start to dig
deeper about ICS!

ACTIVITY:
1. List down different ICS facilites.

ANALYSIS:
2. How does the activity motivates you in learning ICS?

ABSTRACTION:

Factors to Consider when Establishing ICS Facilities

● Needs of the incident

● Length of time the facility will be used
● Cost to establish the facility
● Environmental considerations

Incident Command Post (ICP)

● Location for primary command functions

● Facility dedicated for the IC
● Only one ICP for every incident

Considerations
● Initially must be established near the incident area
● Should not be relocated unless necessary
● Must have security and control access

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Basic Incident Command System
 ● Activation and location must be announced
● Must be away from incident noise, hazard zone and confusion
● Should contain situation and resource status displays
● Can expand as the incident grows

Staging Area(s)

● Location of resources waiting for assignments

and ready for mobilization
● May have several Staging Areas

Establishing the Staging Area

● All Staging Areas will have a Staging Area Manager (STAM) under Operations.
● Staging Areas will be given a name which describes their general
location, e.g. PICC Staging Area.

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Basic Incident Command System
 Considerations
● Resources in staging area must be on a three-minute available status
● Must be close to the location of tactical assignments (within five minutes)
● Must be safe from hazards
● Must be large enough to accommodate available resources
● Must have necessary security controls
● Location must minimize environmental damage

Benefits of Staging Area

● Provides safe location for resources immediately available
● Provides for greater accountability: All available resources are
together in one location
● Controls and assists in check-in
● Allows for proper planning for resources

Base

● Location for out-of-service equipment (for

repair) and personnel (for medication)
● Only one Base for every incident

Considerations
● The management of the Base is under the Logistics Section.
● It is advisable to pre-designate possible Base locations.

Camp(s)

● Temporary location to provide services for

responders (accommodation, food, water,
sanitary services, etc.)
● May have several Camps

Considerations
● Location of Camps can be moved.
● All Base activities may be performed at Camps.
● Camp is designated by geographic name or number.

Helibase

Location where helicopters and air assets may be

parked, maintained, fueled, and loaded.

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Basic Incident Command System
 Considerations
● May have more than one Helibase
● Can be located at airport or other off-incident location
● Helibase is usually not moved.

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Basic Incident Command System
 Helispot(s)

● Temporary locations where helicopters and air

assets can safely land and take off
● Used to load or off-load personnel,
equipment, and supplies
● May have several Helispots

Other Facilities

● Camps for displaced persons

● Warehouse for inventory of donations of supplies, etc.
● Security/Safety facilities
● Morgue for Disaster Victim Identification
● Others?

APPLICATION

1. List down at least 5 ICS facilities and give their functions..

ASSESSMENT

1. Why ICS facilities are important in attaining ICS goals?

Rubrics in Scoring
Criteria Score

Content 5

Organization and Clarity 5

Writing Skills 5

Depeth of analysis 5

Total 20

49
Basic Incident Command System
Closure:

"The function of education is to teach one to think intensively and to think critically.
Intelligence plus character - that is the goal of true education." - Martin Luther King
Jr.

50
Basic Incident Command System
 MODULE 5: MANAGING PLANNED EVENTS AND
INCIDENTS

Module Objectives

Upon completion of this module, the participants will be able to:

1. Describe the use of ICS for managing planned events and incidents; and
2. Discuss the various incident management options.

TIME FRAME: Week 5-6

INTRODUCTION:

Good day! Welcome to Module 4. This module tackles managing planned events and incidents.
You will be able to know the use of ICS for managing planned events and incidents and
learn about the various incident management options.

ACTIVITY:
1. List down five examples of planned events.

ANALYSIS:
1. How does the activity motivates you in learning ICS?

ABSTRACTION:

Managing Planned Events and Incidents

Planned Events: Planned events are organized gatherings such as parades,

fiestas, concerts, conferences, and other events usually characterized by
having high-density population of audiences or attendees requiring
security services.

Use of ICS for Planned Events

● Disasters/ incidents may threaten the lives of the attendees to the event.
● ICS helps to properly organize and preposition responders in
anticipation of disasters/ incidents.

Major Incidents
● May start as major incidents (typhoons)
● May occur with little or no advanced warning (earthquakes, flash
floods, bombing)
● May start as small but has potential to grow (oil spill, SARS)

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Basic Incident Command System
 Organizing ICS for Major Incidents
1. Size up the situation
2. Assess if lives are at risk
3. Establish objectives
4. Determine and account resource needs
5. Develop Incident Action Plan (IAP)
6. Establish ICS organization
7. Execute IAP and monitor work progress
8. Adjust IAP as necessary

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Basic Incident Command System
 Incident Management Options

Single Command
● ICS organization with single IC
● Applies during initial response

If the incident is getting larger/more complex, functions and resources are added.

