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FEMA Emergency Management Institute
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Course: IS-100 - Incident Command System (ICS) 100 Training

Lesson 1: Welcome/ICS Overview

Lesson Overview

The Welcome/ICS Overview lesson introduces you to:

By the end of this lesson, you should be able to:

 

ICS and the Emergency Operations Center

You may be deployed to an Emergency Operations Center (EOC) rather than serve as an on-scene responder. The EOC is a multiagency coordination entity that provides support and coordination to the on-scene responders.

Although the EOC uses ICS management principles it does not manage on-scene operations. Therefore, not all aspects of ICS taught in this course may apply to EOC operations.

Gaining an understanding of the full spectrum of ICS used by Incident command will help you better support the on-scene responders if you serve in a multiagency coordination function.

 

The Incident Command System (ICS)

An incident is an occurrence, either caused by humans or natural phenomena, that requires response actions to prevent or minimize loss of life or damage to property and/or the environment.

Examples of incidents include:

Given the magnitude of these types of events, it's not always possible for any one agency alone to handle the management and resource needs.

Partnerships are often required among local, State, Tribal, and Federal agencies. These partners must work together in a smooth, coordinated effort under the same management system.

The Incident Command System, or ICS, is a standardized, on-scene, all-hazard incident management concept. ICS allows its users to adopt an integrated organizational structure to match the complexities and demands of single or multiple incidents without being hindered by jurisdictional boundaries.

ICS has considerable internal flexibility. It can grow or shrink to meet different needs. This flexibility makes it a very cost effective and efficient management approach for both small and large situations.

 

History of the Incident Command System (ICS)

The Incident Command System (ICS) was developed in the 1970s following a series of catastrophic fires in California's urban interface. Property damage ran into the millions, and many people died or were injured. The personnel assigned to determine the causes of this disaster studied the case histories and discovered that response problems could rarely be attributed to lack of resources or failure of tactics. What were the lessons learned?

Surprisingly, studies found that response problems were far more likely to result from inadequate management than from any other single reason.

Weaknesses in incident management were often due to:

A poorly managed incident response can be devastating to our economy and our health and safety. With so much at stake, we must effectively manage our response efforts. The Incident Command System, or ICS, allows us to do so. ICS is a proven management system based on successful business practices. This course introduces you to basic ICS concepts and terminology.

 

National Incident Management System (NIMS)

In response to attacks on September 11, President George W. Bush issued Homeland Security Presidential Directive 5 (HSPD-5) in February 2003.

HSPD-5 called for a National Incident Management System (NIMS) and identified steps for improved coordination of Federal, State, local, and private industry response to incidents and described the way these agencies will prepare for such a response.

The Secretary of the Department of Homeland Security announced the establishment of NIMS in March 2004. One of the key features of NIMS is the Incident Command System.

 

ICS Built on Best Practices

ICS is:

ICS has been tested in more than 30 years of emergency and nonemergency applications, by all levels of government and in the private sector. It represents organizational "best practices," and as a component of NIMS has become the standard for emergency management across the country.

NIMS requires the use of ICS for all domestic responses. NIMS also requires that all levels of government, including Territories and Tribal Organizations, adopt ICS as a condition of receiving Federal preparedness funding.

 

What ICS Is Designed To Do

Designers of the system recognized early that ICS must be interdisciplinary and organizationally flexible to meet the following management challenges:

ICS consists of procedures for controlling personnel, facilities, equipment, and communications. It is a system designed to be used or applied from the time an incident occurs until the requirement for management and operations no longer exists.

 

Applications for the Use of ICS

Applications for the use of ICS include:

ICS may be used for small or large events. It can grow or shrink to meet the changing needs of an incident or event.

 

Lesson 2: ICS Features and Principles

Lesson Overview

The ICS Features and Principles lesson introduces you to:

By the end of this lesson, you should be able to:

 

ICS Features

As you learned in the previous lesson, ICS is based on proven management principles, which contribute to the strength and efficiency of the overall system.