As the incident size/complexity increases, divisions/groups are added

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Basic Incident Command System
 Unified Command
● Allows different agencies/organizations with responsibility for the
incident to jointly provide management direction
● Composed of several ICs from different agencies who work on an
agreed and common set of incident objectives
● Unified Command Applications

Incident Complex
● Applies to two or more incidents located in the same general
proximity managed by a single IMT
● Examples for Incident Complex
o Earthquakes, typhoons, floods, in the same area

54
Basic Incident Command System
 o Several separate forest fires burning in close proximity
o Many separate incidents occurring simultaneously.

55
Basic Incident Command System
 Single Incident Divided

● Incident becomes too large and spreads to more than one jurisdiction.
● As the incident spreads, different objectives must be accomplished
in different areas, thereby requiring more IMTs.
● Example: Flooding Incident divided into Two Incidents
o Initially, flooded area was only in City A and an IMT was established.
o The flood spread to City B and City C.
o Incident is now too large and too complex for single IMT. Two
IMTs are required.

Area Command

An IMT functions as Area Command Team to:

● Oversee management of multiple incidents by multiple IMTs; or
● Oversee multiple IMTs managing a single very large incident
● Example: Flooding Incident managed using Area Command:

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Basic Incident Command System
 APPLICATION

1. Give an incident applying single command and unified command.

ASSESSMENT

1. Discuss the various incident management options.

Rubrics in Scoring
Criteria Score

Content 5

Organization and Clarity 5

Writing Skills 5

Depth of analysis 5

Total 20

Closure:

"The function of education is to teach one to think intensively and to think critically.
Intelligence plus character - that is the goal of true education." - Martin Luther King
Jr.

Congratulations for completing this module!

57
Basic Incident Command System
 MODULE 6: INCIDENT/EVENT ASSESSMENT AND
MANAGEMENT BY OBJECTIVES

Module Objective

Upon completion of this module, the participants will be able to:

1. Explain the process for assessing incident/event complexity, and
2. Discuss the process of management by objectives.

TIME FRAME: Week 9-10

INTRODUCTION:

Good day! Welcome to Module 6. This module tackles incident/event assessment and management
by objectives. You will be able to know the process for assessing incident/event
complexity and the process of management by objectives.

ACTIVITY:
1. Why assess incident/event management?

ANALYSIS:
2. How does the activity motivate you in learning ICS?

ABSTRACTION:

Assessing Incident/ Event Complexity

Initial Response Actions

● Assessment and Safety
o Size up the situation
o Determine if life is at risk
o Ensure personnel safety
o Identify environmental issues

● Planning and Resource Management

o Assume command and establish ICP
o Establish objectives, strategies and tactics

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Basic Incident Command System
 o Determine resource needs
o Establish initial organization

Size Up the Situation

Initial Management Decisions:

A thorough size up provides information needed to make initial

management decisions.

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Basic Incident Command System
 Situation Awareness

Knowledge / perception of:

● Current status of the incident
● Current actions

How to attain Situation Awareness?

● Identify current and potential problems.
● Recognize the need for action.
● Do not ignore information discrepancies.
● Seek and provide information before acting.
● Continue collecting information about the incident and assignments.
● Assess your own task performance.
● Identify deviations from the expected.
● Communicate your situation awareness to all team members.

Additional Information

The IC must also take into account the following:

● Authorities
● Policies and guidelines
● External stakeholders

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Basic Incident Command System
 Management by Objectives

● ICS is managed by objectives.

● Objectives are communicated throughout the entire ICS organization

Objectives, Strategies and Tactics

Incident Objectives: State what will be accomplished.

Strategies: Establish the general plan or direction for accomplishing the

incident objectives.

Tactics: Specify how the strategies will be executed.

Responsibility for Developing Objectives

IC has the sole responsibility for developing objectives.

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Basic Incident Command System
 Priorities for Developing Incident Objectives

Writing “SMART” Objectives

Specific Is the wording precise and unambiguous?

Measurable How will achievements be measured?
Is an action verb used to describe
Action- oriented
expected accomplishments?
Realistic Is the outcome achievable with given available
resources?
Time- bound What is the timeframe? (if applicable)

Other Features of Well- written Objectives

Attainable Is it achievable considering the available resources?

Is it broad enough to allow for consideration of both
Flexible
strategic and tactical alternatives?

Examples of “SMART” Objectives

● Release all hostages safely with no further casualties by 1500H.