ICS principles are implemented through a wide range of management features including the use of common terminology and clear text, and a modular organizational structure.

ICS emphasizes effective planning, including management by objectives and reliance on an Incident Action Plan.

ICS helps ensure full utilization of all incident resources by:

The ICS features related to command structure include chain of command and unity of command as well as, unified command and transfer of command. Formal transfer of command occurs whenever leadership changes.

Through accountability and mobilization, ICS helps ensure that resources are on hand and ready.

And, finally ICS supports responders and decisionmakers by providing the data they need through effective information and intelligence management.

This lesson covers each of these ICS features in detail.

 

Common Terminology and Clear Text

The ability to communicate within the ICS is absolutely critical. An essential method for ensuring the ability to communicate is by using common terminology and clear text.

A critical part of an effective multiagency incident management system is for all communications to be in plain English. That is, use clear text. Do not use radio codes, agency-specific codes, or jargon.

ICS establishes common terminology allowing diverse incident management and support entities to work together. Common terminology helps to define:

Each of the above areas will be covered in more detail in this and the remaining lessons.

 

Modular Organization

The ICS organizational structure develops in a top-down, modular fashion that is based on the size and complexity of the incident, as well as the specifics of the hazard environment created by the incident. As incident complexity increases, the organization expands from the top down as functional responsibilities are delegated.

The ICS organizational structure is flexible. When needed, separate functional elements can be established and subdivided to enhance internal organizational management and external coordination. As the ICS organizational structure expands, the number of management positions also expands to adequately address the requirements of the incident.

In ICS, only those functions or positions necessary for a particular incident will be filled.

 

Management by Objectives

All levels of a growing ICS organization must have a clear understanding of the functional actions required to manage the incident. Management by objectives is an approach used to communicate functional actions throughout the entire ICS organization. It can be accomplished through the incident action planning process, which includes the following steps:

Step 1: Understand agency policy and direction.
Step 2: Assess incident situation.
Step 3: Establish incident objectives.
Step 4: Select appropriate strategy or strategies to achieve objectives.
Step 5: Perform tactical direction (applying tactics appropriate to the strategy, assigning the right resources, and monitoring their performance).
Step 6: Provide necessary followup (changing strategy or tactics, adding or subtracting resources, etc.).

 

Reliance on an Incident Action Plan

In ICS, considerable emphasis is placed on developing effective Incident Action Plans.

An Incident Action Plan (IAP) is an oral or written plan containing general objectives reflecting the overall strategy for managing an incident. An IAP includes the identification of operational resources and assignments and may include attachments that provide additional direction.

Every incident must have a verbal or written Incident Action Plan. The purpose of this plan is to provide all incident supervisory personnel with direction for actions to be implemented during the operational period identified in the plan.

Incident Action Plans include the measurable strategic operations to be achieved and are prepared around a timeframe called an Operational Period.

Incident Action Plans provide a coherent means of communicating the overall incident objectives in the context of both operational and support activities. The plan may be oral or written except for hazardous materials incidents, which require a written IAP.

At the simplest level, all Incident Action Plans must have four elements:

 

Manageable Span of Control

Another basic ICS feature concerns the supervisory structure of the organization.

Span of control pertains to the number of individuals or resources that one supervisor can manage effectively during emergency response incidents or special events. Maintaining an effective span of control is particularly important on incidents where safety and accountability are a top priority.

Span of control is the key to effective and efficient incident management. The type of incident, nature of the task, hazards and safety factors, and distances between personnel and resources all influence span of control considerations.

Maintaining adequate span of control throughout the ICS organization is very important.

Effective span of control on incidents may vary from three (3) to seven (7), and a ratio of one (1) supervisor to five (5) reporting elements is recommended.

If the number of reporting elements falls outside of these ranges, expansion or consolidation of the organization may be necessary. There may be exceptions, usually in lower-risk assignments or where resources work in close proximity to each other.

 

Predesignated Incident Locations and Facilities

Incident activities may be accomplished from a variety of operational locations and support facilities. Facilities will be identified and established by the Incident Commander depending on the requirements and complexity of the incident or event.

It is important to know and understand the names and functions of the principal ICS facilities.

 

Incident Facilities Virtual Tour

The Incident Command Post, or ICP, is the location from which the Incident Commander oversees all incident operations. There is generally only one ICP for each incident or event, but it may change locations during the event. Every incident or event must have some form of an Incident Command Post. The ICP may be located in a vehicle, trailer, tent, or within a building. The ICP will be positioned outside of the present and potential hazard zone but close enough to the incident to maintain command. The ICP will be designated by the name of the incident, e.g., Trail Creek ICP.

Staging Areas are temporary locations at an incident where personnel and equipment are kept while waiting for tactical assignments. The resources in the Staging Area are always in available status. Staging Areas should be located close enough to the incident for a timely response, but far enough away to be out of the immediate impact zone. There may be more than one Staging Area at an incident. Staging Areas can be collocated with the ICP, Bases, Camps, Helibases, or Helispots.

A Base is the location from which primary logistics and administrative functions are coordinated and administered. The Base may be collocated with the Incident Command Post. There is only one Base per incident, and it is designated by the incident name. The Base is established and managed by the Logistics Section. The resources in the Base are always out-of-service.

A Camp is the location where resources may be kept to support incident operations if a Base is not accessible to all resources. Camps are temporary locations within the general incident area, which are equipped and staffed to provide food, water, sleeping areas, and sanitary services. Camps are designated by geographic location or number. Multiple Camps may be used, but not all incidents will have Camps.

A Helibase is the location from which helicopter-centered air operations are conducted. Helibases are generally used on a more long-term basis and include such services as fueling and maintenance. The Helibase is usually designated by the name of the incident, e.g. Trail Creek Helibase.

Helispots are more temporary locations at the incident, where helicopters can safely land and take off. Multiple Helispots may be used.

 

Incident Facility Map Symbols

In ICS, it is important to be able to identify the map symbols associated with the basic incident facilities. The map symbols used to represent each of the six basic ICS facilities are:

On a map, the ICP location appears as a green and white square.

The standard symbol for identifying Staging Areas is an uppercase S in a circle.

The standard symbol for identifying a Base is an uppercase B in a circle.

The standard symbol for identifying a Camp is a C in a circle, a Helibase is an H in a circle, and a Helispot is a black circle with H, a dash, and a numeric identifier.

 

Resource Management

ICS resources can be factored into two categories:

Tactical resources are always classified as one of the following:

Maintaining an accurate and up-to-date picture of resource utilization is a critical component of resource management.

Resource management includes processes for:

It also includes processes for reimbursement for resources, as appropriate.

 

Integrated Communications

The use of a common communications plan is essential for ensuring that responders can communicate with one another during an incident. Communication equipment, procedures, and systems must operate across jurisdictions (interoperably).

Developing an integrated voice and data communications system, including equipment, systems, and protocols, must occur prior to an incident.

Effective ICS communications include three elements:

 

Chain of Command and Unity of Command

In the Incident Command System:

The principles clarify reporting relationships and eliminate the confusion caused by multiple, conflicting directives. Incident managers at all levels must be able to control the actions of all personnel under their supervision. These principles do not apply to the exchange of information. Although orders must flow through the chain of command, members of the organization may directly communicate with each other to ask for or share information.

The command function may be carried out in two ways:

 

Unified Command

A Unified Command may be needed for incidents involving:

If a Unified Command is needed, Incident Commanders representing agencies or jurisdictions that share responsibility for the incident manage the response from a single Incident Command Post.