● Stop any further flow of hazardous material to river bed by 0900H.
● Search all structures for trapped victims by 1400H.
● Reduce reservoir level to 35 feet by 0800H tomorrow.
● Complete RDANA in Barangay C within 8 hours.
● Distribute relief items to the evacuees located in downtown within
the next 24 hours
● Suppress fire within the existing structures in Barangay A during the

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Basic Incident Command System
 current operational period.

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Basic Incident Command System
 Strategy

Describes the general method(s) to be used in order to achieve the incident

objective.

Criteria for a Well-Developed Strategy

Tactical Direction
● Describes how the Strategy will be accomplished
● Assigns the appropriate resources to accomplish the strategy

Developing Tactical Direction

1. Establish tactics
2. Assign resources
3. Monitor performance
4. Adjust tactics

APPLICATION

1. List down Priorities for Developing Incident Objectives

ASSESSMENT

1. Formulate a smart objective for a specific event.

Rubrics in Scoring
Criteria Score

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Basic Incident Command System
 Content 5

Organization and Clarity 5

Writing Skills 5

Timeliness/Relevance 5

Total 20

Closure:

"The more that you read, the more things you will know. The more that you learn,
the more places you'll go." - Dr. Seuss

Congratulations for completing this module!

65
Basic Incident Command System
 MODULE 7: ORGANIZING AND MANAGING
INCIDENT RESOURCES

Module Objectives

Upon completion of this module, the participants will be able to:

1. Explain the important concepts in organizing and assigning resources, and
2. Explain the key considerations for managing resources.

TIME FRAME: Week 11-13

INTRODUCTION:

Good day! Welcome to Module 7. This module tackles organizing and managing incident resources.
You will be able to know the important concepts in organizing and assigning resources
and the key considerations for managing resources.

ACTIVITY:
1. What is an EOC?

ANALYSIS:
3. How does the activity motivate you in learning ICS?

ABSTRACTION:

Organizing Resources

What is a Resource?
In ICS, resources consist of personnel and major equipment.

Organizing Resources
● Personnel Resources: Assigned to functional areas within ICS
Sections based on experience, training and past performance
● Equipment Resources: Consist of equipment and the personnel
assigned to operate.

Describing Resources
● Kind refers to broad categories of resources
● Type describes performance capability

Advantages of Resource Typing

● Helps to determine the right resource for the job
● Communicates what is needed easily

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Basic Incident Command System
 ● Enables monitoring of capabilities
● Promotes efficiency

Options for Using Resources

Single Resources
● Individual equipment or personnel
● Can be typed to reflect capability

Strike Teams
● Resources of the same kind and type
● Must have a leader, common communications net and
transportation, as required.

Task Forces
● Combination of resource kinds and types
● Must have a leader, common communications net and
transportation as required.

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Basic Incident Command System
 Why use Strike Teams and Task Forces?
● Enables more effective resource use planning
● Provides quick way for resource requests
● Reduces radio traffic by communications going to a Task Force or
Strike Team leader, rather than to each single resource
● Maintains good span of control
● Provides close control and accountability

Resource Status
Assigned: Currently working under the direction of the
supervisor Available: Ready for deployment and waiting
for assignment
Out-of-Service: Neither assigned nor available

Changing Resource Status

Resource status is changed by the person in charge of the
resource. Status change will be passed to the Planning
Section.

Resource Tracking Systems

● Manual System (ICS Forms)
● T Cards
● Magnetic Maps or Status Boards
● Computer System

Managing Resources

Why is Resource Management

Important? The job gets DONE.
The job gets done SAFELY.
The job gets done COST-EFFECTIVELY.

Resource Management Considerations

● Establishing Resource Needs
● Resource Ordering / Requesting
● Check-in
● Resource Use
● Demobilization

Establishing Resource Needs

Plan for what you need now and in the future

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 ICS Form 215: Operational Planning Worksheet

Allows planning for the following:

● Work location ● Current availability of resources
● Work assignments ● Reporting locations
● Kind and type of resources ● Requested arrival times
needed ● Surplus resources

ICS Form 215A: Safety, Risk and Health Analysis

● Used in conjunction with ICS 215

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 ● Accomplished together by Operations Chief and Safety Officer

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 ● Identifies hazards that can threaten the responders and the possible
mitigation procedures

Resource Ordering / Requesting

Communicate requests for additional resources to the Emergency Operations
Center

What is an EOC?
A designated facility that is staffed to undertake multi-stakeholder
coordination, manage information, and mobilize resources in anticipation
of and/or to support incident operations.

Essential Information for Resource Orders/ Requests

✔ Incident name ✔ Reporting location
✔ Order/request number ✔ Requested arrival time
✔ Date and time of request/order ✔ Radio frequency
✔ Quantity, kind and type of ✔ Person placing the request
resource ✔ Callback number

Ordering/ Requesting Methods

Ordering Process
• Personnel authorized to request/ order:
– Incident Commander
– Logistics Section Chief
– Supply Unit Leader
• IC must approve all requests/ orders.
• Requests/ orders must be communicated to the EOC.

Process for Filing Resource Requests

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 Resource Check-in
● A pre-established ICS process
● Provides accountability
● Begins as soon as possible in the course of the incident
● May occur at multiple locations

Check-in Locations
● Incident Command Post
● Base
● Camp
● Staging Area
● Helibase

Resource Use
After check-in, resources may be:
● Initially assigned to base, camps or staging areas; or
● Directly assigned to Operations

Resource Demobilization
Release and return of resources that are no longer required.

APPLICATION

1. Fill in the operational planning worksheet (Incident: Flood)

ASSESSMENT

2. Give at least 2 key considerations for managing resources and explain.

Rubrics in Scoring
Criteria Score

Content 5

Organization and Clarity 5

Writing Skills 5

Depth of analysis 5

Total 20

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 Closure:

"The great aim of education is not knowledge but action." - Herbert Spencer

Congratulations for completing this module!

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 MODULE 8: INCIDENT/ EVENT PLANNING
Module Objective

Upon completion of this module, the participants will be able to explain the
steps involved in incident action planning.

TIME FRAME: Week 14-15

INTRODUCTION:

Good day! Welcome to Module 8. This module tackles incident/ event planning. You will be able to
know the steps in incident action planning.

ACTIVITY:
1. 1Why planning is important in ICS?

ANALYSIS:
1. How does the activity motivate you in learning ICS?

ABSTRACTION:

Results of Poor Planning

● Inefficient use of resources ● High incident costs
● Inappropriate ● Low effectiveness
strategies and tactics ● Lack of documentation
● Safety problems

Incident Action Planning

Process of formulating the Incident Action Plan (IAP) that shall specify the
response activities to be undertaken for the given operational period.

The Planning “P”

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 Essential Steps in Incident Action Planning
1. Understand the Situation
2. Establish Objectives and Strategy
3. Develop Tactical Direction and Assignments
4. Prepare the IAP
5. Conduct Operational Period Briefing
6. Implement the IAP
7. Evaluate the IAP

Step 1: Understand the Situation

● What has happened?
● What actions have been made?
● What is the progress?
● How effective is the current plan?

Step 2: Establish Objectives and Strategies

Objectives: What must we accomplish?
Strategies: What is our general plan or direction for accomplishing the
incident objectives?

Step 3: Determine Tactical Direction and Assignments

Step 4: Prepare the Incident Action Plan

Incident Action Plan may be verbal or written.

Verbal IAP
IC briefs the responders on:
● Incident Objective(s)
● Strategies
● Tactics
● Assignments
● Communications

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 ICS 201 may be used as reference.

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 Written IAP
Decided by the IC.
Usual requirements for written IAP:
● 2 or more jurisdictions involved
● Overlapping Operational Periods
● Organizational elements activated
● Required by policy

ICS Form 202: Incident Objectives - Describes basic incident objectives and
priorities ICS Form 203: Organization Assignment List - Provides
information on units currently activated
ICS Form 204: Assignment List - Specifies current assignments for
operating personnel
ICS Form 205: Communications Plan - Records methods of communication
ICS Form 206: Medical Plan - Provides information on all medical concerns
for responders
ICS Form 208: Safety Message/ Plan - Provides expanded information on
safety concerns

Additional Supporting Documents

● Maps
● Incident facility plans
● Detailed weather forecasts

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 ● Directory
● Others

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 Planning Meeting
● Facilitated by the PSC
● Venue for the development of the IAP

Finalize the IAP

● Compile IAP components
● Obtain IC’s approval and signature on the IAP
● Reproduce the IAP

Step 5: Conduct Operational Period Briefing

Used to communicate and disseminate the contents the IAP to all concerned

Step 6: Implement the IAP

For Smaller Incidents: Execute operations based on verbal IAP
For Larger Incidents: General staff will perform roles based on written IAP;
IC provides oversight

Step 8: Evaluate the IAP

● Does the plan accurately reflect the current situation?
● Monitor progress against planned tactical operations
● Make adjustments as required

APPLICATION

1. Fill in the ICS forms ( Planned event: Graduation day)

ASSESSMENT

1. Craft an Incident action plan for Graduation in DNSC.

Rubrics in Scoring
Criteria Score

Content 5

Organization and Clarity 5

Writing Skills 5

Timeliness/relevance 5

Total 20

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 Closure:

"The highest education is that which does not merely give us information but
makes our life in harmony with all existence." - Rabindranath Tagore

Congratulations for completing this module!