A Unified Command allows agencies with different legal, geographic, and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility, or accountability. Under a Unified Command, a single, coordinated Incident Action Plan will direct all activities. The Incident Commanders will supervise a single Command and General Staff organization and speak with one voice.

 

Transfer of Command

The process of moving the responsibility for incident command from one Incident Commander to another is called transfer of command. Transfer of command may take place when:

The transfer of command process always includes a transfer of command briefing, which may be oral, written, or a combination of both.

 

Accountability

Effective accountability during incident operations is essential at all jurisdictional levels and within individual functional areas. Individuals must abide by their agency policies and guidelines and any applicable local, tribal, State, or Federal rules and regulations. The following guidelines must be adhered to:

 

Mobilization

At any incident or event, the situation must be assessed and response planned. Resources must be organized, assigned and directed to accomplish the incident objectives. As they work, resources must be managed to adjust to changing conditions.

Managing resources safely and effectively is the most important consideration at an incident. Therefore, personnel and equipment should respond only when requested or when dispatched by an appropriate authority.

 

Information and Intelligence Management

The analysis and sharing of information and intelligence is an important component of ICS. The incident management organization must establish a process for gathering, sharing, and managing incident-related information and intelligence.

Intelligence includes not only national security or other types of classified information but also other operational information that may come from a variety of different sources, such as:

  • Risk assessments.
  • Medical intelligence (i.e., surveillance).
  • Weather information.
  • Geospatial data.
  • Structural designs.
  • Toxic contaminant levels.
  • Utilities and public works data.

 

General Guidelines—Lengthy Assignments

Many incidents last only a short time, and may not require travel. Other deployments may require a lengthy assignment away from home. Below are general guidelines for incidents requiring extended stays or travel:

 

General Guidelines—Roles and Authorities

In addition to preparing for your travel arrangements, it is important to understand your role and authorities.

 

Actions Prior to Departure

Upon receiving an incident assignment, your deployment briefing should include, but may not be limited to, the following information:

 

Check-In at the Incident: Activities

Check-in officially logs you in at the incident. The check-in process and information helps to:

 

Check-In at the Incident: Locations

Check in only once. Check-in locations may be found at several incident facilities, including:

Note that these locations may not all be activated at every incident.

Check-in information is usually recorded on ICS Form 211, Check-In List.

 

Initial Incident Briefing

After check-in, locate your incident supervisor and obtain your initial briefing. The briefing information helps you plan your tasks and communicate with others. Briefings received and given should include:

 

Incident Recordkeeping

All incidents require some form of recordkeeping. Requirements vary depending upon the agencies involved and the nature of the incident. Detailed information on using ICS forms will be covered in other training sessions, or may be found in the Forms Manual.

Below are general guidelines for incident recordkeeping:

If you are expected to be a supervisor:

 

Communications Discipline

Important considerations related to communications include:

 

Personal Conduct

Sexual harassment or discrimination of any type and the use of illegal drugs and/or alcohol are prohibited on all incidents. Report all such activities to your supervisor.

Often times, incident response can produce high stress situations. As part of your responsibilities, you may be required to interact with people who have been adversely affected by the incident. It is important to be patient and act in a professional manner at all times.

 

Incident Demobilization

Agency requirements for demobilization may vary considerably. General demobilization guidelines for all personnel are to:

 

Lesson 3: ICS Organization: Part I

Lesson Overview

The ICS Organization: Part I lesson introduces you to the:

By the end of this lesson, you should be able to:

 

ICS Organization

The ICS organization is unique but easy to understand. There is no correlation between the ICS organization and the administrative structure of any single agency or jurisdiction. This is deliberate, because confusion over different position titles and organizational structures has been a significant stumbling block to effective incident management in the past.

For example, someone who serves as a Chief every day may not hold that title when deployed under an ICS structure.

 

Performance of Management Functions

Every incident or event requires that certain management functions be performed. The problem must be identified and assessed, a plan to deal with it developed and implemented, and the necessary resources procured and paid for.

Regardless of the size of the incident, these management functions still will apply.

 

Five Major Management Functions

There are five major management functions that are the foundation upon which the ICS organization develops. These functions apply whether you are handling a routine emergency, organizing for a major non-emergency event, or managing a response to a major disaster. The five major management functions are:

Organization chart showing the Incident Command function and four subordinate functions: Operations Section, Planning Section, Logistics Section, and Finance/Administration Section.

 

Organizational Structure—Incident Commander

On small incidents and events, one person, the Incident Commander, may accomplish all five management functions. In fact, the Incident Commander is the only position that is always staffed in ICS applications. However, large incidents or events may require that these functions be set up as separate Sections within the organization.

 

Organizational Structure—ICS Sections

Each of the primary ICS Sections may be subdivided as needed. The ICS organization has the capability to expand or contract to meet the needs of the incident.

A basic ICS operating guideline is that the person at the top of the organization is responsible until the authority is delegated to another person. Thus, on smaller incidents when these additional persons are not required, the Incident Commander will personally accomplish or manage all aspects of the incident organization.

 

ICS Position Titles

To maintain span of control, the ICS organization can be divided into many levels of supervision. At each level, individuals with primary responsibility positions have distinct titles. Using specific ICS position titles serves three important purposes:

 

Supervisory Position Titles

Organizational Level Title Support Position
Incident Command Incident Commander Deputy
Command Staff Officer Assistant
General Staff (Section) Chief Deputy
Branch Director Deputy
Division/Group Supervisor N/A
Unit Leader Manager
Strike Team/Task Force Leader Single Resource Boss

 

Incident Commander's Overall Role

The Incident Commander has overall responsibility for managing the incident by objectives, planning strategies, and implementing tactics. The Incident Commander must be fully briefed and should have a written delegation of authority. Initially, assigning tactical resources and overseeing operations will be under the direct supervision of the Incident Commander.

Personnel assigned by the Incident Commander have the authority of their assigned positions, regardless of the rank they hold within their respective agencies.

 

Incident Commander Responsibilities

In addition to having overall responsibility for managing the entire incident, the Incident Commander is specifically responsible for:

The Incident Commander may appoint one or more Deputies, if applicable, from the same agency or from other agencies or jurisdictions. Deputy Incident Commanders must be as qualified as the Incident Commander.

 

Selecting and Changing Incident Commanders

As incidents expand or contract, change in jurisdiction or discipline, or become more or less complex, command may change to meet the needs of the incident.

Rank, grade, and seniority are not the factors used to select the Incident Commander. The Incident Commander is always a highly qualified individual trained to lead the incident response.

As you learned in Lesson 2, formal transfer of command at an incident always requires a transfer of command briefing for the incoming Incident Commander and notification to all personnel that a change in command is taking place.

 

Expanding the Organization

As incidents grow, the Incident Commander may delegate authority for performance of certain activities to the Command Staff and the General Staff. The Incident Commander will add positions only as needed.

Organization chart, see long description

 

Command Staff

Depending upon the size and type of incident or event, it may be necessary for the Incident Commander to designate personnel to provide information, safety, and liaison services for the entire organization. In ICS, these personnel make up the Command Staff and consist of the:

The Command Staff reports directly to the Incident Commander.

 

Lesson 4: ICS Organization: Part II

Lesson Overview

The ICS Organization: Part II lesson introduces you to the:

By the end of this lesson, you should be able to:

 

General Staff

Expansion of the incident may also require the delegation of authority for the performance of the other management functions. The people who perform the other four management functions are designated as the General Staff. The General Staff is made up of four Sections: Operations, Planning, Logistics, and Finance/Administration.

ICS organizational chart with the four General Staff functions highlighted: Operations Section, Planning Section, Logistics Section, and Finance/Administration Section.

The General Staff reports directly to the Incident Commander.