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 MODULE 9: TRANSFER OF COMMAND,
DEMOBILIZATION, AND CLOSE-OUT

Module Objectives

Upon completion of this module, the participants will be able to:

1. Explain the process of transfer of command;
2. Discuss the demobilization procedures; and,
3. Explain the importance of close-out meeting.

TIME FRAME: Week 16-17

INTRODUCTION:

Good day! Welcome to Module 9. This module tackles transfer of command, demobilization and
close-out. You will be able to know the process of transfer of command, demobilization
procedures; and the importance of close-out meeting.

ACTIVITY:
1. What is transfer of command?

ANALYSIS:
2. How does the activity motivate you in learning ICS?

ABSTRACTION:

Transfer of Command

Process of moving the responsibility of command from one IC to another IC

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 Arrival of a More Qualified Person
Assume command according to guidelines or
Maintain current command as it is and monitor its activity and
effectiveness or Request another more qualified IC as needed

Transfer of Command Procedures

● Should take place face- to- face
● Include a complete briefing

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 ● Effective time and date of the transfer should be communicated
to the concerned personnel.

Transfer of Command Briefing Agenda

1. Situation Status
2. Incident objectives and priorities based on the IAP
3. Current organization
4. Resource assignments
5. Resources ordered and en route

Stabilizing or De-escalating Incidents

● When an incident stabilizes or de-escalates, incident management is
returned to the original level of command.
● Another transfer of command occurs.

Demobilization

Release and return of resources that are no longer required for the support of the
incident/event.

Planning for Demobilization

● Eliminates waste
● Eliminates potential fiscal and legal impacts
● Ensures controlled and safe release process

Who does what in demobilization

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 Demobilization Plan: Basic Parts

Close-Out

Formal meeting that shall take place with the RO and the IMT members.

Things to discuss during the Close-Out Meeting

● Incident summary and actions taken
● Major events that may have lasting ramifications
● Turnover of documentation
● Issues and concerns
● Performance evaluation

Preparations for the Close- Out Meeting

● PSC prepares the agenda and handouts/ supporting documents.
● IC approves the agenda.

Team Close-out Meeting

● IMT may hold a closeout meeting to discuss team performance.
● Results of the close-out meeting can form part of the “after action
review” or “lessons learned” report.

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 Dispatch/ Deployment

● Only deploy to an incident when requested or when authorized.

● Receive a complete deployment briefing.

Check-in

Purposes of Check-in
● Ensures accountability
● Prepares personnel for assignments
● Locates personnel
● Helps to plan for demobilization

Check-in Procedures
Responders must check-in only ONCE at the AUTHORIZED LOCATION such as:
● Incident Command Post
● Base
● Camp
● Staging Area
● Helibase

Initial Incident Briefing

● Current situation updates

● Incident objectives
● Work assignments
● Location of work area
● Procedures for obtaining additional resources
● Possible hazards and safety procedures

Accountability

● Maintain chain of command and unity of command

● Take direction from a single supervisor
● Observe buddy-buddy system
● Follow the objectives in the IAP
● Communicate using clear text and plain language

Transfer of Command

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 Transfer of Command is the process of moving the responsibility of incident
command from one IC to another.

Why Transfer Command?

● Another agency is legally required to take command

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 ● For effectiveness or efficiency
● Incident complexity changes
● To relieve personnel
● For personal emergencies
● RO directs a change in command

Transfer of Command Procedures

● Transfer of command should take place face-to-face
● Include a complete briefing
● The effective time and date of the transfer should be communicated

Demobilization

Demobilization refers to the release and return of resources that are no

longer required for the support of an incident/event.

Demobilization Procedures
● Complete work assignments
● Finalize reports
● Brief replacements
● Evaluate performance
● Return supplies, as appropriate
● Settle administration issues
● Notify your unit re home arrival

Close-out Meeting between RO and IMT

● Incident summary and actions taken

● Major events that transpired
● Documentation/ report turnover
● Issues and concerns
● Evaluation of performance by the IMT

APPLICATION

1. Why transfer of command is important during earthquake?

ASSESSMENT

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 2. Apply all ICS functions during an earthquake through a simulation.

Rubrics in Scoring
Criteria Score

Content 5

Organization and Clarity 5

Writing Skills 5

Timeliness/relevance 5

Total 20

Closure:

"Education is not a preparation for life; education is life itself." - John Dewey

Congratulations for completing this module!

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