 

ICS Section Chiefs and Deputies

As mentioned previously, the person in charge of each Section is designated as a Chief. Section Chiefs have the ability to expand their Section to meet the needs of the situation. Each of the Section Chiefs may have a Deputy, or more than one, if necessary. The Deputy:

In large incidents, especially where multiple disciplines or jurisdictions are involved, the use of Deputies from other organizations can greatly increase interagency coordination.

 

Operations Section

Until Operations is established as a separate Section, the Incident Commander has direct control of tactical resources. The Incident Commander will determine the need for a separate Operations Section at an incident or event. When the Incident Commander activates an Operations Section, he or she will assign an individual as the Operations Section Chief.

ICS organizational chart with the Operations Section highlighted.

 

Operations Section Chief

The Operations Section Chief will develop and manage the Operations Section to accomplish the incident objectives set by the Incident Commander. The Operations Section Chief is normally the person with the greatest technical and tactical expertise in dealing with the problem at hand.

 

Operations Section: Maintaining Span of Control

The Operations function is where the tactical fieldwork is done and the most incident resources are assigned. Often the most hazardous activities are carried out there. The following supervisory levels can be added to help manage span of control:

Divisions Divisions are used to divide an incident geographically.
Groups Groups are used to describe functional areas of operation.
Branches Branches are used when the number of Divisions or Groups exceeds the span of control and can be either geographical or functional.

 

Operations Section: Divisions

Divisions are used to divide an incident geographically. The person in charge of each Division is designated as a Supervisor. How the area is divided is determined by the needs of the incident.

The most common way to identify Divisions is by using alphabet characters (A, B, C, etc.). Other identifiers may be used as long as Division identifiers are known by assigned responders.

The important thing to remember about ICS Divisions is that they are established to divide an incident into geographical areas of operation.

 

Operations Section: Groups

Groups are used to describe functional areas of operation. The person in charge of each Group is designated as a Supervisor.

Operations Section Section with Health & Safety and Public Works Groups.

The kind of Group to be established will also be determined by the needs of an incident. Groups are normally labeled according to the job that they are assigned (e.g., Human Services Group, Infrastructure Support Group, etc.). Groups will work wherever their assigned task is needed and are not limited geographically.

 

Operations Section: Divisions and Groups

Divisions and Groups can be used together on an incident. Divisions and Groups are at an equal level in the organization. One does not supervise the other. When a Group is working within a Division on a special assignment, Division and Group Supervisors must closely coordinate their activities.

Ops Section with 1 Division and 2 Groups. One Group has 2 specialists.

 

Operations Section: Establishing Branches

If the number of Divisions or Groups exceeds the span of control, it may be necessary to establish another level of organization within the Operations Section, called Branches. The person in charge of each Branch is designated as a Director. Deputies may also be used at the Branch level. Branches can be divided into Groups or Divisions — or can be a combination of both.

Ops Section with 3 Branches, each having 2 Groups.

 

Operations Section: Branches, Other Factors

While span of control is a common reason to establish Branches, additional considerations may also indicate the need to use these Branches, including:

 

Managing the Operations Section

While there are any number of ways to organize field responses, Branches and Groups may be used to organize resources and maintain span of control.

 

Operations Section: Expanding and Contracting

The Incident Commander or Operations Section Chief at an incident may work initially with only a few single resources or staff members.

Organizational chart with Public Works, Evacuation, and Public Safety Specialists below the Operations Section.

The Operations Section usually develops from the bottom up. The organization will expand to include needed levels of supervision as more and more resources are deployed.

Organizational chart with Public Works, Evacuation, Law Enforcement, Transportation, and Communication Specialists below the Operations Section.

Task Forces are a combination of mixed resources with common communications operating under the direct supervision of a Leader. Task Forces can be versatile combinations of resources and their use is encouraged. The combining of resources into Task Forces allows for several resource elements to be managed under one individual's supervision, thus lessening the span of control of the Supervisor.

Organizational chart with a Task Force (highlighted), Strike Team, and Single Resource below the Operations Section.

Strike Teams are a set number of resources of the same kind and type with common communications operating under the direct supervision of a Strike Team Leader. Strike Teams are highly effective management units. The foreknowledge that all elements have the same capability and the knowledge of how many will be applied allows for better planning, ordering, utilization and management.

Organizational chart with a Task Force, Strike Team (highlighted), and Single Resource below the Operations Section.

Single Resources may be individuals, a piece of equipment and its personnel complement, or a crew or team of individuals with an identified supervisor that can be used at an incident.

Organizational chart with a Task Force, Strike Team, and Single Resource (highlighted) below the Operations Section.

As we covered earlier, it is important to maintain an effective span of control. Maintaining span of control can be done easily by grouping resources into Divisions or Groups.

Organizational chart, see long description

Another way to add supervision levels is to create Branches within the Operations Section.

Public Works Branch, see long description

At some point, the Operations Section and the rest of the ICS organization will contract. The decision to contract will be based on the achievement of tactical objectives. Demobilization planning begins upon activation of the first personnel and continues until the ICS organization ceases operation.

Public Works Branch with Power Restoration and Hazardous Waste Task Forces.

 

Planning Section

The Incident Commander will determine if there is a need for a Planning Section and designate a Planning Section Chief. If no Planning Section is established, the Incident Commander will perform all planning functions. It is up to the Planning Section Chief to activate any needed additional staffing.

 

Planning Section: Major Activities

The major activities of the Planning Section may include:

 

Planning Section: Units

The Planning Section can be further staffed with four Units. In addition, Technical Specialists who provide special expertise useful in incident management and response may also be assigned to work in the Planning Section. Depending on the needs, Technical Specialists may also be assigned to other Sections in the organization.

Planning Section organizational chart with five subordinate components: Resources Unit, Situation Unit, Documentation Unit, Demobilization Unit, and Technical Specialists.

 

Logistics Section

The Incident Commander will determine if there is a need for a Logistics Section at the incident, and designate an individual to fill the position of the Logistics Section Chief. If no Logistics Section is established, the Incident Commander will perform all logistical functions. The size of the incident, complexity of support needs, and the incident length will determine whether a separate Logistics Section is established. Additional staffing is the responsibility of the Logistics Section Chief.

 

Logistics Section: Major Activities

The Logistics Section is responsible for all of the services and support needs, including:

 

Logistics Section: Branches and Units

The Logistics Section can be further staffed by two Branches and six Units.

Not all of the Units may be required; they will be established based on need. The titles of the Units are descriptive of their responsibilities.

Logistics Section chart with Service and Support Branches and Communication, Medical, Food, Supply, Facilities, and Ground Support Units.

The Logistics Service Branch can be staffed to include a:

 

Finance/Administration Section

The Incident Commander will determine if there is a need for a Finance/Administration Section at the incident and designate an individual to fill the position of the Finance/Administration Section Chief.

If no Finance/Administration Section is established, the Incident Commander will perform all finance functions.

 

Finance/Administration Section: Major Activities

The Finance/Administration Section is set up for any incident that requires incident-specific financial management. The Finance/Administration Section is responsible for:

 

Finance/Administration Section: Increasing Use

More and more larger incidents are using a Finance/Administration Section to monitor costs. Smaller incidents may also require certain Finance/Administration support.

For example, the Incident Commander may establish one or more Units of the Finance/Administration Section for such things as procuring special equipment, contracting with a vendor, or making cost estimates for alternative response strategies.

 

Finance/Administration Section: Units

The Finance/Administration Section may staff four Units. Not all Units may be required; they will be established based on need.

Finance/Administration organizational chart with four subordinate units: Procurement Unit, Time Unit, Cost Unit, and Compensation/Claims Unit.